Strategic Plan 2012 ‐ 17
12 – 14 Burngreave Road, Sheffield, S3 9DD Tel: 0114 2412080 | Fax: 0114 2787468 | Email: [email protected] Charity No: 1078089 | Company No: 3846994 June 2012 © NOMAD Contents
Section Page 1 Organisational Summary 1 2 NOMAD’s Purpose 4 3 Wider Strategic Context 6 4 Market Analysis 13 5 Strategic Outcomes 15 NOMAD’s Senior Team Hilda Francis (Chief Executive Officer) joined NOMAD in October 2003. She came with a wealth of experience, skills and knowledge gained through ten years in the Economic Development Department of Coventry City Council, and eighteen years with various national charities, including CICERO and the Women’s National Training Network. Hilda’s management experience has allowed her to lead NOMAD through five years of growth and critical change. Her particular experience lies in the areas of HR, strategic planning and contract compliance. Hilda is passionate about NOMAD’s work and recognises that NOMAD’s “staying power” is a real team effort, right across the board. Debbie Simpson (Head of Resources) joined NOMAD in 2005. As Head of Resources, she manages our finance, administration, marketing and funding functions. Debbie is experienced in strategic business development and operational management. She has run her own business and worked as a senior officer within Sheffield City Council. She is a key member of NOMAD’s senior management team and is committed to responding to external changes, developing new opportunities and securing future funding for NOMAD. Debbie enjoys the variety of work within this sector and is passionate about the future sustainability of the organisation. Carol Allcroft (Head of Services) joined NOMAD in 2002. Working in the voluntary sector since 1995, she has gained vast experience in substance misuse, mental health issues and homelessness. Carol is committed to staff development and training with an emphasis on setting standards and measuring performance. As Head of Services, she oversees, coordinates and manages the work of NOMAD’s activities and projects and takes overall responsibility for the management and supervision of the Contract Managers. Carol believes NOMAD’s strength lies with committed and supportive staff and Strategic Plan 2012 ‐ 15 Strategic Plan 2012 ‐ 15 firmly believes NOMAD will continue to go from strength to strength. 1. Organisational Summary NOMAD ‘opens doors’ for the forgotten and the vulnerable. A charity and not for profit (nfp) limited company, it has positively contributed to issues that surround Sheffield’s homelessness landscape for twenty three years, providing a range of housing, support and training activities. 1.1 History and Growth 1.1.1 Our beginnings NOMAD began in 1989, driven by the determination and dedication of Jackie, a Sheffield single mum with five children and Barrie, a single man experiencing homelessness. Both wanted to do something about the issues of homelessness, prevalent in the city at that time. Requests for help were frequently met with a ‘NO’, which drove them both ‘MAD’, A NOMAD resident in her new home hence the name NOMAD. NOMAD started in Jackie’s maisonette in Gray Street, Pitsmoor, run completely by volunteers. 1.1.2 Our growth Since these humble beginnings we’ve successfully run projects and services delivering homeless prevention and positive outcomes for families, single people and childless couples across the city and beyond in neighbouring towns. In 1999 NOMAD became a registered charity and public limited company. By 2001 we were working with over 2000 users a year and we had delivered activities such as city wide advice services, a young persons' residential project in Rotherham, a volunteer project and a bond guarantee scheme for those wanting to access accommodation in the private rented sector. 1.2 Current Organisation 1.2.1 Our users Today NOMAD focuses on direct support to 400 users a year. Our users tend to be amongst the most vulnerable and forgotten in society, often falling through existing safety nets provided by the state and larger charities. Our users include victims of domestic violence, substance abusers, homeless young people, single men and people with mental health problems. “Before volunteering the gap in my day was very dark – volunteering filled it and brightened up a big space.” Moving Forward NOMAD User
Strategic Plan 2012 – 17 P a g e | 1 1.2.2 What underpins our services Over the years we have learnt to understand the ‘complex interplay’ of how ‘personal circumstances’ and ‘structural factors’ can eventually lead to and cause homelessness. The understanding that preventing homelessness is not just about solving the housing issue but also about tackling underlying causes has led us to provide users with holistic, tailored support packages which address their individual situations. 1.2.3 Our activities NOMAD’s services are provided through three departments: Diagram of NOMAD’s Structure and Services 1.2.4 NOMAD’s Services Ÿ Training and Capacity Building These services provide opportunities for users to achieve next steps towards positive outcomes they have identified in an individual development plan. ‐ Financial Assertiveness Programme supports users to develop financial knowledge, skills and confidence, and to maximise their income, preventing future indebtedness. ‐ Moving Forward Programme provides vulnerable people using local support services with accredited training and mentoring, building confidence and skills to achieve their potential through volunteering with NOMAD and other nfp organisations.
Strategic Plan 2012 – 17 P a g e | 2 Ÿ Housing and Support These services enable and empower people to manage and sustain their tenancies, offering rehousing and resettlement and access to accommodation within the private rented sector. ‐ Smart Mentor Project provides young users of our Smart Renting Project with mentoring support to identify and move onto positive destinations. ‐ Smart Renting Project helps 21 ‐ 35 year olds who are homeless or at risk of being homeless move into private rented houses through a mix of workshops and 3 months’ post resettlement support, making sure they can turn their house into a home. ‐ Tenancy Support Project provides housing related support to help vulnerable people live as independently as possible in their own homes. Ÿ Trading Activities ‐ All 4 One Project helps vulnerable people needing personal support plans to develop, implement, manage and review their plan so they can live as they want. ‐ A range of other trading activities are in development. 1.2.4 Location and staffing NOMAD is still based in offices in Burngreave, very close to its original base. We turn over approximately £500K a year, employ eighteen staff and work with a range of volunteers drawn from users and the local community. 1.2.6 Governance NOMAD is managed by a board of seven volunteer trustees who donate their time and experience to ensure the charity is run effectively. Together they make available expertise in law, accountancy, housing, learning, counselling, management, enterprise and experience of working with a range of vulnerable user groups. Purpose of this Plan Sandra’s Story Over the past several years I have been suffering from depression and anxiety. I was afraid and had a great deal of problems which were getting worse day by day. I couldn’t find a way round my financial problems and eviction was inevitable, but thanks to my case workers helping me I can keep a roof over my children’s head and food on the table and for this we are truly grateful. User of Burngreave Tenancy Support
NOMAD has not been immune to the effects of the recession and public sector cuts. In the last three years our income streams have dwindled and the review of the local Supporting People Priorities (NOMAD’s main funder) led to the decommissioning of three of our four contracts. In response NOMAD’s trustees and staff have restructured the organisation and revitalised its vision. This strategic Staff and Management Committee member in Plan explains the differences we will make over the Nomad Away Day in February 2012 next five years and outlines how this journey will meet the needs of current and future users and the Sheffield district. Strategic Plan 2012 – 17 P a g e | 3 2. NOMAD’s Purpose 2.1 Mission Statement NOMAD believes everyone has the right to live independently in safe, secure accommodation and to achieve their full potential. We provide high quality, holistic support services in Sheffield which are open to all sections of the community and which respect people as individuals. NOMAD strives to give people the opportunities and motivation to achieve their goals and empower them to live as they choose.
2.2 Vision 2.2.1 Range of activities In five years’ time NOMAD will still be “opening doors” for forgotten and vulnerable people to rebuild their lives and achieve their potential. Homelessness and housing support services will remain at the centre of our business, but we will have expanded our range of resettlement, training, and employability activities. These changes will enable us to support even more users with holistic and individually tailored packages. In particular, by establishing NOMAD as a provider of its own quality supported housing units at the same time as expanding its relationships with the private and social landlord sectors, more vulnerable people will be able to have a safe and secure home. 2.2.2 Reputation and voice In three years’ time NOMAD will be a recognised “player” in the city, amongst operational staff in partner organisations, and key strategic stakeholders who will seek our voice on strategic forums on behalf of vulnerable groups. Our services will be embedded into the support routes for more agencies and the charity will be widely respected in Sheffield as a generic provider of support to the most vulnerable. 2.2.3 Geographic scope In three years’ time NOMAD will be the natural “choice” for providers working with the most vulnerable groups. It will be working widely across South Yorkshire, though its focus will remain on the deprived districts and groups of Sheffield. As well as delivering city wide projects the charity will provide more initiatives addressing neighbourhood need, including maintaining its dedicated activities in Burngreave. 2.2.4 Partnership working This is central to the way we work. By 2017 NOMAD will hold recognised provider status with a wider range of contracting partners and will be reaching an increased range of vulnerable groups through participation in multi‐agency consortia. Strategic Plan 2012 – 17 P a g e | 4 2.2.5 Shift to enterprise By 2017 NOMAD will be a recognised social business; a robust and sustainable organisation with a diversified income portfolio and an increased focus on enterprise. Demonstrating quality and professionalism will be at the core of its activities and it will have increased its reputation for always delivering for users and funders. 2.3 Unique Selling Points 2.3.1 We make the most of your money NOMAD doesn’t distribute profit to shareholders, reinvesting any surplus back into activities for users. Its board members are all volunteers and don’t receive payment for their work. As a charity we don’t pay corporation tax or VAT on some items meaning even more money goes back to charitable activities. 2.3.2 Working with the most vulnerable Because NOMAD is a specialist at working with young people, substance abusers, people with mental health problems, disabled people, survivors of domestic abuse, people with offending behaviour and people experiencing the cumulative impact of poverty and disadvantage. Because of this we can support vulnerable groups who might otherwise find themselves falling through the cracks of state and charity safety nets. 2.3.3 Dealing with crisis Nearly all NOMAD’s users contact at a time of crisis; loss of home or work, relationship breakdown, leaving prison etc. Our staff are experienced at quickly creating short term solutions to resolve emergencies and then working with users to build longer term action plans which will help them gain control and choices in their lives. 2.3.4 We fix all the problems Despite commonly only seeking help with one issue, people with chaotic lives struggle with many complex and interlinked issues. At NOMAD we don’t just deliver quick fixes. However long it takes, we make sure our users access a “jigsaw” of support activities which addresses all the issues impacting on their lives and gives them the best chance of achieving their goals, “I've said time and again that NOMAD 'saved' me. It sounds so damn melodramatic but it's the truth”. User of NOMAD’s Tenancy Support 2.3.5 Complementary and collaborative NOMAD doesn’t believe in duplication. We are experts in Sheffield and know which local organisations, be they voluntary, statutory or private sector, are best placed to address our users’ issues. Where complementary and more relevant services exist we actively support users to access these. 2.3.6 Dedicated people Our staff are highly skilled, knowledgeable and experienced as well as personally committed to supporting users to change their lives. Our staff are highly skilled listeners, advocates, trainers, negotiators and mentors and hold relevant vocational qualifications. NOMAD adds further value by drawing on the skills, time and experience of past and current volunteers, many of whom are previous users. These volunteers help us keep our services relevant and grounded in the reality of users’ lives.
Strategic Plan 2012 – 17 P a g e | 5 2.3.7 Sound and robust NOMAD has been providing housing support services in Sheffield since 1989. We are a recognised provider for Sheffield City Council, and an Open College Network (OCN) accredited centre. We hold the Supporting People Quality Assessment Framework (QAF), the Two Ticks disability standard, ISOH Working Safely accreditation and comply with OFQUAL (Office of the Qualifications & Examinations Regulator) standards for the Moving Forwards training programme. In response to planned changes to delivery the organisation has recently adopted a more flexible structure and it holds reserves that exceed Charity Commission good practice recommendations. NOMAD is working to inbuild sustainability into all its activities, removing reliance on grant income. 3. Wider Strategic Context
3.1 Sheffield and District Sheffield centre and local parks 3.1.1 Geography and beginnings Located centrally in the county of South Yorkshire, Sheffield takes its name from the River Sheaf, one of the five rivers which underpinned its industrial growth along with reserves in iron and coal. By the 19 th century Sheffield had a worldwide reputation for steel and silver plate production, the majority of which collapsed due to competition in the 1970s and 80s. Despite its industrial heritage, Sheffield is surprisingly green, with 61% of the district made up of green spaces, including a National Park and more trees per person than any city in Europe 1 . 3.1.2 Sheffield today Sheffield is England’s fourth largest city with a population of 555,500 2 . Its economy has recovered and is now worth £9bn p.a. 3 Its steel, engineering and cutlery industries retain their worldwide reputation and the city has now developed world class service and retail sectors. This success is underpinned by good national and international road, rail and air transport. Three quarters of Sheffield’s housing stock are privately owned with 12% of these private lets. A quarter is made up of social housing. 1 2 3 Sheffield City Council website Office of National Statistics (ONS), mid 2010 ONS 2010 Strategic Plan 2012 – 17 P a g e | 6 3.1.3 Demographic changes Sheffield is culturally and ethnically diverse. Since 2001 its BME communities have risen from 10 to 17% of the population 4 and it now has significant Pakistani, Irish, African Caribbean and Somali communities 5 . Looking forward, Sheffield’s overall population is due to increase by 50,000 in the next eight years, driven mainly by the rising number of people living to over 80 years, economic migration and increases in student population and the birth rate. 3.2 Recession and Deprivation 3.2.1 Recession To date, the impact of the recession on Sheffield has mirrored national averages. Locally, economic growth has been negative, property prices have fallen and unemployment has doubled to 9.6% 6 . Sheffield ranks as the 84 th most deprived local authority in England and Wales 7 . Overall wages are some 10‐15% lower than the national average and some 186,000 people can be categorised as deprived in some way 8 . 3.2.2 Concentrated deprivation Levels of deprivation in Sheffield compare well with comparator cities 9 . 34% of Sheffield’s population are classed as living in the 20% most deprived in England 9 . What’s unique about Map of Sheffield’ Deprived Areas 9a
deprivation in Sheffield is the concentration of its deprivation in the East and North East of the city 10 . Residents in these areas experience much higher rates of cumulative and compounding disadvantage. Sheffield also ranks high on the income and employment indices which (6 th and 7 th respectively) show it is amongst the most deprived in England. 4 Standing Up for Sheffield – City of Sheffield Corporate Plan 2011 ‐ 14 ` Sheffield First Partnership Website – Source 2007 Midyear ONS estimates for 2009. 6 April 2012 – Source NOMIS Official Labour Market Statistics. ONS ‐ http://www.nomisweb.co.uk/reports/lmp/la/2038432027/report.aspx#tabquals 7 Standing Up for Sheffield – City of Sheffield Corporate Plan 2011 – 14 8 https://www.sheffieldfirst.com/the‐partnership/health‐and‐well‐being‐partnership/jsna/socio‐ economic/deprived‐communities.html 9 In Manchester, Hull and Liverpool over 50% of the population are in the 20% most deprived areas. Source Deprivation in Sheffield, Alasdair Rae see 9a 9a Deprivation in Sheffield, Alasdair Rae, Department of Town and Regional Planning, University of Sheffield 2011 10 In order of deprivation the 20 most deprived super output areas in Sheffield are in the neighborhoods of Manor, Darnall, Norfolk Park, Old Parsons Cross, Stubbin/Brushes, Woodside, Gleadless Valley, Longley, Arbourthorne, Wybourn and Burngreave. Source‐ Indices of Multiple Deprivation 2010 5 Strategic Plan 2012 – 17 P a g e | 7 3.2.3 The most vulnerable Whilst working city wide, NOMAD’s work focuses on people living in the north east of the city experiencing the highest levels of deprivation and the most vulnerable individuals in society found across the city. These include: Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ 11 12 13 14 15 16 17 17 19 “People like me fall 1 in 4 children and young people living in poverty through cracks in our with numbers in Central ward as high as 46%. 2000 11 systems. There are too children live in poor housing. many boxes I don't tick. the 51% of young people who fail to get 5 GCSEs 12 Not elderly; no grade A ‐ C children; no substance high numbers of young people who can’t find work 13 abuse; homeowner not the rising number of homeless people in the city up 14 tenant; not terminally by 25% in 2011 ill; the list went on. I 765 ‐ young people presented and accepted as in don't even qualify for priority need and rehoused in Sheffield during free prescriptions. So 1/1/2011 to 31/5/2012 many avenues of 20% of the population who report a long term assistance were closed, limiting illness or disability 15 and then NOMAD 3,700 people with a severe and long term mental appeared”. health condition people from the north east of the city with the User of NOMAD’s highest deprivation rates who have significantly Tenancy Support Service poorer health 16 and the lowest life expectancy 17 people with offending behaviour often driven by drugs and mental health problems 18 . 40,000 people in the city who are in debt because of lack of access to mainstream bank accounts 19 . Source ‐ Children and Young People’s Plan 2011 ‐ 14. 21% of all children in Sheffield lived in households receiving council tax or housing benefit. Source ONS. In 2010 the national figure achieving five A* ‐ C grades was 55%. Source ONS. In August 2010, people under 25 years made up 31% of all JSA claimants in the city and since then the position is likely to have deteriorated. Source ONS. Applications to Sheffield Council for housing support due to homelessness rose by 25% in 2011 Sheffield First Partnership. https://www.sheffieldfirst.com/the‐partnership/health‐and‐well‐being‐ partnership/jsna/neighbourhoods/geography.html This figure is slightly above the national average of 19%. Source ONS 2001 Census. People in Burngreave have lower life expectancy, higher mortality and hospital admission rates. Joint Strategic Needs Assessment (JNSA), Sheffield First Partnership, 2010. 28% of people in the north east of the city claim benefits; the city average is 17%. Sheffield JNSA2012. 23% of offenders use drugs, 32% have an alcohol problem, 21% have emotional health needs and 10% have learning disabilities. Most offenders leave prison without access to a secure home, employment or income. Paul Mosley, Economics Department, University of Sheffield. November 2011
Strategic Plan 2012 – 17 P a g e | 8 3.3 Trends and Changes 3.3.1 Welfare and housing reform The current government is bringing forward a range of legislation which will change access to welfare support and social housing provision. Proposed changes include introducing a capped ‘universal credit’ payable directly to tenants; time limited entitlements to various benefits; prioritising social housing for people who are economically active; reducing the number of people claiming benefits linked to disability and ill health; and limiting the size of property in which tenants claiming benefits can live. 3.3.2 Impact ‐ These changes are likely to increase rent arrears, force families to live in smaller properties, reduce the income of some unemployed, ill and disabled people and make it harder to access and afford rented housing. The cumulative impact is likely to be more homelessness, particularly for single people. 3.3.3 Creating community engagement The Big Society is the government’s flagship approach to supporting people to come together, particularly through volunteering, to improve their own lives. It aims to create greater engagement of communities and social business in the delivery of local services. It potentially underpins a massive transfer of power from Whitehall to local communities. 3.3.4 Impact ‐ The Big Society has the potential to offer housing support providers considerable opportunities including new enterprise finance. However, the practical implications are still being worked out and there is a risk that ‘engaging volunteers in service delivery’ will be translated by cash strapped funders into getting services on the cheap. Locally, community engagement is built heavily into Sheffield’s Community Strategy. 3.3.5 The drive towards local decision making will change the relationship between citizens and national and local government and should allow councils to deliver the services their communities need. Solutions to local issues should be community led and the power of communities to challenge councils will increase. 3.3.6 Impact ‐ Sheffield Response created seven Community Assemblies to help decide how to deliver services. Each has a budget and will develop a Map of Sheffield Assemblies 19
local plan. Assemblies should offer nfp organisations opportunities to work with directly with the local people who know and value them. However, they will also add a layer of complexity for city wide providers who will need to engage with seven different decision making structures. Strategic Plan 2012 – 17 P a g e | 9 3.3.7 Moving people out of deprivation With the economic recovery proving elusive and little improvement in the availability full time jobs, more and more people likely to slipping into poverty and indebtedness, with household budgets being increasingly pinched. In Sheffield 58,000 currently people live in poverty. 3.3.8 Impact ‐ The City is prioritising addressing poverty and social justice for 58,000 local people 20 . Plans include increasing financial literacy, income levels, the take up advice and credit unions, volunteering opportunities and sustainable tenancies; improving skill levels and standards in tenancies, creating apprenticeships, reducing debt levels and addressing barriers to employment 21 . At a time of reducing budgets, nfp organisations working with deprived groups are facing increased demand for support. Voluntary sector partners have been identified as key providers of the interventions identified above 21, 22 and opportunities here may replace lost income over time. “I'm a good example of how easy it is to go from serving society to needing society to serve you. It really can happen to anyone”. NOMAD User
3.3.9 Enabling the most vulnerable to access housing support services For eight years the Supporting People Programme brought together seven central government funding streams to deliver housing support services to 1 million people. Local authorities had discretion to direct these funds to best meet local needs and most services were delivered by the nfp sector. Under the current government, funding has reduced and will now be merged with other local authorities’ budgets. 3.3.10 Impact – Sheffield’s Support Housing Strategy 2011–16 suggests a 25% cut in funding and reduced levels of support services available. Whilst key targets include vulnerable groups such as people with alcohol problems, mental health problems, homeless families and single people, it is almost certain that vulnerable people in Sheffield will be at greater risk of homelessness and extreme deprivation in the coming years and providers will lose some Supporting People Programme contracts at the same time as demand increases. 3.3.11 Lack of suitable and affordable properties We are now building fewer houses than at any point since the Second World War; over 1 million children live in overcrowded accommodation and 4 million people are in housing need. In 2011 the government cut the budget for new builds by 60% 22 Sheffield has lost 54% of its social housing since the 1980s 23 and 1 in 3 people in the city are not satisfied with the condition of their homes 24 . 20 21 22 23 24 Standing Up for Sheffield, City of Sheffield Corporate Plan 2011 – 14, Tackling Poverty and Social Injustice The Sheffield Child and Household Poverty Strategy, 2012 – 14, Sheffield First Partnership National Federation of Housing website http://www.housing.org.uk/campaigns/housing_crisis.aspx Sheffield Forum, http://www.sheffieldforum.co.uk/showthread.php?t=906965 Housing Strategy 2011 – 2021 ‐ Summary of Phase Two Consultation. Source ‐ https://www.sheffield.gov.uk/in‐your‐area/housing‐services/housing‐strategies/housing‐strategy‐2011‐21 Strategic Plan 2012 – 17 P a g e | 10 3.3.12 Impact ‐ In July 2012 Sheffield Council will publish a strategic housing review. Priorities are likely to include creating more affordable homes to rent, increasing support to help people remain independent in their own home, improved conditions in the private rented sector and helping young people obtain and run a home 22 . 3.3.13 Young people As unemployment remains high young people remain at risk of being asked to leave cash strapped households. They are increasingly ‘sofa surfing’, presenting to local authorities as homeless and struggling to find work.Once homeless, young people are more likely to experience mental health and substance misuse problems with 75,000 people a year becoming homeless 25, 26 . 3.3.14 Impact ‐ Currently identified responses include improving the supported tenancies offered to 16 and 17 year olds leaving care 27 , offering young people more volunteering opportunities and improving their access to training, employment and enterprise opportunities 28, 29 . Emphasis has been placed on supporting young people to achieve who live in poverty, who are NEET or from BME communities 27 . 3.4 Funding Trends 3.4.1 Shortage of funding Over the coming few years the voluntary and charity sector is set to lose a fifth of its funding, mainly through statutory sector cuts. 30 . To survive, all nfp organisations are considering income diversification and competition for funding is reducing the viability of pursuing traditional funding 25 26 27 28 29 30 Jenny’s Story I came through the Smart Renting scheme in September 2011. I then started working with Miriam, the Smart Mentor, in January 2012. I was unemployed and I wanted to do a course in nursing however, I had not been accepted due to me having no experience. I worked 1‐1 with Miriam and attended workshops. Because of these I secured a voluntary placement that will lead to a paid position, in a care home. This will also help increase my chances of being accepted on the nursing course at university. I also took part in NOMAD’s recruitment process. I was on an interview panel, which helped me learn how to present myself and prepare for an interview and I also learnt how the recruitment process really works Smart Mentor User
Youth homelessness was up by 15% in 2011. Statutory Homelessness, March Quarter 2011, Communities and Local Government, Statistical Housing Release, June 2011. Youth homelessness in the UK, Quilgars, Johnsen and Pleace, Joseph Rowntree Foundation, May 2008. Looked After and Adopted Children and Young People Strategy 2010 – 13, Sheffield First Partnership. Sheffield Children and Young People’s Plan, 2011 ‐ 14, Sheffield First Partnership. Standing up for Sheffield, Sheffield Council’s Corporate Strategy 2011 ‐ 14, A Strong and Competitive Economy and Successful Children and Young People. Forecasted potential revenue shortfall in 2012/13 of £53m – £57m, rising to £154m – £170m in 2015/16. Standing Up for Sheffield, Sheffield Council Corporate Plan 2011 ‐ 14. Strategic Plan 2012 – 17 P a g e | 11 sources such as household and trust income. Nfp organisations are increasingly looking to transform themselves either wholly or partly into social businesses, creating both sustainability and independence through enterprise. 3.4.2 Impact of public sector changes The current economic and political climate has seen most UK local authorities restructuring delivery models to drive economies. The need to get ‘more for less’ and the shift in emphasis from public to private sector could potentially see wholesale contracting of statutory service delivery within a very short time and offers charities and social businesses potential opportunities. Sheffield City Council have already identified that their role is shifting to procurement 31 . Potential opportunities include contracting elements of delivery of community development, housing and social workers with an emphasis on key groups identified in this plan. 3.4.3 The trend to larger regional and national contracts is driving the procurement of services away from local funders to regional and national bodies. Organisations such as the Department of Work and Pensions (DWP) are increasingly looking to award ‘super’ contracts to local and nfp providers who can deliver economies of scale and provide confidence about quality standards. This trend does not sit comfortably with national strategies such as Big Society and localism and risks small nfp providers such as NOMAD being excluded from future bidding opportunities. 3.4.4 Avoiding the focus on competitiveness The strong commitment Sheffield and other local statutory authorities have to communities and grassroots delivery creates considerable opportunities to grow social businesses. But there is a risk that they will respond to the threat of cuts with increasing competitiveness. The very fast pace of change in VCS funding is confusing and can create a real risk of short term cash‐flow problems. 31 Standing Up for Sheffield, Sheffield Council Corporate Plan 2011 ‐ 14
Strategic Plan 2012 – 17 P a g e | 12 4. Market Analysis
4.1 Potential Market 4.1.1 NOMAD’S current activities NOMAD’s services currently break down as follows 32 4.1.2 NOMAD identifies and promotes its services to three main groups: Ÿ Indiviudal potential users from a wide range of vulnerable groups Ÿ Nfp, statutory and private sector organisations who already act as trusted intermediaries to these groups who can act as referal partners Ÿ Current and potential funders who may wish to purchase services by contract or through grant donation on behalf of users 32 Based on the value of NOMAD’s activities for 2012 ‐ 13 Strategic Plan 2012 – 17 P a g e | 13 4.1.3 Analysis of NOMAD’s potential market Customer Group Market Size – number of current people in Sheffield Vulnerable people needing safe, secure and affordable homes · · Homeless young people with no priority for re‐housing Vulnerable people who have under‐ achieved in traditional learning and have few or no qualifications · · · · · People eligible for a Personal Budget who need help to develop their budget and manage their activities Private landlords looking for tenants · Vulnerable young people seeking support to take steps towards employability, education and training · · · · · 953 people p.a. presenting as statutory homeless (2011‐12) 1 360 deemed to be people not in priority need seeking housing by statutory bodies (2011‐12) 1 180 young people based on referrals to NOMAD in 2011‐12 2 3,000 people with a sever mental health condition (2010) 42,000 people drinking at harmful/hazardous levels (2011) 3 4,500 drug users in the 15‐64 years age range 4 40,000 people with no access to bank accounts (2011) 5 2,500 – 25% of the total people eligible for Budgets in Sheffield 6 460 registered with Responsible Landlord Scheme (2011) 7 953 presenting as homeless (2011‐12) 1 180 young people referred to NOMAD 2 5,995 unemployed young people claiming JSA (2012) 8 765 people 16‐24 years rehoused due to priority need (2011‐12) 9 Source 1 – Sheffield City Council Homeless Link, 2011 – 12; 2 – NOMAD, 2011‐12; 3 – Local alcohol profiles – North West Public Health Authority; 4 – National Treatment Agency; 5 – Economics Department, University of Sheffield; 6 – Sheffield city Council; 7 – Sheffield City Council; 8 NOMIS Feb 2012; 9 – OHMS 4.2 Competition NOMAD faces competition from a range of providers: 4.2.1 Private sector providers are well established as providers of training, employability and support services and are sucessful where users can be supported to achieve through
Strategic Plan 2012 – 17 P a g e | 14 standardised appraoches. However, they can lack the flexibility to support individuals with higher levels of need and there are concerns that the drive to achieve profit may, at times, compromise the quality of delivery. 4.2.2 National charities and national charity networks are increasingly utilising their reputations for quality, knowledge of user groups and high levels of infrastructure to sucessfully bid for local contracts. However, they can lack detailed knowledge of local needs and delivery routes and may struggle to offer the flexibility of smaller providers. 4.2.3 Social housing providers Sheffield’s social landlords have increasingly been delivering non housing activities which support communities living in their accommodation. This experience is equipping them to bid for external contracts in community development, employability and support to vulnerable people living in their own stock and the wider community. However, they can lack knowledge or resources to support the very vulnerable, smaller groups with specialist needs. 4.2.4 Other local social businesses / charities All local charities and social busineses are looking to diversify their provision to a broader range of users or through a greater range of activities. The slow ebb of changes in the map of local delivery is a constant element of the npf sector and one which NOMAD is used to responding to, through a clear strategic vision and good communication and collaborative practices. 5. Strategic Outcomes
5.1 Strategic Drivers NOMAD has identified the following strategic drivers for its delivery between 2012 – 17 5.1.1 Internal drivers make the most of NOMAD’s competitive advantages and ensure the charity remains strong: Ÿ Ÿ Ÿ Ÿ maximising NOMAD’s current track record and strong reputation with stakeholders in Sheffield and beyond reducing organisational risk by building effective working relationships with a wider range of delivery partners across all sectors increasing NOMAD’s ability to win contracts by ensuring all aspects of the business are contract ready strengthening NOMAD’s financial sustainability by adopting an enterprise approach across the whole organisation, including diversifying activities to increase trading opportunities Strategic Plan 2012 – 17 P a g e | 15 Ÿ Ÿ 5.1.2 inbuilding flexibility and transferable models of working which maximise NOMAD’s ability to maintain delivery to the widest range of vulnerable groups responding to demand for private lets for safe, secure and affordable accommodation for single people. External drivers address the impact of recent political and economic change and include: Ÿ Ÿ Ÿ Ÿ Ÿ Ÿ increasing the level of contracting currently being delivered taking advantage of opportunities provided by the current poor property market grasping evolving opportunities coming from outsourcing, localism and the Big Society developing a strategic response which allows NOMAD to capitalise on the evolving personalisation agenda creating strong partnerships with other providers to allow bidding for larger, more diverse contracts and the sharing of risk structuring delivery flexibly to ensure NOMAD can respond to growing demand for vulnerable people to be supported to achieve positive outcomes. 5.2 Strategic Outcomes 5.2.1 Strategic Outcomes 2012 – 17 In five years’ time NOMAD will have achieved the following outcomes:
Strategic Plan 2012 – 17 P a g e | 16 5.2.2 NOMAD’s outcomes grid By the end of 2015 and because of NOMAD’s actvities: Outcome Indicator Outcome 1 1a More key stakeholders agreeing NOMAD is a natural More stakeholders will view choice for the provision of support to very hard to reach NOMAD as the natural groups ‘choice’ for the provision of support to the most 1b More users stating that NOMAD is their preferred vulnerable and hardest to provider of support services reach Outcome 2 2a More people from the most vulnerable and hardest to More people from the most reach groups able to easily access support services vulnerable and hardest to 2b More users agreeing they have a safe, secure and reach groups will have affordable home that meets their needs increased choice and 2c More users with improved health and wellbeing control over their lives 2d More users achieving positive destinations Outcome 3 The voice of the most vulnerable and hardest to reach will influence strategic decision makers more effectively 3a The voice of hard to reach users is heard in more strategic settings Outcome 4 NOMAD will be an effective social business 4a NOMAD will have increased its financial sustainability 3b More users feeling confident to contribute to strategic discussions / vehicles 4b NOMAD will have increased the number of staff who see it as the employer of choice 4c NOMAD will have increased contractual relationships with local landords and statutory VCS and private bodies 4d NOMAD delivery will meet recognised industry standards more effectively
Strategic Plan 2012 – 17 P a g e | 17 Key Achievements · 180 young people in housing need referred to the Smart Renting Project (2011‐12) · 42 young people supported to secure and maintain private tenancies through resettlement services · 89% NOMAD users supported to increase their income · 98% NOMAD users supported to achieve independent living (2011‐12) · Interventions preventing homelessness save the public purse £436,100 (2010‐11) The Moving Forward Project supports participants who face considerable barriers to take the steps to move forward in their lives. This involves taking on the commitments of a 12‐week training programme, facing the challenges of going into a new environment as a volunteer, and a readiness to accept change. It’s taken Bob seven months of small and large steps to forge new pathways in his life, where we’ll continue to support him in his success. Bob’s Story Bob, aged 50, had a varied life working as a self employed builder, a retailer and a shunter with British Rail. He was now a resident in supported accommodation for people recovering from alcohol addiction. In 12 weeks Bob successfully completed the Moving Forward programme, giving him Open College Network credits in ‘Positive Volunteering’ which covered areas that included confidence building, professional boundaries, equal opportunities and communication skills. Bob is great with people, can lighten a difficult moment with groups, but did not see this as a strength, and his confidence in having anything to offer was low. Bob started by identifying the things he enjoyed doing, listening to people tell their stories, offering information about resources in the city to newcomers, helping a fellow learner who struggled with written English, and so began to see possibilities for himself. His volunteering began by supporting the Moving Forward trainer delivering the next programme, welcoming and supporting less confident learners, helping those who struggled with literacy, and undertaking admin tasks. The step outside of NOMAD was the hardest. He was supported to complete his first ever application form, to volunteer with MIND. An encouraging response to this gave him confidence to apply to the mental health charity Community Action Halfway Homes, and to Ben’s Centre – a damp house in the city. He is now volunteering in substantial roles with both, and has developed more skills at NOMAD, by being part of the team interviewing prospective learners for the next Moving Forward programme.
Strategic Plan 2012 – 17 P a g e | 1 NOMAD’s Trustee Board Linda Moore (Trustee and Chair) joined the Board in 2007. She is a Curriculum Manager with Open College Network, advising organisations on training courses for adult learners. She has previously worked in housing, with both Sheffield Local Authority and a housing association. Linda’s expertise specifically supports the development of NOMAD’s housing, training and employability programmes as well as extensive experience in the Sheffield landscape and organisational management. Rachael Dean Revill (Trustee and Secretary) has been on NOMAD’s board for six years. Her interests are in housing and emotional wellbeing. She brings 14 years’ experience in a range of local and national housing and voluntary sector projects, including working with Shelter, Sheffield Young Women’s Housing Project, The Greens alcohol project, The Cathedral breakfast project, The Archer Project and The Samaritans. Rachael is a qualified counsellor. Rachael Dean Revill (Secretary) has been on NOMAD’s board for 4 years. Her interests are in Joan Eagan (Trustee) is retired from a career in the Health Service. Joan’s involvement with NOMAD stems from her belief that the provision of good housing and support is an integral part of good physical and mental health. Joan has been a member of NOMAD’s Management Committee for four years. Laura Gooding (Trustee) is an experienced local solicitor. Laura joined NOMAD’s Board because of the quality support it provides to vulnerable people. She provides NOMAD with legal expertise particularly in her areas of specialism which include commercial property law, company law and charity law. Laura has been a trustee for four years. Steven Stacey (Treasurer and Trustee) joined the board in 2009. He is a qualified Chartered Accountant and a manager in a local chartered accountants specialising in the nfp sector. He brings NOMAD a wealth of experience and expertise in financial matters. Steven is keen to use his expertise to help local charities. Darren Green (Trustee) has worked in health and social care for ten years. He was previously a deputy manager at NOMAD. He has worked for the Youth Service, in the retail industry and is now a Mental Health Community Support Manager at St Anne’s Community Support Services. Darren is passionate about NOMAD’s work. His previous experience working for NOMAD provides the board with a unique perspective and his work experience provides knowledge of key user groups. Darren’s retail knowledge is supporting NOMAD as it grows into a social enterprise. Helen Phillips (Trustee) joined the board in 2010. She works for Sheffield’s Drug and Alcohol Action Team and previously worked at the 911 Project, a high intensity supported housing project for service users with mental health issues, drug and alcohol misuse, offending behavior and learning disabilities, which specialised in working with dual diagnosis individuals. Helen brings NOMAD a wealth of relevant experience and we particularly value her experience in substance misuse issues and the associated difficulties this can lead to in maintaining a tenancy and commissioning.
Strategic Plan 2012 – 17 P a g e | 2