Succession Strategy & Business Plan

Clapham Park Project NDC

Succession Strategy &

Business Plan

September 2009

“Making the Switch” 1-4 Brixton Hill

London, SW2 1HJ

Tel: 020 8678 5921

www.claphampark.org.uk

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Executive Summary

Clapham Park Project (CPP) is a New Deal for Communities (NDC) area-

based initiative in Lambeth, South London, overseen by the Department for

Communities & Local Government (CLG). Created 9 years ago, its purpose is

to tackle deep-seated and intergenerational issues of social and individual

deprivation and decay at a neighbourhood level, utilizing the skills,

motivation and knowledge of local people. With a 10 year life-span, the

funding is drawing to a close and CPP NDC will end 31 March 2011 – this

document is about what happens after that.

Throughout its life, the NDC has instigated and overseen a process of

gathering and synthesising ideas, theories and proposals, and then using

subsidies to distil these disparate thought streams into projects that tackle the

issues described above. These projects have been subsequently evaluated,

refined and adapted to really get at the heart of what is needed to effect

local change. Simultaneously, local people have been at the core of

governance and delivery of projects, giving their time and hard work thereby

retaining the ownership and responsibility for the success of the NDC.

Anticipating the end of NDC funding, the CPP Board created a Transitional

Working Party (TWP) in June 08, comprising representatives from the Board,

the CEO and key members of the Senior Management Team. Its remit was to

produce a succession strategy.

The TWP set up a series of workshops and meetings of key partners and

stakeholders to garner a consensus of opinion; they appraised the work of

the NDC; they considered what work remained; what would happen if the

initiative just ended; and what options were realistically available to them. As

a consequence of this exhaustive process, the significant recommendation

of the TWP is that the best thing that can succeed the NDC is a new

organisation: a charity, led by local people that will sustain the progress

made by the NDC in the lives of local people by keeping their community

vibrant and inclusive with a tangible spirit that local people can feel proud

of. This document sets out what needs to be done to make the

recommendation a reality – it is split into 2 parts;

Part One: Choosing to Switch – sets out the primary motivations and

justifications for the Succession.

Part Two: NDC to Charity: Making the Switch Work (Business Plan) - sets out

the plans and strategies to ensure the switch is successful.

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TABLE OF CONTENTS

1 PART 1: Choosing the Switch .............................................................................. 4

2 The NDC Succession Criteria – our responses .................................................. 1

Criterion 1: The outcomes to be delivered are appropriate for the NDC

area and the community it serves......................................................................... 1

Criterion 2: The community continues to be empowered and community

leaders are supported ............................................................................................. 5

Criterion 3: An agreed split of responsibilities in continuing NDC

activities/projects/services (between any successor body, the Local

Authority, LSPs and other partners). ...................................................................... 6

Criterion 4: The NDC‟s assets are safeguarded into the long term .................. 7

Criterion 5: Governance arrangements support the objectives of the

succession plans ....................................................................................................... 9

Criterion 6: The risks to the succession strategy have been properly

identified and are being actively managed..................................................... 13

Criterion 7: The strategy must be agreed by the Local Authority/

Accountable Body and supported by local partners ...................................... 14

Criterion 8: The successor vehicle must be financially independent into the

long term ................................................................................................................. 14

3 PART 2: NDC to Charity: Making the Switch Work ........................................... 1

4 Introduction ........................................................................................................... 2

5 Business Details ...................................................................................................... 5

6 Vision ....................................................................................................................... 7

7 Mission .................................................................................................................... 8

8 Values ..................................................................................................................... 9

9 The Operational Landscape ............................................................................ 10

10 Operations ........................................................................................................ 20

11 Business Strategies and Delivery Plan ........................................................... 25

12 Financial Plan ................................................................................................... 35

13 List of Appendices ........................................................................................... 43

14 Oct, .................................................................................................................... 84

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1 PART 1: Choosing the Switch Clapham Park Project NDC has existed for almost 9 years – it was created as

an Area-Based Initiative delivery vehicle for a £56m New Deal for

Communities1 programme in Clapham Park, a long-neglected

neighbourhood in Lambeth, South London of around 7,000 residents, many

living in sub-standard housing, with significant levels of deprivation,

worklessness, poverty, and crime; from the beginning, community

involvement was at the heart of the programme and its success.

In 2005, almost half of the NDC grant was given over to the creation of a

community-led Housing Association, Clapham Park Homes – this cash was

subsequently used to raise over £250m from a combination of public and

private sources to refurbish the homes of local people. CPP therefore, owns

no houses, has no housing management function and there is, perforce, no

such element to this succession strategy.

From the beginning, residents have led the governance and volunteer part-

delivery of these services, committing their spare time and a great deal of

effort to achieving success; they have resolved not to let the initiatives they

have worked hard to secure, slip or falter.

A Transitional Working Party (TWP), comprising representatives from the Board,

the CEO and key members of the Senior Management Team, was created

by the Board in June 08, with a remit to produce CPP‟s succession strategy.

They were given 4 key objectives;

review the work of the NDC – what worked well, and what remains to

be done;

consult with all our stakeholders and partners;

recommend the best method for succession;

develop a strategy to make it work.

As the consultation and review work progressed, it became clear that;

The amounts of money received and spent by the NDC will not be

seen again;

1 For more information on NDCs, see the DCLG website or

http://collections.europarchive.org/tna/20090106142604/http://www.neighbourhood.gov.uk/publications.asp?did=1930

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There were significant hopes that the intervention of the NDC would be

sustained, and that an effective way to achieve that was to consider

sustainability issues now, and in all future plans.

Work carried forward to a new vehicle will need to be prioritized – it is

neither necessary nor desirable to do everything the NDC did;

Instead of acting as a Community Anchor to distribute money, we will

be obliged to deliver services directly;

Local people would benefit most from sustaining the work of the NDC,

therefore the responsibility for maintaining the momentum and initiative

should lie with local people;

Whilst retaining the benefit to Clapham Park, activities will be pan-

Lambeth;

CLG would need to approve the strategy.

The solution we sought, therefore, had to be;

sustainable, in order to tackle issues that were inter-generational and

likely to re-occur;

financially independent;

owned and managed by local people;

CLG compliant.

The TWP proposal, therefore, is to transform CPP NDC into a Charity –

Clapham Park Project. For the sake of clarity, this document will refer to CPP

NDC and CPP charity, which will exist before and after midnight 31st March

2011.

The proposal and subsequent strategy to achieve it (the Business Plan, Part 2

of this document) is the culmination of over a year‟s work and collaboration

between staff, local people and other stakeholders.

The Charity will start with a set of Core Aims that can be used to deliver

projects that will be selected using the frameworks developed during this

succession process. It will be part-sustained in its early years with legacy

funding, but will be constructed to be able to seek out and respond to new

initiatives across Lambeth and become self-sufficient via fundraising and

development of social enterprises. We have developed this strategy to

ensure the transition will be seamless and the succession permanent and

effective in order to continue to develop the NDC aims into the long term

Having made the decision, our primary concern, therefore, will be making

the new charity work, and our Succession Strategy and Business Plan set out

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how that will be accomplished – but a compulsory precursor to that will be

gaining CLG approval. To assess compliance by NDCs, CLG have developed

a set of robust and thorough criteria - we wanted to ensure that we

addressed those criteria directly and in thorough detail - so for that reason

the format of the Succession Strategy has been constructed around

demonstrating how our plans satisfy the 8 criteria set by CLG.

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2 The NDC Succession Criteria – our responses The following 8 criteria are taken from the CLG Programme Note 44,

December 2008, and the sub-Criteria from the Assessment Benchmarking

paper distributed to NDCs in July 09; we will address each in turn, referring to

detailed strategies and documents in the Business Plan as necessary.

Criterion 1: The outcomes to be delivered are appropriate for the

NDC area and the community it serves.

Both the longevity and financial security of the NDC programme has

afforded an exceptional opportunity for development and refinement of

small-scale community regeneration policy and practice. Every year we

have been able to review and assess the programmes we have funded,

sometimes discarding projects, more often adapting them and allowing

them to evolve to better fit their environment and purpose through thorough

evaluation and consultation with partners. The projects in the final years of

the NDC are the culmination of several years review, analysis and re-working

of previous projects; a system of continuous improvement that has made

them relevant, effective and, most importantly, led by local people.

In short, this position has afforded us a long-term vantage point from which to

accurately assess what works in the CPP area, and what doesn‟t.

Approximately a year ago, we initiated the formal process of identifying an

appropriate succession strategy, by setting up the Transitional Working Party

(TWP) – part of its remit was to assess, collate and develop a mechanism that

will allow selection and prioritisation of the activities that will form basis of

operations for the succession vehicle. The Work Plan for that process is given

in Appendix 12 – Project Plan, pg 83.

Criterion 1.1: It sets out social and economic conditions in the area

We undertook a detailed appraisal of our operational area – section 9, pg 10,

of the Business Plan summarises the primary issues and levels of deprivation in

Lambeth, analyzes our likely competitors, and sets out our Competitive

Advantages within that context.

Criterion 1.2: It sets out the local priorities of the area and identifies activities

that are clearly linked to those priorities; those local priorities are clearly

linked to the priorities set out in the LAA and other local strategies

CPP is a significant operator in the development and social fabric

improvement field in Lambeth, and has established partnerships with all of

the other significant operators too – we are a member of the Board of the

Local Strategic Partnership and have extremely good relationships with the

Borough Council and leading voluntary and private sector organisations. We

have consulted with all of them. As a senior member of the LSP, we have

contributed to the development of the Borough Strategies;

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Lambeth Economic Strategy

Sustainable Communities Strategy – 2020 Vision

Lambeth Economic Development Strategy 2007 – 2010

Lambeth Employment and Skills Plan 2008 – 2009

Community Safety Strategy

Lambeth Local Area Agreement 2008 – 2011

In developing the Succession Strategy, we initiated an extensive process of

consultation which led to the development of our Mission and Vision, which

are detailed in the Business plan, as well as our 3 Core Aims;

1. Supporting residents and communities

2. Youth and Aspiration

3. Worklessness

As a consequence of our involvement and ongoing commitment to

consultation throughout the borough, most of the key targets and objectives

of the borough strategies have significant synergy with the Core Aims of the

CPP Charity. When we come to decide upon the final form of the projects

run by the CPP Charity, they will be determined by local priorities, and will

directly contribute to Lambeth First targets and performance indicators.

We have set out how we anticipate our Core Aims will contribute to Lambeth

LAA 2020 Outcomes in Table 1, below.

Table 1: Contributions to 2020 indicators

CPP Core Aim Lambeth 2020 Outcome Indicator

Supporting

residents and

communities

Safe and cohesive places

where people are

empowered and have

the confidence to play

active roles in their

communities

Percentage of people who feel they can

influence decisions in their locality

Overall/general satisfaction with the local

area

Building resilience to violent extremism within

Lambeth

Young people's participation in positive

activities

Youth and

Aspiration

Even more children and

young people are on the

path to success through

the provision of good

quality education,

training and jobs which

reduces the risk of

exclusion and offending

Under 18 conception rate

Rate of permanent exclusions from school

Secondary school persistent absence rate

Narrowing the gap between the lowest

achieving 20% in the early years foundation

stage profile and the rest

Emotional health of children 50

Worklessness Lower levels of poverty

and social exclusion

Proportion of children in poverty

Working age people claiming out of work

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through higher numbers

of socially excluded

adults in employment,

education and training

benefits in the worst performing

neighbourhoods

Working age population qualified to at least

Level 2 or higher

16-18 year olds not in education,

employment or training

Criterion 1.3: It identifies which of the 6 NDC themes are intended to be

addressed by ongoing activities

Appendix 10 – Lifetime NDC Projects Information, pg 67, sets out a complete

list of the revenue service delivery projects that have been funded by CPP,

showing what has or will happen to them. Appendix 11 – Projects Spend, pg

82, shows the spend to date on each Theme, split for Capital and Revenue.

Criterion 1.2, above, sets out how the CPP Charity‟s final projects will be

decided upon.

Education & Youth

There were 19 projects within this theme which comprised 8.4% of total spend.

This theme will continue with the CPP Charity – specific projects likely to be

developed and taken further are; Mentoring for Change (1400A), and the

Youth Programme (1400I). The capital project to develop the Richard Atkins

Learning Centre will not finish until after the CPP Charity has opened, but will

use NDC money specially set aside.

Business, Employment & Training

19 Projects cost just over £3.5m (6.8% of the total) and this Theme will continue

with the CPP Charity as a way to address the CPP Charity Core Value -

Worklessness. In particular, the Volunteer Scheme (3270) and a project

delivering assistance to the workless such as Shop for Jobs (3210, 3212) are

probabilities, and may well be best achieved by setting up a social

enterprise (see section 4.3, Our Business Model, pg. 4).

Neighbourhood Management/Housing

90% of this Theme has been Capital, one-off, expenditure and includes the

costs of setting up Clapham Park Housing (over £21m). Since there is now a

separate housing body, only minimal aspects of this Theme will continue. The

projects that have held local service delivery agents to account, for

example, such as 2110 and 2111, “Neighbourhood Management”, which

facilitate local involvement in housing processes and decisions, will be

supported by CPP Charity.

Health

The smallest proportion of the CPP budget was spent on Health (£1.9m, 3.5%

of the total). Our consultation with local people indicated that they did not

see Health as a priority for the new CPP Charity, and all of the projects

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initiated by CPP have been mainstreamed, or came to a natural end. Health

will not be carried forward by the CPP Charity.

Crime & Community Safety

7.4% (£4m) of the total budget was spent on 19 crime and community safety

projects, and this Theme will continue as a priority for the CPP Charity. The

projects most likely to be developed and taken forward are the

Neighbourhood Wardens and the Bikes Project.

Community & Corporate

The second largest expenditure Theme (£10.3m, 19%), community

development will form a significant part of the CPP Charity – projects such as

“Community Engagement” (1210 – 13) and the “Multicultural Festival” (1320)

have been extremely successful and will be developed and continued in a

similar variant.

Criterion 1.4: It is clear how the succession strategies are linked to existing

projects

Clearly, deciding upon the actual projects that will be delivered, when the

start of the CPP Charity is almost 18 months away, is not possible at this stage

– what we have done, however, is establish a rigorous and comprehensive

process by which the projects will be arrived at. The Business Plan (Part 2 of

this document) gives the mechanisms in detail, and the process is

summarised as follows;

1. Objectively review the success of projects.

CLG commission regular MORI polls (Appendix 7 – Results, pg 52) to quantify

research outputs on each of the Theme areas we delivered upon, and

section 9, The Operational Landscape, pg 10, outlines the key successes

indicated by that data.

2. Consult with local people.

We undertook a survey of local people (section 9, pg 11, of the Business Plan)

to poll their opinions about what the new Charity should do. Opinions and

feelings were also polled at local meetings and community gatherings.

3. Consult with Board and Staff.

We tasked the TWP to set up a number of formal events to engage staff,

senior managers and the Board in the process of deciding “what works”,

including a day to develop a SWOT analysis, Figure 1, pg 12. The SWOT

analysis afforded an opportunity to take a detailed look at the framework of

local partnerships and strategic alliances that CPP operates within to ensure

compatibility with them.

4. Consult with Partners and other Key-Stakeholders

This process is fully set out in Criteria 1.2, above.

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5. Agree the short-listing criteria & process.

The TWP set up a Board „away-day‟ in May 2009, attended by the CEO and

senior managers, at which they agreed the;

criteria for assessing which projects were to be forwarded on to the

new Charity;

subsequent ranking and final selection process.

The criteria and processes can be found in section 10, pg. 20, and represent

the final stage in what we feel is a rigorous process of elimination, selection

and recommendation that will deliver successful projects that are relevant to

the borough, our partners, and to our succession strategies.

Criterion 2: The community continues to be empowered and

community leaders are supported

Criterion 2.1: That all parts of the community empowerment strategy will be

sustainable into the long term.

Throughout its existence, CPP has striven – and largely succeeded - to

engage with the local community, both vertically and horizontally: that is to

say, by reserving places for them on the Board to ensure they have a

governance, or vertical role, and to encourage their involvement horizontally

in delivering the projects by incorporating a significant volunteering aspect to

the projects we deliver. In this way, we have adopted a comprehensive

approach to community empowerment and engagement.

The Business Plan recognises the importance of both of these community

engagement approaches and has considered strategies to enhance them.

The Governance documents of the new Charity will incorporate a formal and

reserved role for community representatives on the Board – a demonstrable

and lasting commitment to community empowerment.

As stated in our response to Criteria 1, above, Community Empowerment is a

Core Aim for CPP Charity, and the most successful and sustainable projects in

this Theme will be developed and brought forward to the CPP Charity.

Furthermore, the rigorous and comprehensive Project Prioritisation systems we

have set in place will ensure that the projects have been properly and

appropriately adapted for use in the significantly different environment that

the CPP Charity will operate in. Subsequent reviews of the Business Plan by

the Management Team and the Board will ensure community development

remains at the heart of CPP as NDC and as Charity in the decades to come.

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Criterion 2.2: That all partners are properly engaged and that they have put in

place arrangements to support their part in the on-going implementation of

the strategy.

The process of succession itself, described in detail in the Business Plan, and in

several parts of this document, stand out as a beacon of community

engagement and empowerment, since it has been initiated, guided and led

by local people at all stages.

In addition to Community Representatives at Board level, our Articles reserve

half of the spaces on the Board for representatives of key local partners –

agencies and organisations that will bring their local perspective and

professionalism to develop the strategies and make decisions that will keep

the CPP Charity as a critical Borough partner in the delivery of services.

The Business Plan also sets out a detailed strategy (Community Engagement

Strategy, pg 28) for continuing our engagement with local people, not only

with individuals but with local groups and partnerships, including youth

groups, in order to nurture and develop future leaders and committed

participants. In this way we will continue to develop a network of volunteers

that is sustainable in the long term.

Most importantly in this respect, we will continue to engage constructively

with Lambeth First, helping to deliver its objectives and influence its strategic

direction to benefit our clients, and as a way to formally cement the

partnerships structures of the CPP Charity in discussion and development of

partnership policies in a forum of like-minded community agencies.

Criterion 3: An agreed split of responsibilities in continuing NDC

activities/projects/services (between any successor body, the

Local Authority, LSPs and other partners).

Criterion 3.1: Evidence of a clear split of responsibilities and that it has been

accepted by the responsible bodies

Appendix 10 – Lifetime NDC Projects Information, pg 67, sets out a

comprehensive list of projects that were funded under the Community

Anchor model adopted by CPP – each project has one of the following

outcomes;

Ended (the project was not envisaged to continue, or for reasons

indicated in the table).

Mainstreamed (adopting body named in the table).

To new CPP – likely to be developed and undertaken by CPP Charity.

Subsumed – developed into a replacement programme.

CPP has been extremely active in its partnership work, both as a means to

engage with local small-scale delivery agents and support their work in

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Clapham Park, but also as a way to improve service delivery via supportive

partnership working across the borough, generating unique synergies

between different specialist providers of service. We see this a clear priority

for the CPP Charity, which may well develop into a membership organisation,

allowing significant economies of scale and attracting inward investment to

Lambeth, thereby providing a platform for sustainability.

Every project that has been mainstreamed was done so in partnership with

the adopting agency in a process underscored by partnership working. We

are a lead member of the Local Strategic Partnership, Lambeth First and the

work of the NDC has contributed towards its development as a force for

change and many of its achievements. We will ensure that the CPP Charity‟s

work will contribute to key strategic pan-Lambeth objectives in order to

continue to justify our position as a senior partner.

Criterion 4: The NDC’s assets are safeguarded into the long term

Criteria 4.1: The successor vehicle’s legal status is in accordance with the

guidance

CPP Charity will be registered with the Charity Commission and we have

taken legal advice to ensure we are compliant with their stringent

requirements. We believe a Charity vehicle will be the best way to maximise

the small amount of legacy assets that exist and carry forward the work of

CPP whilst remaining Community-led, with the possibility of an associated not-

for-profit social enterprise vehicle in tandem.

Criterion 4.2: There is explicit asset lock-in that is satisfactory according to the

NDC programme team drawing on advice from CLG legal; It is clear to the

satisfaction of the NDC programme team drawing on advice from CLG legal

that the assets and proceeds of any asset disposal will continue to be held

and used for the benefit of the community.

CPP has few assets – the housing element of the programme was given over

– with full and proper approval at the time - to the new housing organisation

(Clapham Park Homes) who own all the associated assets. We own one

building that will be transferred to the CPP Charity to use as offices and part-

leased to another organisation on a commercial basis to provide revenue

income to the CPP Charity.

The Articles of Association sets out the legal constitution of the new charity,

and enshrined within this are the terms and conditions for handling the

organisation‟s assets.

By developing a Business Plan to cover the first 10 years of the new charity‟s

life, we believe we have provided a foundation of stability that will engender

significant safeguards for the assets that will be transferred.

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Criterion 4.3: There is a clear and credible business case with assumptions

made explicit according to the advice of the DTA

The Business Plan, “NDC to Charity – Making the Switch Work” complies with

the significant recommendations of the DTA, and outlines the significant

events and processes that have led to the development of the succession

strategy (The story so far., pg 2), and sets out the vision, mission and core

values of the charity (pgs 7 - 9). The next section (The Operational

Landscape, pg 10) analyses the operational landscape the new charity will

operate in, sets out the significant market segments and operational

resources available, analyses our competitors, and estimates how we are

likely to compete. In summary;

“Clearly there are pan-Lambeth issues of significant deprivation, with

interspersed pockets if significant deprivation. The scale of the problems is

such that the opportunities for new business appear favourable. Furthermore,

if we adopt the appropriate partnership stance and exploit the existing

revenue streams with the appropriate fundraising and marketing strategies,

there should be sufficient money for the new vehicle’s needs.”

Making the Switch then summarises the work of the TWP in developing the

succession strategy and evaluating the work of CPP and setting project

priorities for the new charity (Operations, pg 20). Since we know what the

new charity will do, a staff structure is set out.

The next section (Business Strategies and Delivery Plan, pg 25) sets out the key

strategies for the new charity;

Fundraising

Community Engagement

Communications

Project Prioritisation

Business Development

Project Management

Risk

Finally, financial plans, strategies and controls are set out in section 12, pg 35,

with 5 year budgets and projections from year 6 to 10 facilitate planning and

contingency development for the new charity. We believe our assumptions

are based on sound and well-established financial principles for Charitable

organisations such as CPP Charity, and we have intentionally tended to err

on the cautious side when making assumptions to provide a larger margin of

compensation. The critical financial assumptions are given in Sections 12.1

and 12.2 (from pg.35).

We believe this to be a thorough and rigorous Business Plan that will provide a

solid platform of stability. This stability will allow for development and

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expansion of the foundations and lead to increased provision for the CPP

area.

Criterion 5: Governance arrangements support the objectives of

the succession plans

Criterion 5.1: Governance contains arrangements that include an ongoing

role for community members; it provides details on the organisational

structures, the governance arrangements and Memorandum and Articles

and Objects for each successor vehicle and that those structures appear fit

for purpose to the NDC team drawing on advice from legal on the

Memorandum and Articles and Objects.

Our Succession Strategy retains a strong element of Community Involvement

and Governance – it is one of our 3 Core Values and is embedded within the

Articles, Memorandum and Objects of the organisation. The success of the

NDC is directly attributable to community engagement and it is ingrained at

a basic level within the culture of the organisation – the succession strategy

contains plans that continue that innate commitment to a consultative and

empowering way of working.

The Memorandum, Articles and Objects comprise a large document and are

available upon request. Contained within the Objects of the Memorandum

of Association is:

“to provide or improve or to assist in providing or improving community,

social, recreational and leisure time facilities for the community and in

particular for those who need those facilities because of their youth, age,

infirmity, disability, social and economic circumstances with the object of

improving access to opportunities and improving quality of life.”

Within the Articles, section 2.2:

“…the membership of the Company comprises up to:-

2.2.1 six Resident Company Members, and

2.2.2 six Non-Resident Company Members”

The management structure is set out in the Business Plan, section 10.2,

Management (pg. 21), and provides executive leadership from a CEO, and 3

primary divisions with a Manager at the head of each; New

Business/Fundraising, Finance and HR, and Projects.

Fundraising will work to raise funds against individual projects and the

remaining support services will be provided by the Finance & HR division. It is

anticipated that additional projects staff will be recruited as the organisation

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needs them, i.e. according to its success at acquiring funds and delivering

projects.

The CPP Board currently consists of 16 Directors; 8 are community

representatives from the Clapham Park NDC area and 8 are Community

Partners with places specifically earmarked for representatives from key local

statutory organisations i.e. Lambeth Council, Metropolitan Police etc. The

community representatives are appointed following an open application

process; the Community Partners are nominated by their organisations.

The CPP Board has spent some time reviewing its Memorandum and Articles

of Association to ensure that it is “fit for purpose” in respect of its succession

strategy and to ensure that its governance arrangements reflect best

practice in the Charity Sector. We have consulted with the Charities

Commission, as well as other charities and our solicitors. This review has led to

the Board amending its Memorandum and Articles of Association. The key

changes are:

To reduce the number of Directors/Trustees from 16 to 12, 6 of whom

will be community representatives and 6 will be individuals who can

bring specialist skills or experience to the Board table.

To address the area of benefit and area of activity to enable CPP to

work more widely, and in different ways (e.g. as a social enterprise),

particularly across the Borough of Lambeth. However the area of

benefit remains the Clapham Park NDC area.

A revision of the organisation‟s objectives to ensure they reflect the

priorities set out in CPP‟s succession strategy and Business Plan.

It should be noted that CPP is aiming to alter its existing governance

arrangements in furtherance of its aspirations for succession rather than

setting up a separate legal entity to take succession forward.

CPP intends to create a small staff team to take forward its succession

strategy (see Project Management Strategy, pg 33). The team will be

recruited in the final year of the NDC programme and supported by the

residual NDC staff. It will have its own Chief Officer who will, in the first

instance, be line managed by the current NDC Chief Executive. The Chief

Officer will be responsible for delivering the objectives and activities set out in

CPP‟s succession strategy. The team will continue in place beyond the life of

the NDC grant and will support the emerging successor body.

CPP has taken professional advice in respect of its succession planning. Our

advisors are:

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Legal

Accounting

Organisational

Development/HR

Cumberland Ellis LLP

Hayesmacintyre

MLH Global H.R. Consulting

Atrium Court, 15 Jockey‟s

Fields, London, WC1R 4Q

Fairfax House 15 Fulwood Place London, WC1V 6AY

2nd Floor 145-157 St John Street London EC1 4PY

Criteria 5.2: it identifies the proposed composition of the Board and the mix of

skills against the identified skills needed; it is clear that the

selection/appointment of the Board is fair and fit for purpose

We believe, and our background research confirms2, that the right mix of

diversity, interests, and enthusiasm are as important as the right mix of skills –

we have set out extensive directives in the Articles of the CPP Charity, to

ensure a balanced Board, in particular for a 50:50 split between community

representatives and local agency representatives, between men and

women, and people from different groups in the community such as black

and/or ethnic minorities, or the elderly or the young.

Clearly there will be ongoing issues of recruitment (and these are catered for

in the Articles and Memoranda), but we will also provide a package of

ongoing support and training for existing members; provision of IT and

broadband; subscription to relevant journals, and a package of regular

support sessions to identify training needs and review performance.

As the NDC draws to a close, and the CPP Charity preparations begin, we will

begin the process of recruitment for the CPP Charity Board – a significant

directive in the CPP Charity is that no representative can be re-elected more

than once for a total term of c, 4 years – this ensures the Board remains fresh

whilst benefitting from experience and sustained commitment and limiting

the length of service - recognised as good practice3. The current NDC Board

understands, however, that this clause may mean that the new Charity may

be forced to dispense with talent that it might prefer to be able to keep, and

will review it regularly.

As part of the development work of the Transitional Working Party, a set of

key objectives were developed for organisation, via the Board;

Effective leadership that sets clear objectives, and the roles and

responsibilities that are required to achieve them.

2 “RS10 - Start as you mean to go on: Trustee Recruitment and Induction”, Charity Commission, 2005.

3 Charitable Companies: Model Memorandum and Articles of Association. http://www.charity-

commission.gov.uk/registration/mgds.asp

12

Robust systems and processes – financial management, risk

management, and performance management – that produce reliable

information about an organisation‟s performance and health.

A culture of openness and honesty, in which internal scrutiny and

challenge about performance is professional and rigorous. The key to

this is the right relationships between executives and non-executives

and is founded upon the relationship between the chair and chief

executive, which sets the tone for the rest of the organisation.

A focus on the needs of users

Potential Board members will be interviewed against these objectives, and

against a skills matrix which assess all applicants against identified gaps in the

Board composition – the Matrix is set out in Appendix 13 – Board & CEO Skills

Matrix. This follows recommended good practice4.

Criteria 5.3: it includes evidence of mutually supportive roles between the

Local Authority, other delivery partners and the successor body; it sets out

how partners will work together in the future to monitor delivery and refine the

strategy as necessary; it demonstrates that new arrangements have been

agreed with all parties.

There are 3 critical forums where the relationship between CPP and Lambeth

BC will be nurtured and developed;

Lambeth First; CPP is committed to the Local Strategic Partnership and

has contributed a great deal as a significant partner over several years.

We will endeavour to continue to do so.

The CPP Charity Board; a place on the Board is reserved for a LBL

executive representative, and it is envisaged that at least one

Councillor from a relevant local Ward will have a place too, along with

representatives of other key partners, up to the limit. Since we haven‟t

started to recruit to the CPP Charity Board, we don‟t know who they

are at this point.

The senior executives from LBL and CPP have open and well-used lines

of communication that are used to clarify and develop relevant

strategic issues on an ad-hoc basis – we expect this to continue.

Whilst the existing NDC partnership arrangements are comprehensive and

robust, we have not yet fully developed the new arrangements for the CPP

Charity with our partners since the NDC has well over a year to run, and we

feel the existing arrangements, understandings and priorities may become

confused or blurred if we attempted to introduce the CPP Charity to partners

too soon. Nevertheless, we do anticipate that working arrangements will be

developed as the CPP Charity opening draws closer, and that the Lambeth

4 RS1 - Trustee Recruitment, Selection and Induction, Charity Commission, 2009. http://www.charity-

commission.gov.uk/publications/report1.asp#Executive

13

First partnership will be a significant facilitator of joint-working arrangements

with partners.

Since we have excellent current NDC arrangements with partners, and we

consult regularly with them, the process of transition to CPP Charity

arrangements is not on we anticipate will be at all difficult. Part of the CPP

Charity delivery Plan (Appendix 12 – Project Plan, pg. 83) is devoted to how

we will engage partners with the CPP Charity.

Criterion 6: The risks to the succession strategy have been properly

identified and are being actively managed.

Criterion 6.1; A risk register and management strategy for the Strategy and for

each successor vehicle to ensure the assets will be managed appropriately;

a risk register that specifically refers to risks associated with succession (as

opposed to programme delivery); a risk register that uses robust

methodology, including an assessment of impact and probability, and level

of risk (H,M,L) before and after mitigation; the nature of the risks are identified

(political, economic, commercial); the mitigation of risk is at an appropriate

level; that identifies and includes assessment of all risks to delivery, for

example, assumptions made, availability of finance, governance, local

priorities changing etc.; that contains a risk management/escalation plan

Making the Switch sets out a Risk strategy (section 11.8, pg. 33) which

comprehensively deals with aspects of risk associated with CPP‟s transition to

a charity. Most of the actual work was initiated by the TWP and undertaken

by staff and Board members at special sessions over the last year - a SWOT

analysis was undertaken as a consequence, and is set out in the Business Plan

too (pg. 12). Additionally, the Business Plan sets out a detailed market analysis

of the operational landscape of the new charity and all of the strategies

contained in the Plan are effectively contingencies against predicted risks.

The significant risk headings were;

Funding

Early delivery of projects

Partnerships

Approval

Nascent Issues

Governance

The risk management exercise undertaken by the TWP (covering risks around

the Succession Strategy) is set out in Appendix 9 – Risk Register, pg 62. CPP

has only one significant asset: its premises at Brixton Hill Place. Some 40% of

the space is rented to an unrelated branch of a national charity and a new 5

year lease has been agreed and signed.

14

As the NDC begins to wind down in its concluding year, more space will

become available that may be used to accommodate our new social

enterprise ventures, and as meeting facilities for our key partnerships in the

Borough – the premises have been specifically designed to allow ready

adaption to changes in purpose.

This, plus room lettings, will secure an income stream which will enable CPP to

meet the operational costs of the property and provide a revenue stream to

the CPP Charity (see 12.2, Income Assumptions, pg. 36). The premises will

therefore continue to be a local community resource managed by the CPP

succession team and available to local community groups and organisations.

The existing management arrangements have worked well to date and the

responsibility for this will pass over to the NDC successor team.

Criterion 7: The strategy must be agreed by the Local Authority/

Accountable Body and supported by local partners

To be completed following submission to LBC

Criterion 8: The successor vehicle must be financially independent

into the long term

The budgets, forecasts and assumptions are set out in Section 12, Financial

Plan, pg. 35, and in several appendices, and indicate the viability of the CPP

Charity for over 10 years, given a reasonable amount of fundraising. By then

the CPP Charity will have achieved a degree of maturity and sophistication

sufficient to enable it to stand on its own two feet.

Criterion 8.1: The strategy has a clear vision for the future and how it will add

value (i.e. not just growth plans)

The Business plan is attached to this document, PART 2: NDC to Charity:

Making the Switch Work (from pg 1) which clearly and unambiguously sets

out;

1. our Core Aims (pg. 3) which are the culmination of c. 10 years

development and experience within the NDC and tally with the needs

and ambitions of the Clapham Park area and Lambeth,

2. our Vision (pg. 7),

3. the Values we will operate within (pg. 9 and Appendix 2 - Our Values,

pg. 45) and

4. our over-arching Mission (pg. 8).

The Plan posits the CPP Charity within the context of Lambeth and as a key

proponent and delivery agent of the Lambeth Strategic Partnership,

Lambeth First.

15

It sets out the strategies we will employ to achieve our Core Aims, and the

shape, governance and activities of the vehicle CPP NDC will be transformed

into in order to deliver them long into the future.

As a charity, we don‟t want to “Add Value”, we want to achieve “Full

Value5”, and this will mean that we focus upon 3 core issues;

Primary outcomes: The benefits we will achieve for our users.

Secondary outcomes: The wider changes that we will achieve – in the

Clapham Park area and the wider local community and across

Lambeth through increased employment levels, building and sustaining

the aspirations of young people, in particular by encouraging and

nurturing social enterprise..

Enjoyment: The satisfaction, sense of place and belonging and

community cohesion that all people (users, staff, trustees, partners,

funders, etc) will get from their engagement with CPP Charity.

We want to achieve Full Value, be a leader in our field, and most importantly,

achieve lasting change.

Criterion 8.2; the Business Plan is viable because it contains:

Criterion Covered? Section Page

evidence of market research

undertaken 9 10

evidence of robust projections

for future 12 35

recognises the impact on other

organisations in the area 9.4 17

sets out existing obligations, 12 35

sets out cash flow,

Appendix 6 – Scenario

1 Cashflow 51

sets out reserves, 12 35

sets outs planned expenditure 12 35

has plans for review and

contingency fallback plans 11.8 33

Criteria 8.3: There is evidence that the NDC will operate in compliance with

legal requirements (i.e. H&S, DDA, employment law, State Aid, etc)

As a legally constituted Charity, operating within an established risk strategy

and an employer of salaried professionals, the CPP Charity will comply with all

legal requirements and guidelines. Specifically, we have looked at the issues

5 An approach first put forward by NCVO (http://www.ncvo-vol.org.uk) – as far as we can tell.

16

around State Aid, and since there are no plans or intentions for the CPP

Charity to provide assistance to Business, we believe there are no associated

issues to be incorporated in our planning.

The Succession Strategy Action Plan (pg. 34) sets out a timeframe for drafting

and approval of policies and procedures for the CPP Charity – this will include

Health & Safety, Employment Law, etc. This will be done within the context of

the existing NDC and the staff it employs, both of which have significant

experience and expertise in such matters.

Criteria 8.5: there is evidence that the NDC will operate credibly;

Criterion Covered? Section Page

having the right skills on the

Board Criterion 5 13

evidence of partnerships 9.1 11

community involvement 11.2 28

accuracy and content of

documentation Various docs available

upon request

mix of social and commercial

values Business Plan

track record

CLG Delivery Plans

and Returns

perception by key stakeholders

Survey referred to in

9.1 11

legal structure and Governance structures are in line with PN 44

The DTA and other advisers’ review of the track record of the NDC has not

highlighted any areas of concern

The DTA has confirmed the principle assets are as set out in the asset

register.

2.1 Summary

We believe we have chosen a succession strategy that will successfully

continue the work of the NDC for 10 years and beyond. Our Business Plan

(next) lays a foundation for a new and exciting organisation that will work

with local people to maintain the Clapham Park area as a vibrant, supportive

and inclusive community where, most importantly, people will be happy to

live.

The Organisation will have the best possible start;

It will receive NDC legacy revenue funding;

Partnerships will be established from the beginning;

17

It will have varied and effective methods of dialogue with its clients;

It will be locally governed, with all the advantages that brings;

It will have over a year‟s worth of Fundraising effort behind it;

Policies, plans and structures will all be resolved;

Equipment will be in place;

It will be able to build upon an already impeccable reputation;

Future development will build upon a treasure-trove of research and

pilot-projects;

A competent, experienced and representative Board will be in place

The best possible staff with the appropriate qualifications and

experience will be recruited.

Few organisations will have had a better start, and we are confident that the

legacy of the NDC will not only be preserved, but will be significantly

improved upon.

1

‘Getting rid of the pimps,

prostitutes and crack houses is

the best thing Clapham Park

Project has done for the area.’

Jean Weekes has lived in Clapham

Park for 24 years and has been

involved with the Project since 1999,

when it started.

3 PART 2: NDC to Charity: Making the Switch Work

The CPP Charity Business Plan: 2011 - 2021

Summary This plan holds the hopes, vision

and future of a significant

proportion of the people who

live in the Clapham Park area,

and, if we are successful,

potentially many more.

It is the culmination of a process

of regeneration, with radical

roots and foundations. It is a

success story built on the

premise that neighbourhoods

with significant problems can be

turned around, and that the

people best placed to do it are the people that live there.

The first stages of that work are over, and Clapham Park Project is about to

move into an entirely new and exciting phase – and this plan sets out how we

intend to do it. We have taken all the best bits from the NDC that made it a

success and put them squarely at the heart of the new organisation.

We will not just involve local people; they will lead the new CPP.

We will focus on young people because they are the future – the people who

will become involved in CPP in future years and continue the process of

community engagement and change.

We will concentrate on reducing

worklessness to a meaningless

level, for not to be gainfully

employed is at the root of

most of the causes of social

and neighbourhood decay.

These are our Core Aims,

and this plan will enable us

to achieve them – for and by

the people of Clapham Park.

‘The Fun Days, language

courses, literacy skills, health

checks, Shop for Jobs and

Generation Radio have all been

fantastic for the area.’

Ian Henry, Resident for 13

years.

2

4 Introduction

4.1 The story so far.

Clapham Park Project has existed for almost 9 years – it was created as an

Area Based Initiative delivery vehicle for a £56m New Deal for Communities6

(NDC) programme in Clapham Park, a long-neglected neighbourhood in

Lambeth, South London of around 7,000 residents, many living in sub-

standard housing, with significant levels of deprivation, worklessness, poverty,

and crime. The programme was set up with a fixed 10 year lifetime, and from

the beginning, community involvement was at the heart of the programme.

Almost half of the NDC grant was given over to the creation of a community-

led Housing Association, Clapham Park Homes (CPH), in 2005 – this cash was

subsequently used to raise over £250m from a combination of public and

private sources to refurbish the homes of local people. CPP therefore, owns

no houses and has no housing management function.

A condition of the approval of these funds at that time, was that CPH commit

to a ring-fenced payment of £250k p.a. from 2011 onwards, with the proviso

of payments being subject to the performance of the CPH Business Plan.

For the sake of prudence, we have not included these payments in the

financial assumptions and projections in this plan. However, given what is a

an unambiguous and clear commitment made in good faith between all

parties concerned at that time, we will continue to pursue the matter with

CPH as a matter of the highest priority.

The remaining grant has been used to adopt a Community Anchor Model7 of

service provision; distributing cash to third-party local support and

intervention projects to tackle the issues described above. In this way, CPP

has transformed the neighbourhood into a safe place to live with a genuine

sense of community: many success indicators are better than Borough and

national levels (see Appendix 7 – Results, below, pg. 52). From the beginning,

residents have led the governance and volunteer part-delivery of these

services, committing their spare time and a great deal of effort to achieving

success, and they have resolved not to let the initiatives they have worked

hard to secure, slip or falter.

6 For more information on NDCs, see the DCLG website or

http://collections.europarchive.org/tna/20090106142604/http://www.neighbourhood.gov.uk/publications.asp?did=1930 7 The Community Anchor model is fully described in the Home Office report: Firm Foundations: The

Government's Framework for Community Capacity Building, 2004

3

Since the NDC cannot continue beyond its allotted 10 years, the CPP

community (as represented by the NDC Board) have considered the options

available to them through a series of workshops, forums and formal meetings

over the last year, led by a Transitional Working Party, and have decided to

set up a new Charity to carry forward the most successful and most needed

aspects of the NDC‟s work, and to undertake this work itself, as a direct

provider of services.

This Business Plan sets out the framework of strategies and plans that will see

out the final phase of the NDC, achieve a successful transition to the new

Charity, and lay the foundations for seamless service delivery and long-term

stability and success.

4.2 Our Core Aims, Ambitions & Services – what we will do.

The primary purpose of the CPP Charity is to continue the best work of the

NDC, making a direct impact on the communities it serves and thereby

increase their ability to flourish through increased understanding, confidence

and empowerment.

Appendix 1 – The area of benefit, pg. 44, sets out the NDC‟s area of benefit,

Clapham Park – this will not change with the CPP Charity, particularly since it

is a CLG stipulation, although to enable CPP Charity to develop the

partnerships and necessary revenue streams in the absence of NDC grant, it

will be necessary to extend activity to the rest of the borough, particularly to

allow the CPP Charity to develop a trading arm.

As part of deciding upon the future of CPP, local people decided early on

that the following three themes were central to the CPP Charity and the

services it will provide to achieve its core concept. These are our Core Aims;

1. Supporting residents and communities – voice, responsibility and

empowerment; the NDC achieved success as a consequence of local

people getting involved, and we believe that a similar level of

involvement of local people in the new Charity will make it successful

too, particularly by stimulating the local economy and enterprise

culture.

2. Youth and Aspiration – many of the central themes of the NDC

revolved around provision of intervention and support services for

young people, and without continuous support and intervention, similar

issues and achievement slippage will arise with each new cohort of

young people.

3. Worklessness – neighbourhoods with significant levels of

unemployment have associated significant issues of crime, anti-social

behaviour and other indicators of declining social fabric, and the

causal link is well established. If we are to prevent slippage of our

achievements, maintaining the highest possible levels of employment

will be key.

4

4.3 Our Business Model

We do not wish to unnecessarily restrict ourselves to a particular model of

activity at this stage, but it is inevitable that we will move away from the

Community Anchor model of service provision (it is unlikely that the CPP

charity will ever be a “middle-man” distributor of cash again). Our most likely

business model will be Direct Provision i.e. we will receive grant to employ

staff and volunteers to undertake the work required to deliver projects that

support our core aims and ambitions. Where it enhances our ability to deliver

our Core Aims, we will create social enterprise businesses; make use of

partnering (particularly bidding and delivery consortia); and take advantage

of any consulting opportunities.

4.4 Funding and Financial Projections

As with most organisations that do things, the significant cost of the new CPP

will be its staffing bill – an outline of the new structure is given in Figure 6: New

CPP Staff Structure, pg. 22, and the budgets, key assumptions and projections

are set out in Section 12, Financial Plan, pg. 35.

4.5 Key Elements of the Plan

Section 5, Business Details, pg. 5, gives brief contact details. Sections 6 (pg. 7),

7 (pg. 8) and 8 (pg. 9) give the Vision, Mission and Values of the new CPP as

set out by key stakeholders in the various consultation procedures conducted

over the last 18 months or so.

Section 9, The Operational Landscape, pg. 10, sets out, dissects and analyses

the issues and forces that the new CPP charity is likely to face, and Section

10, Operations, pg. 20, sets out what the new CPP will do – and the processes

that guided those decisions, and the Management structure of the new CPP

Section 11, Business Strategies and Delivery Plan, pg. 25, sets out the strategies

that will guide the actions and decisions of the new CPP to secure its success

and longevity, and lays out the process by which future projects and actions

will be found, prioritised, and acted upon, and our plan for putting all the

above into place.

Section 12, Financial Plan, pg. 35, sets out the financial plans and detailed

analysis for the first year, and projections up to year 10.

5

5 Business Details

5.1 Current name and status:

Clapham Park Project, a company limited by guarantee.

Company Registration #: 04237777

5.2 Proposed name and status:

Clapham Park Project: a registered Charity.

5.3 The Board

The CPP Board currently consists of 16 Directors; 8 are community

representatives from the Clapham Park NDC area and 8 are Community

Partners with places specifically earmarked for representatives from key local

statutory organisations i.e. Lambeth Council, Metropolitan Police etc. The

community representatives are appointed following an open application

process, the Community Partners are nominated by their organisations.

The CPP Board has spent some time reviewing its Memorandum and Articles

of Association to ensure that it is “fit for purpose” in respect of its succession

strategy and to ensure that its governance arrangements reflect best

practice in the Charity Sector. This review has led to the Board amending its

Memorandum and Articles of Association. The key changes are:

To reduce the number of Directors/Trustees from 16 to 12, 6 of whom

will be community representatives and 6 will be individuals who can

bring specialist skills or experience to the Board table.

To address the area of benefit and area of activity to enable CPP to

work more widely, particularly across the Borough of Lambeth.

However the area of benefit remains the Clapham Park NDC area.

A revision of the organisation‟s objectives to ensure they reflect the

priorities set out in CPP‟s succession strategy.

It should be noted that CPP is aiming to alter its existing governance

arrangements in furtherance of its aspirations for succession rather than

setting up a separate legal entity to take succession forward.

Current membership is set out in Appendix 3 – Board Membership &

Management Team, pg 48.

5.4 The Management Team

CPP intends to create a small staff team to take forward its succession

strategy. The team will be recruited in the final year of the NDC programme

and supported by the residual NDC staff. It will have its own Chief Officer who

6

will be, in the first instance, line managed by the current NDC Chief

Executive. The Chief Officer will be responsible for delivering the objectives

and activities set out in CPP‟s succession strategy. The team will continue in

place beyond the life of the NDC grant and will support the emerging

successor body.

5.5 Professional Advisers

CPP has taken professional advice in respect of its succession planning. Our

advisors are:

Table 2: Professional Advisors

Legal

Accounting

Organisational

Development/HR

Cumberland Ellis LLP

Hayesmacintyre

MLH Global H.R. Consulting

Atrium Court, 15 Jockey‟s

Fields,

London, WC1R 4Q

Fairfax House

15 Fulwood Place

London, WC1V 6AY

2nd Floor

145-157 St John Street

London EC1 4PY

CPP have also commissioned consultants to undertake analysis of future

funding opportunities and most importantly have undertaken a survey of

local residents in respect of its succession plans.

7

6 Vision We recognise that the end of the NDC, and in particular the associated

revenue, will be challenging, and the process of establishing a new

organisation has associated risks. It is thus critical that we have a strong vision

of the future that provides the energy and confidence to make a positive

and sustained impact on our chosen landscape.

Our vision allows us to;

Formulate a clear and concise picture of the desired outcome

Drive the creation of the CPP strategy

Develop the business case for moving in the future direction in both

financial and non-financial terms

Align leadership to the future direction

Build leadership commitment and alignment to the future

Position our community and stakeholder engagement

Interestingly, whilst removing our safeguards (secure funding, clearly defined

protocols etc), forging ahead from our NDC legacy also frees us up and gives

us the opportunity to focus on new areas. Given the limitless needs and

opportunities in our chosen communities, a strong vision is critical to keep us

focused on what is important.

Thus in this section of our business plan we have sought to address the more

fundamental issue of what is the purpose of the CPP Charity, defining a

shared vision and determining the business model.

We are unanimous in our belief that the purpose of the CPP Charity is to

continue to do „good work‟ (i.e. make a direct impact) on the communities

we serve and thereby increase these communities ability to flourish through

increased understanding, confidence, and empowerment. Thus the focus

and the core purpose is making the communities a better place to live.

The following three themes were identified as central to the CPP Charity:

Supporting residents and communities

Youth and Aspiration

Worklessness

Our purpose is to ensure appropriate levels of support and intervention to

young people and worklessness, led by local people to achieve our vision of

a continuously improving neighbourhood.

8

7 Mission “To help create safe, welcoming and sustainable communities whose

members are able to better access the help and support they need, and

develop the skills and confidence to transform their lives. We seek to help

currently disadvantaged and deprived communities – and the people in

them - realise their full potential.

We will do this by mobilising and engaging (partnering) the community

members and seeking funding (public and private) for projects and

interventions which facilitate community regeneration and growth and

individual well being.

This is summed up as follows:

“Helping Communities to Make Life Better”

9

8 Values We recognise that our values as an organisation will have an impact on both

what we do and how we do it. Our values are written in such a way as to

provide us all with a set of principles and guidelines which will help us bring

our vision and strategy to life.

In addition they will:

Ensure staff and stakeholders know what we stand for and why we are

doing what we do;

provide a benchmark against which priorities and judgments can be

made;

support recruitment (new team, new Board etc) and allow prospective

recruits to decide it this is also what they stand for.

Our Values in detail

We have 4 values;

Community Focused: We focus our actions on our communities‟ needs;

we develop strong, self sustaining communities.

Trusted: We develop and maintain an environment of openness, trust

and integrity; we gain the confidence of our stakeholders.

Communicative: We clearly convey information and ideas; we

encourage open and continuous communication; we are keen to

listen and learn.

Results Focused: We deliver on our commitments; we set aspirational

goals and work tenaciously to reach or exceed them; we generate

innovative solutions.

Further details can be found in Appendix 2 - Our Values, pg 45.

10

9 The Operational Landscape Despite its position as an inner London borough boasting excellent links to

major opportunities across the capital, Lambeth is nevertheless measured as

one of the most socially and economically deprived local authority districts in

the country.

Significant redevelopment activity coupled with high relative affluence

supported in the north of the borough is contrasted against areas of acute

deprivation in the centre and south. This has served to polarise patterns of

growth and development in Lambeth and impact little on the economic

prospects of the borough‟s poorest communities.

Lying in the west of Lambeth, Clapham Park had for many years been

overshadowed by more prominent neighbouring areas including Brixton,

Clapham, Streatham and Balham. Over a period of several years, Clapham

Park had come to be recognised locally as an „estate‟ and associated with

all the negative connotations of this perception.

This was the landscape faced by the emergent NDC in 2001 – the tables in

Appendix 7 – Results, pg 52, give the detailed picture of distance travelled

since then but in summary, the key achievements of the Clapham Park NDC

are;

1. A significant improvement in the local environment. There were 14%

more NDC residents satisfied with Clapham Park as a place to live, with

80% of residents satisfied with the area overall. Furthermore, 20% more

residents thought the activities of the NDC had improved the area as a

place to live.

2. A reduction in the fear of crime. The numbers of residents who felt

unsafe after dark in 2008 was less than half the level in 2002.

3. Reduced unemployment levels. There were 7% more residents in paid

work and just under 10% fewer residents who were unemployed.

Between 2002 and 2008 there was just under a 10% reduction in

residents claiming unemployment benefits.

4. Improving economic prosperity. The level of households with a total

income of less than £100 per week had reduced by more than 75%.

5. Better engagement in education and training opportunities. There were

more people accessing training provision and fewer people without

any qualifications.

11

6. Championing good health. There was a 10% reduction in the number of

residents who smoke and a 20% rise in the number of residents who say

they can easily access their GP.

However, significant issues and challenges remain, and it is also clear that

slippage will occur if key activities are withdrawn.

9.1 Our Operational Landscape – The Market Opportunity

To find out how local people felt about which services should be continued,

we engaged a survey8 consultant earlier this year - the top 5 activities were;

1. Supporting children‟s education and development outside school

2. Skills and development training

3. Social activities for young people

4. Neighbourhood wardens

5. Employment advice

24% of respondents indicated they were already involved in a charity of

voluntary organisation, and 68% were interested in taking up volunteering. 4

of the lowest rated CPP activities were;

1. Media training;

2. Social activities for men

3. Personal confidence – building

4. Health advice and information.

As part of the transition process, the Senior Management Team undertook a

SWOT analysis (Figure 1, below):

Many of the “Strengths” represent what we already knew from the outputs

and Projects the NDC has delivered and confirm the positivity that staff and

Board members feel about the transition, and this is carried forward to the

“Opportunities” which many felt was best described by the transition to CPP

Charity itself.

The “Weaknesses” perceived at Board level would be addressed by the

impending changes to the Articles as well as a natural degree of uncertainty

over the processes involved with the transition – these will be resolved once

we receive CLG approval for our plans.

The “Threats” have been taken forward and addressed in Appendix 9 – Risk

Register (pg. 62).

8 “Sustaining Benefits & Improvements in the Clapham Park Area”, Helen Mason, CommunitySense, 2009

(copies available upon request to CPP)

12

Figure 1: SWOT Analysis

Additionally, we already operate within a framework of local partnerships

and strategic alliances, set out and defined by Government. If we are to

attract revenue streams and maintain a voice within the sector, it is

imperative that we continue to engage with these structures positively. The

key strategies are;

Sustainable Communities Strategy – 2020 Vision

CPP will actively promote Economic Wellbeing among local residents,

helping to raise their employability by ensuring access to targeted

vocational support. A continuing commitment to Social Wellbeing will

be realised through a multifaceted portfolio of services to engage

young people, tackle social exclusion and empower residents to shape

provision that best meets their needs. CPP will share its expertise in

supporting new communities to be sustainable and help improve

overall Environmental Wellbeing in Lambeth.

13

Lambeth Economic Development Strategy 2007 – 2010

CPP‟s succession activities will continue to encourage appropriate

development and inward investment and support the Lambeth‟s

overarching aim to create sustainable communities in the borough‟s

neighbourhoods. CPP is committed to continue to tackle worklessness

and improve the skills of residents from some of the most

disadvantaged communities in Lambeth.

Lambeth Employment and Skills Plan 2008 – 2009

CPP will take steps to create new opportunities for vocational

progression linked to its most successful initiatives that engage hard to

reach groups. CPP will take a leading role in coordinating a joined-up

service offer from the third sector to support employment and skills

development delivery. CPP succession activities will make a significant

contribution working towards the overarching aim to achieve 70%

employment in the borough by 2012.

Community Safety Strategy

CPP is committed to further developing its major achievements in

improving community safety in Clapham Park by continuing to support

young people, engaging marginalised communities and promoting

greater safety awareness among residents.

Lambeth Local Area Agreement 2008 – 2011

In supporting the core aims of the 2020 Vision, CPP‟s approach to its

succession will focus on delivering tangible social regeneration

outcomes that support LAA targets across employment, skills,

engagement, empowerment, health and environmental wellbeing.

All of these fit within our Core Values of Community Involvement, Youth

Aspiration and Worklessness and we will work with these partners on these

issues in our efforts to develop Borough-wide solutions.

9.2 The Scale of the Problem – Our Market.

Since 1991 the community of Lambeth has grown by 20,000 and with an

estimated 25% annual change within its overall population, it has a significant

transient community, as well as long-established communities. There are 177

Super Output Areas in Lambeth9 and the 2004 Index of Multiple Deprivation

9 Government has developed the concept of areas of consistent size and boundary and these are known as

Super Output Areas. There are three layers of SOAs. Super Output Areas (SOA) now provides reporting of small area statistics and replaced the electoral ward as the standard unit for presenting local information.

14

Data identifies Lambeth as the 7th most deprived Borough in London (out of

33) and the 13th most deprived in England (out of 354).

Lambeth has a young population that is diverse and highly mobile, and the

area is an important focus for the black Caribbean population. It is this

„churn‟ in population that presents a significant threat to the long term

viability of the NDC regeneration work.

It has a growing African population and anecdotally has the largest

Portuguese population outside of Portugal. 40% of children in Lambeth live in

relative poverty, and 75% of Lambeth‟s children have only a 25% chance of

achieving 5 GCCE grades of C and higher. 1 in 12 young girls in Lambeth

become single mothers, 1 in 9 suffer from mental disorders and there are

significant issues of binge-drinking, drugs-use and gang-membership amongst

Lambeth‟s young people. Simultaneously, there is little evidence to suggest

that these significant issues have seen a concurrent degree of social

investment, and this may be a significant challenge for the CPP Charity‟s

attempts to raise money.

9.3 Market Segmentation

Such is the diversity of Lambeth, market segmentation is

a somewhat academic exercise – for our purposes,

however there are some critical delineations that can

be made. Of use also, is an overview of the Lower Super

Output Areas, referred to earlier – the red (or darkest)

areas in Figure 2(inset) are the most deprived. As can

be seen, whilst there is a concentration in the middle of

the Borough, there is also a spread north and south and

the issues represented are spread across the Borough

Ethnicity

62.5% of Lambeth‟s citizens declare themselves „White

British‟, or „Irish‟ which is below the Inner London (65.7%)

and England (91%) average. The largest ethnic group is

Black Caribbean (12.1%), followed by Black African

(11.6%) and Other Black (2.1%). There are also notable

increases in the Somalian and East European

communities (particularly Polish), especially in and around Streatham.

Age

Lambeth is a young community, with 45% of the population aged between

20 and 39. This compares to 35.6% for London and 28.3% nationally. The

Lambeth community has a lower proportion of people over 50 years old

(20%) compared to 33% nationally and 27% for Greater London.

Crime Deprivation

Figure 2: Areas of Deprivation in Lambeth

15

4.16 The Index of Multiple Deprivation identifies crime as a significant problem

for neighbourhoods and communities in Lambeth. Of Lambeth‟s 177 SOAs

over 27% (47) are within the top 5% in England with the worst crime scores,

and a further 17% fall within the top 10%. Bishops ward is the only ward with

respect to crime not to have any SOAs within the top 5% or 10% in England.

Clusters of crime are most notable within Brixton Town Centre where just over

50% (23 SOAs) of the area‟s 44 SOAs are in the top 5% and a further 9 SOAs

are in the top 10% of SOAs in England. Coldharbour and Ferndale wards have

particularly high levels of crime deprivation.

Vassall ward and Streatham Hill also have clusters of crime deprivation. 5 out

of the Vassall ward SOAs are in the top 5% in England while, Streatham Hill has

3 of its 9 SOAs in the top 5% and a further 3 SOAs in the top 10%. Through

successful partnership working between local communities, Lambeth Police

and Lambeth Council, a downward trend in reported crime is being

reported.

Living Environment Deprivation

Environment deprivation is particularly prevalent within Stockwell and

Clapham Town Centre where just below 70% (30 out of 39) of SOAs are within

the top 5% or 10% of the most environmentally deprived SOA‟s in England. In

the Stockwell ward 7 of its 9 SOAs are in the top 5%. Brixton has the second

main concentration of living environment deprivation with 30% (13 out of 44)

of the SOAs in the top 5% and a further 16% in the top 10% of SOAs in

England. Coldharbour (5 SOAs in top 5%) and Ferndale (3 SOAs in top 5%)

have the highest levels of environmental deprivation.

Income Deprivation

Around 6% (11 out of 177) of Lambeth‟s SOAs are within the top 5% of the

most income deprived SOAs in England and 14% (24 SOAs) are within the top

10%. There is a clustering of income deprivation within Brixton (6 SOAs in the

top 5% and a further 10 in top 10%). Income deprivation is notable within

Coldharbour ward (3 of the areas 10 SOAs are in the top 5% and a further 5

are in the top 10%).

Employed & Unemployed

Approximately 45% of those in employment reside within 3 of the boroughs 21

wards (Bishop‟s, Oval and Prince‟s). Also over 25% of all businesses in Lambeth

are located in these same three wards. Only 7.6% of the boroughs employees

are located in Coldharbour, Tulse Hill, and Vassall wards. These wards also

have the highest rates of unemployment in the borough. Lambeth‟s

employment rate is at 69.4%, below the London average of 70.5% and the

national average of 74.5%.10

10

Source: NOMIS

16

19% of local businesses have seen a decrease in staff numbers

(compared to 10% in the 2007/08 survey);

Fall in staff numbers was most commonly attributed to demand for

products and services (69%), issues around cash flows and bad debt

(41%);

58% of businesses have growth ambitions in the medium term despite

the recession;

33% of businesses have tried to recruit in the last year;

35% of the existing workforce does not have a qualification at NVQ

level 2 or above;

Only 9% of businesses offer apprenticeships of some kind (below

national average of 14%). Of those not offering apprenticeships, the

most likely reasons were lack of relevant apprenticeships being

available (22%), the business being too small (14%);

Only 42% had heard of Train to Gain and only 7% had been actively

involved;

Public sector support which included networking was strongly valued,

especially those that give the chance to network with similar

businesses;

However, communication (90%), customer service (88%) and initiative

or problem-solving (85%) are seen as the most important skills for an

employee to have. Customer service, communication and sales and

marketing skills are seen as becoming more important.

Qualifications

Wards with the highest proportions of residents with no qualifications include

Princes (25.17%) Gipsy Hill (24.98%) Vassall (24.04%) and Coldharbour (23.5%).

The wards with the lowest proportion of residents with a degree or above

qualification include Streatham South (31.8%), Gipsy Hill (32.7%), Knight‟s Hill

(33.5%) Vassall (33.83%), Coldharbour (34.38%) and Prince‟s (37.1%). 4.29 Over

78% of respondents surveyed in Coldharbour only had entry-level skills in

numeracy (below a low level GCSE grade) followed by 76% in Vassall and

72% in Stockwell. This is compared to 48% in London, 41% in the South East,

and 21% nationally. Inevitably such low levels has a profoundly detrimental

impact on the prospects for these poorly qualified job seekers.

In summary, the Lambeth population, when compared to the rest of London;

Is much more ethnically diverse

Is younger

Has more crime

Is less well qualified

Is less likely to be in work

17

And is more likely to be deprived

There is no doubt that there is a great deal of work to be done in Lambeth,

and that in terms of charitable work to end poverty and deprivation, a

significant market exists in Lambeth.

9.4 Our Competitors

Providers

There is a wide range of voluntary sector agencies and charities operating in

Lambeth – the Borough Council has almost 200 on its list11. The majority are

small and specialist (Streatham Darby and Joan Club, for example), and will

not provide significant competition for the sort of markets we will operate in –

furthermore, our business model leads us to see potential partners first, rather

than competitors.

Similarly, the larger charities with a presence in Lambeth, Centrepoint,

Lambeth Mind, London & Quadrant, NACRO, Refugee Council, Rehab UK, for

example, operate within specific remits that are much more likely to present

c-working opportunities than they are to conflict with our interests. Moreover,

there is a significant tradition of partnerships and joint-working in Lambeth

with these organisations, to which Clapham Park Project as an NDC has

made significant contributions. Furthermore, such arrangements would

present tremendous advantages in terms of the transfer of skills and

experience to CPP, the offer of shelter under a bigger umbrella in difficult

times, the possibility of joint partnership funding bids, and the enhancement

of the charity‟s reputation by association with bigger and more well known

organisations.

Funds

Statutory/Contracted Funds

As a Borough with wide ranging, significant and well-recognised issues of

social decay and deprivation, Lambeth has attracted a reasonable

proportion of anti-poverty and Government Regeneration revenue in the

past, and it is reasonable to assume that this will continue. There is, however,

a clear, Government driven, trend towards larger and therefore fewer

contracts for public services, as well as the increasing interest of private

companies. There will be few opportunities for CPP charity to compete single

handedly, and we will therefore need to engage in partnerships to acquire

the scale of delivery we aspire to.

11

Web only (excel download); http://www.lambeth.gov.uk/Services/CommunityLiving/InformationForCareProviders/SupportForVoluntaryAndCommunityOrganisations/ContactList.htm

18

Trusts/Foundation Grants

The same issues of poverty and decay make the Borough attractive to

private and charitable Trusts, as an area where significant change and

impact can be achieved for relatively less investment than more affluent

areas. There are several significant grant making trusts that devote their

resources entirely to poor London Boroughs.

Donations

Whilst a significant part of Lambeth‟s population could ill-afford to contribute

to the new CPP charity, the trick is to solicit large numbers of small donations,

and to target the wealthier areas in our marketing/donations strategy.

How well we compete for funds will be a direct function of how well we

perform, and in particular our Communications (Section 11.3) and fundraising

(Section 11.1) strategies, but there is no doubt that Lambeth has significant

revenue streams that our new charity will be able to connect with.

Furthermore, whilst fundraising activities for the CPP Charity will begin over a

year before it is open, there will still be an element of delivery lag in funds

raised until the project actually starts working and delivering outcomes. The

finance section has taken this into account, primarily via the legacy funds.

9.5 Our Competitive advantage

Most of our competitive advantages come from our history as an NDC;

Despite an initially reduced size and capacity for delivery, we will have

significant experience of delivering complex and large-scale projects

There is a wealth of project research and delivery data that can be

used to back-up and justify significant fundraising and project

applications.

Significant expertise, time and money is being invested into setting up

CPP charity properly – the first year of any organisation can be its most

turbulent, and many common errors will be avoided through careful

preparation.

It will carry forward the excellent reputation of the NDC, especially for

partnership working.

Involvement of local people at the root and branch levels of the

organisation will bring significant advantages over many organisations

that pay only lip-service to such involvement

9.6 Market Analysis - summary

Clearly there are pan-Lambeth issues of significant deprivation, with

interspersed pockets if significant deprivation. The scale of the problems is

19

such that the opportunities for new business appear favourable. Furthermore,

if we adopt the appropriate partnership stance and exploit the existing

revenue streams with the appropriate fundraising and marketing strategies,

there should be sufficient money for the new vehicle‟s needs.

20

10 Operations In the plan so far, we have identified the scale of the problem and analysed

our market in Lambeth. We have consulted extensively, and we have

researched our area of operations and, as a consequence, identified our

Core Values.

10.1 Project Prioritisation

The next step is to identify what we will actually do – the individual projects

that the new Charity will undertake when it starts.

Figure 3: Project Decision Tree

To do this, we developed a 2 stage filter and gate system to prioritise existing

and past projects, as set out in Figure 3: Project Decision Tree, above, and

Figure 4: Ranking Process, below:

21

Figure 4: Ranking Process

The Senior Management Team and other staff undertook an exercise at their

recent staff conference to ensure they were fit for purpose, using existing

projects. Figure 5: Prioritised Projects (below) sets out the outcome, with Shop

for Jobs rated as top priority, and Reach In Reach Out, last.

Figure 5: Prioritised Projects

Funding

Likelyhood

Probable

ImpactFeasibility Needed

Fits Core

AimsScalability

Associated

Risk

25 possible 15 possible 15 possible 10 possible 10 possible 10 possible 10 possible

Shop for Jobs 24 15 15 15 10 10 7 91

Empowered

Youth 25 12 15 7 10 9 8 86

Neighbourhood

Wardens 20 10 15 10 10 10 3 86

Generation

Radio 20 10 15 10 10 7 7 84

Capital and

Rental 25 15 15 10 10 0 2 77

Mentoring for

Change 20 8 19 9 10 7 2 75

Neighbourhood

Management18 12 14 8 8 9 6 75

Bikes Project 25 4 14 8 8 2 9 70

Reach In

Reach Out5 8 15 7 8 2 2 47

PROGRAMME Total

Once the strategies and plans are approved, a comprehensive list of

potential projects will be reviewed, ranked and prioritised by the Business

Development Team and appropriate staff, and submitted to Board for

approval.

10.2 Management

As, primarily, a Direct Provision Organisation, there will be a personnel shift

away from project management and evaluation expertise, towards project

delivery and supportive „backroom‟ staff. There will be far fewer staff working

22

out of fewer premises, so the HR and admin and premises support will also be

much diminished.

Exactly which project delivery staff will need to be employed will depend on

Fundraising and project prioritisation; a summary of the purpose and core

responsibilities of the key roles and functions of the new charity are described

in Figure 6:

Figure 6: New CPP Staff Structure

The Board of Trustees

The trustee board of the Charity will be responsible for establishing the

essential purpose or mission of the organization and guarding its vision and

values. Together, the board and chief executive officer will develop its short

and long-term strategy; establish and monitor policies to govern the

organisational activity; set up employment policies and procedures to

protect the organisation and those who work for it; ensure management

compliance with the law, governing document and the charitable

objectives; ensure that the organisation is accountable as required by law to

the Charity Commission, the Inland Revenue, and Customs and Excise;

manage the organization‟s resources and assets so it can meet its charitable

objects; select, manage and support the chief executive and the core

management team; maintain a high level of effective board performance;

advocate, promote the organization, and protects the reputation of the

Charity as an organisation.

23

The Chief Executive Officer (CEO) Role

The CEO will provide leadership to the organisation and take responsibility for

its management and administration within the strategic and accountability

frameworks established by the board of trustees.

The core responsibilities of the CEO will include; establishing the start up

organisation; supporting and implementing the vision, mission and core

values; maintaining high ethical standards across the organization; leading

and managing the operations and core management team and staff;

ensuring quality and effective delivery of the business operations including

programmes and or projects, and volunteer activities; financial management

and stewardship; managing the fundraising and business development

activities; ensuring compliance with the appropriate regulatory regimes in the

charity sector and the law; strategic business planning and implementation;

developing and maintaining effective external relationships with all

stakeholders; advocating and championing the organization to third parties

and constituencies; acting as the lead spokesperson and advocate for the

organization.

With the Chair, the role will also support the board of trustees to fulfil its duties

and responsibilities to ensure effective governance of the organisation and

ensure that the board receives timely, accurate, and appropriate advice

and information to enable it to perform the board role.

The CEO will also have a critical role in generating the contacts and

connections that lead to new business and other sources of revenue

generation; what he/she will not be able to do, however, is become

embroiled in the minutia and detail of Fundraising per se.

The New Business/Social Enterprise Role

Reporting to the Chief Executive Officer, the New Business & Social Enterprise

Manager role will be responsible for sustaining and maximising fundraising

income from Charitable Trusts, foundations, private companies, and other

statutory and non-statutory funding sources. The role will also be responsible

for the communications and marketing activities of the Charity, and for

establishing community based enterprise initiatives.

The other roles include: initiating and managing a range of effective

fundraising events and initiatives that compliment the fundraising strategy;

and preparing and delivering fundraising presentations to actual and

potential donors and funders; information gathering and analysis, and

making grant applications; researching and writing bids; proposal writing and

responding to tenders; developing and maintaining an up to date database

of funders and fundraising activities; contributing to the business planning

and project quality processes, and ensuring that all fundraising activity is

suitably recorded and monitored.

24

The Finance and Administration Role

The Finance and administration function will be responsible for all aspects of

the charity‟s finances. The role will also oversee the administration activities of

the Charity including payroll, facilities, reception and general administration.

In additional, the role will also provide strategic and operational advice to

Trustees and senior management, work closely with management and staff

to support the work of the organization; establish and develop and deliver

best practice financial systems and processes, and lead, develop and ensure

a committed finance and administration teams.

The role could also provide, for an appropriate fee, a back-office support

function for local voluntary, community and enterprise start-ups that need it.

Projects Manager

Reporting to the CEO, the purpose of the Projects Manager role is the

coordination, administration and the delivery of the portfolio of new and

ongoing projects/business activities including volunteering and training,

youth, community development and worklessness and training projects and

activities of the new charity. The role will also take the lead in the

development and delivery of new and ongoing funded projects; provide

project management service to the organization including the development

of new projects, and managing part time and Sessional project staff.

The role may deputize for the CEO either in their absence or as required

including providing support and guidance to team and colleagues, liaising

with external organizations and handling any urgent staffing issues as

appropriate.

Project Workers

Reporting to the Projects Manager, these staff will be where the rubber grips

the road and the primary deliverers of services within the 3 Core Aims –

Community Involvement, Youth Aspirations and Worklessness. The CPP Charity

will start with 2 Project Workers in Year 1, rising incrementally each year to 7

by Year 10.

25

11 Business Strategies and Delivery Plan Our vision sets out a long term series of objectives, aims and ambitions which

are under-pinned by a determination to be successful and to have an

impact in the long-term. 5 or 10 years is not enough – we face issues that are

inter-generational and that have their roots in deep-seated socio-economic

processes. To be truly effective, and to anticipate and avoid the pitfalls that

await us, requires long-term thinking and planning: a strategy.

Of course, planning beyond 10 years wouldn‟t produce particularly reliable

results, so our priority here is to set out a strategy for the foreseeable future,

and establish a pattern of annual reviews of that strategy to ensure we attain

the proper balance between anticipation and service delivery to ensure

longevity on an inter-generational scale.

The “strategy” will actually consist of several sub-strategies;

Fundraising

Community Engagement

Communications

Project Prioritisation

Business Development

Project Management

Risk

Finance is dealt with separately in Section 12, Financial Plan, pg. 35. These

are the key areas of operation for the new organisation, and are set out

below – if the organisation was to fail in its early years, the cause would

almost certainly be due to a failing in one or more of these sub-strategies.

11.1 Fundraising Strategy

There are essentially 3 sources of revenue for any charity (see Figure 7; pg. 26,

below). Most of the successful and long-term charities have developed a

strategy that places a reasonably equal distribution of all 3 sources12. Since

the levels collected from each is subject to vagaries of the economy, public

opinion, Government policy, etc, over-reliance on any one is, therefore, to be

avoided if possible. We have also discussed the possibility of developing

Social Enterprise activities, which remains an option for the emergent charity

and would parallel to the Fundraising Strategy.

In developing a Fundraising Strategy, it needs to be born in mind that CPP

has never asked for money from the public (not being a charity, it couldn‟t),

nor any Trusts - yet the new charity must expand into these areas if it is to

12

“Turning the tables in England”, New Philanthropy Capital, September 2008. Download only, from: http://www.philanthropycapital.org/download/default.aspx?id=944

26

develop a sustainable and effective level of revenue funding. There is a

fundamental fundraising principle that we will adhere to: “If you don‟t ask,

you don‟t get.”

Figure 7 Revenue Sources

Trusts & Statutory

For each project and activity CPP decides to undertake, there will be a

Funding Categorisation process to determine how the project should be

funded. Figure 8: Funding Preparation, below, sets out the process:

Figure 8: Funding Preparation

27

Using the current list of prioritised projects (Figure 5: Prioritised Projects, pg 21)

we conducted a „fly-past‟ of potential funders and potential funding

opportunities, with reasonably successful results (Appendix 8 – Funding Matrix,

pg 57). Thirty large Trusts were identified as „close-matches‟, and several

Government initiatives presented very reasonable chances of success. When

the real list of prioritised projects is achieved nearer the time, the list of

potential funders may well change.

Owing to the cross-cutting nature of the priorities identified by many funders,

a discrete number of funding opportunities have been organised into

discrete „focus hubs‟, each pertaining to a select range of activities as

determined by funders.

A number of specific opportunities for future delivery connected to the

identified programme portfolio and „option for future delivery‟ detailed in the

delivery matrix, are described within the remit of each hub, together with

outline details of possible funding sources – fuller details of all listed funders

are provided in the funding matrix, Appendix 8 – Funding Matrix, pg 57.

Donations

Significant preparation will be required to initiate a Donations programme for

the emergent charity – CPP already has a web-site and a Newsletter which is

distributed to the NDC Area residents, but the content, focus and approach

of these will need to change in order to transform them into effective

fundraising vehicles. An outline of the primary tasks required to setup a

Donations Strategy is given in Figure 9: Donations Strategy, below, but there

will be a significant lag-time before significant numbers of Donations are

received to justify the cost, and this has been accounted for in the

projections.

28

Figure 9: Donations Strategy

11.2 Community Engagement Strategy

CPP is committed to empowering local residents and has a significant track

record of doing so, and will continue to do so by:

Continuing to support local groups – the organisation has already nurtured

and capacity built a number of groups. We will continue to encourage

existing and new groups to develop project ideas that will directly benefit

the local community. We will also provide advice on funding opportunities

available and assist, where needed, with business administration.

Developing local partnerships – CPP will build on our relationships with

strategic partners and develop new and existing partnerships with local

third sector organisations. This will allow us to work on joint initiatives and

extend the relationships needed to deliver CPP‟s future projects.

Developing local leaders – we will continue to facilitate the development

of local leaders by helping key individuals to access training courses,

sharing our knowledge and expertise, inspiring them to realise their

potential and providing opportunities for residents to work on new projects.

Encouraging participation through volunteering – a number of residents

already do voluntary work in the community and there is a general desire

for continued participation. So CPP will create placements within the

organisation and will encourage local businesses and groups to involve

members of the community in their work.

29

Facilitating the continued development of the Neighbourhood – CPP will

cement its alliance with Clapham Park Homes and maintain its relationship

with local service providers. We will maintain our facilitation of the quarterly

neighbourhood forums and will support residents to play a prominent part

in organising, chairing and taking minutes of meetings, and in negotiating

and making decisions.

Making meeting and office space available – the location, space and

facilities provided by CPP‟s main office makes it a convenient and

attractive option for conducting business. Residents, local groups and

partners will be able to book a room or space for daytime and evening

meetings, events, training courses and short/long-term business use. CPP

provides off-road parking and our building security and Health & Safety

policies mean the premises are safe to use.

Creating a multi-functional community centre – the Richard Atkins Learning

Centre, which has been jointly funded by CPP and Lambeth Council, will

be available for use by the community after school hours and at

weekends. This will help to increase participation in the community, to

foster cohesion and to develop life-long learning.

11.3 Communications Strategy

This will determine how we get our Core Aims, Objectives and Activities

across to our chosen audience – the audience itself will vary depending

upon which aspect of our work we are trying to communicate. The key

components of the Strategy are set out in Figure 10: Communications

Strategy

30

Figure 10: Communications Strategy

11.4 Business Development Strategy

Instead of leading the policy agenda in a locality, the new CPP will be

required to keep a close watch on external policy developments and

actively pursue consequent funding opportunities. The primary responsibility

for new Business will lie with the new Chief Officer who will be expected to be

fully informed and up to date with relevant initiatives and developments, but

all staff will be expected to report any initiatives and potential developments

they come across.

To manage this flow of information, we will set up a Business Development

Team (BDT), a grouping of Senior Officers led by the Fundraising Manager

that will meet on a regular basis and will act as the precursor to the Project

31

Prioritisation process by having a „First Look‟ at potential areas of opportunity,

see Figure 11: Business Development Team

Figure 11: Business Development Team

Ideas may be rejected or monitored, or those that are deemed to have

immediate potential will be passed to a Project Development Team (PDT), an

ad-hoc grouping of officers with the appropriate skills and experience to fully

investigate and report upon the particular idea. The PDT will work to develop

the idea and will at the appropriate time either recommend the idea be

rejected as unworkable, or passed to the Project Prioritisation process.

11.5 Project Prioritisation Strategy

Section 10, pg 20, above, introduced the systems we have used to prioritise

existing projects that the new Charity will take forward upon opening, and

we will use an extension of this system for projects and opportunities that arise

subsequently. Each potential project or new idea will go through a two stage

„gate‟ or selection using the agreed criteria (below). In order to be reviewed

at all a project must meet one of our three Core Aims – Community

Development, Youth aspiration and Worklessness.

32

Figure 12: The Prioritisation Process

Stage 1

We will evaluate the idea/potential project against the criteria based

on known information and judgment.

Projects that score less than 50 will be rejected or passed onto another

more suitable agency.

Projects that get over 50 will be subject to a no-cost or very low cost

feasibility

Stage 2

Projects will be re-evaluated against the agreed criteria taking

account of the additional information collected.

Projects that score less than 50 will be rejected or passed onto another

more suitable agency.

Projects that get over 50 will be prioritised. Prioritisation takes into

account the requirements to have a balanced portfolio.

11.6 Final Assessment Criteria

Each project is marked against the criteria set out in Figure 4: Ranking

Process, pg 21, and by using the weightings indicated in Figure 5: Prioritised

Projects, pg 21.

Finally, each project or opportunity will be set against the following criteria

that seek to create a balanced portfolio;

Short term and longer term,

Community, youth aspiration, worklessness

CP area and wider borough

33

Standalone and in partnership

11.7 Project Management Strategy

With 9 years‟ experience of managing large and topically diverse projects,

Clapham Park Project has very robust and cost effective systems in place to

manage existing projects, and will transfer these to the new CPP, as detailed

below:

1. By delivering high quality services at competitive costs and ensuring

that projects actively engage with the local community to maximise

take up of services, thus providing the best possible services at unit

costs that provide value for money without compromising the quality of

provision.

2. Through the implementation of a robust performance management

framework, based on the Project Cycle Management model, which

will facilitate effective contract management, ensuring that all aspects

of this project are delivered effectively, to a high quality standard and

achieve the required outputs and outcomes.

3. Through the implementation of capacity building measures that will

support the development of grass roots activities in Lambeth, helping

to build the individual and organisational capacity of local people,

thus helping to attract further inward investment and contributing to

the long term sustainability of CPP‟s activities in Lambeth.

4. By undertaking effective community engagement and targeted

outreach work, facilitating engagement and involvement of people

from excluded groups within both community based and mainstream

provision, ensuring that funding is directed towards communities in

Lambeth with the most significant needs that are not currently met by

existing provision.

11.8 Risk Strategy

The new charity proposed by CPP will lead a portfolio of established initiatives

whilst striving to create innovative new income generating services to

maximise its future sustainability.

With a focus on competitive bidding and chargeable service delivery, there

are inevitably levels of risk that should be fully accounted for. The risk exercise

detailed in Appendix 9 – Risk Register, pg 62, has been undertaken in order to

anticipate the risks involved in the Succession to the CPP Charity.

Each risk is identified and categorized as Financial, Political or Economic in

nature, with a description of the probable implications should the risk occur.

34

The risk is then scored for Significance, Likelihood and Impact and a total

score arrived at, which is used as a guide to rate the risk – decisions to

Accept, Share, Control or Mitigate and Control are made accordingly -

Figure 13: Risk Rating (below) indicates how these factors interact.

Figure 13: Risk Rating

Next, the existing steps for mitigating the risks are set out, along with proposals

for new ones, who is responsible for implementing them, and by when, and

whether the risk is increasing or decreasing with time and, finally, any

recommendations for further action or mitigation. The Risk Rating sheet will be

submitted to all Board Meetings.

11.9 Succession Action Plan

In order to steer the implementation of the succession strategy, a Project Plan

Gantt chart is set out in Appendix 12 – Project Plan, pg 83, showing the key

dates, milestones and tasks to be completed between now and the CPP

Charity‟s opening. These are summary headings – “Implement Fundraising

Strategy”, for example, will be a plan in its own right, and to show all the

detailed plans would extend this document by many pages. Furthermore, the

Implementation Plan will be subject to several revisions as the deadline to

open the CPP Charity approaches, and this plan is intended to provide an

overview and framework within which progress can take place.

35

12 Financial Plan Starting any new venture involves uncertainty and risk. Furthermore, it is possible

that the CPP Charity will begin its life in April 2011 amidst a prolonged recession.

Rigorous financial planning will, therefore, be critical to clarify uncertainty and

mitigate the risk.

We have, therefore, developed detailed projections for the first 10 years

(2011/12 – 2020/21) of CPP Charity, based on a number of assumptions. The

assumptions are set out and explained below, and then the projections are set

out and explained. Finally, we examine the ability of the CPP Charity to cope

with assumptions that may be flawed - most significantly, for example, how

much money is generated by Fundraising - via a couple of “what if” scenarios.

12.1 Expenditure Assumptions

The assumptions behind the expenditure projections are given in Table 3,

below;

Table 3: Expenditure Assumptions

EXPENDITURE First Year Description

All items increase by inflation, except for; 1.5% Inflation is assumed constant at 1.5% pa, at least to year 2015/16.

IT maintenance & Software Licences £800 per post - contract

Accountancy & Audit 1% This is mainly annual audit fee and is based on percentage of turnover.

HR related costs - Advice 2.00% HR professional advice, e.g. Peninsula HR Advisor, based on percentage of staff costs

Training £1,000 Per post

Reserves Policy Costs/12*5 Minimum 6 months operational costs - see "Reserves". Calcs on reserves use Scenario 3

Equipment Depreciation 1/3 Assumed 3 year lifespan

Capital Expenditure - Furniture, Computers, etc £1,000 Per post

Pensions Liability £250,000 Current estimate of Final Salary Pension commitment.

Most of them are fairly standard – inflation is assumed to keep low, with a

slight increase in 2015/16 and again in 2018/19, and most items that aren‟t

pinned down in contracts are assumed to increase by inflation, year on year,

as in Table 4, below;

Table 4: Projected Expenditure Assumptions

1 2 3 4 5 6 7 8 9 10

Estimate growth growth growth growth growth growth growth growth growth

EXPENDITURE

All items increase by inflation, except for; 1.5% 1.5% 1.5% 1.5% 2.0% 2.0% 2.0% 3.0% 3.0% 3.0%

IT maintenance & Software Licences £800 £800 £800 £800 £800 £800 £800 £800 £800 £800

Accountancy & Audit 1% 1% 1% 1% 1% 1% 1% 1% 1% 1%

HR related costs - Advice 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00% 2.00%

Training £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000 £1,000

Reserves Policy Costs/12*5 Costs/12*5 Costs/12*5 Costs/12*5 Costs/12*5 Costs/12*5 Costs/12*5 Costs/12*5 Costs/12*5 Costs/12*5

Equipment Depreciation 1/3 1/3 1/3 1/3 1/3 1/3 1/3 1/3 1/3 1/3

Capital Expenditure - Furniture, Computers, etc 1000 1000 1000 1000 1000 1000 1000 1000 1000 1000

Staff Levels 10 10 10.45 11.15 11.65 12.15 13.15 13.55 14.15 14.7

Year

The largest expenditure items are the Pensions Liability and Staffing; CPP NDC

is currently tied in to a Final Salary pension (FSP), but is keen to discontinue it

36

since it is prohibitively expensive, and will become increasingly so. The

calculations are complex, and can vary with performance of the portfolio in

the stock-market, but the current liability for the NDC is estimated at £500k.

CPP NDC intends to make a capital payment of £250k to halve this liability

before it transforms into CPP Charity. The balance will be paid by the CPP

Charity over the first 10 years in £25k installments, using the Legacy transfer

finance from the NDC – see Income Assumptions, below. This method will

dispose of the risk, and earn the CPP Charity an additional £25k in interest

payments over the 10 years.

Since the CPP Charity will move away from projects support functions and

towards direct delivery of projects, there will be a minimum of support and

premises management staff, as detailed in Section 10.2 and in Table 5: Staff

Expenditure, below:

Table 5: Staff Expenditure

Employer's NI Cont (%) 11.8% Assumed. Non Senior Staff or contracted out staff may differ

Employer's Pension Cont (%) 5.0% Direct Contributions rate.

Post # Basic x Inflation

Year 1

basic x posts x NIC x Pension Year 1

Director/CEO 1 45,000 - 45,000 45,000 5,310 2,250 52,560

New Business/Enterprises Manager 1 31,000 - 31,000 31,000 3,658 1,550 36,208

Finance/Admin Officer 1 25,000 - 25,000 25,000 2,950 1,250 29,200

Projects Manager 1 31,000 - 31,000 31,000 3,658 1,550 36,208

Receptionist/Admin Support 1 12,000 - 12,000 12,000 1,416 600 14,016

Volunteer Co-ordinator 1 25,000 - 25,000 25,000 2,950 1,250 29,200

Cleaners 1 9,000 - 9,000 9,000 1,062 450 10,512

Administrative Officer (Incl HR) 1 12,000 - 12,000 12,000 1,416 600 14,016

Projects Staff; FT & Sessional 2 19,000 - 19,000 38,000 4,484 1,900 44,384

Year 1 Totals: 10 228,000 26,904 11,400 266,304

The significant requirement and primary staffing variable, therefore, will be

Project Workers – they will deliver the contracts and projects we receive

funding for and hopefully achieve the reputation for quality that ensures

future finance. But there is a “chicken and egg” conundrum for the new CPP

Charity; it is prohibitively expensive to hire the appropriate level of Project

Workers and then train, induct and develop them without the funding in

advance, and it is hard to win contracts and funding without the necessary

staff in place. Our experience leads us to determine that 6 or 7 project

workers would provide sufficient capacity to work on a minimal yet

sustainable level of projects whilst retaining capacity to initiate work on

additional projects in advance of receiving funds and recruiting additional

staff. The most prudent way to attain this level, therefore, is to add staff

incrementally, year on year.

12.2 Income Assumptions

The capital transfer referred to in Table 6, below, derives from unspent NDC

income set aside for transfer to the reserves of the CPP Charity - £500k is the

37

maximum allowed by CLG. The cash will be transferred to the CPP Charity at

the end of the NDC and will become the CPP Charity‟s reserves.

Table 6: Income Assumptions

INCOME First Year Description

Capital Transfer to CPP from NDC 500,000 Legacy funding from NDC.

Contracts & other business 65,000Revenue from Central Govt or Local Auth contracts based on current experience. Assumes significant growth to year

4, then stability

Consultancy income 10,000Other ad hoc consultancy work with small organisations within Lambeth. Assumes significant growth to year 4, then

stability

Income from Fundraising 144,300Slow start assumed to year 3, with subsequent large year on year increase based on FT Fundraiser and preparation

work (see Business Plan)

Rent income 130,560Income from assets transferred from NDC and rented out; £31k - 1st Step Trust - lease expires in 5 years, £69k -

shops-Poynders and £30,560k - Arkwright House; long-term leases

Bank Interest Income 1.50% Assumed 1.5% interest based on bank balance at year end.

The Reserves Policy for the CPP Charity currently defines the minimum level of

reserves as the equivalent of 5 months of that year‟s total expenditure.

Figure 14: Reserves Calculation

There is no proscriptive detailed advice from the Charity Commission about

reserve levels, but ours would certainly not be considered excessive; many of

the larger charities have reserves equivalent to several year‟s expenditure –

they justify this as necessary because of their size and the time it could take

them to adapt to major change; clearly this would not be an issue for the

CPP Charity.

The rental income derives from commercial leasing of the NDC-owned

buildings that will be transferred to the CPP Charity – as can be seen in Table

7, below.

Table 7: Rental Income Breakdown

1 2 3 4 5 6 7 8 9 10

Rent income (see below) 130,560 130,560 130,560 130,560 130,560 115,060 133,660 133,660 133,660 133,660Rent Income - Detail

First Step Trust (Main Offices) 31,000 31,000 31,000 31,000 31,000 15,500 34,100 34,100 34,100 34,100

Poynders 69,000 69,000 69,000 69,000 69,000 69,000 69,000 69,000 69,000 69,000

Additional Office Space Leasing 0 0 0 0 0 30,560 30,560 30,560 30,560 30,560

Arkwright House 30,560 30,560 30,560 30,560 30,560 0 0 0 0 0

Sum: 130,560 130,560 130,560 130,560 130,560 115,060 133,660 133,660 133,660 133,660

Year

Actual

The lease for the tenants (First Step Trust) occupying the other half of Brixton

Hill Place expires in Year 6; we have reduced the income in that year to

cover the costs and delays in renegotiating the lease, or finding new tenants,

and increased the revenue for subsequent years to reflect the increased rent

we will charge. The rent income from Arkwright House ends after 5 years, but

we anticipate that the slack will be taken up by leasing additional space in

our Brixton Hill Place premises, since by this time the project will be reasonably

38

settled and will be in a better position to assess the potential for leases than

we are at this time. We feel that introducing this revenue from year 1 would

not be prudent; although it would obviously be an option for the Charity

team should they see it as necessary.

The Bank Interest is the foreseeable savings rate we will receive for money in

the bank each year – it may be possible to get more, but this is a prudent

estimate.

In the next section, we look at what would happen should fundraising

perform less than reasonably, for whatever reason. All the scenarios use the

income and expenditure assumptions set out above – apart from Fundraising.

12.3 Scenario 1 – Reasonable Fundraising Performance

The level of fundraising envisaged here is set out in Table 8, below:

Table 8: Fundraising Income

1 2 3 4 5 6 7 8 9 10

INCOME Estimate growth growth growth growth growth growth growth growth growth

Transfer from Reserves 0 0 0 0 0 0 0 0 0 0

Contracts & other business 65,000 5% 10% 10% 10% 10% 8% 10% 10% 10%

Consultancy income 10,000 11% 15% 25% 10% 5% 5% 5% 5% 5%

Income from Fundraising 144,300 5% 6% 9% 10% 15% 5% 5% 8% 7%

Year

It includes a modest assumption for Consultancy fees and Contracts, since it

anticipated that these will take longer to develop as viable revenue streams

than direct fundraising. There is still significant risk associated with Fundraising,

of course, particularly if there is a significant skew towards grants/contracts

from the public sector, since these generally require matched funds, have

stricter performance standards and prescribed management charges. The

Fundraising Strategy (section 11.1, pg. 25) makes it clear that the new CPP

Charity will take great steps to retain a balance between public sector

revenue, grants revenue, and donations revenue in order to balance the

risks.

Opinions vary and there isn‟t a lot of comparative data on this, but a return of

3-5 times the cost of fundraising (salary plus costs) – once they and the

organisation are settled – is given as a reasonable figure by the Institute of

Fundraising13. We have assumed a return of c. 3.5 times the cost of

fundraising in the first year, and made gradual percentage increases in

subsequent years up to 5.5 in year 10.

This level of fundraising enables the project to consistently produce small

surpluses without using reserves to stay solvent – Table 9, below, shows a

summarised budget projected over 10 years (the full budget is given in

Appendix 4 – Projected Budget for Scenario 1, pg. 49). The Charity starts with

13

http://www.institute-of-fundraising.org.uk/, “Employing and paying fundraisers”

39

the staff complement set out in Table 5, above, and gradually increases the

number of Project Workers from 2 to 6.7 by Year 10.

The graph in Figure 15, below, illustrates the year-on-year increase in Project

Workers against the constant level of other staff – along with the inflationary

increase to most costs, this is the most significant cost increase over the 10

years.

Figure 15: Scenario 1 Staffing Levels

The total income in Year 1 is £357,360, with total expenditure at £357, 098

producing a surplus of £262. A Cash Flow projection for Year 1 is given in

Appendix 6 – Scenario 1 Cashflow, pg 51, which indicates that there would

be sufficient money in the bank to cover all the CPP Charity‟s commitments.

Table 9: Scenario 1 Projected Budget

Budget ProjectionsYear 1

2011/12

Year 2

2012/13

Year 3

2013/14

Year 4

2014/15

Year 5

2015/16

Year 6

2016/17

Year 7

2017/18

Year 8

2018/19

Year 9

2019/20

Year 10

2020/21

INCOME

Transfers from Reserves 0 0 0 0 0 0 0 0 0 0

Income from contracts & other business 65,000 68,250 75,075 82,583 90,841 99,925 107,919 118,711 130,582 143,640

Consultancy income 10,000 11,100 12,765 15,956 17,552 18,429 19,351 20,318 21,334 22,401

Income from Fundraising 144,300 151,515 160,606 175,060 192,566 221,451 232,524 244,150 262,461 280,834

Rent income* 130,560 130,560 130,560 130,560 130,560 115,060 133,660 133,660 133,660 133,660

Bank Interest Income 7,500 7,129 6,802 6,428 6,062 5,692 5,336 5,000 4,641 4,269

Total Income : 357,360 368,554 385,807 410,588 437,581 460,557 498,789 521,840 552,678 584,804

EXPENDITUREOffice costs: 90,794 95,078 101,050 104,833 114,205 117,667 123,053 126,386 130,527 134,404

Staffing Costs: 266,304 270,299 284,641 305,155 323,093 341,626 373,085 394,423 421,932 449,390

Total Expenditure 357,098 365,376 385,691 409,988 437,297 459,293 496,138 520,809 552,458 583,794

SURPLUS/(DEFICIT) 262 3,178 116 600 284 1,264 2,651 1,030 220 1,010Project Workers 2 2 2.45 3.15 3.65 4.15 5.15 5.55 6.15 6.7

Reserves

Reserves at year start 500,000 475,262 453,440 428,556 404,156 379,440 355,704 333,355 309,386 284,606

Transfer to/from reserves 0 0 0 0 0 0 0 0 0 0

Surplus/Deficit Transfer to Reserves 262 3,178 116 600 284 1,264 2,651 1,030 220 1,010

£250k pension liability @ 25k pa -25,000 -25,000 -25,000 -25,000 -25,000 -25,000 -25,000 -25,000 -25,000 -25,000

Reserves balance at year end. 475,262 453,440 428,556 404,156 379,440 355,704 333,355 309,386 284,606 260,616

5 months Reserve 148,791 152,240 160,705 170,828 182,207 191,372 206,724 217,004 230,191 243,247

Excess Reserves: 326,471 301,200 267,851 233,327 197,232 164,332 126,631 92,382 54,415 17,369

40

The Reserves situation is given at the bottom of Table 9; in the first year, £500k

is transferred to the CPP Charity Reserves from the NDC, giving the opening

balance. There is no Transfer from Reserves (not required in a surplus

situation), but that year‟s surplus (£262) is transferred into Reserves and £25k is

deducted as provision against our pension commitment, leaving a balance

of Reserves of £475,262 in Year 1. This is carried forward to Year 2, and so on.

Since the total expenditure in the first year is £357,098 and 5 months (our

Reserves Policy level) of that is £148,791, our reserves in Year 1 of this scenario

are therefore £326,471 in excess of the minimum.

By the time we reach Year 10, the 5 month minimum reserves level has

increased to £243,247, and although the level of excess reserves has reduced

to £17,369, this is still comfortably in excess of our minimum.

12.4 Scenario 2 – Less Than Reasonable Fundraising Performance

This scenario envisages a 50% drop in fundraising, contracts and consultancy

income in Year 1, whilst retaining the annual percentage growth rates;

equating to a total loss of £1,608,600 over the 10 years. All other assumptions

remain the same. The summary budget and reserves projections are given in

Table 10, below (the full budget is given in Appendix 5 – Scenario 2 Budget

Projections, pg. 50) – the first 3 years face significant income short-falls, and

require significant transfers from reserves to avoid large deficits. By the end of

Year 3, there are insufficient reserves to cover the minimum reserves policy,

nor enough to cover the next year‟s expenditure commitments.

Table 10: Scenario 2 Projected Budget

INCOMEYear 1

2011/12

Year 2

2012/13

Year 3

2013/14

Year 4

2014/15

Year 5

2015/16

Year 6

2016/17

Year 7

2017/18

Year 8

2018/19

Year 9

2019/20

Year 10

2020/21

Transfers from Reserves 109,500 114,000 127,600 74,000 0 0 0 0 0 0

Income from contracts & other business 32,500 34,125 37,538 41,291 45,420 49,962 53,959 59,355 65,291 71,820

Consultancy income 5,000 5,550 6,383 7,978 8,776 9,215 9,675 10,159 10,667 11,201

Income from Fundraising 72,150 75,758 80,303 87,530 96,283 110,726 116,262 122,075 131,231 140,417

Rent income* 130,560 130,560 130,560 130,560 130,560 115,060 133,660 133,660 133,660 133,660

Bank Interest Income 7,500 5,484 3,401 1,114 -999 -3,334 -5,972 -8,772 -11,806 -15,124

Total Income : 357,210 365,477 385,784 342,473 280,041 281,629 307,585 316,478 329,043 341,974

EXPENDITUREOffice costs: 90,793 95,047 101,050 104,152 112,629 115,877 121,141 124,332 128,290 131,976

Staffing Costs: 266,304 270,299 284,641 305,155 323,093 341,626 373,085 394,423 421,932 449,390

Total Expenditure 357,097 365,345 385,691 409,307 435,722 457,504 494,226 518,756 550,222 581,365

SURPLUS/(DEFICIT) 113 131 93 (66,833) (155,681) (175,875) (186,641) (202,278) (221,179) (239,392)

Project Worker Levels 2 2 2.45 3.15 3.65 4.15 5.15 5.55 6.15 6.7

Reserves

Reserves at year start 500,000 365,613 226,745 74,238 -66,596 -222,277 -398,152 -584,794 -787,071 -1,008,251

Transfer to/from reserves -109,500 -114,000 -127,600 -74,000 0 0 0 0 0 0

Surplus/Deficit Transfer to Reserves 113 131 93 -66,833 -155,681 -175,875 -186,641 -202,278 -221,179 -239,392

£250k pension liability @ 25k pa -25,000 -25,000 -25,000 0 0 0 0 0 0 0

Reserves balance at year end. 365,613 226,745 74,238 (66,596) (222,277) (398,152) (584,794) (787,071) (1,008,251) (1,247,642)

5 months Reserve 148,790 152,227 160,705 170,544 181,551 190,627 205,928 216,148 229,259 242,236

Excess Reserves: 216,823 74,518 -86,467 -237,140 -403,828 -588,779 -790,721 -1,003,220 -1,237,510 -1,489,878

41

12.5 Scenario 3 – Fundraising collapse

This scenario envisages a catastrophic and immediate loss of revenue

wherein all fundraising, contract and consultancy income is lost – nothing is

raised. If nothing is done, using all of the Reserves (the 5 months reserves are

for such contingencies, after all) would enable the Charity to survive the first

year and a couple of months of the second.

Table 11: Scenario 3 Budget Projection

INCOMEYear 1

2011/12

Year 2

2012/13

Year 3

2013/14

Year 4

2014/15

Year 5

2015/16

Year 6

2016/17

Year 7

2017/18

Year 8

2018/19

Year 9

2019/20

Year 10

2020/21

Transfers from Reserves 180,040 139,175 131,537

Income from contracts & other business 0 0 0 0 0 0 0 0 0 0

Consultancy income 0 0 0 0 0 0 0 0 0 0

Income from Fundraising 0 0 0 0 0 0 0 0 0 0

Rent income* 130,560 130,560 130,560 130,560 130,560 115,060 133,660 133,660 133,660 133,660

Bank Interest Income 7,500 4,803 2,729 -420 -4,323 -8,688 -13,664 -18,972 -24,708 -30,981

Total Income : 318,100 274,538 264,826 130,140 126,237 106,372 119,996 114,688 108,952 102,679

EXPENDITURE

Total Office costs: 86,567 82,816 94,652 96,829 106,544 109,562 114,688 117,713 121,465 124,933

Total Staffing Costs: 231,264 190,869 248,542 268,514 285,720 303,505 334,202 354,374 380,680 406,901

Total Expenditure 317,831 273,684 343,194 365,343 392,263 413,068 448,889 472,087 502,145 531,834

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

SURPLUS/(DEFICIT) 269 854 (78,368) (235,203) (266,026) (306,696) (328,893) (357,399) (393,193) (429,155)

Project Worker Level: 2 2 2.45 3.15 3.65 4.15 5.15 5.55 6.15 6.7

Reserves

Reserves at year start 500,000 320,229 181,908 -27,997 -288,200 -579,227 -910,923 -1,264,816 -1,647,215 -2,065,408

Transfer to/from reserves -180,040 -139,175 -131,537 0 0 0 0 0 0 0

Surplus/Deficit Transfer to Reserves 269 854 -78,368 -235,203 -266,026 -306,696 -328,893 -357,399 -393,193 -429,155

£250k pension liability @ 25k pa 0 0 0 -25,000 -25,000 -25,000 -25,000 -25,000 -25,000 -25,000

Reserves balance at year end. 320,229 181,908 (27,997) (288,200) (579,227) (910,923) (1,264,816) (1,647,215) (2,065,408) (2,519,563)

5 months Reserve 132,430 114,035 142,997 152,226 163,443 172,112 187,037 196,703 209,227 221,597

Excess Reserves: 187,799 67,873 -170,995 -440,427 -742,670 -1,083,035 -1,451,853 -1,843,918 -2,274,635 -2,741,161

Projects Staff: 2 2 2.45 3.15 3.65 4.15 5.15 5.55 6.15 6.7

If, however, the CEO took a £5,000 pay cut, removed and held vacant the

Finance/Admin Officer, the Receptionist/Admin Officer, and the Volunteer

Coordinator posts, and put off the pension re-payment commitment, the

project could survive a second year (Table 11, above). In that year, it might

be feasible to replace the incumbent New Business & Social Enterprise

Manager and try to Fundraise sufficient revenue. This would present a

considerable risk, however, and it may well be more sensible to use that time

for a considered and orderly wind-down of the Charity and disposal of its

assets in such a way that would retain a benefit to the community (their

market value would cover all liabilities and the balance could be placed in

Trust).

Since transfers from reserves would require trustee authorisation, and annual

budgets require Board approval, it is reasonable to assume that the impact

and impending consequences of the income short-falls described in Scenario

2 could not be missed, and there would be sufficient opportunity for

appropriate action (reducing costs, or recruiting a different New Business &

Social Enterprise Manager, etc) to be taken in sufficient time to avoid

financial collapse and recover.

42

Figure 16 (below) shows how the reserve levels are affected by the

fundraising performance – anything between Scenario 1 and two would

allow sufficient advance notice for corrective action; fundraising

performance less than Scenario 2 probably allows sufficient time for a

planned wind-down of the charity.

Figure 16: Reserves by Scenario

12.6 Conclusion

We have demonstrated that given reasonable performance from

Fundraising, CPP Charity will have sufficient resources to be viable for the first

10 years; in conjunction with the other plans and strategies in this plan, this will

be enough time for CPP Charity to stabilise, become established and gain a

reputation for quality and reliability. Even given poor fundraising

performance, or in the extremely unlikely event of a complete failure in

fundraising, the NDC transferred reserves provides a cushion to enable a level

of planning and control in deciding the Charity‟s future.

43

13 List of Appendices

Appendix 1 – The area of benefit Pg. 44

Appendix 2 - Our Values Pg. 45

Appendix 3 – Board Membership & Management Team Pg. 48

Appendix 4 – Projected Budget for Scenario 1 Pg. 49

Appendix 5 – Scenario 2 Budget Projections Pg. 50

Appendix 6 – Scenario 1 Cashflow Pg. 51

Appendix 7 – Results Pg. 52

Appendix 8 – Funding Matrix Pg. 57

Appendix 9 – Risk Register Pg. 62

Appendix 10 – Lifetime NDC Projects Information Pg. 67

Appendix 11 – Projects Spend Pg. 82

Appendix 12 – Project Plan Pg. 83

Appendix 13 – Board & CEO Skills Matrix. Pg. 84

44

Appendix 1 – The area of benefit

45

Appendix 2 - Our Values

We recognise that our values as an organisation will have an impact on both

what we do and how we do it. Our values are written in such a way as to

provide us all with a set of principles and guidelines with will help us bring our

vision and strategy to life.

In addition they will:

Ensure staff and stakeholders know what we stand for and why we are

doing what we do

Provide a benchmark against which priorities and judgments can be

made

Support recruitment (new team, new Board etc) and allow prospective

recruits to decide it this is also what they stand for.

Our Values in detail

We have 4 values

Community Focused: We focus our actions on our communities‟ needs;

we develop strong, self sustaining communities.

Trusted: We develop and maintain an environment of openness, trust

and integrity; we gain the confidence of our stakeholders.

Communicative: We clearly convey information and ideas; we

encourage open and continuous communication; we are keen to

listen and learn.

Results Focused: We deliver on our commitments; we set aspirational

goals and work tenaciously to reach or exceed them; we generate

innovative solutions.

Each value is written as first an „essence statement‟ – what is the essence of

what we strive towards? Then a series of 5 statements. Each statement is then

further described to ensure that we all (Board, staff, community and

stakeholders) fully understand what living our values involves, and what we

commit to others and expect from them in return.

Community Focused

We focus our actions on our communities‟ needs; we develop strong,

self sustaining communities.

We seek to understand our communities.

We actively seek information to understand our community members‟

circumstances, problems, expectations and needs.

We educate our community members.

We share information with our communities to build their capabilities,

resourcefulness and confidence.

We build collaborative relationships.

46

We build rapport and cooperative relationships, we value and

encourage community engagement.

We take action to meet the needs and concerns of our communities.

We consider how actions or plans or project priorities will affect our

communities; we respond quickly to meet needs and resolve problems;

we avoid over commitment.

We are keen to listen and learn.

We implement community and project feedback systems; we

implement effective ways to monitor and evaluate community

member concerns, issues and satisfaction and to anticipate future

community needs; we listen to messages from others; we correctly

interpret messages, we respond and adjust appropriately.

Trusted

We develop and maintain an environment of openness, trust and

integrity; we gain the confidence of our stakeholders.

We display integrity and openness.

We demonstrate openness in dealing with others; we share personal

agendas; we act in a manner consistent with charitable, social and

moral values.

We behave consistently.

We ensure that words and actions are consistent with all our

stakeholders; we keep our commitments.

We support disclosure and transparency.

We show empathy and understanding in response to stated concerns;

we avoid minimising or ignoring others‟ feelings or concerns; we focus

on facts rather than relying on our own preferences or instincts.

We demonstrate support for others; we support deserving colleagues;

we provide constructive feedback; we actively pursue recognition,

rewards and resources for strong performers.

We acknowledge contribution.

We sincerely compliment others‟ contributions; we redirect discussions

when others‟ self-esteem is threatened.

Communicative

We clearly convey information and ideas; we encourage open and

continuous communication; we are keen to listen and learn.

We prepare our interactions and communications.

We identify key messages to be conveyed based on their purpose and

importance; we ensure structure and clarity for both verbal and written

messages.

We deliver clear messages to our stakeholders.

We deliver clear, concise and accurate messages; we frame messages

in line with our community and stakeholders experience, background

and expectations.

We ensure understanding and engagement.

47

We seek feedback; we check for understanding; we take time to

enable our community and stakeholders to engage, challenge and

support us; we build networks.

We respect accepted conventions.

We acknowledge the richness and vibrancy afforded by our multi-

cultural communities; we respect the conventions and expectations

and we celebrate and seek to learn from difference.

We ensure relevance.

We target important areas for innovation and develop solutions that

address meaningful community issues.

Results Focused (or Action Focused or Delivery Focused)

We deliver on our commitments; we set aspirational goals and work

tenaciously to reach or exceed them; we generate innovative

solutions.

We align our actions to the Charity‟s strategy.

We demonstrate an understanding of the Charity strategy; we align our

day to day actions to its strategic goals; we think of others when setting

our goals and focusing our effort.

We target opportunities.

We systematically evaluate opportunities and needs and target those

with the greatest potential for producing a beneficial impact on the

communities we serve; we formulate clear decision criteria; we

evaluate and select appropriate options by considering implications

and consequences.

We focus on goal achievement.

We work tenaciously toward and derive satisfaction from delivering our

agreed goals and commitments; we establish stretch goals for

ourselves and other that are designed to achieve exceptional results.

We stay focused.

We are self-disciplined; we measure progress and evaluate results; we

re-prioritise as appropriate; we prevent irrelevant issues or distractions

from interfering with the timely completion of important tasks.

We commit to action; we identify issues, problems or opportunities and

determine whether action is needed; we ensure stakeholder buy-in; we

make decisions in a timely manner; we stand by our decisions once

they are made.

48

Appendix 3 – Board Membership & Management Team

Members;

Richard Adams, Gill Baker, George Briggs, Katie Desai, Lemel Frank, Ian

Jackson, Cllr. Diana Morris, Julie Roberts, Gordon Wedderburn, Julie Wilkinson,

Paul Wilson.

Vice-Chair:

Sue Bowman, MBE

Chair:

Donna C Henry

Management Team

CEO:

Angus Johnson

Senior Management Team (SMT);

Anusha Wijeyakumar (Programme Manager)

Bola Adeshina (Finance Manager)

Brendan McGowan (Fundraising Manager/Business Development Manager)

ChingWah Wong (Programme Manager)

Heather Chappell (Marketing and Communications Manager – maternity

leave cover for Denise Adolphe)

Naomi Junghae (HR Manager)

49

Appendix 4 – Projected Budget for Scenario 1

INCOMEYear 1

2011/12

Year 2

2012/13

Year 3

2013/14

Year 4

2014/15

Year 5

2015/16

Year 6

2016/17

Year 7

2017/18

Year 8

2018/19

Year 9

2019/20

Year 10

2020/21

Transfers from Reserves 0 0 0 0 0 0 0 0 0 0

Income from contracts & other business 65,000 68,250 75,075 82,583 90,841 99,925 107,919 118,711 130,582 143,640

Consultancy income 10,000 11,100 12,765 15,956 17,552 18,429 19,351 20,318 21,334 22,401

Income from Fundraising 144,300 151,515 160,606 175,060 192,566 221,451 232,524 244,150 262,461 280,834

Rent income* 130,560 130,560 130,560 130,560 130,560 115,060 133,660 133,660 133,660 133,660

Bank Interest Income 7,500 7,129 6,802 6,428 6,062 5,692 5,336 5,000 4,641 4,269

Total Income : 357,360 368,554 385,807 410,588 437,581 460,557 498,789 521,840 552,678 584,804

EXPENDITUREYear 1

2011/12

Year 2

2012/13

Year 3

2013/14

Year 4

2014/15

Year 5

2015/16

Year 6

2016/17

Year 7

2017/18

Year 8

2018/19

Year 9

2019/20

Year 10

2020/21

Office Costs

Building repairs, maintenance & security 8,000 8,120 8,242 8,365 8,491 8,618 8,748 8,879 9,012 9,147

Marketing, Communication & Publicity 7,000 7,105 7,212 7,320 7,430 7,541 7,654 7,769 7,885 8,004

Electricity, Heating & Water rates 2,400 2,436 2,473 2,510 2,547 2,585 2,624 2,664 2,704 2,744

Insurance - Building, contents & Offices 5,000 5,075 5,151 5,228 5,307 5,386 5,467 5,549 5,632 5,717

Refuse/Cleaning 2,000 2,030 2,060 2,091 2,123 2,155 2,187 2,220 2,253 2,287

Telephone, Broadband, Fax & Mobile phones 6,000 6,090 6,181 6,274 6,368 6,464 6,561 6,659 6,759 6,860

Photocopier - Rental & Usage 2,000 2,030 2,060 2,091 2,123 2,155 2,187 2,220 2,253 2,287

Stationery & Misc Office supplies 3,000 3,045 3,091 3,137 3,184 3,232 3,280 3,330 3,379 3,430

IT maintenance & Software Licences* 8,000 8,000 8,360 8,920 9,320 9,720 10,520 10,840 11,320 11,760

Subscriptions & Membership 1,200 1,218 1,236 1,255 1,274 1,293 1,312 1,332 1,352 1,372

Accountancy & Audit* 3,574 3,686 3,858 4,106 4,376 4,606 4,988 5,218 5,527 5,848

Consultancy & legal 5,000 5,075 5,151 5,228 11,307 11,476 11,649 11,823 12,001 12,181

Postage 2,000 2,030 2,060 2,091 2,123 2,155 2,187 2,220 2,253 2,287

Fundraising cost 5,761 5,847 5,935 6,024 6,115 6,206 6,299 6,394 6,490 6,587

Bank Charges 300 305 309 314 318 323 328 333 338 343

Miscellaneous 900 914 927 941 955 970 984 999 1,014 1,029

HR related costs - Advice* 5,326 5,406 5,693 6,103 6,462 6,833 7,462 7,888 8,439 8,988

Training* 10,000 10,000 10,450 11,150 11,650 12,150 13,150 13,550 14,150 14,700

Depreciation* 3,333 6,667 10,150 10,533 11,083 11,650 12,317 12,950 13,617 14,133

Capital Expenditure - Furniture, Computers, etc* 10,000 10,000 10,450 11,150 11,650 12,150 13,150 13,550 14,150 14,700

Total Office costs: 90,794 95,078 101,050 104,833 114,205 117,667 123,053 126,386 130,527 134,404

Staffing Costs 1 2 3 4 5 6 7 8 9 10

Director/CEO 52,560 53,348 54,149 54,961 56,060 57,181 58,325 60,075 61,877 63,733

Fundraising/Business Dev Manager 36,208 36,751 37,302 37,862 38,619 39,392 40,179 41,385 42,626 43,905

Finance/Admin Officer 29,200 29,638 30,083 30,534 31,144 31,767 32,403 33,375 34,376 35,407

Projects Manager 36,208 36,751 37,302 37,862 38,619 39,392 40,179 41,385 42,626 43,905

Receptionist/Admin Support 14,016 14,226 14,440 14,656 14,949 15,248 15,553 16,020 16,501 16,996

Volunteer Co-ordinator 29,200 29,638 30,083 30,534 31,144 31,767 32,403 33,375 34,376 35,407

Cleaners 10,512 10,670 10,830 10,992 11,212 11,436 11,665 12,015 12,375 12,747

Administrative Officer (Incl HR) 14,016 14,226 14,440 14,656 14,949 15,248 15,553 16,020 16,501 16,996

Projects Staff 44,384 45,050 56,014 73,098 86,395 100,194 126,824 140,775 160,674 180,294

Total Staffing Costs: 266,304 270,299 284,641 305,155 323,093 341,626 373,085 394,423 421,932 449,390

0 0 0 0 0 0 0 0 0 0

Total Expenditure 357,098 365,376 385,691 409,988 437,297 459,293 496,138 520,809 552,458 583,794

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

SURPLUS/(DEFICIT) 262 3,178 116 600 284 1,264 2,651 1,030 220 1,010

50

Appendix 5 – Scenario 2 Budget Projections

INCOMEYear 1

2011/12

Year 2

2012/13

Year 3

2013/14

Year 4

2014/15

Year 5

2015/16

Year 6

2016/17

Year 7

2017/18

Year 8

2018/19

Year 9

2019/20

Year 10

2020/21

Transfers from Reserves 109,500 114,000 127,600 74,000 0 0 0 0 0 0

Income from contracts & other business 32,500 34,125 37,538 41,291 45,420 49,962 53,959 59,355 65,291 71,820

Consultancy income 5,000 5,550 6,383 7,978 8,776 9,215 9,675 10,159 10,667 11,201

Income from Fundraising 72,150 75,758 80,303 87,530 96,283 110,726 116,262 122,075 131,231 140,417

Rent income* 130,560 130,560 130,560 130,560 130,560 115,060 133,660 133,660 133,660 133,660

Bank Interest Income 7,500 5,484 3,401 1,114 -999 -3,334 -5,972 -8,772 -11,806 -15,124

Total Income : 357,210 365,477 385,784 342,473 280,041 281,629 307,585 316,478 329,043 341,974

EXPENDITUREYear 1

2011/12

Year 2

2012/13

Year 3

2013/14

Year 4

2014/15

Year 5

2015/16

Year 6

2016/17

Year 7

2017/18

Year 8

2018/19

Year 9

2019/20

Year 10

2020/21

Office Costs

Building repairs, maintenance & security 8,000 8,120 8,242 8,365 8,491 8,618 8,748 8,879 9,012 9,147

Marketing, Communication & Publicity 7,000 7,105 7,212 7,320 7,430 7,541 7,654 7,769 7,885 8,004

Electricity, Heating & Water rates 2,400 2,436 2,473 2,510 2,547 2,585 2,624 2,664 2,704 2,744

Insurance - Building, contents & Offices 5,000 5,075 5,151 5,228 5,307 5,386 5,467 5,549 5,632 5,717

Refuse/Cleaning 2,000 2,030 2,060 2,091 2,123 2,155 2,187 2,220 2,253 2,287

Telephone, Broadband, Fax & Mobile phones 6,000 6,090 6,181 6,274 6,368 6,464 6,561 6,659 6,759 6,860

Photocopier - Rental & Usage 2,000 2,030 2,060 2,091 2,123 2,155 2,187 2,220 2,253 2,287

Stationery & Misc Office supplies 3,000 3,045 3,091 3,137 3,184 3,232 3,280 3,330 3,379 3,430

IT maintenance & Software Licences* 8,000 8,000 8,360 8,920 9,320 9,720 10,520 10,840 11,320 11,760

Subscriptions & Membership 1,200 1,218 1,236 1,255 1,274 1,293 1,312 1,332 1,352 1,372

Accountancy & Audit* 3,572 3,655 3,858 3,425 2,800 2,816 3,076 3,165 3,290 3,420

Consultancy & legal 5,000 5,075 5,151 5,228 11,307 11,476 11,649 11,823 12,001 12,181

Postage 2,000 2,030 2,060 2,091 2,123 2,155 2,187 2,220 2,253 2,287

Fundraising cost 5,761 5,847 5,935 6,024 6,115 6,206 6,299 6,394 6,490 6,587

Bank Charges 300 305 309 314 318 323 328 333 338 343

Miscellaneous 900 914 927 941 955 970 984 999 1,014 1,029

HR related costs - Advice* 5,326 5,406 5,693 6,103 6,462 6,833 7,462 7,888 8,439 8,988

Training* 10,000 10,000 10,450 11,150 11,650 12,150 13,150 13,550 14,150 14,700

Depreciation* 3,333 6,667 10,150 10,533 11,083 11,650 12,317 12,950 13,617 14,133

Capital Expenditure - Furniture, Computers, etc* 10,000 10,000 10,450 11,150 11,650 12,150 13,150 13,550 14,150 14,700

Total Office costs: 90,793 95,047 101,050 104,152 112,629 115,877 121,141 124,332 128,290 131,976

Staffing Costs 1 2 3 4 5 6 7 8 9 10

Director/CEO 52,560 53,348 54,149 54,961 56,060 57,181 58,325 60,075 61,877 63,733

Fundraising/Business Dev Manager 36,208 36,751 37,302 37,862 38,619 39,392 40,179 41,385 42,626 43,905

Finance/Admin Officer 29,200 29,638 30,083 30,534 31,144 31,767 32,403 33,375 34,376 35,407

Projects Manager 36,208 36,751 37,302 37,862 38,619 39,392 40,179 41,385 42,626 43,905

Receptionist/Admin Support 14,016 14,226 14,440 14,656 14,949 15,248 15,553 16,020 16,501 16,996

Volunteer Co-ordinator 29,200 29,638 30,083 30,534 31,144 31,767 32,403 33,375 34,376 35,407

Cleaners 10,512 10,670 10,830 10,992 11,212 11,436 11,665 12,015 12,375 12,747

Administrative Officer (Incl HR) 14,016 14,226 14,440 14,656 14,949 15,248 15,553 16,020 16,501 16,996

Projects Staff 44,384 45,050 56,014 73,098 86,395 100,194 126,824 140,775 160,674 180,294

Total Staffing Costs: 266,304 270,299 284,641 305,155 323,093 341,626 373,085 394,423 421,932 449,390

0 0 0 0 0 0 0 0 0 0

Total Expenditure 357,097 365,345 385,691 409,307 435,722 457,504 494,226 518,756 550,222 581,365

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

SURPLUS/(DEFICIT) 113 131 93 (66,833) (155,681) (175,875) (186,641) (202,278) (221,179) (239,392)

2 2 2.45 3.15 3.65 4.15 5.15 5.55 6.15 6.7

51

Appendix 6 – Scenario 1 Cashflow

Receipts Annual April May June July August Sep October Nov Dec January Feb March Total

Transfers from Reserves 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Income from contracts & other business 65,000 16,250 16,250 16,250 16,250 65,000

Consultancy income 10,000 10,000 10,000

Income from Fundraising 144,300 24,050 24,050 24,050 24,050 24,050 24,050 144,300

Rent income* 130,560 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 10,880 130,560

Bank Interest Income 7,500 7,500 7,500

Total Payments in: 357,360 10,880 44,930 27,130 34,930 10,880 51,180 10,880 34,930 27,130 34,930 10,880 58,680 357,360

Payments Out Annual April May June July August Sep October Nov Dec January Feb March Total

Building repairs, maintenance & security 8,000 667 667 667 667 667 667 667 667 667 667 667 667 8,000

Salaries & Wages 266,304 22,192 22,192 22,192 22,192 22,192 22,192 22,192 22,192 22,192 22,192 22,192 22,192 266,304

Marketing, Communication & Publicity 7000 1,750 1,750 1,750 1,750 7,000

Electricity, Heating & Water rates 2,400 600 600 600 600 2,400

Insurance - Building, contents & Offices 5,000 5,000 5,000

Refuse/Cleaning 2,000 167 167 167 167 167 167 167 167 167 167 167 167 2,000

Telephone, Broadband, Fax & Mobile phones 6,000 1,500 1,500 1,500 1,500 6,000

Photocopier - Rental & Usage 2,000 167 167 167 167 167 167 167 167 167 167 167 167 2,000

Stationery & Misc Office supplies 3,000 250 250 250 250 250 250 250 250 250 250 250 250 3,000

IT maintenance & Software Licences* 8,000 8,000 8,000

Subscriptions & Membership 1,200 100 100 100 100 100 100 100 100 100 100 100 100 1,200

Accountancy & Audit* 3,574 3,574 3,574

Consultancy & legal 5,000 2,500 2,500 5,000

Postage 2,000 167 167 167 167 167 167 167 167 167 167 167 167 2,000

Fundraising cost 5,761 5,761 5,761

Bank Charges 300 25 25 25 25 25 25 25 25 25 25 25 25 300

Miscellaneous 900 75 75 75 75 75 75 75 75 75 75 75 75 900

HR related costs - Advice* 5,326 444 444 444 444 444 444 444 444 444 444 444 444 5,326

Training* 10,000 833 833 833 833 833 833 833 833 833 833 833 833 10,000

Depreciation* 3,333 278 278 278 278 278 278 278 278 278 278 278 278 3,333

Capital Purchases 10,000 833 833 833 833 833 833 833 833 833 833 833 833 10,000

Total Payments Out: 357,098 27,947 28,297 26,197 27,947 30,797 34,197 36,958 30,047 26,197 32,271 28,297 27,947 357,098

Bank Opening Position 500,000 457,933 474,566 475,499 482,482 462,565 479,548 453,470 458,353 459,286 461,946 444,529

Net Cash Flow (17,067) 16,633 933 6,983 (19,917) 16,983 (26,078) 4,883 933 2,659 (17,417) 30,733 262

Pension Contribution (25,000)

Bank Closing Position 457,933 474,566 475,499 482,482 462,565 479,548 453,470 458,353 459,286 461,946 444,529 475,262

April May June July August Sep October Nov Dec January Feb March

52

Appendix 7 – Results

National

2002 2004 2006 2008 2002 2004 2006 2008

% % % % % % % % %

Feel part of local community (great deal/fair amount)9

(CO1) 31 44 44 40 35 39 42 45 59

Neighbours look out for each other10

(CO4) 52 56 45 52 59 62 61 61 78

Feel can influence decisions in area11

(CO5) 26 26 30 30 23 24 25 25 31

Involved in voluntary work in last 3 years12

(CO6) 12 7 15 18 12 12 13 14 22

Heard of local NDC (CO8) 76 96 90 90 63 79 80 78

Feel NDC has improved area (great deal/fair amount) (CO10)

Base: All heard of NDC5729 48 49 49 6051

COMMUNITY AND NDC

33

Lambeth NDC National NDC Average

National

2002 2004 2006 2008 2002 2004 2006 2008

% % % % % % % % %

Feel very unsafe outside alone after dark13

(CR1) 27 20 17 12 33 27 22 20 9

Very/fairly worried about burglary14

(CR3A) 60 48 51 43 65 55 48 44 43

Very/fairly worried about being robbed or mugged15

(CR3B) 58 47 48 39 58 48 44 41 35

Experienced burglary/attempted burglary in last 12 months16

(CR4A) 10 4 6 4 7 5 4 4 1.4

Experienced assault in last 12 months17

(CR4D) 6 2 3 4 5 4 3 3 2.6

CRIME AND SAFETY

Lambeth NDC National NDC Average

53

National

2002 2004 2006 2008 2002 2004 2006 2008

% % % % % % % % %

61 61 62 67 51 52 53 54 TBC

Self-employed23

(derived WO9) 8 8 7 8 5 5 5 5 9

Registered unemployed/not registered but seeking work24

(derived WO1) 14 10 6 3 11 10 10 10 4

Long-term sick/disabled (derived WO1) 4 3 4 5 10 10 10 10

No-one working in household (derived WO1)

Base: All working age households31

In paid work (including government scheme/Modern Apprenticeship)22

(derived

WO1)

WORK AND INCOME - WORKING AGE RESPONDENTS

Lambeth NDC National NDC Average

35 41 40 39 3736 32

54

National

2002 2004 2006 2008 2002 2004 2006 2008

% % % % % % % % %

No qualifications - all respondents (ED1) 27 31 25 25 42 41 38 36

No qualifications - working age respondents25

(ED1)Base: All working age

Have access to PC at work/home/elsewhere26

(ED6) 61 55 68 75 43 49 55 62 71

Taken part in education/training in last year (excluding current students)27

(ED3) 28 16 22 30 20 20 21 22 25

Base: All working age

Feel need to improve reading28

(ED2) 15 13 16 12 12 11 12 13 6

Feel need to improve writing29

(ED2) 17 14 18 15 13 13 13 15 8

Feel need to improve maths30

(ED2) 20 17 17 21 21 19 19 21 15

26

32 31

24 25

Lambeth NDC National NDC Average

(excluding current students) - working age respondents (derived ED3) 32 18 24 33Taken part in education/training in last year

132221 26 21 33 29

24

EDUCATION AND TRAINING

National

2002 2004 2006 2008 2002 2004 2006 2008

% % % % % % % % %

Lone parent family households36

(derived HD2) 19 21 21 21 16 16 15 15 7

BME groups37

(HD7) 39 44 44 44 24 26 28 29 9

English not first language38

(HD8) 29 27 33 34 16 18 21 22 12

Lambeth NDC National NDC Average

HOUSEHOLD/DEMOGRAPHICS

55

National

2002 2004 2006 2008 2002 2004 2006 2008

% % % % % % % % %

Feel very unsafe outside alone after dark13

(CR1) 27 20 17 12 33 27 22 20 9

Very/fairly worried about burglary14

(CR3A) 60 48 51 43 65 55 48 44 43

Very/fairly worried about being robbed or mugged15

(CR3B) 58 47 48 39 58 48 44 41 35

Experienced burglary/attempted burglary in last 12 months16

(CR4A) 10 4 6 4 7 5 4 4 1.4

Experienced assault in last 12 months17

(CR4D) 6 2 3 4 5 4 3 3 2.6

Lambeth NDC National NDC Average

CRIME AND SAFETY

HEALTH

Lambeth NDC National NDC Average National

2002

200

4 2006

200

8 2002 2004

200

6 2008

% % % % % % % % %

Feel own health is good31

(HE1)

51 54 56 53 43 46

46 49 62

Limiting long-term illness32

(derived HE3/4) 20 10 15

15 26 25 25 25 19

Smoke cigarettes33 (HE7) 36 27 31 26 40 38 37 35 22

Very/fairly satisfied with doctors34

(HE14)

81 85 80 87 84 84 84 85 90 Base: All who have used family

doctor/GP

Access to doctors very/fairly easy35

(HE13) 65 77 74 84 71 74 74 75 81

56

Base: All who have used family

doctor/GP

National

2002 2004 2006 2008 2002 2004 2006 2008

% % % % % % % % %

In paid work (including government scheme/Modern Apprenticeship)18

(WO1) 54 54 55 61 43 44 45 46 60

Self-employed (WO9) 7 7 6 8 4 4 4 4

Registered unemployed/not registered but seeking work19

(WO1) 12 9 5 3 9 8 8 8 3

Long-term sick/disabled20

(WO1) 3 3 3 5 9 9 9 9 4

No-one working in household (derived WO1) 39 43 39 40 51 51 51 49

Income below £100 per week (households)21

(FI6) 17 10 10 4 19 13 12 9 3

Respondent receives income support, JSA or incapacity benefit (FI4) 24 22 19 15 28 27 25 23

Lambeth NDC National NDC Average

WORK AND INCOME - ALL RESPONDENTS

NB: Please note that all comparisons on experience of crime can only be indicative as BCS gathers information through

a much more detailed set of questions. As a result, the national figures quoted for CR4 A, B, and D differ from published

BCS estimates of victimisation which relate to broader categories of crime (and can be obtained from 'Crime in

England and Wales 2007/8'). This year, we have been able to source data from BCS that is most comparable to the

NDC Household Survey question, providing a more precise comparison when looking at current crime levels in NDC

areas compared with the country as a whole. However, given the change in data definitions, please refer to the

benchmark trends document for more information on using consistent national benchmark trends on crime. Please use

caution in quoting the figures in any external publication.

57

Appendix 8 – Funding Matrix

The funding action plan details a broad range of potential funders which CPP could approach. For each funding body,

the most relevant details have been included under standardised headings including:

• Source

• Contacts and timetable for application

• Funding criteria and information

• Funding available

• Project alignment

Each funder has been allocated to one of 5 different funding groups which are defined by the nature, focus and scope

of the collective organisations. The different funding groups include:

i. European Funding

ii. Loan Funding

iii. Statutory Funding

iv. Trusts

v. Local Funding

In turn, each funding group has been prioritised to define the immediate opportunities, medium term opportunities and

long term opportunities. A colour coded reference has been employed to aid the distinction between potential funding

sources of different priority, as

shown below.

Immediate opportunity (yellow)

Medium term opportunity (cyan)

Long term opportunity (red)

58

The apportionment of each potential funder to an opportunity group has been determined through close reference to

a number of factors to assess the links between each funder‟s criteria and CPP‟s service offer. The evaluation criteria

included:

• Strategic alignment between objectives of the funder and the aims of ft2

• Type and scope of activity to be funded

• Priority beneficiary groups to be targeted

• Preferred methods and models of delivery

• Availability and size of funds

• Added value, including in-kind support

59

60

61

The full report can be obtained upon request to CPP.

62

Appendix 9 – Risk Register

CPP CHARITY SUCCESSION STRATEGY

Su

cc

ess

ion

Are

a

Risk Nature & Implication

Sig

nific

an

ce

(ou

t o

f 10

)

Lik

elih

oo

d

(ou

t o

f 10

)

Imp

ac

t (o

ut

of

10

)

Sc

ore

(3

0

Gro

ss)

Str

ate

gy

Mitigating actions

(a) actions taken to date

(b) actions intended to be taken

(c) controls that are in place

By whom? By when? Resultant

Risk State

Ongoing

Contingency Plan

FU

ND

ING

Delays in

developing new

income streams

FINANCIAL: Insufficient

funds to run CPP Charity

1014 2 10 22

Mitig

ate

&

Co

ntr

ol

Sufficient time to develop and implement

appropriate fundraising strategy and

achieve success.

BDM15 Ongoing Steady Fundraising Strategy.

Regular oversight by

BDT

Difficulty attracting

sufficient initial

funding

FINANCIAL: Budget Deficit,

project cuts, loss of delivery

& reputation

10 2 10 22

Mitig

ate

&

Co

ntr

ol

Legacy Funds. Implement a phased

bidding programme to act on immediate

funding opportunities and plan longer

term proposal before NDC completion

BDM April 2010 Unlikely &

Diminishing

Fundraising Strategy.

Financial projections

& analysis.

High costs

associated with

transition

FINANCIAL: Income

shortfall, cuts,

redundancies

9 5 10 24

Mitig

ate

&

Co

ntr

ol

Succession fund allocation and ensure all

restructuring costs are known and

accurate

BDM Sep 09 Unlikely &

Diminishing

Finance

contingency

strategy

Long term funding

below profile

COMMERCIAL: Cash flow,

staff lay-offs

10 1 10 21

Mitig

ate

&

Co

ntr

ol

Sufficient time to develop long-term

fundraising strategies, and for

organisation to develop markets, establish

solid position and work to expand.

BDM,

Board,

new CEO

Ongoing Steady This Business Plan,

and regular reviews;

strategic

governance into the

future.

14 All scores out of 10, where 10 = extremely significant, very high impact, and extremely likely to happen. 15 BDM = Business Development Manager, BDT = Business Development Team, SMT = Senior Management Team, BDM = Business Development

Manager

63

Su

cc

ess

ion

Are

a

Risk Nature & Implication

Sig

nific

an

ce

(ou

t o

f 10

)

Lik

elih

oo

d

(ou

t o

f 10

)

Imp

ac

t (o

ut

of

10

)

Sc

ore

(3

0

Gro

ss)

Str

ate

gy

Mitigating actions

(a) actions taken to date

(b) actions intended to be taken

(c) controls that are in place

By whom? By when? Resultant

Risk State

Ongoing

Contingency Plan

EA

RLY

DELI

VER

Y

Restricted internal

capacity serves to

limit provision.

POLITICAL: Contract

delivery delays. Reputation

hit. Loss of revenue.

7 2 5 14

Co

ntr

ol

Prioritise resources for selected future

programmes and preferred income

generating activity with provision reduced

in other less key areas.

CEO,

Board

From Oct

09

Ascending16 Fundraising Strategy

& early start.

Original staffing

allocation proves

inadequate

COMMERCIAL: Failure to

deliver contracts.

Additional costs for temp

staff.

6 3 6 15

Co

ntr

ol

There should be sufficient time to

appropriately plan and recruit for

appropriate staff – consult with all staff on

subsequent plans.

TWP &

BDM

Ongoing Steady Regular monitoring

and oversight by

TWP & BDT

PA

RTN

ER

SH

IPS

Partnerships

working

arrangements

breakdown

POLITICAL/COMMERCIAL:

Isolation, potential loss of

contracts.

7 4 8 19

Co

ntr

ol

Maintain dialogue with key partners.

Continue to consult. Tale leadership role.

Board,

CEO

Ongoing Unlikely &

Diminishing

Succession Strategy

Lack of

commitment from

key strategic

partners

COMMERCIAL: Isolated,

projects likely to fail

9 2 10 21

Sh

are

All key strategic partners are kept fully up

to date with latest succession progress

and final succession strategy is agreed by

all partners

TWP Sep 2009 Unlikely &

Diminishing

Review priority in

Business Plan

16 Ascending Risks are automatically assigned to CEO and Board

64

Su

cc

ess

ion

Are

a

Risk Nature & Implication

Sig

nific

an

ce

(ou

t o

f 10

)

Lik

elih

oo

d

(ou

t o

f 10

)

Imp

ac

t (o

ut

of

10

)

Sc

ore

(3

0

Gro

ss)

Str

ate

gy

Mitigating actions

(a) actions taken to date

(b) actions intended to be taken

(c) controls that are in place

By whom? By when? Resultant

Risk State

Ongoing

Contingency Plan A

PP

RO

VA

L

No approval from

CLG for Succession

Strategy

COMMERCIAL: No start-up

revenue, no transfer of

assets.

10 4 10 24

Mitig

ate

& C

on

tro

l Significant preparation via TWP, legal

advice. Robust Articles, etc, Have

maximised resources towards gaining

approval – detailed attention to Criteria

and Business Plan. Discuss with fellow

NDCs. Resubmit with feedback if

necessary. Strong record of community

empowerment and achievement

Board,

CEO, SMT

Oct 09 Nearing a

resolution

Succession Strategy,

Business Plan

No approval from

CLG for final

delivery plan

Significant loss of resources.

Unanticipated

redundancies

10 2 10 22

Mitig

ate

&

Co

ntr

ol

Maximise staff input – final submission of

10 – significant experience.

CEO, SMT Oct 09 Nearing a

resolution

Final submission –

significant in-house

experience.

Delayed decision

from CLG

POLITICAL: Plans delayed,

start date may come too

soon. New project delay.

10 7 10 27

Sh

are

Adjust plans, adapt contingencies,

communicate with partners and

stakeholders

CEO,

Board, BDT

Oct 09 Ascending

as date

approaches

In the event of

delay, e are

prepared to act on

Unforeseen delays

in succession

POLITICAL: Contract

delivery delays, reputation

hit.

7 3 5 15

Sh

are

Succession approach should remain

flexible to accommodate delays. Delivery

Plan to be constantly updated to reflect

changing priorities and ensure all

deadlines met.

TWP From Sep

09

Ascending

as date

approaches

Ensure all plans are

adaptable, lobby

CLG.

65

Su

cc

ess

ion

Are

a

Risk Nature & Implication

Sig

nific

an

ce

(ou

t o

f 10

)

Lik

elih

oo

d

(ou

t o

f 10

)

Imp

ac

t (o

ut

of

10

)

Sc

ore

(3

0

Gro

ss)

Str

ate

gy

Mitigating actions

(a) actions taken to date

(b) actions intended to be taken

(c) controls that are in place

By whom? By when? Resultant

Risk State

Ongoing

Contingency Plan N

ASC

EN

T IS

SU

ES

Failure to recruit

appropriately

skilled/experience

d staff

COMMERCIAL: Poor

performance, contract

failure, client complaints,

exposure to claims/bad

press

8 1 7 16

Co

ntr

ol

Deploy current experience to drafting

JDs, Person Specs, policies and

procedures. Transfer of Investors in

People. Ensure person specs are

adequate for HR roles

CEO,

Board.

Current HR

Manager

Mar 2010

to

opening.

Unlikely &

Diminishing

HR strategies,

appropriate transfer

of policies and

procedures.

Sustained

Recession

COMMERCIAL: Donation

fundraising will be

weakened. Asset capital

values continue to be

weak

5 7 3 15

Mitig

ate

Existing low reliance on asset capital will

not change. Fundraising Strategy sets out

even distribution of revenue streams.

BDM Oct 09 to

opening

Steady Fundraising Strategy.

Operating costs

underestimated,

operating

assumptions

incorrect.

FINANCIAL: Budget deficit,

cost cutting, potential

redundancies

8 2 8 18

Co

ntr

ol

Rigorous budgeting procedures

implemented. Estimated costs re-worked

1 year, 6 months and 3 months prior to

opening. Finance team highly

experienced; significant consultation &

external advice.

CEO,

Finance

Manager

Mar 2010

onwards

Unlikely &

Diminishing

Business Plan,

subsequent re-

works, Finance

Strategy. Significant

slack and margin for

error built in to

assumptions

Area of benefit

proves to be a

burden

COMMERCIAL: Loss of

revenue, become known

as “one-trick pony”,

diminished reputation

7 2 6 15

Mitig

ate

Marketing Strategy projects CPP Charity

as Borough-wide provider, particularly in

partnerships, with retention of benefit to

Clapham – message to be concise and

clear.

Board,

BDM, CEO

Summer

2010

onwards

Steady Marketing Strategy,

Communications

Strategy

Move from

Community

Anchor leads to

poor quality

outputs.

COMMERCIAL: Clients

receive poor service,

complaints, bad PR, loss of

contracts

9 5 10 24 C

on

tro

l Recruitment policy should ensure quality

staff. Projects Management – significant

experience of what works. Significant

research legacy and projects selection

process.

CEO,

Board, HR

Oct 2010

onwards

Steady HR, Projects

Strategy, Projects

Prioritisation,

Reporting Structures

& KPIs

66

Su

cc

ess

ion

Are

a

Risk Nature & Implication

Sig

nific

an

ce

(ou

t o

f 10

)

Lik

elih

oo

d

(ou

t o

f 10

)

Imp

ac

t (o

ut

of

10

)

Sc

ore

(3

0

Gro

ss)

Str

ate

gy

Mitigating actions

(a) actions taken to date

(b) actions intended to be taken

(c) controls that are in place

By whom? By when? Resultant

Risk State

Ongoing

Contingency Plan G

OV

ER

NA

NC

E

New Board fails to

recruit appropriate

skills mix from

members.

POLITICAL: Non-quorate

Board Meetings. Self-

interest domination, poor

debate, long meetings,

poor quality debate and

decisions

8 7 10 25

Mitig

ate

&

Co

ntr

ol

Rigorous Board recruitment and selection,

ongoing support and monitoring of

meetings.

CEO, HR Policy

starts

March

2010

Steady, will

diminish

once starts

Articles, Recruitment

policy and

procedure, previous

experience, regular

reviews of

Board/Trustee

performance.

New Board fails to

provide

appropriate

Leadership/Gover

nance when

facing the new

challenges of CPP

Charity

POLITICAL: Failure to take

appropriate/sound

decisions, mistrust with

executive, inexperience of

charitable environment.

7 8 10 25

Mitig

ate

& C

on

tro

l Succession Strategy & Business Plan has

foreseen this and mitigated with strong

Articles and Management policies and

procedures. Recruitment process will

strongly favour previous charitable/third

sector experience.

CEO,

Board

Starts

March

2010

Steady, will

diminish

once starts

Articles, Recruitment

policy and

procedure, previous

experience, regular

reviews of

Board/Trustee

performance.

New Board

Resident Company

Members influence

diminishes.

POLITICAL: Community

empowerment and

engagement diminishes.

Community Governance

ends.

10 7 10 27

Mitig

ate

& C

on

tro

l

Articles clearly set out a mix and balance

for local people. Recruitment process

should ensure Resident Board Members

are able to “hold their own” and ensure

balance is retained, and ensure that

incoming Members are committed to

community empowerment.

CEO,

Board

Recruitme

nt starts

late 2010

Steady, will

diminish

once starts

Articles, continuing

robust Board

Recruitment,

Training and

Assessment.

Commitment to

community

governance from

ALL new members

67

Appendix 10 – Lifetime NDC Projects Information

Finance SUSTAINABILITY

Code Project Name Description

Capital Revenue Outcome Responsible

organisation

Education & Youth

3110/11 &

1400I

Youth

Programme,

Empowered

Youth I, II & III

Youth diversionary activities, mentoring,

development group work, life skills training,

offering a one stop shop service to young

people.

613,032 To New CPP Continued to

Empowered

youth

continuation –

Legacy

3120/5 Study Support

Programme I, II

Provide out of hours school learning activities and

educational support for young people

356,906 Mainstreamed Richard Atkins

Primary School

3130 Hatrick Aim to encourage children and young people to

participate in football activities as a means of

diverting them from anti-social behaviour.

147,573 Mainstreamed Urban Sport Life &

Lambeth Sport

and Leisure

3140 Improved School

Facilities Inspiring

Learning For All

Capital works to provide facilities for after

care/crèche programme. Part of the transfer to

community-led housing association which

subsequently experienced unanticipated and

uncontrollable delays to their development

programme, exacerbated by the current

recession's effects on the housing market and

therefore CLHA's balance sheet and ability to

raise supportive developmental finance on the

private market.

262,030 33,217 Ended None

3145 Inspiring Learning

for All

Promoting library usage and literacy across all

ages of the community

76,516 Mainstreamed Waiting for CPH to

build the Library.

3150/1 Young Arts I/II An arts programme aimed at increasing

creativity amongst young people and local artists

in the community.

180,537 Mainstreamed Arts Community

Exchange with

Arts Council

funding,

68

Community Chest

3160/1/2 Community

Learning

Partnership (CEZ

Phase I/II/III)

Supporting a partnership of schools to deliver an

extended school core offer to parents across

Clapham Park.

1,000 1,143,258 Mainstreamed Glenbrook,

Richard Atkins

3640 Future Class Ensuring all classrooms in the Clapham Park NDC

area were equipped with appropriate

technology.

209,336 29,050 Mainstreamed Glenbrook &

Richard Atkins

Primary

3650 Richard Atkins

Learning Centre

A new Community space will be created for

school use during

the day and community use in the evenings and

weekends.

686,728 To New CPP Building

commences

imminently

3655 Raising

Achievement

Project

Identify the barriers to learning and raise

achievement levels of Afro-Caribbean pupils.

72,293 Subsumed subsumed to

inclusion project

1400A Mentoring for

Change

Programme to provide mentors for vulnerable

young people at risk of exclusion along-side a

programme of diversionary activities

8,784

To New CPP

5310 Youth Activity &

Support

Programme I

Coordinated approach to delivery of full range

activities to young people to complements

schools and other existing provision outside of

school time.

4,628 593,965 Subsumed Subsumed into

Youth Project

5610 Inclusion Strategy Focussing on community cohesion. Support for

young people who are experiencing behavioural

issues/learning difficulties and holistic support for

parents in the community.

65,930 Mainstreamed Weir Link Centre -

mainstreamed.

Parental Inclusion

Programme

Maytree Nursery,

Glenbrook &

Richard Atkins

mainstreamed.

69

Finance SUSTAINABILITY

Code Project Name Description

Capital Revenue Outcome Responsible

organisation

Business, Employment & Training

1260 Project Cycle

Management

A cross-cutting project to provide a coherent

methodology and improved support and

evaluation of projects and activities across the

portfolio of NDC work.

30,867 Ended Development

Activity

1270 Street Law Greater awareness of rights and responsibilities

for local people, covering crime, housing and

employment.

198,298 Ended Non-Sustainable

3170 Enhancement of

Digital Learning

Ring

Community IT project 86,819 Ended Non-sustainable

3180 ICT Access

Centre

ICT centre that provides residents with a fun, non-

vocational introduction to new technology. Users

able to take part in a wide range of activities,

encompassing basic keyboard skills and

computer awareness, graphics, foreign

languages, internet access as well as supporting

specific individual and group interests.

62,493

Ended Development

Activity

3210/3212 Shop for Jobs I/II Provision of an employment IAG (information,

advice & guidance) service aimed to move

residents into sustainable employment.

83,502 1,260,764 To New CPP

3211 Training &

Advisory Service

Provision of a Training and Advisory service

designed to improve basic skills with an emphasis

on creating employment opportunities.

96,846 Mainstreamed LBL

3230 Training &

Development

Training provided for residents that are either not

eligible for training/support through other routes

or need focused help to access such training.

49,712 Ended Development

Activity

70

3240/45 Extension of

Thresholds I & II

Development of Community Centre for IT and

generic training and meetings

85,464 337,314 Mainstreamed Threshold

Community

Centre

3260 Trainee Scheme Opportunities for training and personal

development. Create employment opportunities

through placements within

the NDC area

317,569 Subsumed Subsumed to

Shop for Jobs

3270 Volunteer

Scheme

A volunteering scheme for residents that will

provide a route way to; training, employment

and development opportunities.

31,482 203,539 To New CPP Learning & Skills

programme from

Personal Best

3280 Construction

Training Scheme

Training and work experience opportunities for

residents in a range of skills within the

construction industry.

27,443 Mainstreamed Delays to physical

regeneration of

the area

problematic - to

Shop for Jobs

3290/1 Citizens Advice

Bureau I/II

To provide free, independent and impartial

advice services that include money advice,

housing and welfare rights.

232,224 Mainstreamed To CAB

3410 Business Support

& Advice

Engaging with community groups to identify and

encourage enterprise, represent business

interests, helping to access funding sources.

38,127 Ended Development

Activity

3420 Community

Finance

Bank/Credit

Union

Provision of investment support for those who

normally have difficulty accessing business

funding, helping to overcome barriers to setting

up or expanding business.

195,304 Mainstreamed Community

Finance

3460/1 Community Radio

I/II

A community radio service, that provides training,

employment and community development

opportunities.

67,443 224,426 To New CPP

71

Finance SUSTAINABILITY

Code Project Name Description

Capital Revenue Outcome Responsible

organisation

Health

4115 Health Audit &

Survey

Survey of health/social care needs and the

usage of provision to provide accurate baseline

date combined with an audit of local GP and

other health/social care provision to enable more

effective planning of provision

14,900 Ended

4130 Health Impact

Assessment

A Health Impact Assessment of NDC and

associated initiatives.

22,305 Ended

4150 Community

Health Outreach

Worker

Establish a CPP health network, undertake

outreach work focussing on hard to reach

groups, provide accessible information on local

and national health issues and support

involvement of residents, community and

voluntary group.

107,891 Ended

4155 Sustaining

Community

Independence

Programme

To ensure that there is appropriate and effective

support for vulnerable and older residents

leading up to and during the housing

regeneration programme. It will identify those

residents at risk, collect information that will

identify health and social care needs, sign post

and make referrals where appropriate and

provide some local social support services

through a range of community based activities.

82,257 Mainstreamed CPH

4160/5 Mental Well-Being

I/II

To provide a service to assist people with high

levels of stress, anxiety and depression improving

the quality of life for local residents in the NDC

area.

418,945 Mainstreamed Lambeth NHS

72

1400C Teenage

Pregnancy

Project

Aim to reduce the rate of teenage conception in

Clapham Park area through providing

opportunities for young people by training them

to become "Peer Educators". Youth Workers and

parents will also be provided with "Speakeasy"

training so they can develop confidence and

knowledge to talk to children/young people

positively about sex and relationships

3,086 Mainstreamed LBL

1400H Men's Health

Football Project

Aim to improve the health and well being of men

over 18 in Clapham park area through

participation in football and sports activities as

well as health advice and information

30,000 Mainstreamed Fulham Football

Foundation

4170 Lifestyle

Opportunities for

Older People

To improve the physical and mental well being of

older people aged 50+. This involves working with

partners and providing social networks to address

the isolation and depression faced by many

elderly people, as well as a learning environment

where older people can enhance and share

their skills.

155,492 Mainstreamed Subsumed by the

Community

Development

Programme &

Coffee Morning

and Luncheon

Club.

4290 Men's Health To deliver health outreach programme for local

men within the community. This will comprise of

health checks, e.g., blood pressure, cholesterol

and provision of counselling service.

156,338 Mainstreamed Subsumed by the

Healthy Living

Programme

4340/5 Healthy Living

Programme I/II

To improve the health and well being of the

Clapham Park population by increasing the

awareness of healthy lifestyles, in particular

healthy eating and exercise and improve access

to information and opportunities for healthy food

choices.

515,897 Ended

4360 Flora - Channel 4

Health Campaign

To address the high levels of CHD in Clapham

park area, which impacts on the Standard

Mortality Rates for both men and women. To

reduce heart health and blood pressures well as

cholesterol rates in order to impact on the levels

of heart attacks

5,154 294,599 Mainstreamed Subsumed by

Healthy Living

Programmes and

Men's Health

programme

73

4370 Smoking

Cessation

Improve access to an uptake of smoking

cessation services through a more proactive

approach to referrals, intensive support and

supplementing existing smoking cessation

services through outreach work to promote the

service.

50,078 Mainstreamed Lambeth NHS

74

Finance SUSTAINABILITY

Code Project Name Description

Capital Revenue Outcome Responsible

organisation

Crime & Community Safety

5120 Community

Support Project

(St Giles Trust)

Provide a multi agency support service for

vulnerable residents especially those with mental

health needs.

3,000 416,397 Mainstreamed Subsumed by

SCIP project

5220 Personal Safety To reduce participants' fear of crime by providing

them with effective personal safety awareness

and easy to remember physical self defence

techniques so they can identify and avoid risk

situations and provide personal safety advice

and self defence training.

104,161 Ended

5230 Safer Homes To reduce burglaries and fear of crime by

providing the appropriate safety measures and

advice to reduce the risk of residential burglaries

targeting the elderly and vulnerable.

31,706 198,458 Mainstreamed Met Police and

CPH

5311 A & B Youth Inclusion

Programme

The programme works with a core group of 50

young people aged 13 to 18 years old who are

either engaged in crime or identified as being at

risk of offending, truancy, school or social

exclusion, drug misuse or family conflict. Peers

and siblings of the core group could also be

involved. The project develops effective

intervention strategies with the core group to

prevent them from becoming involved in

offending behaviour and assist them to stay in

mainstream education.

264,276 Mainstreamed Subsumed under

Senior Youth

Inclusion

programme

75

5210 Neighbourhood

Wardens Scheme

To be the eyes and ears of the community. Aim

to provide a visible patrol service within the

Clapham park area, to report on environmental,

crime and anti-social behaviour incidents to

appropriate agencies and engaging with

different sections of the community promoting

services available

1,261,076

Subsumed Subsumed under

2150;

Neighbourhood

Officers

2150 Neighbourhood

Officers

Phase 2 of the Wardens Project is intended to

provide a model for effective joined up service

delivery at the local level, or neighbourhood

management. These directly delivered services

will include caretaking and the provision of a

handyperson service to Clapham Park Homes.

10,000 1,156,106 To New CPP

5312 Community

Conferencing

To give the community the skills and ability to

resolve conflicts peacefully by providing training

and exposure to Appropriate Dispute Resolution

(ADR) methods and other peace building

approaches.

91,609 Ended

5313 Junior Youth

Inclusion

Programme

To provide targeted interventions to young

people aged 8-12 years old who are at risk of

participating in anti-social or offending behaviour

in and around the NDC area. This will include their

peers and siblings.

120,274 Mainstreamed LBL

5314/15 Senior Youth

Inclusion

Programme, I & II

To prevent offending and anti-social behaviour

caused by young people aged 13 to 16 years

old. The project will work with a core group of 50

young people and their peers and siblings. The

project also provides additional support to young

people aged 17 to 19 years old who has been

through the programme.

204,675 Mainstreamed LBL

5330 CCTV & Lighting Provide feed CCTV cameras, mobile cameras

and lighting as determined during the Master

planning exercise and following community

consultation specifically on this issue.

57,864 76,271 Mainstreamed LBL

76

5410 Combating

Prostitution &

Drugs

Reduce crimes caused by prostitution, drug

related and anti-social activities. Programme

provided environmental measures through

installation of door entry systems, enforcement

action through joint work with the Police on vice

and kerb crawling operations and diversion and

support with Trust to help the working girls to exit

prostitution.

196,765 160,332 Mainstreamed CPH, LBL & MPS

1400B Reach In Reach

Out

Provides a positive intervention and diversionary

programme for young people between 15-18

years old, promoting community cohesion, re-

engage the young people into education,

training and employment and reduce levels of

anti-social behaviour.

18,262 To New CPP

5420 Safe Space To provide pathways to positive futures for young

women and their parents through support and

structured education programmes, continuous

consultation as well as volunteering/training

programmes. The project aims to enable the

young women and their parents to stay safer,

build up confidence, make health choices and

cope with change and improve parenting skills,

and also empower young women to improve

their relationships.

175,003 Mainstreamed Subsumed under

Transition Project

5421 Transition Project Provides tailored individual peer and group

support to young people during the transition to

secondary school, enabling continuity in social

support that directly addresses potential feelings

of isolation that can result in disengagement with

secondary education.

59,683 Ended

5510 Integrated Drug

Reduction

Programme

Provides education and community advocacy

for young people and adults within the NDC, as

the first phase of tackling eh drugs problem.

Training for residents and local workers will also

be provided as will Train the Trainer courses.

267,572 Ended

77

5520/1 &

1400G

Bikes Project I/II Aim to divert young people from crime and anti-

social activities by providing them with positive

pathways aged 8-19 by providing a structured

training course to teach them to re-build and

maintain bicycles. Cycle training will be provided

to theme t the end of the course to promote

road safety. Paid for repairs shop is also operating

as part of the project.

6,570 251,764 To New CPP

78

Finance SUSTAINABILITY

Code Project Name Description

Capital Revenue Outcome Responsible

organisation

Neighbourhood Management/Housing

1340 Stock Transfer

Campaign

Support and promote the Stock Transfer Ballot

process.

143,013 Subsumed One-off

campaign

2110/11 Neighbourhood

Management I/II

Provide opportunities for local residents to shape

and hold public services to account, thereby

improving the service coordination and

performance individually and collectively for the

community

555,527 To New CPP

2180 Refuse &

Recycling

To implement a door step recycling programme

within the heart of the NDC area to mirror the

existing service received by residents of street

properties.

129,822 Mainstreamed CPH

6110, 11 &

12

Master-planning,

I, II & III

Intensive housing and environmental Master-

planning exercise.

545,114 680,878 Ended One-off

campaign

6113 Environment

Impact

Assessment

Information about the environmental effects of

the project is collected, assessed and taken into

account on reaching a decision on whether the

project should proceed.

142,276 3,230 Ended One-off

campaign

6114 Establishing

Clapham Park

Homes

The set-up of Clapham Park Homes Housing

Association in anticipation of the stock transfer

vote going through.

145,401 Ended One-off

campaign

6120 Show Flat for

Clapham Park

West

To provide a demonstration unit that will allow

residents to see the new build standard proposed

in the Master Plan

93,645 15,108 Mainstreamed CPH

6130 Solar Roof for

Langham Close

Addressing the viability of using solar energy in

Clapham Park for both new build and refurbished

25,000 641 Mainstreamed CPH

79

properties fits into the aspirations of the CPP

Master Plan for making significant energy savings

and reducing emissions.

6135 Show-block at

MacArthur House

To provide a demonstration unit that will allow

residents to see the new build standard proposed

in the Master Plan

642,686 13,894 Mainstreamed CPH

6140 Delivering the

Planning Process

Delivery of HA conditions and master planning. 1,457,786 59,891 Mainstreamed CPH

6150 Delivering the

Transformation

Process

Implementing the Master Plan 21,051,359 196,888 Mainstreamed CPH

6210 Purchase of

Commercial Hubs

Acquisition of the commercial properties on

Poynders Road and on Streatham Place, critical

to the redevelopment of these areas and their

physical transformation into attractive business

clusters that encourage the growth of enterprise

in the area.

1,945,819 32,238 Mainstreamed CPH

6240 Urban

Landscaping

To provide play areas in Clapham Park East area

to serve children in Mudie House, Lucraft House,

Lafone House, Lycett House, Freeman House and

Millar House.

44,149 7,302 Mainstreamed LBL & CPH

6250 & 55 Improve Agnes

Riley Gardens, I &

II

`Improve sports and recreation facilities within the

Agnes Riley Gardens.

115,038 3,559 Mainstreamed LBL & CPH

80

Finance SUSTAINABILITY

Code Project Name Description

Capital Revenue Outcome Responsible

organisation

Community & Corporate

1110 Participative

Structures

Develop an integrated engagement programme

to encourage wider long-term participation in

the NDC programme. Includes the Development

of Working Groups and Forums throughout the

programme.

283,386 Ended Development

Activity

1111/12 Supporting the

Decision Making

Process I, II

enabling and empowering residents in making

effective decisions thus building community

capacity.

398,199 Ended Development

Activity

1150/51 Community Chest

I, II

A small easily accessible fund to develop the

capacity of local organisations by funding small

'one off' projects controlled by the Youth Forum,

Older Peoples Forum and Community Forum.

268,041 Ended Development

Activity

1210/11/1

2/13

Community

Engagement I, II,

III, IV

Engaging local communities with regeneration

from the planning stage through to programme

delivery and beyond.

1,032,729 To New CPP

1240/45 Partnership

Support I, II

A development and support programme for

Board Members and Partners, tailored to meet

the changing needs of the members. Specific

support targeted at the resident Board Members.

218,187 To New CPP

1250/51/5

2/53

Improved

Communication,

I, II, III, IV

A comprehensive scheme to establish a quality

media that is of use and interest to the

community.

1,007,180 To New CPP

1310 & 11,

& 12

Creating

Community

Facilities

Provision of high quality community facilities,

increasing involvement and meeting the cultural,

emotional and physical needs of local residents.

1,298,573 506,513 Mainstreamed CPH

81

1320 Multicultural

Festival

Establishing an exciting innovative programme

celebrating the diverse life of the Clapham Park

area.

54,994

To New CPP

1350 Evaluation &

Strategy Project

The internal capacity of the organisation to plan,

coordinate and undertake evaluation will be

strengthened through structured workshops,

training seminars and individual project support

provided by the Evaluation and Strategy Team.

178,798 Ended Development

Activity

1351 Business Strategy

Development

Will continue the work already being undertaken

as part of the Evaluation and Strategy project,

managing and implementing the monitoring and

evaluation functions of the NDC informing a

continuous cycle of service improvement for

NDC residents.

173,417

To New CPP

7000 Management &

Administration

The NDC programme‟s Management and

Administration budget.

4,414,853 To New CPP

8001/02 &

03

Feasibility Phases

I, II & III

Flexible fund for on-going feasibility and pilot

needs for the development and early

implementation of all theme areas.

478,563 Ended Development

Activity

1400D Website

Redevelopment

Update the website 20,000 To New CPP

1400F Generation Radio The new project will focus on building on the

foundations of projects 3460 and 3461.

10,359 To New CPP

82

Appendix 11 – Projects Spend

Theme Total

29,104,117 24,393,124 53,497,241

Education & Youth 1,163,722 25.9% 3,321,061 74.1% 4,484,783 8.4%

Business, Employment & Training 267,891 7.4% 3,361,745 92.6% 3,629,636 6.8%

Health 5,154 0.3% 1,851,788 99.7% 1,856,942 3.5%

Crime & Community Safety 295,905 7.5% 3,669,813 92.5% 3,965,718 7.4%

Neighbourhood Management/Housing 26,072,872 89.2% 3,143,498 10.8% 29,216,370 54.6%

Community & Corporate 1,298,573 12.6% 9,045,219 87.4% 10,343,792 19.3%

Totals 29,104,117 54.4% 24,393,124 45.6% 53,497,241 100.0%

RevenueCapital

83

Appendix 12 – Project Plan

84

Appendix 13 – Board & CEO Skills Matrix.

Role Skills

Leadership Strategic Thinking

Communication Inter-personal

Analytical & Critical

Thinking

Understanding of Economic

Issues

Youth-Work Financial Worklessness Experience

HR Legal Ability to function well in

Meetings

Creativity/Lateral Thinking

Chair

Vice Chair

CEO

Board Member #1

Board Member #2

Board Member #3

Version History

14 Oct, 9.3 incorporates GOL, FS& PS (LBL)

9.4 changes from PE (LBL)