The Airport Group Brochure Overview 2010

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Giving neighbourhoods a flying start

Flying forward: Our progress on delivering jobs and training one year on August 2010

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ABOUT THE AIRPORT GROUP

AN INFORMAL ALLIANCE OF 15 LIKE-MINDED, STOCK TRANSFER HOUSING ASSOCIATIONS THAT ARE COMMITTED TO WORKING IN COLLABORATION ON ISSUES OF COMMON INTEREST, TOGETHER THEY MANAGE MORE THAN 165,000 SOCIAL SOCIAL HOMES ACROSS THE NORTH WEST AND PENNINE REGIONS, HOME TO SOME 400,000 PEOPLE, GIVING THE GROUP UNPARALLELED KNOWLEDGE OF RESIDENTS’ ASPIRATIONS. TOGETHER THEY ARE AN ILLUSTRATION OF THE ‘BIG SOCIETY’ IN ACTION.

The Airport Group:

The Airport Group comprises:

• Work together to share experiences, best practice and benchmarking to achieve efficiencies/economies of scale to improve frontline services;

• Cheshire Peaks and Plains Housing Trust

• Provide and demonstrate the unique added value offered by LSVT organisations in respect of delivering local solutions through housing management, neighbourhood management, asset management, governance, community involvement and empowerment, resource maximisation and regeneration including tackling the jobs and training needs of residents; • Stimulate organisational development and continuous improvement by supporting and challenging each other to drive up the quality of local services for local people and to empower them.

• City West Housing Trust • Community Gateway Association • Eastlands Homes Partnership • Helena Partnerships • Incommunities Group • New Charter Housing Trust • One Vision Housing • Parkway Green Housing Trust • Prospect Homes Group • Trafford Housing Trust • Transpennine Housing • Weaver Vale Housing Trust • Willow Park Housing Trust • Wirral Partnership Homes

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CONTENTS OUR STRENGTHS

5

FLYING START – OUR TRAINING AND WORK PLEDGES

6

OUR ACHIEVEMENTS

8

PROVIDING OPPORTUNITIES

10

CASE STUDIES

11

CONTACTS

12

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“THERE ARE 93,000 SQUARE MILES IN THE UK - WE TEND TO ONLY HEAR ABOUT TWO OF THEM: THE SQUARE MILES OF THE CITY AND WESTMINSTER” 1 From Liverpool to Bradford, and from Preston to Chester, the Airport Group operates in over 1,700 square miles, providing homes and support services for people, helping some who are the most vulnerable members of our communities.

We also offer housing with care and support and deliver programmes to empower communities, tackling poverty and financial inclusion. As housing associations we are a “demonstration of the ‘Big Society’ in action”2.

Through our empowerment, volunteering and involvement activities we encourage and support people to take social responsibility. We also generate significant economic returns by creating jobs, encouraging enterprise and offering employment and training opportunities, particularly for young people.

In 2008, the Airport Group commissioned independent research to examine its activity in delivering jobs and training. We developed an ‘offer’ - or statement of intent - on how we could transform the impact we make through collaborating together and with our residents and the people we work with. It was launched in June 2009.

This document provides an independent examination of our progress against our 2009 Offer and reports on our achievements in the first year and the next steps.

It also sets out our record to date in relation to five themes: 1. Joining up frontline housing and employment services; 2. Encouraging employment and enterprise; 3. Helping people to move closer to employability; 4. Working with young people; 5. Adopting strategic approaches to achieve better value.

It illustrates this record with the personal stories of people we’ve worked with and examples of how we work together to deliver local solutions in every square mile in which we operate.

1. http://www.thebigsociety.co.uk/square-mile 2. Responsible choices for a fairer future, Submission to the CSR review, NHF/CIH et al (July 2010)

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OUR STRENGTHS ARE THESE: We are key players in the most deprived communities across the North of England, and have unique access to the residents who live there.

We have a track record of working closely with residents and communities bringing local solutions tailored to our communities.

Access to these households is one of the unique strengths of the Airport Group. Our partner local authorities see unemployment as a priority and we work proactively with them in a range of partnerships to tackle these issues where they are hardest felt. Most of our residents live in neighbourhoods that are the most deprived – 10% according to the Index of Multiple Deprivation.

We are community businesses borne from the community.

At the time of housing stock transfer, residents voted for a legacy beyond the improvement of their homes and a commitment to their neighbourhoods. Our tenants sit on our boards, and we are accountable to our residents in setting our priorities and delivering our services. We are literally “in people’s living rooms” and visibly making a difference in communities, creating a unique relationship of trust.

• We reach over 400,000 social housing residents in the 10% most deprived districts of the city region areas within the North West region and Pennine corridor.

We have a strong track record of delivering lasting change in these communities through effective local partnerships.

Our scale of operation, local knowledge, tight geography, and our close relationships with local authorities, the third sector and Jobcentre Plus all mean that the Airport Group can add value. Collaboration enables us to build on successful schemes by learning from and adopting best practice across the Group. We are delivering a vast range of community based projects which build the capacity of local people and lead to lasting regeneration.

• In 2010 we have launched a joint initiative to signpost our residents to advice and assistance with jobs and training. At the same time that we are also talking to them about their housing needs.

• In 2010 we are implementing an accredited scheme to give residents formal qualifications for the voluntary work and training they do.

• We have helped 2,100 of our residents get involved in setting up their own business or getting involved through social enterprise and ILM schemes.

We have developed successful strategies for engaging young people and getting them into work and training.

Our work with young people begins on the streets where they live. We engage over 3,000 young people each year through sport, music and dance, and work with those who find themselves getting into trouble. We talk to them about their aspirations for the estates where they live, and start to raise their aspirations for their own futures.

We work with partners including the Prince’s Trust, local schools and colleges and Job Centre Plus to get them back on track.

We use our substantial procurement power to create jobs beyond traditional construction, especially through apprenticeships for young people.

• In 2010 we launched a regional award event to recognise the success of our young people as apprentices, learners and volunteers.

Since 2007, the Airport Group has spent £1.9 billion on improvements through the Decent Homes programme, new development and maintenance. We use the power of procurement to create jobs and training opportunities.

• We provide 450 apprenticeships each year either directly or through our contractors.

• In 2009/10 we delivered 240 posts through the Future Jobs Fund and permanent jobs for some.

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FLYING START OUR TRAINING AND WORK PLEDGES We have launched our Training and Work pledge which is set out below.

AIRPORT GROUP – TRAINING AND WORK PLEDGE The Airport Group is committed to working collaboratively to tackle worklessness in the communities where we own and manage over 165,500 homes. With our 5,000 staff we are signed up to the following key principles: • We will use our procurement strength of £250m per annum, to create new work opportunities • We will work with young people to deliver apprenticeships and training opportunities • We will ringfence opportunities for local people to join our organisations for work and training.

The Airport Group has agreed the following common agreement for the provision of training and work opportunities.

USE OF THE PROCUREMENT PROCESS ✔

Members will use their considerable procurement power to promote the provision of jobs, placements and training for residents and customers.

✔

Members will use the partnerships that they have with contractors, suppliers and other agencies to further the opportunities available to residents and customers.

✔

Members will work on the principle of one permanent new job, either directly or with our contractors, per £1million of contracts awarded.

✔

Members will work on the principle of one year of work-based training provided per £1million of contract awarded.

✔

Members will ensure that our individual procurement policies reflect this agreement and reflect our commitment to local labour initiatives.

WORK PLACEMENTS AND TRAINING ✔

Members will work on the principle of providing a minimum of four work placements per annum per 100 full-time staff.

✔

Members will provide a range of placement opportunities to meet the needs of the community. Placements will be targeted to young people wherever possible to minimise the impact of reduced opportunities for this group.

✔

Members will commit to providing placements that are meaningful and valuable and wherever possible will include training opportunities, development or progression, support and mentoring as core elements.

✔

Members will track the progress of placement holders and monitor the sustainability and impact of the process.

ENTRY LEVEL AND USE OF EXISTING JOBS ✔

Members are committed to the principle of creating entry level jobs that are accessible to our customers and residents.

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Members are committed to monitoring and setting individual targets for numbers of residents and customers employed.

✔

Members will positively market opportunities to residents and customers and where possible enter local partnerships, including those with Job Centre Plus.

✔

Members will agree jobs where interviews are guaranteed for residents and customers and work with local employment partnerships to achieve this.

✔

Members will share opportunities for employment across the organisations to provide the greatest possible level of access for residents and customers.

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“The Adult Placement Scheme really made the difference for me in securing a long-term paid position.”

Barbara, Parkway Green customer

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OUR OFFER AND OUR ACHIEVEMENTS IN THE FIRST YEAR OUR PROPOSALS – WHAT WE OFFERED In June 2009, we launched our Offer on Tackling Worklessness. This is what we said:

ON FRONTLINE HOUSING SERVICES: • We will develop our housing options approaches, including allocations and choice-based lettings services, to help join up frontline services, working in partnership with local authorities and advice agencies to signpost unemployed new tenants to services that can help them; • We will adopt a shared standard for giving advice and signposting, achieving accredited standards; • We will train our frontline people to work in collaboration with Jobcentre Plus and other agencies;

• We will learn from each other’s good practice, starting with Willow Park Housing Trust’s business enterprise approach and Prospect Homes’ ‘Green Routes To Work’; • We will explore the potential of social enterprise as a means of overcoming barriers to work and delivering opportunities for residents

ON EMPLOYABILITY: • We will examine mentoring, volunteering and placement schemes in order to replicate the best, exploring the use of Train to Gain for volunteers;

• We will build on customer profiling to develop a database to plan our worklessness services and overcome barriers to work;

• We will develop an accredited scheme to recognise the training and voluntary work done by our residents.

• We will collaborate with partners to provide outreach services that reach the most disadvantaged groups, building on our housing options work with homeless people, for example.

ON YOUNG PEOPLE:

ON EMPLOYMENT AND ENTERPRISE: • We will increase the percentage of our residents we employ directly, creating a standard employment and recruitment protocol outlining what our residents can expect from their landlords in relation to employment and training; • We commit to joining local employment partnerships and working with partners including Jobcentre Plus.

We will encourage contractors and suppliers who are able to offer jobs to tenants to recruit through local employment partnerships; • We will examine flexible working opportunities, such as Slivers of Time or similar, and consider establishing an approach across the Airport Group to share costs and opportunities; • We will learn from our experience of tackling worklessness through intermediate labour markets with a view to replicating the most successful approaches;

• We will aim to employ three apprentices for each £2 million spent on construction-related activity, while also working to increase the number of non-construction related apprenticeships; • We shall build on our extensive experience of working with young people and develop a specific offer for young residents of the Airport Group working with schools, colleges, the voluntary sector and others to ensure a joined up approach.

ON STRATEGIC JOINT WORKING: • We will adopt a common strategic approach to tackling worklessness including joint tendering on bids and undertaking pilots as a group or as members in sub-groups; • We will take forward joint working as sub-contractors on Flexible New Deal (fND); • We will consider the possible development of a Group-wide social foundation in the future; • We will develop a clear action plan to deliver our offer, monitor our progress and report on this jointly.

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WHAT WE’VE ACHIEVED IN THE LAST YEAR WE HAVE: • Developed an advice and guidance booklet template to assist residents in finding work and skills advice which has been adopted by eight members tailored for local use; • Collaborated on signposting residents to advice services that can assist them with a pilot underway with 150 staff trained to competently deliver this service; • Directly delivered 229 apprenticeships in addition to those provided through our memberships of procurement clubs; • Launched a compact with specific jobs and training pledges including members working on the principle of providing at least: – One permanent new job per £1m of contract awarded.

– One year of training provided per £1m of contract awarded.

– A minimum of four work placements per annum per 100 full time staff: about 200 per year.

• Delivered 240 Future Job Fund posts; • Established Young People’s awards to celebrate the achievements of young apprentices, volunteers and learners; • Completed research on the potential of achieving the ‘Matrix Standard’; Matrix is the national quality standard for information, advice and/or guidance on learning and work; • Jointly funded a Policy Officer to deliver on the action plan and to deliver accredited training for residents based upon active learning through volunteering.

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PROVIDING 240 OPPORTUNITIES THROUGH THE FUTURE JOBS FUND MAKING INVESTMENT IN PROGRAMMES PAY The Future Jobs Fund was a challenge fund which aimed to create 170,000 additional jobs, primarily aimed at 18-24 year olds who have been out of work for nearly a year to deliver real benefits to communities. Together, the Airport Group has worked to deliver 240 posts funded through the Future Jobs Fund. A wide range of quality placements and training has been offered including environmental work, administration, customer service, business support, caretaking, clerical, community initiatives, development, gardening care services, and trades operatives.

City West Housing Trust has developed two specific gardening and painting projects led by experienced personnel to support, train and develop trainees while also having a positive impact in communities, particularly for older or vulnerable customers.

This is what the Future Jobs scheme has meant to just a few of the 240 people assisted by the Airport Group:

City West is aiming to achieve more than the six months Future Jobs Fund training and experience opportunity: it is supporting trainees by providing mentoring, guidance and helping them to find and secure full time employment.

• Diane is a single mum with two children, who has been out of work since having her younger child (aged 10). She joined Wirral Partnership Homes in November 2009 and is continuing at WPH for a further six months. As Diane puts it: “I’m happy now. I’m where I want to be now that I’m in work after trying for so long.”

Following an intensive 12-day induction course which includes communications skills, overcoming barriers to work and accredited training such as the CSCS Test and First Aid, trainees are placed into a team of four. The role of the supervisor is central to the schemes’ success. The supervisor mentors, supports and coaches each trainee through a range of personal, social or domestic challenges.

Throughout the programme, all trainees are encouraged to develop themselves and support each other, promoting teamwork. Progress is reviewed monthly working towards an action plan which supports individuals to secure full time employment.

Out of eight trainees, so far four have gained sustainable employment through City West’s Skills Programme. Craig secured a full-time position as a trainee roofer with local contractor, DLP Services. He will continue his training and hopes to achieve his NVQ. Another trainee has also secured a three-year Administration Apprenticeship through another local City West contractor.

• Jane had an administrative placement with Helena and has since secured a full-time hotel receptionist role in the local area.

• Tanya started with Incommunities in January 2010 as a Customer Services Support Officer. Tanya is thoroughly enjoying her new role and hopes to develop a career in the housing sector.

• Nicola Merifield is 19 and also joined Incommunities in January 2010 as an Incomes Assistant. Nicola’s top three tips to other unemployed young people are: * ‘Don’t give up’ * ‘Be yourself’ * ‘Always ask for feedback and be proactive’ The link to our Pledge on work and training and our commitment to quality placements have led to a range of permanent jobs for FJF participants.

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OUR STORY Daniel Dale, winner of the Young Apprentice award, is 19 and joined Helena Partnerships as an apprentice tiler 18-months-ago.

At school Daniel was classed as an under-achiever. Daniel works on the aids and adaptations team, working in the homes of vulnerable people. He is clearly passionate about making a difference to the lives of customers through the quality of his work and his awareness of the needs of a customer when working in their home. His manager says: “Daniel is an asset to Helena’s Propertycare team because he is enthusiastic and responds to new challenges with relish, he is caring and compassionate when working with our customers and has a commitment and drive to deliver to the best of his ability.”

Natasha Killeen won the Young Learners Award.

Overcoming her difficult family background Natasha has taken steps herself to get her life on track, the first being her work with the Princes Trust. A resident of Community Gateway, during her time with the association she became accomplished at data inputting and producing reports, attended formal meetings where, encouraged to participate, she demonstrated an ability to assimilate important information, and assisted in facilitating a resident workshop.

The outcome for Natasha is that she has volunteered to assist the association with community projects, is considering becoming a youth champion and has applied to college for a Business Administration apprenticeship.

Natasha has regained control of her life.

Nick Hitchener won the Young Volunteer Category.

A resident of Cheshire Peaks and Plains Housing Trust, he is also a young carer. At 14, Nick became his local community centre’s youngest volunteer quickly adapting to his role and becoming integral to the centre’s work.

Nick is in part-time employment while still devoting many hours to volunteering and studying. He has raised funds and formed a group for isolated and withdrawn young men and recently represented a regional group becoming part of the Youth Action Team promoting volunteering locally. Nick runs community bingo monthly for elderly people and recently facilitated a workshop at his landlords’ conference. Nick epitomises what can be achieved, even from a tough background. He is a community leader, positively promoting cohesion when young people are often in receipt of negative press. A fantastic success story and excellent role model that inspires everyone.

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ABOUT THE AIRPORT GROUP The Airport Group is a partnership of housing associations that works together on issues that affect them and the neighbourhoods in which they work. They own over 165,000 homes across the North of England. With over 400,000 tenants between them, the Airport Group has an unparalleled knowledge of their residents’ needs.

CONTACTS

Tim Pinder Chief Executive Cheshire Peaks and Plains Housing Trust Ropewalks Newton Street Macclesfield SK11 6QJ Geraldine Howley Chief Executive Incommunities Group Trust House 5 New Augustus Street Bradford BD1 5LL Matthew Gardiner Chief Executive Trafford Housing Trust Sale Point 126-150 Washway Road Sale M33 6AG Tim Doyle Chief Executive City West Housing Trust Centenary House - 4th floor 1 Centenary Way Eccles M50 1RF Ian Munro Chief Executive New Charter Housing Trust 249 Cavendish Street Ashton-under-Lyne OL6 7AT

www.theairportgroup.co.uk

Tom Miskell Chief Executive TransPennine Housing Bull Green House Bull Green, Halifax West Yorkshire HX1 2EB

Nigel Wilson Chief Executive Parkway Green Housing Trust Parkway Green House 460 Palatine Road Northenden M22 4DJ

Diane Bellinger Chief Executive Community Gateway Association Deltic House, West Strand, Preston PR1 8UY

Joe Doherty Chief Executive Willow Park Housing Trust Willow Park House Hollyhedge Road Wythenshawe Manchester M22 9UF

Roy Williams Chief Executive One Vision Housing Atlantic House, Atlantic Way, Dunnings Bridge Road Bootle, Merseyside L30 4TH Steve Jennings Chief Executive Weaver Vale Housing Trust Gadbrook Point, Rudheath Way Gadbrook Park Northwich Cheshire CW9 7LL Sheila Doran Chief Executive Eastlands Homes Partnership Eastlands House, Victoria Street, Openshaw Manchester M11 2NX

Rob Young Chief Executive Helena Partnerships Alexandra Park, Prescot Road, St Helens, Merseyside WA10 3TT Phil Richards Chief Executive Prospect Homes Group Prospect House Wharf Street Blackburn BB1 1JD Brain Simpson Chief Executive Wirral Partnership Homes 6 Europa Boulevard Birkenhead Wirral CH41 4PE