Succession Strategy & Business Plan
Transcript of 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
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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.
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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.
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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)