Leeds Transition Fund Summary by 87D52HjJ


									                       Leeds Transition Fund Evaluation 2011/12

The Leeds Transition Fund provided the opportunity for third sector organisations in Leeds
who have been adversely affected by recent cuts in public sector funding, to apply for grants
of up to £10,000. The aim of the grant was to help organisations who are delivering high
quality public services to become more resilient, agile and able to take up opportunities
presented by a changing funding environment.

This evaluation report provides information about the activities and outcomes that have been
achieved as a result of the fund. It includes project feedback and four case studies.

The criteria for the fund in 2012 are slightly different. We are particularly keen to encourage
partnerships and collaboration between organisations to deliver greater efficiency in the
sector. This might not necessarily be through merger, but could be by working more closely
on specific projects, activities or initiatives or sharing the cost of overheads in order to be
more viable in the future. Grants will only be given to organisations that are committed to
looking at the kind of services they provide, and the way in which they are delivered, and are
prepared to consider making some kind of change

Project Activity
The projects supported ranged both in duration and in nature of activities.

The type of organisations supported:-

 Arts based organisations                      4
 Community (children/young people)             4
 Advice and counselling                        3
 Community (support)                           1
 Community (people over 55 years)              1
 Media based organisation                      1

There was a wide range of activity which the Fund supported to improve organisational

Type of activity delivered to enable sustainability:-

 Quality accreditation                   3              Relocation                        2
 Review of current services              6              Partnership working               4
 Marketing and promotional activity      6              System development                1
 Diversifying income streams –           4              Improve policies and procedures   2
 through income generation e.g.
 charity shop
 Expanding volunteering                  7              Staff training                    9
 Business development                    7

Achievements of the Fund
All organisations have met their outcomes. These included setting up a shop to facilitate
income generation, achieving the PQASSO quality mark, relocating to premises with lower
rent, development of exit strategy and legal dissolution, increasing the number of active
volunteers, creation and launch of a new website, training and skills development for staff
and developing partnerships with other delivery organisations.

Value of the Leeds Transition Fund
The information below is extracted from the comments provided on the project evaluation
forms regarding the value of the Leeds Transition Fund to the organisations in terms of

Future Arts Ltd: ‘The LTF has been great, providing usable broadband, allowing us to
achieve a quality standard accreditation. These are things that will allow us to take more
opportunities in the future’.

St Luke’s CARES – Charity shop development: ‘We now have created an income
stream, which will generate between £10k - £25k each year. This will enormously benefit
the charity as it creates an excellent source of meeting costs associated with our mission of
supporting children, young people and families’.

RJC Dance: ‘The LTF has enabled the organisation to implement strategies for future
development and growth. The development of the business plan and fundraising strategy
assists the organisation to focus and offer on-going professional service to our communities
and stakeholders. The marketing tool such as print, DVD and merchandise has given us the
opportunity to promote and develop the scope of our work’.

The Market Place: ‘The fund enabled The Market Place to sustain involvement in the
different areas of work. Without the funds the quality of this work would have been greatly
reduced. During this transitional period it has been a very difficult and precarious time and
this fund has assisted in helping the organisation to move through the period more

South Leeds Community Radio: ‘We still exist! And will continue to do so until the end of
August on current funds. We have succeeded in attracting further funding, arranged a
temporary no-rent deal on our premises, increased capacity and have 9 funding applications
in the pipeline for sums of £2,500 - £40k. Our profile is higher and we have plans for the
future. None of this would have been possible without the LTF which gave us the space and
capacity to research options and make changes’.

Burley Lodge Centre: ‘Without the funding for the club we simply would not have been
able to run the club as there was upfront investment required in staff time, marketing,
website design and the production of a feasibility study. This week trial afforded the Burley
Lodge Centre to run a professional, Ofsted registered holiday club that did generate income.
This income has been invested in running the holiday club at Easter with the view to
increasing numbers over April and the weeks we are running the scheme in August’.

Leeds Involving People (LIP): ‘The past twelve months has been a time of much risk and
change, given the current economic climate. The main challenge was sustaining its current
contracts whilst completely re-vamping its modes of involvement. Developing a website,
promotional film and marketing and communications strategy provided the vehicle to review
all of its areas of work from both a member and income generation prospective. Six months
ago it was very difficult for staff and members to describe LIP and what it offers people, this
is now not the case. Our new model of improvement is not only better for our members, it is
a huge selling factor to our current commissioners and other potential funders. We now
have a more sustainable model for involving people, as we have a much clearer package for
new and existing members that is not linked to a particular group’.

Stop Hate UK: ‘The project has allowed Stop Hate UK to evaluate the activity of the Caller
Care Advocate function that was established following changes to funding between Stop
Hate UK and Leeds City Council. Responses obtained from service users and partner
agencies confirm the value of the role, which will be enhanced as a result of some of the

suggestions and points raised within discussions. The activity has now been commissioned
for a further 12 month period by Leeds City Council and the model will be considered in
other geographic areas to allow continued growth of the organisations activity’.

Additional comments that were highlighted on the project evaluation form include:

St Luke’s CARES – ‘Thank you for the grant it has made a fantastic difference to St Luke’s
CARES and our ability to generate income. The funding has been invaluable to support the
new enterprise, the advice and guidance has been essential as we move from being a grant
dependant organisation to a charity dependant on a variety of sources of income’.

RJC Dance – ‘Our experience of the Transition Fund has been rewarding and supportive at
a time when the organisation experienced change in structure and delivery. We wish to
thank the Transition Team for their support’.

Artlink West Yorkshire – ‘The funding from the Transition Fund came at a crucial time in
Artlink’s history. We had moved back into the building shortly before and needed to
maximise the spaces we were able to offer. The funding enabled this process to begin,
resulting in the rental of the attic space and repeat business in the hire of some meeting
rooms. We now continue to fundraise for the role of the Projects Manager in order to
continue and build upon this success’.

South Leeds Community Radio – ‘The LTF has been invaluable for our organisation. We
would not still exist without it. We’re not out of the woods yet, but are on a much clearer and
firmer footing. South Leeds Community Radio is very grateful’.

Burley Lodge Centre – ‘We would like to thank the LTF for giving us the opportunity to run
a professional holiday club. We have gained tremendous experience and skills in this area
and it would not have happened without this support’.

Leeds Involving People (LIP) – ‘LIP is extremely grateful for the support of this project
funding; its impact has been invaluable’.

Stop Hate UK – ‘We thank Leeds City Council for funding the project and all the people who
gave up their time to assist in data gathering and to attend awareness throughout the life of
the project’

Case Studies
The following case-studies provide an insight into the impact made by the Leeds Transition
Fund across the different types of activity to aid sustainability.

Pavilion is a charity that uses visual arts and, in particular photography, as a means of
engaging the general public and, in particular, young people and people from hard-to-reach
communities. They do this through events, exhibitions, mentoring and community projects.
They also take part in events such as Light Night.

Grant awarded: £7,365 (100% spend)
Funding towards: communications consultant, volunteer co-ordinator, physical office move,
drawing up the lease, clore short course, postage for communications work.

Pavilion has reported they are in a much stronger position with regards sustainability thanks
to the Leeds Transition Fund. Moving to 11-14 Blenheim Terrace has reduced the rent from
£10,000 to £2,300 pro-rata including utilities.

The office move and staff restructure has significantly reduced their overheads by £18,000.
An autumn programme of activity means they now have time to raise funds on a project by
project basis without spreading resources too thinly.

The new office position at the University of Leeds means new resources are now open. New
partnerships with Leeds Art Gallery and Temple Newsam House will enable them to
maintain a strong impact and profile while drawing on the benefits of shared resources.

The Pavilion’s Programme Producer has benefited enormously from the Clore Leadership
short course training this funding offered and has been feeding her new skills and knowledge
back to the rest of the team. The staff re-structure allows all members of staff to thrive within
clearly defined roles.

The small, but committed, staff team is now backed up by a strong team of ten volunteers
(unemployed students/graduates/young artists) who are benefiting from ongoing nurturing
skills and experience within an arts context.

Pavilion’s programme is well on its way for the autumn and the focus is now on the
realisation of this work. A number of potential funding sources have been identified to apply
for in relation to the programme.
The project evaluation highlighted ‘This was a well managed and important fund that made a
significant difference to Pavilion at a time of financial uncertainty. We can sincerely say that
the fund has helped us to identify a clear strategy for progress within an ongoing uncertain

In terms of sustainability the group commented ‘We are now in a much stronger position with
regards sustainability. Our office move and staff restructure has significantly reduced our
overheads (by £18,000). Our autumn programme of activity means we now have time to
raise funds on a project by project basis without spreading our resources too thinly. The
communications plan has meant we have had the opportunity to talk to important
stakeholders about our new structure and has inspired confidence that we have the means
to sustain ourselves in the light of the current financial climate’.

Behind Closed Doors
Behind Closed Doors supports the victims of Domestic Abuse in Leeds and offers Support
Services in Leeds for women in the Leeds and Yorkshire Area.

Grant awarded: £10,000 (96% spent)
Funding towards: business development support, legal and professional fees.

The new business model and the planning to support it are in place. Training needs of both
new and established team members have been mapped and have been addressed through
a mixture of formal training and working alongside existing staff.

Having identified gaps in the service provision, recruitment and selection has taken place for
a Development Worker. The group has been successful in obtaining funding to set up a
preventative and outreach service to work with people at low/medium risk of domestic
violence. Further funding is being sought.

The shop is the charity’s first community enterprise project to raise finds for their work. The
shop is called ‘Birdcage’. The level of volunteer cover has been built up and it is hoped to
have enough volunteer cover to open the shop seven days a week by June 2012.

The Birdcage brand image has been created for the shop, including logo and core brand
values. The shop was opened just before the Christmas period in Skipton and sells pre-
loved fashion, accessories and jewellery, up-cycled and customised pieces, haberdashery
and locally made goods. It also hosts skills workshops – sewing, making, crafting, artisan
crafts, making new from old trash, alterations, repairs and dress making, life laundry and
personal shopping. A number of workshops are planned and they are all fully booked, so
this will help boost profit levels.

Customers will not only be able to buy vintage clothes from the shop, they will also be shown
how to make their own. Profit from the shop will be used to deliver Behind Closed Doors
services and to enable the organisation to be more sustainable.

The Birdcage shop has attracted a deal of media interest and they have been interviewed in
relation to an article for Country Living magazine that is expected to be published in
November’s edition.

Leeds Met students have begun the e-commerce project for the shop and this includes the
development of an e-bay shop that should boost further sales.

The project evaluation highlighted the following comment in terms of sustainability ‘We have
developed a more strategic approach to managing the business and increasingly see the
business as a whole, rather than focussing on the service delivery elements. Core
processes have been developed which provide us with a method and structure which helps
us to improve the quality of our work now and which underpins our future sustainability by
proving our capability. We have continued to be challenged and supported by the facilitators
in making these core changes. We have been supported in looking at new funding streams
and in developing new approaches to working in partnership with other organisations. We
have begun to discuss and explore new opportunities and wider income streams including
potentially expanding in to new geographical areas’.

South Leeds Team Ministry Charity
The South Leeds Team Ministry Charity Ltd which operates Trinity Network has been
providing day facilities for older people in South Leeds for over 30 years. We are committed
to providing facilities for older people in our communities both for the benefit of the members
as well as their families.

Grant awarded: £10,000 (95% spent)
Funding towards: Marketing, Consultant to facilitate improvement day/do beneficiary
questionnaire, staff/volunteer training, PQASSO (quality standard for voluntary & community
organisations), volunteer recruitment, volunteer pack.

Previously known as the Over 55 Clubs the name was changed in 2011 to Trinity Network
(Social Opportunities for Older People).

A re-brand of services has been completed and includes the design of a new logo and a new
website which has been launched: www.trinitynetwork.org.uk. The services have been
revised to include a more comprehensive menu of activities. Details of all planned activities
are also shown on the new website.

Staff have attended a number of training courses, including: Dementia Awareness,
Professional Boundaries, Diversity in the Workplace and Working Positively with Older

A new volunteer programme and volunteer pack has been established. Following
advertisements in the Yorkshire Evening Post two volunteers have been recruited. The first
volunteer training session was completed in March.

Self-assessment is currently ongoing and everything is on track for obtaining the PQASSO
Quality Kite Mark. This will confirm the organisation has reached a recognised quality level
and provide the organisation greater recognition and credibility from statutory and
independent funders, users and other stakeholders.

New marketing materials have been produced including publicity brochures for members
and referral information brochures for professionals. Information for referrers and their
families is also included on the website.

The project evaluation highlighted the following comment in terms of sustainability ‘The LTF
has helped to reposition ourselves in the current market. We are looking to develop new
services as a result of our research. As we carried out this research we are in a better
position to include our data into funding bids. We have been successful in applying for
funding to develop our community cafe, our dementia cafe and a new history project that we
can take into schools’

Chapeltown Young People’s 10-2 Club
Chapeltown's Young People's 10-2 Club (CYPC10-2) is a progressive Club for Young
People aged 13-25, (living in the Chapeltown Area of Leeds/or living in the Leeds 6, 7 & 8
areas). Members of the Club are supervised by trained Youth Workers, Managers and
Volunteers. In 1992 the 10-2 Club was set up in response to the acute boredom felt by
unemployed young Black people (meaning young people of African/Caribbean descent).

Grant awarded: £5,000 (100% spent)
Funding towards: Development of exit strategy, agreement with one or more organisations to
effect a merger or a straight transfer of the Club’s existing services, with no loss of provision
for young people, promotional material developed and distributed, the club’s constitution and
management legally dissolved, the club’s physical assets transferred.

Agreement was made with five organisations, Chapeltown Youth Development Centre –
CYDC, UHURU, Free2BMe, St Kitts & Nevis Association and Lifeforce Productions, to
transfer 112 service users. The service users were given options on joining a range of
activities and services provided by each of the organisations. No service users personal
files were transferred in the process as each organisation preferred to generate their own
files for new-comers. Many of the club’s service users were excited about the new
organisations and activities they had chosen.

The club’s office furniture and IT suite were transferred to CYDC. Some of the older PCs
and spare furniture were transferred to St Kitts & Nevis association. All statutory files were
removed to storage and non-essential files have been destroyed.

Staff and volunteers received some accredited training and some will be continuing under
new contracts with the recipient organisations.

Two newsletters were produced and distributed to inform parents and service-users of the
challenges the club faced and of the final outcome. Parents also received a letter explaining
that the club was closing and what would happen to their children. Meetings were also held
with parents and service-users to discuss the issues.

A special general meeting was held on 23rd March 2012 and dissolution was approved and
completed. The final SGM minutes record the dissolution.

All beneficiaries have alternative, safe and secure activities and services to replace the
club’s provision. The successful transfer meant that the club could safely dissolve without
affecting the well-being of its service users.

The project evaluation highlighted ‘The Club’s management was grateful for the additional
support provided by the Leeds Transition Fund which enabled it to spend extra time
concentrating on the Club closure and transfer of service-users’.


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