FUNDING STRATEGY
2015-2018
30 March 2015
2
Prepared by:
Mark Rogers
EIA Required?
yes
Date effective from:
01/04/2015
EIA Completed?
Y
Policy approved by:
Joanne Cole
Revision number:
4
Review Date:
09/10/2017
Lead officer:
Joanne Cole
Stockport Homes Strategy
FUNDING STRATEGY
1
INTRODUCTION
1.1
Stockport Homes has had a Funding Strategy since 2012. It has been effective
in securing funding over the last three years. To ensure that Stockport Homes
approach remains flexible and adapts to maximise all resources available a
review of the current strategy has been completed and a new Funding Strategy
2015 -2018 and Action Plan has been developed.
1.2
Stockport Homes Funding Strategy is the only one known to have been
developed within the housing sector. The approach to funding is considered
innovative, being recognised as best practice and awarded accolades at
national and regional awards, including;
•
•
•
2012 - National Federation of ALMOs Best Practice Guide Issue 4
“Funding available to ALMOs”
2013 - National Federation of ALMO Awards Finalist in the “Most
Effective Partnership” category
2014 - Northern and National TPAS Awards for a digital inclusion project
(Older, Bolder, Online ) having secured external grant.
1.3
In 2012 Stockport Homes, working in partnership with, Trafford Housing Trust
set up Funding Officer Network (FONT) a local bench marking group. The
initial membership consisted of four housing organisations but interest has
since grown and the group now has a core membership of twelve representing
housing organisations covering Greater Manchester, Merseyside, Cheshire
East and West. National and local funders have attended the group to present
on strategic priorities and funding opportunities. The group will continue to
network, host national and local funders and work in partnership to
collaboratively bid for resources.
1.4
Stockport Homes has been innovative in its approach to funding and therefore
no mechanisms to carry out formal benchmarking exist. However the approach
has solicited a lot of interest from other housing providers with requests to
share experiences and the benefits of having a strategy and dedicated staff.
Since 2012 four other known housing providers have appointed funding officers
since visiting Stockport Homes (Equity, Contour, First Choice Homes and Cist
South Manchester), Stockport Homes continues to the only known housing
provider with a comprehensive Funding Strategy.
1.5
Over the three years the most notable achievements through the Strategy have
been
 £746,363 external grant secured

£838,156 of match funding

65 community groups directly bid for resources

169 bids made with an overall success rate of 71 percent
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Stockport Homes Strategy

57 bespoke training sessions delivered

160 funding searches completed
1.6
The Funding Strategy 2015-18 will support Stockport Homes mission of
‘Transforming Lives’, securing external resources to deliver projects and
activities to the benefit of customers. This will be achieved through
collaborative working with existing and new customers, key stakeholders and
partners to make competitive bids for external funding resources.
1.7
To ensure that external resources continue to be secured the Funding Strategy
2015-2018 sets out the future strategic direction for the organisation in
maximising external resources to deliver services, projects and activities to
support the long term sustainability of neighbourhoods across Stockport.
1.8
The fundamental key to success will be the long term sustainability of
partnerships, working collaboratively to ensure projects are developed and
successful bids are made to maximise resources available
1.9
The Strategy will ensure continued success is achieved through;

Managing and implementing a programme of funding bids which support
the delivery of Stockport Homes’ strategies and action plans.

Strengthening and developing links with all funders

Building partnerships around localities in Stockport Homes neighbourhoods

Building partnerships beyond Stockport.
2
NATIONAL AND LOCAL CONTEXT
2.1
National Context
2.1.1 The national context is ever changing and impacts on the type and amount of
external resources available at any one time. The Strategy takes account of
these wider national changes.
2.1.2 Historically the public sector has provided a substantial amount of funding to
the voluntary sector increased in real terms, from £8 billion in 2000/01 to £13.9
billion in 2009/10.1 This has enabled the voluntary and third sectors to start to
play a leading role in social and economic development and in particular
support delivery of services to support residents and communities. This support
1
NVCO www.ncvo.org.uk 2015
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Stockport Homes Strategy
provided the foundations for the government’s policies to empower
communities as part of the Localism Act (2011) and Public Services (Social
Value) Act 2012.
2.1.3 However the current political policies continue to see reductions in public
expenditure which has a knock on effect on the voluntary and third sectors.
This includes a reduction in financial support, which during 2010 – 2015 is
estimated to be the equivalent to 27 percent of the planned cuts in local
government equating to £3.3 billion.2 At the same time there are demands for
many voluntary and third sector organisations to provide support in
communities and to fill the gap created by loss of public services.
2.1.3 Traditional funding sources nationally continue to be made available, such as
the Big Lottery, the largest of the Lottery distributors. In 2013/14 the Big Lottery
made £670 million in grant awards to over 12,000 projects across the United
Kingdom. Over 90 per cent of the funds went directly to the voluntary and
community sector, 88 per cent of awards went to projects valued at £10,000 or
less3.
2.1.4 Other traditional sources such as grant making trusts and foundations continue
to provide grants to charitable causes. It is estimated that there are over 8,800
independent trusts in the UK giving over £2bn each year.4
2.1.5 Whilst funders continue to offer traditional grant funding, new sources of
funding and alternative financing models are also developing and offer
opportunities for Stockport Homes, customers and stakeholders to consider
over the next three years. At the same time there are a growing number of
different types of organisations being developed to deliver services and
activities, including Community Interest Companies, which aim to encourage
social enterprise.
2.1.6 Other alternative finances include “social investment funding”, such as the Big
Lottery Power to Change programme of £150 million, which aim to support
community led enterprises to grow and where appropriate take on social
investment. This type of funding is in effect a loan and is based on the
assumption that it will help the voluntary sector be more sustainable. However,
accessing these loans necessitates the organisations generating sufficient
income to pay back any loans taken. This new approach to project delivery
will require bidders to develop the necessary skills and knowledge to
understand these new ways of financing and develop long term sustainability
plans for projects.
2
City of Manchester State of Voluntary Sector 2013 “A report on the social and economic
impact” Sheffield Hallam University (May 2013)
3
Big Lottery Annual Report 2014-15
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Stockport Homes Strategy
2.1.7 It is estimated that alternative financing in the UK has increased from £267
million in 2012 to £1.74bn in 2014. 4 This includes accessing funding in ways
such as ‘crowd funding’ (predominately raising funds via social media), where
backers donate funds on line, is often time limited and for a very specific
outcome. For example local Friends of Cale Green Park, raised £1,611 to
match fund the delivery of events in local park. It is estimated that crowd
funding could rise £4.bn a year by 2016.5
2.1.8 The overall impact of these pressures is greater competition for resources both
in terms of available grants and match funding. This means organisations will
have to be innovative in their approach to any fund raising activities. The
Strategy seeks to support Stockport Homes, customers and stakeholders to
work collaboratively and innovatively to ensure external resources are secured
to the benefit of Stockport.
2.2
Local Context
2.2.1 The Strategy seeks to support the organisation, its customers and key
stakeholders in addressing local challenges. The difficulties in the economic
climate will continue to generate increasing demand from organisations and
services for additional resources and support to meet needs within Stockport.
The Strategy will seek to maximise any opportunities to secure grant and
resources to support the delivery of services and meet the needs of customers
and key stakeholders.
2.2.2 It will support Stockport Councils wider strategic objectives, including the
Stockport Strategy 2020. A new Borough Plan Investing in Stockport 20152020 will replace the Stockport Strategy in 2015. This will set a vision for the
deployment of public resources in the Borough which business and community
leaders can support. It will focus on investing in economic and demographic
growth and in the reform of public services to continue to ensure the following
outcomes are delivered:
•
People are able to make informed choices and look after themselves;
•
People who need support get it;
•
Communities in Stockport are safe and resilient;
•
Stockport benefits from a thriving economy; and
•
Stockport is a place where people want to live.
2.2.3 The Funding Strategy will support the outcomes from the Council`s plans and
strategies This will include support to the design and delivery of the Councils
new models of delivery, in key areas such as adults, children`s and community
services and new approaches to locality working. The Strategy will support
opportunities to work collaboratively with key stakeholders in this transitional
period to ensure that any external resources are maximised.
4
5
NESTA “Alternative Finance in the UK : what we know and where it’s going”
HM Government “Growing the Social Investment Market: 2014 progress update”
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Stockport Homes Strategy
2.2.4 The Strategy has clear links to Stockport Homes’ mission and aims,
specifically;



Support customers in all aspects of their lives through effective partnership
working.
Grow by making the best use of our resources and diversifying into
businesses that complement what we already do
Develop our thriving, safe and sustainable neighbourhoods, maximising our
contribution to meeting housing need
2.2.5 The Strategy is reflective of best practice and benchmarking with other housing
providers, services and voluntary organisations. Sharing of knowledge and best
practice has taken place through FONT (Funding Officer Network Team) set up
by Stockport Homes in 2012, with housing representatives from across the
North West, including Trafford Housing Trust, Northwards, Great Places,
Equity, Contour Homes and Bolton at Home. This is in addition to Stockport
Homes being represented at Greater Manchester networks where local
councils funding teams, community and voluntary organisations are
represented, including Greater Manchester Centre for Voluntary Organisations
(GMVCO) funding information group and local funding forums.
3.0
CONSULTATION
3.1
Consultation has taken place across all Stockport Home Directorates through
attendance at team meetings and through meeting with individuals to establish
priorities for services and where opportunities for external resources will
support new and existing initiatives. The action plan reflects the priorities for
action over the three years.
3.2
Consultation with customers, wider community and other stakeholders has
taken place on potential projects and activities requiring external resource
support, through community events, the Customer Hubs, and one to one
meetings with key stakeholders and community group representatives.
4
STRATEGIC OBJECTIVES & OUTCOMES
4.1
The objectives have been developed following a review of Stockport Homes
strategies and action plans, in consultation with staff, customers and key
stakeholders. Each objective has a key set of actions which are detailed in the
attached Action Plan. The overall aim being to ensure that opportunities for
Stockport Homes and its key stakeholders to secure external resources to
deliver projects and activities within Stockport are maximised
4.2
Objective 1: Managing and implementing a programme of funding bids
which support the delivery of Stockport Homes’ strategies and action
plans.
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Stockport Homes Strategy
Through the identification of projects and activities, in partnership with
customers and stakeholders, that support Stockport Homes
strategies and action plans. The programme will include the identification and
regular review of projects, activities and funders to ensure staff, customers and
stakeholders have the knowledge, skills and capacity to develop and make
successful
4.3
Objective 2: Strengthen and develop links with all funders
Effective management of the relationships between Stockport Homes and
providers of external resources and through the maintenance of up to date
knowledge and intelligence regarding resources available, funder strategies
and current and future investment priorities is key. This includes maintaining
effective working relationships with existing and potential funders to ensure
Stockport Homes and its partners are considered appropriate recipients of
grants and funders are confident that projects and funds are used and
delivered in line with the criteria set out in the funders requirement. In addition
effectively publicising resources available including successful projects and
activities to staff and stakeholders will be key, such as through newsletters,
community events, internet and social media.
4.4
Objective 3: Build partnerships around localities in Stockport Homes
neighbourhoods
The development of a network of sustainable partnerships to identify and coordinate funding bids internally and with customers, key stakeholders and
other housing providers working in Stockport Homes’ neighbourhoods. This will
be implemented through both Stockport Homes strategies and action plans,
including the Neighbourhood Action Plans, and through working with customers
and the voluntary sector, including local social enterprises, businesses, schools
and charities to identify projects and activities, and prepare and submit bids for
external resources as appropriate.
4.5
Objective 4: Build partnerships beyond Stockport.
By developing new and existing new partnerships at both sub regional and
national levels to maximise resources available to Stockport Homes. This will
be implemented through development of existing networks with housing and
key stakeholders in Stockport and across the North West.
5
EQUALITY IMPACT ASSESSMENT (EIA)
5.1
The Equality Impact Assessment has been completed and highlighted the need
to ensure that the Strategy supports equality of opportunity; particularly for the
following groups;
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Stockport Homes Strategy




Age –work with old and young customers to identify projects with
secondary impacts e.g. older people with disabilities such as hearing or
sight deterioration and identify opportunities to work collaborative with
local agencies directly supporting older and or younger people.
Ethnicity – seek opportunities to work with members of Stockport
Housing Partnership providing specialist BME housing.
Gender –work with family groups that directly support mothers and their
children.
Disability – Explore partnerships with relevant agencies that directly
support customers with disabilities.
6
LINKS TO POLICIES
6.1
The Funding Strategy links to the following strategies and action plans










Digital Inclusion Strategy 2012-2015
Financial Inclusion and Working Communities Strategy 2011-2015
Social Inclusion Strategy 2015
Older Persons’ Strategy 2015-2018
Neighbourhood Action Plans 2015-2016
Greenspace Strategy 2014-2017
Asset and Sustainability Strategy 2011-2041
HR strategy 2012-2015
Delivery Strategy 2015-2016
Value for Money 2012-2015
7
ACTION PLAN
7.1
Please see Appendix 1 for the Funding Action Plan
8
OWNERSHIP, MONITORING & REVIEW
8.1
The Funding Strategy will be delivered through the three year Funding Strategy
Action Plan.
8.2
The Strategy and Action Plan will be monitored through a Funding Working
Group.
8.3
Monitoring of the annual Action Plan and progress will be measured against the
following indicators:
Key Measures
Minimum external funding received
2015/16
2016/17
2017/18
£250,000
£250,000
£250,000
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Stockport Homes Strategy
Minimum match funding from
partners
8.4
£250,000
£250,000
£250,000
The Funding Strategy has no resource implications beyond the cost of the staff
posts already budgeted for.
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