Grants Committee AGM 18 July 2024 : 11:00 am Agenda Conference Suite, London Councils, 59 1/2 Southwark Street, SE1 0AL Labour Group: (Political Adviser: 07970 018191) Room 5 10:00 am Conservative Group: (Political Adviser: (0753 5584134) Room 1 10:00 am Liberal Democrat (Political Adviser: 07858 924941) Room 6 10:00 am Contact Officer: Ana Gradiska Ana.gradiska@londoncouncils.gov.uk There will be lunch available in Room 4 after the meeting Agenda item Page 1. Apologies for Absence and announcement of deputies 2. *Declarations of Interest 3. Acknowledgement of outgoing and new members 4. Election of Chair of the Grants Committee for the 2024-25 Municipal Year verbal 5. Election of Vice-Chairs for the Grants Committee for the 2024-25 Municipal Year verbal 6. Election of the Grants Executive for the 2024-25 Municipal Year verbal 7. Minutes of the Grants Committee held on 27 March 2024 1-7 8. Minutes of the Grants Committee AGM held on 12 July 2023 (for noting as already approved) 8-14 9. Constitutional Matters: A. Scheme of Delegations B. Financial Regulations 2024 15-63 10. Operation of Grants Committee 2024-25 64-68 11. 2026-30 Pan London Grants Programme: Consultation Findings 69-88 12. Performance of Grants Programme 2022-26: April 2023 to March 2024 89-172 13. Evaluation of the 2022-26 Grants Programme: Phase one, Equalities – presentation by Rocket Science 173-221 14. London Councils Grants Committee - Pre-Audited Financial Results 2023/24 222-233 *Declarations of Interests If you are present at a meeting of London Councils’ or any of its associated joint committees or their sub-committees and you have a disclosable pecuniary interest* relating to any business that is or will be considered at the meeting you must not: • participate in any discussion of the business at the meeting, or if you become aware of your disclosable pecuniary interest during the meeting, participate further in any discussion of the business, or • participate in any vote taken on the matter at the meeting. These prohibitions apply to any form of participation, including speaking as a member of the public. It is a matter for each member to decide whether they should leave the room while an item that they have an interest in is being discussed. In arriving at a decision as to whether to leave the room they may wish to have regard to their home authority’s code of conduct and/or the Seven (Nolan) Principles of Public Life. *as defined by the Relevant Authorities (Disclosable Pecuniary Interests) Regulations 2012 INFORMAL LONDON COUNCILS’ GRANTS COMMITTEE 11am , 27 March 2024, via Microsoft Teams M inutes of the meeting of the Grants Committee held on 27 March 2024 London B orough & Royal Borough: Representative: B exley Cllr David Leaf Brent Cllr Mili Patel Bromley Cllr Kate Lymer City of London Paul Martinelli Ealing Cllr Polly Knewstub - Chairing Hammersmith and Fulham Cllr Rebecca Harvey Hillingdon Cllr Martin Goddard Harrow Cllr Jean Lammiman Havering Cllr Gillian Ford Kingston Cllr Andreas Kirsch Lewisham Cllr Amanda de Ryk Newham Cllr Charlene McLean Redbridge Cllr Namreen Chaudhry Richmond upon Thames Cllr Nancy Baldwyn Southwark Cllr Stephanie Cryan Sutton Cllr Marian James Waltham Forest Cllr Vicky Ashworth Wandsworth Cllr Simon Hogg Westminster Cllr Nafsika Butler-Thalassis M arie Stewart (Streetlink) for Item 5 Shani Lee (WRC), Diana Nammi (IKWRO), Cigdem Aslan (Imece) and Gisela Valle (LAWRS) for Item 8 London C ouncils officers were in attendance. 1. A pologies for Absence and Announcement of Deputies 1. 1 Apologies were received from Cllr Kaya Comer-Schartz (LB Islington – Chair), Cllr Adel Khaireh (RB Greenwich), Cllr Charles Kennedy (LB Hackney), Cllr Colin Smith (LB Bromley - Cllr Kate Lymer deputising), Eleanor Stringer (LB Merton), Cllr Shantanu Rajawat (LB Hounslow) and Cllr Sarah Addenbrooke (RB Kensington and Chelsea). 2. Declarations of Interest 2. 1 There were no declarations of interest. 1 3. M inutes of the Grants Committee held on 22 November 2023 3. 1 The minutes were noted (to be formally agreed through the London Councils’ Urgency procedure). 4. Minutes of the Grants Executive held on 28 February 2024 4.1 The Grants Executive minutes were noted. 5. Streetlink London Advice Line - presentation 5. 1 Marie Stewart gave a presentation on how Streetlink works in practice: • S treetlink has relationships with organisations across London and has thorough k nowledge of the current work happening in boroughs. • Service users tend to find out about Streetlink through internet searches; however, the Streetlink helpline (which is a self-referral tool) is also advertised in day centres and other relevant places. Friends, family members or members of the public can also send an alert to Streetlink through its website. • There is currently a significant amount of need from people escaping domestic violence and those at risk of suicide. • In cold weather, this need increases significantly. For clients experiencing complex needs, homelessness can become more entrenched and resolution can take a long t ime; however, Streetlink can provide quick interventions to people who are new to rough sleeping. • Boroughs with ‘Boroughs of Sanctuary’ status are seeing a significant increase in s treet homelessness and this is reflected in the Streetlink’s helpline. • Due to a large volume of calls, the organisation is currently only able to deal with 40% of the calls that come through. • Streetlink are recruiting additional volunteers, who are based at St Mungo’s offices in T ower Hill. • Streetlink would be happy to come to boroughs to promote volunteering opportunities. • CHAIN (a database of rough sleepers in London) contains borough data on hom elessness: https://data.london.gov.uk/dataset/chain-reports 5. 2 Members thanked Marie Stewart for her informative presentation and said they would be happy to circulate a flyer to attract more volunteers in their boroughs. A ction: Furt her Information to be circulated by Streetlink . 6. P erformance of the grants programme 2022-26: April 2022 to December 2023 6. 1 Pilar Kusel, Grants Manager, introduced this report, which provides members with performance data on the 2022-26 Grants Programme for the period April 2022 to December 2 2023. In this quarter, 11 projects were RAG rated Green, two were rated Amber, and one was rated Red. There were more 66,000 users supported overall. 6.2 For priority One - Homelessness: • Overall performance was four per cent above profile and outcome targets have been surpassed in three out of the four service areas to the end of quarter seven. The one service area that has performed below target, 1.1, is within the -15 per cent performance tolerance. • New Horizon Youth Centre, which was recently visited by the Grants team together with two Committee members, had surpassed the 15% performance tolerance level, which was a result of increasing need. New Horizon has provided support to improve mental and physical health, life skills, and there has been an increase in the number of people referred to education and training. • In terms of policy updates, London continued to face a homelessness crisis. Data showed that 66,000 households were living in temporary accommodation by September 2023 and there was a 15% increase in homelessness presentations against the previous year. • In terms of service area updates, under service area 1.1 - prevention, projects continued to support borough housing and homelessness work, e.g. delivering training packages outlining best practice for the provision of housing services for LGBTQ+ people. • HARP Connect, led by St Mungo’s, was now RAG-rated amber, as it had been RAG- rated amber for three consecutive quarters. Its delivery against profile was 74 per cent. This was a consequence of a high turnover of staff, and also due to service users needing increased life skills interventions before being able to achieve an outcome. Grants officers will be working with St Mungo’s to establish an action plan to improve performance. 6.3 For Priority Two - Sexual and Domestic Abuse: • O verall performance was two per cent under profile and outcome targets have been met or surpassed in four of the six service areas. The service areas that performed below target, were within the 15 per cent performance tolerance. • The Healthy London, Healthy Relationships (HLHR) Project, led by AVA, the sole project delivering in service area 2.1, has not provided any performance data for quarter seven due to going into administration in early 2024. At the end of quarter six, the project was RAG rated green for the first time since the beginning of the programme and had overdelivered in outcomes involving running groups sessions, outreach and training for children and young people. • Service Area 2.4 - Emergency Refuge Accomodation project exceeded the +15 per cent tolerance level. This is due to over delivery in year six of the Specialist Refuge Network project which ended in March 2023. • Asian Women’s Resource Centre (AWRC) continued to overdeliver due to increasing demand. • In terms of policy updates, the Metropolitan Police Service has published its action plan on violence against women and girls in December 2023, and London Councils 3 has been working with local authorities and the police to identify areas of work where approaches could be aligned. • In terms of service area updates, the Ascent Advice and Counselling Project has highlighted areas of concern related to vulnerable survivors and children facing destitution due to their immigration status. They had also experienced problems obtaining support for survivors who were forced to share tenancies with their alleged perpetrators. Additionally, there had been an increase in sexual violence, cyberbullying and stalking among young people. • Solace, one of Ashiana’s partners, has acquired a new building in North London, which offers refugee women better interaction with each other and has full time staff based there. Ashiana has also established two new refuges in east London’ The project has raised concerns about the effect of the cost of living crisis on their service users and there were concerns that more women were being drawn into prostitution. • In terms of performance management, at the end of quarter seven, seven Priority 2 projects were rated green, one is rated amber, and one is rated red. • The project rated amber was the London Refuges Data Collection Project led by Women’s Aid Federation; this was due to a poor response/feedback from borough officers. It is hoped that this would be resolved by borough officers having access to the feedback form via the Data Dashboard. Grants Officers are also due to conduct a monitoring visit and develop an action plan. • The project RAG-rated red was AVA – Healthy London, Healthy Relationships, which has since ceased to operate. Item 7 provided further information on this. 6.4 In response to a member’s query on delays in users receiving DDVC status and refuges who did not accept women who did not have DDVC, Feria Henry, Grants Manager said that this would be followed up with the groups. 6.5 In response to a member’s question about borough maps and why there was significant over delivery in Barnet, Feria Henry, Grants Manager, said that AVA had delivered a large amount of prevention work in Barnet through one of their local partners, Jewish Women’s Aid, and this had skewed the figures. 7. Performance Management Update: Against Violence and Abuse (AVA) 7.1 Yolande Burgess, Strategy Director, introduced this item and said that: • AVA had been commissioned to deliver the Healthy London Healthy Relationships (HLHR) project, as part of the 2022-2026 pan-London Grants Programme. It was the sole project within the prevention strand of the tackling domestic and sexual violence priority of the grants programme. The project was predominantly delivered through schools; however, the organisation found it difficult to deliver the programme as planned due to schools’ continued focus on recovery/catch-up following the pandemic and de-prioritisation of extra-curricular activity. • The Grants team had already started to identify issues with AVA’s performance in October and November 2023. The Strategy Director and Strategic Policy Lead met with AVA’s Chair of Trustees in December to discuss these issues, and it was clear at that point that there were serious problems within the organisation. Along with the 4 Director of Corporate Resources, it was agreed that a final payment to AVA would be made to take account of staff salaries, and the reputational risk to London Councils of AVA’s staff not receiving their salaries so close to Christmas was also taken into account. The Grants team was also mindful that AVA was a partnership project and there were several sub-partners who were also delivering across the programme, who would also be affected. On 1 February 2024 AVA’s Board of Trustees informed London Councils that AVA had been placed into liquidation. • London Councils has since agreed to novate the grant agreement with AVA to the appropriate infrastructure organisation, Women’s Resource Centre (WRC), for a period of three months - January to March 2024. WRC was also asked to coordinate and undertake work to scope out a proposal for a revised Prevention Project, with a view to preparing options and recommendations to London Councils Grants Committee in March 2024. • London Councils has lodged all the payments made to AVA as debts with the liquidators, as no final audited accounts have been received to date; there was a chance that some funds would be recovered. • Subject to the final financial position being determined with AVAs liquidators, up to £473,000 of committed programme funds may be available to the Committee in the period to end March 2026. • The Grants team will be looking at lessons learned and will reassess its risk appetite in the first years of the programme. • The Grants team would also welcome feedback from the Grants Committee about how this situation was handled. • In response to questions about learning points, the Strategy Director said that the due diligence process which was embedded in the Grants programme included very close monitoring both at the beginning of the programme and also annually. AVA did have a condition to supply quarterly managed accounts; however, the deterioration of the organisation’s liquidity was extremely rapid. Feria Henry, Grants Manager added that the lead organisation for every project had the duty to regularly check partners’ accounts and report to London Councils that they were satisfied with them. As part of the overall review of how this situation was handled, the Grants team would ensure that monitoring would be as robust as it could be. 7.2 Members noted the report. 8. New proposal for Service Area 2.1: Prevention 8.1 Doug Flight, Strategic Policy Lead, introduced this report, which outlined a number of potential courses of action for the use of funds available from the service area 2.1 (VAWG prevention), following AVA’s closure and the subsequent end of the Healthy London, Healthy Relationships project. 8.2 Options included a proposal by the sector’s second-tier organisation, Women’s Resource Centre (WRC) to set up a pilot service which would address the gap over the coming year, with an option to extend for a second year. In the final quarter of the financial year 2023-24, WRC had access to funding to help maintain and stabilise the subsidiary partners of this project, and were also given funding to do a needs analysis to see whether 5 there are gaps in provision in this area. WRC has come up with a proposal to provide a VAWG prevention project aimed at 11-16 year olds, mainly through working in schools and FE colleges. 8.3 An alternative course of action would be that the prevention strand of activity be withdrawn from the programme and the committed funds could be either returned to general reserves, distributed across the remaining Priority 2 activities, or targeted at a specific strand of activity. 8.4 Shani Lee (London VAWG Consortium), Diana Nammi (IKWRO), Cigdem Aslan (Imece) and Gisela Valle (LAWRS) gave a presentation on how the proposed pilot project would work, and gave several case studies of how similar projects have worked well in the past. 8.5 Members conditionally agreed to fund a one-year pilot project to prevent violence against women and girls as proposed by the Women’s Resource Centre. This is subject to the officers receiving a) a satisfactory delivery framework and b) assurances regarding governance of the project, especially in relation to the senior responsible officer for the project. The release of funding would then be considered by the Grants Committee Elected Officers, via the London Councils’ Urgency procedure. 8.6 Members also agreed to the formation of an informal group of Grants Committee members to give additional oversight of the pilot and to inform decision making on the potential extension of the project for a second year (which would coincide with the last year of the current programme). Cllrs Leaf and Baldwin volunteered during the meeting. 9. Grants Programme beyond March 2026 9.1 Doug Flight, Strategic Policy Lead, introduced this item, which outlined proposed key steps to determine the pan-London Grants programme beyond March 2026. This included preliminary evaluation of the current scheme, consultation, assessment of needs of Greater London, evaluation of relevant information (including equalities impact assessment), decision-making and implementation. 9.2 The open consultation needs to start the Monday after the Mayoral election, and there would be several key decision points for both the Grants Committee and Leaders Committee, culminating in a final sign-off in December 2025. 9.3 Grants Committee members agreed the key steps and draft timetable required to determine the framework and scale of any future grants programme. The first stage would be an open consultation, lasting a minimum of 4 weeks, which will be launched in early May 2024. 10. Proposed Evaluation of the 2022-26 Grants Programme 10.1 The Strategic Policy lead introduced this report, which presented a proposed timetable of activity for an external evaluation to be carried out on the 2022-26 Grants Programme 6 during 2024-2025. The evaluation would provide high level feedback into how the programme operates, support the Grants Committee to make judgments about the programme, improve the programme’s effectiveness, and inform changes to both the current programme and future programmes beyond March 2026. 10.2 The Grants Committee noted the report. 7 LONDON COUNCILS’ GRANTS COMMITTEE AGM 11am, 12 July 2023 Minutes of the virtual meeting of the Grants Committee held on 12 July 2023 London Borough & Royal Borough: Representative: Barking and Dagenham Cllr Saima Ashraf Barnet Cllr Zahra Beg Bexley Cllr David Leaf Brent Cllr Mili Patel Bromley Cllr Kate Lymer City of London Paul Martinelli Croydon Cllr Ola Kolade Ealing Cllr Polly Knewstub Enfield Cllr Alev Cazimoglu Greenwich Cllr Adel Khaireh Haringey Cllr Lucia Das Neves Havering Cllr Gillian Ford Hillingdon Cllr Martin Goddard Hounslow Cllr Shivraj Grewal Kensington and Chelsea Cllr Sof McVeigh Kingston upon Thames Cllr Andreas Kirsch Lambeth Cllr Donatus Anyanwu Lewisham Mayor Damien Egan (Chair) Newham Cllr Charlene McLean Richmond upon Thames Cllr Nancy Baldwin Southwark Cllr Stephanie Cryan Sutton Cllr Marian James Waltham Forest Cllr Vicky Ashworth London Councils officers were in attendance. Members were informed of the virtual meetings protocols f or London Councils’ Grants Committee and reminded that this meeting would be live-streamed for the press and public. 1. Apologies for Absence and Announcement of Deputies 1.1 Apologies were received from Cllr Rebecca Harvey (LB Hammersmith and Fulham), Peray Ahmed (LB Haringey) and Cllr Kaya Comer-Schwartz (LB Islington). Declarations o f Interest 2.1 There were no declarations of interest. 8 1. Acknowledgement of outgoing and new members 3.1 Yolande Burgess, Strategy Director, London Councils, welcomed the new and returning members of the Grants Committee. She also expressed her team’s appreciation to outgoing members for all their hard work on the Grants Committee. 4. Election of Chair of the Grants Committee for the 2023-24 Municipal Year 4.1 Mayor Damien Egan was nominated as the Chair of the Grants Committee by Cllr David Leaf (LB Bexley) and seconded by Cllr Marian James (LB Sutton). 4.2 There being no other nominees for the Chair, the Strategy Director declared Mayor Egan Chair of the Grants Committee and stepped down to allow the elected Chair to preside over the remainder of the meeting. 5. Election of Vice-Chairs for the Grants Committee for the 2023-24 Municipal Year 5.1 The Chair nominated three Vice Chairs for 2023-24, seconded by Cllr Andreas Kirsch and Cllr David Leaf respectively: • Cllr David Leaf (LB Bexley) as the Conservative Vice Chair; • Cllr Kaya Comer-Schwartz (LB Islington) as the Labour Vice Chair; • Cllr Marian James (LB Sutton) as the Liberal Democrat Vice Chair. 5.2 There being no other nominees, the Chair declared Cllr Comer-Schwartz, Cllr Leaf and Cllr James as the Vice Chairs of the Grants Committee. 6. Election of the Grants Executive for the 2022-23 Municipal Year 6.1 The following members were appointed: • Mayor Damien Egan (LB Lewisham) – Chair (Lab) • Cllr. Kaya Comer-Schwartz (LB Islington) (Lab) – Vice Chair • Cllr David Leaf (LB Bexley) – Vice Chair (Con) • Cllr Marian James (LB Sutton) – Vice Chair (LD) • Cllr. Stephanie Cryan (LB Southwark) (Lab) • Cllr. Eleanor Stringer (LB Merton) (Lab) • Cllr. Vicky Ashworth (LB Waltham Forest) (Lab) • Cllr. Sof McVeigh (RB Kensington & Chelsea) (Con) • Cllr. Jean Lammiman (LB Harrow) (Con) • Paul Martinelli (City of London) (Ind) 7. Minutes of the Grants Committee held on 15 March 2023 7.1 The minutes of the Grants Committee held on 15 March 2023 were agreed. 9 8. Minutes of the Grants Committee AGM held on 13 July 2022 – for noting 8.1 The minutes of the Grants Committee AGM held on 13 July 2022, which had been previously agreed, were noted. 9. Constitutional Matters: 9.1 The Chair introduced this report, which proposed amendments to London Councils Scheme of Delegation and Standing Orders and sought agreement to the discontinuation of London Councils maintaining a register of members’ interests and presents the latest Terms of Reference for Leaders’ Committee sub-committees/forums for approval. 9.2 The Grants Committee agreed the proposed amendments to London Councils Scheme of Delegation and Standing Orders and agreed to the discontinuation of London Councils maintaining a register of members’ interests. 10. Financial regulations 10.1 The Chair introduced this report, which recommended changes to the Financial Regulations in respect of changes to procurement thresholds and other arrangements detailed below. 10.2 Grants Committee agreed to the proposed changes to the Financial Regulations as detailed in the report. 11. Operation of Grants Committee 2023-2024 11.1 The Chair introduced this report, which informed Members of the Terms of Reference for the Grants Committee and Grants Executive and sets out dates for meetings for the municipal year 2023-24. 11.2 The Grants Committee: • Noted the Terms of Reference for the Grants Committee and Grants Executive; • Noted the programme of meetings. 12. Performance of Grants Programme 2022-2026: April 2022 – March 2023 (End of Year One) 12.1 Feria Henry, Grants Manager, London Councils, summarised the main points in the report, which provided members with an update on the two priorities of the 2022-26 Grants Programme, for the period April 2022 to March 2023 (quarters one to four) and the final performance figures on service area 2.4 funded under the 2017-22 programme which was delivered by Ashiana Network. Both priorities had continued to show improvement since the beginning of the programme. 12.2 Priority 1, combatting homelessness, was three per cent above profile overall. All priority 1 projects were now RAG-rated Green. However, some priority groups have had difficulties with housing/placing their clients. In their end of year one reports, a number of groups reported challenges getting projects up to speed, delays with signing grant 10 agreements and delays with recruitment which had slowed down achievements of some outcomes in the first year. However, all were now RAG rated Green and were catching up on outcomes. 12.3 Highlights related to Priority 1 projects included: • Shelter have started a Temporary Housing Action Group to improve conditions in temporary accommodation. • Star Partnership have worked with 3750 Londoners on health, housing and immigration issues and have prevented 279 families from losing their homes. • London Youth Gateway, led by New Horizon Youth Centre, have changed their procedures so that young people did not have to repeat difficult information to multiple staff in the referral process. • St Mungo’s Streetlink London advice line was in the process of separating from the National Streetlink service and they have been given six months of extension funding by the GLA. • In policy work, London Councils was currently carrying out work related to the Renters Reform Bill through the Housing Directors. 12.4 Priority 2, Tackling Sexual and Domestic Violence, was three per cent below profile overall. However, all priorities were within the 15% tolerance level. Many groups cited securing and/or maintaining housing as a significant issue. Advocacy work was taking longer to resolve, particularly where children are involved, and particularly for those with No Recourse to Public Funds. Across Priority 2, there was concern for staff wellbeing due to the complexity of cases that they were handling; this often led to a high turnover of staff. 12.5 Highlights related to Priority 2 projects included: • Healthy London, Healthy Relationships by AVA remained RAG rated Amber as they have had problems accessing schools, as they were still catching up after Covid and teachers’ strikes. The Grants team were supporting the organisation and a project plan has been put in place to address outstanding issues. • Most projects were delivering strongly, particularly those working on counteracting harmful practices. The Asian Women’s Resource Centre continued to have a strong links with boroughs and are receiving high numbers of referrals. • The Rape and Sexual Abuse Centre have extended their provision of their telephone line to 24 hours a day, 365 days a year. • Respect and Refuge have obtained additional funding from the Vision Foundation to help blind and visually impaired callers. • Refuge has been shortlisted for the Helpline Of The Year award. • SignHealth have highlighted the challenges in accessing refuge provision for their clients, and accessing interpreters continued to be a challenge. • Demand for specialist counselling continued to grow, compounded by lack of services from specialist organisations. • The specialist emergency refuge provision led by Ashiana performed especially well and the group finished the year strongly at 9% above target. 11 • Groups have advised that they did not collect information on care leavers due to cost and time constraints, so it would be difficult to use this status as a protected characteristic. 12.6 In response to a member’s question about organisations proving that they were providing value for money, the Grants Manager said that groups had been asked to provide information on this, which would be available to members on request. 12.7 In response to a member’s question about additional information on RAG ratings, the Strategy Director said that further detail would be given in the next report. 12.8 In response to a member’s question about organisations finding it difficult to recruit/retain staff due to pay disputes (in particular St Mungo’s), the Grants Manager said that industrial action and pay disputes have not to date affected organisations’ services. 12.9 In response to a suggestion that the reporting burden placed on organisations was excessive, the Strategy Director said that this would be discussed at the next Grants Executive meeting to see if the pressure could be reduced. 12.10 In response to a member’s question about some underperformance in commissions working on reducing homelessness, the Grants Manager said that there had been problems with staff recruitment in the past, but commissions were now catching up, and were supporting people to sustain their tenancies. Members made the following additional points: • LB Bexley had sent letters to local schools promoting the benefits of the AVA project to encourage take-up. • LB Sutton requested that any organisations working in that borough adopt care experience as a protected characteristic. The Strategy Director said that London Councils would invite Matthew Radley from London Improvement and Innovation Alliance – currently leading on a project for all London boroughs on putting additional protections for care leavers - to help commissioned groups gain an understanding about those principles. • Members would like to receive information about visiting projects and meeting with project leads. The Grants team said this information would be sent to members, and presentations by groups would be organised for future meetings of the Grants Committee. Item 13 – London Councils Grants Committee Pre-Audited Financial results 13.1 David Sanni, Director of Corporate Resources, introduced this report, which detailed the provisional pre-audited final accounts for London Councils Grants Committee for 2022/23: • T he indicative surplus for 2022/23 was £133,000. 12 • Key variances were due to underspend on commissioned services, mainly due to slippage. • There was a net deficit on administration costs and income. • The provisional level of reserves at the 31st of March remained healthy at £878,000 • Once the auditor has competed its work on the provisional results, the accounts would be considered by the London Councils Audit Committee and then circulated to members of the Grants Committee. • Members were asked to agree to the recommended increase to the minimum level of reserves to £336,000, which equated to 5% of the 2023/24 revised commissioned service budget. The previous level of reserves was 3.75% of the service budget. • Members were also asked to consider using some of the reserves as a one-off payment to commissions to help with the cost of living increase. 13.2 In reply to a members’ question about the position on the pension fund valuation having changed significantly compared to last year’s position, the Director of Corporate resources explained that this was due to the triennial valuation and an increase in the discount factor used to calculate the pension obligation. The movement in the pension fund valuation will be reviewed by the auditor as part of the work on the accounts. 13.2 Members made the following comments: • Maintaining positive cash balances on the Grants Committee was important. • Any one-off payment should be made with caution, to prevent organisations from encountering further financial problems down the line. • The Grants Committee should keep a close eye on where inflation was going in the next couple of years and make decisions according to the relevant data. Actions: 1) The Director of Corporate Resource to send Cllr Leaf a copy of the CIPFA guidance on reserves. 2) The Grants team to present different options for spending reserves at the next meeting 13.3 Members: • N oted the provisional pre-audited outturn position and the indicative surplus of £133,000 for 2022/23, the first year of the new four-year programme of commissions, and the provisional level of reserves. • A greed to the recommended increase to the minimum level of reserves to £336,000, which equates to 5% of the 2023/24 revised commissioned service budget. 14. Any other Business 14.1 The Grants team were planning a showcase event for the Grants Committee and lead officers, which would take place on 22 November, after the Grants Committee meeting. This would provide an opportunity for members to meet a number of funded organisations. 14.2 Pilar Kusel had recently joined the Grants team. Pilar was welcomed by members and London Councils officers. 13 The meeting finished at 1pm. 14 London Councils Grants Committee AGM Constitutional Items – Scheme of Delegation to Officers Item 9 Report by: Reuben Segal Job title: Head of Governance and Data Protection Date: 18 July 2024 Contact Officer: Reuben Segal Telephone: 020 7934 9803 Email: Reuben.segal@londoncouncils.gov.uk Summary: This report sets out amendments to London Councils Scheme of Delegation which were approved at the Leaders’ Committee AGM on 17 July 2024. Recommendation: The Committee is recommended to: • Note the proposed amendments to London Councils Scheme of Delegation as detailed in this report and Appendix 1 and subject to this, amend the principles in making appointments to Outside Bodies as set out in the London Councils Conventions. 15 Background London Councils Scheme of Delegations to Officers 1. In accordance with London Councils Standing Orders, London Councils Scheme of Delegations to Officers is approved annually at Leaders’ Committee AGM. The current Scheme was approved at Leaders’ Committee AGM on 6 June 2023. 2. One change is proposed for this year. This relates to Section 4 – Nominations to Elected Members to Outside Bodies. The revised Scheme of Delegation, with track changes, is attached at Appendix 1. • The main change is to Section 4 (C) General Conditions (II) to amend the date upon which a report is submitted to Leaders’ Executive setting out the total number of nominations made to Outside Bodies for each of the political parties. The proposal is to change the date from June to the first available meeting in the Autumn of each year to better reflect the nominations cycle. • Subject to approval of the change, the principles in making appointments to Outside Bodies as set out in the London Councils Conventions will also be updated. Recommendations 3. The Committee is recommended to: • Note the amendments to London Councils Scheme of Delegation as detailed in this report and Appendix 1 and subject to this, amend the principles in making appointments to Outside Bodies as set out in the London Councils Conventions. Legal Implications for London Councils 16 4. It is important that London Councils’ joint committees properly perform its functions and delegate the exercise of functions to sub- committee/forums and Officers in a manner which is consistent with the relevant Governing Agreements, and any legal restrictions, to ensure that the work of London Councils (through Leaders’ Committee, Grants Committee and LCTEC) is delivered efficiently and effectively, and to avoid giving rise to any possible grounds for challenge to decisions made. Equalities Implications for London Councils 7. There are no specific equalities implications for London Councils. Financial Implications for London Councils 8. There are no financial implications for London Councils. Appendices: • Appendix 1: London Councils Scheme of Delegation June 2024 with the proposed changes 17 1 Item 14A - Appendix 1 Scheme of delegations to officers July 20243 18 2 Scheme of Delegations to Officers INTRODUCTION London Councils 1 may, and only in a manner consistent with the London Councils Governing Agreements2: (i) delegate to officers of London Councils those of its functions as are permitted by statute to be delegated; and (ii) in relation to any of those functions, require that the exercise of those functions be subject to such conditions as London Councils deems fit to impose, including, where appropriate, prior consultation with the leading member on London Councils of each political party or group before taking such action. 3 London Councils must formally resolve to delegate the exercise of one or more of their functions to officers by either: (i) a decision taken at a meeting of London Councils i.e., on a case-by-case basis; (ii) agreeing a general scheme of delegations to officers. This document is the general scheme of delegations to London Councils officers. It is not the intention of this document to reproduce details of functions which have been delegated to officers under the London Councils Governing Agreements 4. This document will, however, be kept under annual review and any additional general delegations to officers which may be made by London Councils throughout the year, will be considered for inclusion in this scheme as part of that review. As a general rule, the functions delegated to the London Councils joint committees and their sub committees reflect the purpose of the organisation in best representing the interests of the 32 London Boroughs and the City of London. Decisions about policy directions, lobbying and scope of services remain reserved to Member Committees unless specifically delegated on an issue by issue basis. The authority to manage the administrative aspects of the organisation’s work has been delegated to officers within the conditions specified below to enable the effective and efficient running of the organisation. 1 The reference to London Councils in this Scheme of Delegations to Officers encompasses any joint committee of elected Members (including Leaders’ Committee, the London Councils Transport and Environment Committee, Grants Committee , and any of their sub-committees authorised to take decisions). 2 The London Councils (Leaders’ Committee) Governing Agreement, dated 13 December 2001 (as amended); and the London Councils Transport and Environment Committee Governing Agreement, dated 13 December 2001 (as amended). 3 Paragraph 22 of Schedule 6 (Standing Orders) of the London Councils (Leaders’ Committee) Governing Agreement, dated 13 December 2001 (as amended). 4 Op cit, footnote 3. 19 3 Section 1 - General Conditions Of Delegations To Officers Day-to-Day Management 1. The Chief Executive and the Directors of Corporate Management Team (and their nominated deputies) shall, in accordance with this Scheme of Delegations, have authority delegated to them for carrying out the day-to-day management of the London Councils functions for which they are responsible. (Day-to-day management should incl ude those items which have been recognised as such by past practice or by specific decision/resolution of a committee, or where the Chief Executive, in consultation with the relevant Director, agrees is ancillary to or analogous with matters accepted as being within the scope of day-to-day business exercisable by officers of London Councils). This includes authority to: (a) appoint and manage staff in accordance with agreed policies and procedures, having regard to Section 2. below; (b) place orders and enter into contracts for the supply of goods and services in line with the Financial Regulations and to authorise or incur any other expenditure for which provision has been made in the appropriate budget subject to limits set out in the Financial Regulations and subject to these not being in conflict with existing contracts. Limitations 2. Any exercise of delegated powers by officers shall comply with London Councils current Financial Regulations 5 and Standing Orders. The Financial Regulations will not form part of this scheme but must be read alongside it. 3. The Chief Executive will have the authority to extend an existing policy or procedure only if it relates to the internal administration of the organisation and when exercised subject to the conditions below. 4. The Chief Executive, the Finance Officer (Director of Corporate Resources), and any other person authorised under the Financial Regulations, will have the authority to negotiate and agree minor variations to contracts, to write off debts and to undertake all other actions authorised under the Financial Regulations 5. With the exception of policies referred to in paragraph 3, any exercise of delegated powers shall not involve a new policy or extend an existing policy of the organisation unless the Chief Executive is acting under the urgency procedures as contained in the current Standing Orders6. 6. Any delegation to the Chief Executive or the Finance Officer may be exercised by any officer authorised by the Chief Executive or the Finance Officer (as the case may be) either generally or specifically for the purpose (except where restrictions exist in employment policies which have been agreed in accordance with Section 2 below). 7. The Chief Executive will arrange on a rotational basis for another member of the Corporate Management Team to assume authority to exercise all powers delegated to the Chief Executive in their absence. 8. In the event of the Chief Executive being unexpectedly indisposed, authority will be granted to another member of the Corporate Management Team to take over as interim Chief Executive until such time as Elected Officers are able to determine what temporary or transitional arrangements will apply following such indisposition (or death). 9. The Chief Executive may exercise any delegated function in the absence of an officer to 5 Current Financial Regulations dated 13/10/20 6 Current Standing orders dated 7/6/2022 20 4 whom that authority has been specifically delegated. 10. All delegations are without prejudice to the overriding rights and powers of a London Councils’ joint committee or decision-making sub-committee to exercise those functions delegated to it. Any officer may refer a matter to a London Councils joint committee or decision-making sub-committee in lieu of exercising delegated powers. 11. Subject to the foregoing conditions, and to any special conditions which may have been or may in future be applied in respect of particular matters, the Chief Executive will be expected to make such decisions and to take such action as he/she deems necessary in the interests of the efficient running of the organisation and the services provided and administered. Section 2 - Staffing Delegations 12. The Chief Executive has been granted delegated authority, in consultation with the Corporate Management Team (CMT), to approve policies and procedures relating to human resources and corporate policies and procedures7 subject to the following conditions; (a) any policy relating to internal organisational functions which also applies to Members will be referred to the London Councils’ (Leaders) Executive Sub-Committee for approval; (b) all new or amended policies relating to the internal administration of the organisation will only be approved following consultation with the Joint Consultative Committee (JCC); (c) in the event that CMT and the JCC are unable to reach an agreement on the terms of a policy, that policy will be referred to the London Councils’ ( Leaders) Executive Committee for approval; (d) any delegations to officers made in accord ance with these policies and procedures shall be considered to be general delegations from the Chief Executive or the Finance Officer (as the case may be) in accordance with paragraph 6 above. 13. In addition, the Head of the London Regional Employers Organisation is authorised to sign all contracts of employment8 and settlement agreements, once the appropriate post approval form (PAF) has been signed and/or in accordance with the relevant employment policies and procedures which have been agreed in accordance with paragraph 12 above. Section 3 – Officers authorised for certain purposes 14. In accordance with the specific statutory functions delegated to the London Councils joint committees or otherwise to allow the proper and efficient exercise of those functions in accordance with section 111 of the Local Government Act 1972, officers have been individually authorised to act in respect of particular matters (i.e. they are an “authorised officer” for those purposes). Where permitted under the applicable legislation these powers may be further delegated, whether specifically or generally, to another officer to act in the absence of the proper officer. 15. The Chief Executive has been appointed: (a) to act as the “proper officer” for the purposes of the Access to Information provisions of the Local Government Act 1972 (as amended) except insofar as such powers have been 7 Corporate policies and procedures would include, but not be limited to, the employees code of conduct, health and safety and information management policies 8 Including secondment agreements 21 5 specifically delegated to another officer; and (b) to be responsible for the preparation of papers for London Councils Member Body meetings, the preparation of minutes and the promulgation of decisions of such meetings. 16. The Chief Executive, in consultation with the Chair of the relevant sub-committee, will have the authority to amend the programme of ordinary meetings approved by the relevant joint committee for the sub-committees it appoints at its AGM in accordance with Standing Order 1.8. as required throughout the year. 17. The Director, Corporate Resources (Finance Officer) has been appointed to act as the proper officer for the purposes of Section 151 of the Local Government Act 1972 and section 114 of the Local Government Finance Act 1988. The officer to be responsible for the proper administration of London Councils’ financial affairs and to issue a report to Members if there is or is likely to be unlawful expenditure or an unbalanced budget. 18. Additional delegations to named officers, some of which do not strictly apply to London Councils but which are adopted as a matter of best practice to allow the proper and efficient exercise of the functions delegated to the London Councils joint committees, in accordance with section 111 of the Local Government Act 1972, are set out in Appendix A with reference to the relevant legislative provisions. Section 4 - Nominations of elected members to outside bodies 19. The Chief Executive has delegated authority to nominate elected Members to serve on outside bodies subject to: (a) those decision being taken in accordance with guidelines agreed by the London Councils Appointments Panel (set out at paragraph 20 below); (b) having regard to the Nolan principles, and (c) those decisions being reported to the next meeting of the Appointments Panel. 9 20. Nominations will be made by the Chief Executive under paragraph 19 in consultation with elected Members. In making nominations, the Chief Executive will first apply the Particular Principles at (a) below but will also seek to ensure that nothing is done to depart from the General Principles at (b) below. Regard should also be had to the General Conditions at (c), below. (a) Particular Principles (i) In cases where a single nomination is required, in first instance the relevant portfolio-holder will be considered and if that is not a suitable appointment then the Chief Executive will consult elected Members on an alternative candidate. (ii) In cases where an outside body requires more than a single nomination- The first principle to be applied in such cases is any reasonable external requirement placed on London Councils in making the nomination The second principle to be applied, if the first principle does not obtain, is the number of nominations made from each political party shall reflect the balance of the parties represented on Leaders’ Committee at that time. 10 9 In accordance with the decision of the London Councils’ Executive acting in their capacity as its Appointments Panel on 29 May 2012 This will be determined by the application of the d’Hondt formula 22 6 (b) General Principles (i) When the Chief Executive is applying the Particular Principles set out above, they will seek to reflect any particular interest that the body to be nominated to has expressed to London Councils11. (ii) The Chief Executive will also be mindful of other factors that it would be reasonable or proper for London Councils to consider, for example specialist knowledge and skills, stability of service, diversity as well as the Nolan principles set out below and the Chief Executive may, in consultation with elected Members, override the Particular Principles set out above when there is a compelling case to do so. (iii) All public bodies are under a duty to follow the Seven Principles of Public Life set out by the Committee for Standards in Public Life, formerly chaired by Lord Nolan (the principles are often called the “Nolan Principles”). In particular, the Chief Executive will seek to ensure that the following three Nolan principles are applied- Objectivity In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit. Accountability Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.12 Openness Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands. (iv) The Chief Executive will give consideration to the elected Members of the City of London Corporation when making any nominations to outside bodies. (c) General conditions (i) When a nominee to an outside body ceases to be an elected Member of a London local authority, London Councils will, in general, take whatever steps are necessary to remove them from that outside body. (ii) A report will be submitted to the first available meeting of the At a freeze date, being the date of the meeting of the London Councils’ (Leaders) Executive Sub-Committee in June13 the Autumn of each year,, a report will be brought to that meeting setting out the total number of nominations made to outside bodies for each of the political parties with a calculation of how this reflects the agreed principles (above) for nominations, and the variation from the balance of the parties on Leaders’ Committee. That report may also contain recommendations to rectify any variations that may exist. 11 For example, outside bodies occasionally ask for cross-party appointments 12 Members will be expected to regularly attend meetings of the bodies they are appointed to and may be accountable to and from, London Councils for their actions in that capacity. 13 Except in an election year, when the report will be presented as soon as is practicable 23 7 Appendix A PERSONS AUTHORISED BY LONDON COUNCILS TO EXERCISE POWERS CONSISTENT WITH FUNCTIONS OF THE PARTICIPATING LOCAL AUTHORITIES PART A The following statutory provisions give powers to duly authorised Proper Officers/Authorised Persons in most local authorities in London. Some of these functions have been expressly delegated by the 33 London local authorities to the London Councils joint committees, some have not and are instead captured within the general delegations to the joint committee. The following table sets out the persons authorised for the functions identified. This list includes delegations to named officers, some of which do not strictly apply to London Councils’ joint committees, but which are followed as a matter of best practice in accordance with the exercise of the functions expressly delegated to the joint committees. Authorised Persons should nominate, in writing, an appropriate deputy to carry out any statutory duties during planned absences. Officers should also ensure arrangements are in place authorise another officer in the event of unplanned absence. These may vary according to the nature of the responsibility but will be approved by the Corporate Management Team. STATUTORY PROVISION PERSONS AUTHORISED LOCAL GOVERNMENT ACT 1972 1 Section 84 – The officer to whom written notice of resignation of elected office shall be delivered Chief Executive 2 Section 99 + Schedule 12 - To give notice and send summonses in respect of any London Councils committee meeting Chief Executive 3 Section 100 - To give public notice of any meeting to which the public are entitled to attend, provide copies of agenda and facilities for the press Chief Executive 4 Section 100B (2) – The officer to exclude from committees or sub Committees meeting agendas any information to be dealt with in a meeting from which the public are likely to be excluded Head of Corporate Governance and Data Protection Officer (DPO) 5 Section 100B (7)(c) – The officer to supply to any newspaper copies of documents supplied to Members of committees or sub- committees in connection with an item for consideration at their meetings Head of Corporate Governance and DPO 6 Section 100C (2) – The officer to prepare a written summary of proceedings of committees or sub-committees from which the public were excluded Head of Corporate Governance and DPO 7 Section 100D (1)(a) – The officer to prepare a list of background papers for reports considered by committees or sub-committees Head of Corporate Governance and DPO 8 Section 100D (5) – The officer to determine which documents constitute background papers; and under Section 100H –to be responsible for charging for copies of those documents Head of Corporate Governance and DPO 24 8 STATUTORY PROVISION PERSONS AUTHORISED 9 Section 100F (2) – The officer to decide which documents are not, by virtue of containing exempt information, required to be open to inspection Head of Corporate Governance & DPO 10 Section 100G - To maintain a register of the names and addresses of Elected Members and membership of committees, lists of delegations and the like Head of Corporate Governance & DPO 11 Section 115 – The officer to whom money properly due from officers shall be paid Finance Officer (Director of Corporate Resources) 12 Section 151 (and section 114 of the Local Government Finance Act 1988) – The officer to be responsible for the proper administration of the London Councils’ financial affairs (and to issue a report to elected Members if there is or is likely to be unlawful expenditure or an unbalanced budget) Finance Officer (Director of Corporate Resources) 13 Section 223 - Authorising officers to attend court and appear on behalf of London Councils under Local Government Act 1972 and the County Courts Act 1984 Chief Executive and chief officers 14 Section 225 (1) – The officer to receive and retain statutory documents on behalf of London Councils Chief Executive 15 Section 229 (5) – The officer to certify photographic copies of documents Chief Executive 16 Section 233 – The officer to receive documents required to be served on London Councils Chief Executive 17 Section 234 (1) & (2) – The officer to authenticate documents on behalf of London Councils Chief Executive 18 Schedule 12 [paragraphs 4(1)(a) & 4(3)] – The officer responsible for issuing summons to meetings at which business is proposed Chief Executive 19 Schedule 14 [paragraph 25(7)] – The officer responsible for the certification of true copies of resolutions Chief Executive LOCAL GOVERNMENT ACT 1974 20 Section 30(5) - Notice of Local Government Ombudsman’s Report Chief Executive LOCAL GOVERNMENT FINANCE ACT 1988 21 Section 116 - Notification to London Councils’ auditor of any meeting to be held under Section 15 of the 1988 Act (meeting to consider any report of the Finance Office under Section 114) Finance Officer (Director of Corporate Resources) 22 Section 139A - Provision of information to the Secretary of State in relation to the exercise of his powers under this Act as and when required Finance Officer (Director of Corporate Resources) LOCAL GOVERNMENT AND HOUSING ACT 1989 25 9 STATUTORY PROVISION PERSONS AUTHORISED 23 Section 2 – The officer to hold on deposit the list of politically restricted posts and Section 2 - provision of certificates as to whether a post is politically restricted HR Director and London Regional Employers Secretary 24 Section 4 – The officer to be designated Head of Paid Service Chief Executive 25 Sections 15 – 17 (and regulations made thereunder) – The officer to receive notices relating to the membership of political groups Chief Executive CIVIL EVIDENCE ACT 1995 26 To certify Council records for the purposes of admitting the document in evidence in civil proceedings. Any member of the Corporate Management Team LOCAL GOVERNMENT (CONTRACTS) ACT 1997 27 Certification of relevant powers to enter into contracts Chief Executive and Director of Corporate Resources UK GENERAL DATA PROTECTION REGULATION and DATA PROTECTION ACT 2018 28 To act as Data Protection Officer under Article 37 of GDPR. Head of Corporate Governance and Data Protection Officer TRAFFIC MANAGEMENT ACT 2004 and CIVIL ENFORCEMENT OF PARKING CONTRAVENTIONS (England) REPRESENTATIONS AND APPEALS REGULATIONS 2007 29 Section 81(4)(a) requires enforcement authorities to provide administrative staff for adjudicators. The Schedule to the Civil Enforcement of Parking Contraventions (England) Representations and Appeals Regula tions 2007 provides that one of the members of the administrative staff required by section 81 shall be a ppointed to perform the functions of proper officer as set Head of Support Services – London Tribunals LOCAL GOVERNMENT ACT 2003 30 Requirement to report to London Councils annually on the robustness of estimates and financial reserves Finance Officer (Director of Corporate Resources) MONEY LAUNDERING REGULATIONS 2003 - PROCEEDS OF CRIME ACT 2002 31 Money Laundering Reporting Officer for the purposes of receiving disclosure on suspicions of money laundering and reporting as necessary Finance Officer (Director of Corporate Resources) 26 10 LOCALISM ACT 2011 OTHER MISCELLANEOUS PROPER OFFICER FUNCTIONS 32 Any other miscellaneous proper or statutory officer functions not otherwise specifically delegated by the Authority Chief Executive or his/her delegate PART B All London Councils officers shall have regard to the following insofar as is relevant within their job description and for the effective performance of their duties and responsibilities. B1 Audit To comply with the requirements of the Financial Regulations and any powers and duties contained in directions made by a Government Department, agency or any other body which may be responsible for audit of the exercise of London Councils functions, including publication of performance standards and provision of information. B2 Disabled Persons Make provision for the supply of services and admission to public buildings and premises for those who are disabled, ensure proper signage and make appropriate adjustments for staff and service users. B3 Criminal Proceedings Have regard to London Council’s protocol in relation to the bringing of proceedings when deciding whether a person should be charged with any offence. B4 Best Value To have regard to London Councils’ Best Value duties when providing services and to keep under review the provision of all services to ensure Best Value. B5 Equalities Ensure that London Council’s functions are carried out to eliminate discrimination and promote equality of opportunity and good relations and carry out appropriate equalities impact assessments of service delivery, policies and strategies and any changes. B6 Identity Checks To comply with any powers or duties contained in any Regulations or statutory provisions with regard to the necessity to check identification before the provision of public services. B7 Proceeds of Crime and Money Laundering To notify the Council’s Money Laundering Officer (Finance Officer (Director of Corporate Resources)) of any matter where proceeds from crime maybe used to fund an acquisition, benefit, agreement or services from London Councils or where there is a suspicion that someone may be harbouring the proceeds of crime. B8 Human Rights To notify the Finance Officer of any matter where proceeds from crime maybe used to fund an acquisition, benefit, agreement or services from London Councils or where there is a suspicion that someone may be harbouring the proceeds of crime. 27 11 28 Grants Committee AGM Constitutional matters – Amendments to London Councils Financial Regulations Item 9 Report by: Richard Merrington Job title: Chief Accountant Date: 18 July 2024 Contact Officer: David Sanni Telephone: 020 7934 9704 Email: David.Sanni@londoncouncils.gov.uk Summary This report sets out changes to the Financial Regulations to incorporate the new Procurement Act 2023 and changes to the procurement thresholds. Recommendations Grants Committee is asked to note the changes to the Financial Regulations as detailed in the report and agreed by Leaders’ Committee at its AGM on 17 July. 29 Constitutional matters – Amendments to London Councils Financial Regulations Introduction The Financial Regulations for London Councils have been reviewed during the year in light of the introduction of the Procurement Act 2023 and Procurement Regulations 2024, which apply from October 2024. A further review will be carried out after that date to remove references to the current legislation which will no longer be applicable. The changes agreed at Leaders’ AGM are as follows: Financial Regulations – The Financial Regulations have been amended to reflect the introduction of the Procurement Act 2023 from October 2024. Reference has been made to specific requirements and guidance in the new act. Financial Regulations – The Financial Regulations have been amended to reflect the current Public Contracts threshold for supply and service contracts of £179,087 (net) / £214,904 (gross). Financial Implications for London Councils: These are outlined in the body of the report. Legal Implications for London Councils: The changes to the Financial Regulations bring London Councils in line with current legislation. Equalities Implications for London Councils: None arising from this report. Recommendations Grants Committee is asked to note the changes to the Financial Regulations, as detailed. Appendix: Amended Financial Regulation Background Documents: Financial Regulations 30 1 June 2024 LONDON COUNCILS1 SCHEDULE 7 FINANCIAL REGULATIONS Key points/message All Directors shall ensure that the Financial Regulations are strictly observed within their Directorates and Divisions and shall arrange for all necessary staff training. Any employee who knowingly or by negligence breaches these regulations may be subject to disciplinary action. 1 The term London Councils throughout this document refers only to Leaders’ Committee. 31 2 CONTENTS Subject Page 1. Definitions 3 2. General 3 3. Budgets 5 4. Virements 6 5. Accounting & Document Retention 6 6. Imprest Accounts 8 7. Banking Arrangements 9 8. Contracts and Procurement 10 9. Budgetary Control 17 10 Audit 18 11. Information Systems 20 12 Income 20 13 Disposal of Assets 22 14. Control of Assets 23 15. Write Offs 24 16. Orders for Work, Goods and Services 25 17. Payments 26 18 Salaries, Wages and Pensions 27 19 Security 28 20 Stocks and Stores 29 21. Traveling and Subsistence Claims 29 22. Insurance 30 23. Treasury Management and Investments 31 24. Unofficial Funds 32 25. Taxation Requirements 32 26. Corporate Charge Card 32 27. Appendices 33 1 D efinitions 1.1 The Chief Executive means the officer appointed pursuant to Clause 7.4 of the London Councils Agreement or, wherever appropriate, his/her nominated representative. 1.2 The Finance Officer2 means the officer appointed pursuant to Clause 7.4 who shall be the “Responsible Financial Officer” as defined by Regulation 2(2) of the Accounts and Audit Regulations 1996. 1.3 The Organisation means London Councils, any Sectoral joint committees and any associated committees. 2 General 2.1 These financial regulations are designed to detail the responsibilities, procedures and working practices adopted under this Agreement and provide essential information in relation to day to day financial administration. 2.2 The Chief Executive and the Finance Officer have a responsibility to establish within the Organisation strong internal control procedures so that activities are 2 The title Finance Officer refers to the Director of Corporate Resources throughout this document and appendices 32 3 conducted in an efficient, effective and well-ordered manner. Such procedures should facilitate the detection and prevention of fraud and/or corruption at an early stage (refer Anti Fraud, Bribery and Corruption Strategy - appendix 11). 2.3 The Finance Officer shall maintain a register in which officers shall enter each gift, favour, reward or hospitality offered by a person or organisation doing, or seeking to do business with the Organisation (refer Hospitality Declaration- appendix 9). 2.4 It is the responsibility of the Chief Executive to ensure that all staff are made aware of these regulations and to make suitable arrangements to ensure adherence. This does not remove the requirement for all staff to make themselves conversant with these regulations and comply with their requirements. 2.5 The Organisation shall not consider:- 2.5.1 a new policy, including the management of all externally funded projects, nor 2.5.2 a development or variation of existing policy, nor 2.5.3 a variation in the means or time-scale of implementing existing policy which affects or may affect the Committee’s finances, unless there is before it at the same time a full statement of the financial implications by the Finance Officer. 2.6 The Chief Executive shall consult the Finance Officer with respect to any matter within his/her purview, which is liable materially to affect the finances of the Organisation before any commitment is incurred or before reporting thereon to any Committee. 2.7 Failure to observe these Financial Regulations may, at the discretion of the Finance Officer, be reported to the Audit Committee. 2.8 In relation to externally funded projects: 2.8.1 a ll requests for government or other grant support must be agreed with the Finance Officer in advance of any submission to the funding body; 2.8.2 i f the estimated lifetime value a grant is equal or greater than £250,000 this must be the subject of a separate detailed report to London Councils Leaders’ Committee or any Sectoral joint or associated committee as appropriate. 2.9 The Finance Officer in consultation with the Chief Executive will be responsible for submission of all claims for grant to Government Departments and other outside bodies. All agreements for the receipt of grant by a Committee shall:- 2.9.1 be obtained in writing; 2.9.2 state the amount and conditions relating to the receipt of grant; 2.9.3 be referred to the Finance Officer for his/her observations on financial implications prior to signing; and 33 4 2.9.4 be reviewed for any legal implications, seeking legal advice as necessary. 2.10 The Finance Officer, in consultation with the Chief Executive, has the right to withdraw any Committee report where insufficient notice has been given to allow the provision of adequate financial comment. 2.11 The Finance Officer shall be consulted in any cases involving the interpretation of the Financial Regulations and his/her decision as to their meaning, scope and application shall be final providing such decision does not have the effect of altering the meaning of a Standing Order or other regulation or contract approved by a Committee. 2.12 The Finance Officer shall annually review the financial threshold figures stated in the Financial Regulations, making any necessary adjustments and notify the Chief Executive accordingly. However, any proposed increases exceeding the appropriate rate of inflation shall first be referred to London Councils and the relevant Sectoral joint or Associated committee for their approval. 2.13 The Finance Officer shall review these Financial Regulations at least every two years in consultation with the Chief Executive and report to London Councils and the relevant Sectoral joint or Associated committee recommending those changes he/she considers necessary. 2.14 A Lead Authority, in its capacity as administrator of an activity delegated by London Councils or a Sectoral joint or Associated committee, shall be deemed to have complied with these Financial Regulations so long as it is in compliance with the applicable Financial Regulations and Standing Orders of that Lead Authority. 2.15 Any of these financial regulations may be revoked, varied or suspended in respect of all or any of the functions referred to in this Agreement by London Councils in accordance with Schedule 6. 3 Budgets 3.1 The Finance Officer shall prepare the estimates of revenue income and expenditure in consultation with the Chief Executive, who shall critically scrutinise the draft estimates before their submission to London Councils and any Sectoral joint or Associated committee. 3.2 The estimates shall show the latest approved estimates for the current year and the estimated expenditure and income for the ensuing three years. The Finance Officer and Chief Executive shall provide sufficient supporting information as required by London Councils, and any Sectoral joint or Associated committee in order for variations between budget headings to be analysed. The detailed form of the annual budget shall be determined by the Finance Officer and Chief Executive consistent with general directions of London Councils and any Sectoral joint or Associated committee. 3.3 The Finance Officer shall make appropriate detailed calculations for each budget head. A working paper showing the basis of each calculation shall be 34 5 kept for six years or until the final accounts for the year in question have been approved by the external auditor. 3.4 Estimates of income and expenditure made in respect of the London Boroughs Grants Scheme (LBGS), shall be prepared in accordance with the timetable contained in the LBGS Regulations as amended by Schedule 4 as follows: 3.4.1 The LBGS draft budget shall be submitted to London Councils and the London Boroughs Grant Committee not later than the end of November each year. 3.4.2 London Councils shall approve the draft budget and the London Boroughs Grants Committee shall recommend to the applicable Constituent Councils an overall level of expenditure on an annual basis and this shall include the amounts to be collected from each Constituent Council as determined by the Regulations. 3.4.3 At least two-thirds of the Constituent Councils must approve the recommended overall level of expenditure each year by not later than the third Friday in January as provided for in the Scheme Regulations. 3.4.4 If at least two thirds of the Constituent Councils have not approved the recommended overall level of expenditure before the 1st February in the year in which that financial year begins, the Constituent Councils shall all be deemed to have given their approval for that financial year to total expenditure of an amount equal to the amount that was approved or as the case may be, deemed to have been approved, for the preceding financial year. Such approval shall be subject to any order which may be made by the Secretary of State under Section 48 (5) of the Local Government Act 1985 and will confer authority on the London Boroughs Grants Committee to incur such expenditure. 3.9 If it appears that an overspend is unavoidable, even after making use of the virement provisions, then the approval of London Councils and the relevant Sectoral joint or Associated committee must be sought before application of any supplementary estimate. Any proposal affecting the funds of London Councils or any Sectoral joint or Associated committee shall be submitted to such committee accompanied by a report of the Chief Executive who shall consult the Finance Officer as necessary, indicating the sufficiency or otherwise of the estimate provision. 3.10 The conclusion of the Concessionary Fares contract shall be reported to the Transport and Environment Committee no later than the 31st of December each year. 4 Virements 4.1 Virement, or the temporary transfer of resources between budget heads, is allowed where any expenditure budget head will be overspent or income budget head will not be attained, by the end of the financial year, by offsetting the overspending or shortfall of income in respect of any function by the transfer from other budget heads for the same function which would have sufficient provision during the same financial year. Such virement is defined below. 35 6 4.1.1 The Finance Officer, in consultation with the Chief Executive, is authorised to approve virements up to a maximum of £50,000 in any one instance, provided the total virement to any one budget head in any one financial year does not exceed £50,000 or, either 50% of the receiving budget or, £1,000 if the receiving budget is less than £2,000. This applies to all budget heads. 4.1.2 For all such virements, these shall be reported to London Councils, or any Sectoral joint committee or any Associated committee as appropriate, retrospectively on a quarterly basis. 4.1.3 All virements over £50,000 must be approved by London Councils, or any Sectoral joint committee or any Associated committee, as appropriate. 5 Accounting and Document Retention 5.1 All accounts, financial records, including computerised records, and financial administration procedures shall be kept or undertaken in a form approved by the Finance Officer who shall also be responsible for keeping the principal accounting records. It is the responsibility of the Chief Executive to retain securely, and in an easily retrievable form, all other information relating to the Organisation’s financial and operational activity in support of the accounting and final account process. 5.2 In the allocation of accounting duties, the following principles shall be observed:- 5.2.1 The duties of providing information regarding sums due to or from London Councils and of calculating, checking and recording these sums, shall be separated as completely as possible from the duty of collecting or disbursing them; 5.2.2 Officers charged with the duty of examining and checking the accounts of cash transactions shall not themselves be engaged in any such transactions. 5.3 The Chief Executive shall make returns of outstanding expenditure, income and any other relevant information in the form and by the date specified by the Finance Officer for the reporting process detailed in Financial Regulation 9.6 and the closure of the annual accounts. 5.4 All computerised financial systems should be capable of producing relevant accounting analysis capable of transfer in a format, level of detail and manner approved by the Finance Officer. The information transfer should include specific types of transaction such as write offs. The Chief Executive shall consult with the Finance Officer before introducing, amending or discontinuing any record or procedure relating to financial transactions or accounting. 5.5 All accounting records shall be retained in safe custody for such a period as shall be determined by the Finance Officer and all records must be kept for a period of six years in line with HMRC guidance after the specified accounting period has elapsed. The ultimate disposal of financial records should be arranged by the Chief Executive as “confidential waste” and on no account should sensitive information be disposed of through the normal waste 36 7 collection process. All such confidential waste disposal arrangements shall be subject to the prior approval of the Finance Officer. 5.6 The Finance Officer in consultation with the Chief Executive shall be responsible for the production and publication of the organisation’s final accounts in such a form and in accordance with such a timetable as to make them consistent with any relevant statute and the general directions of London Councils and any Sectoral joint or associated committee. 5.7 As soon as practicable after the end of each financial year and before the 30 June, the Finance Officer in consultation with the Chief Executive shall report provisional out-turn figures for income and expenditure to London Councils and any Sectoral joint or Associated committee, comparing these to the approved estimates. The Finance Officer shall present the Statement of Accounts for the year in question to London Council’s External Auditors as early as possible following the presentation of the provisional outturn figures to London Councils Executive. 5.8 The Finance Officer shall retain, in safe custody, copies of audited Statements of Accounts including the External Auditor’s opinion and annual report. The Finance Officer shall present the audited Statement of Accounts to London Councils Audit Committee for approval by 30 September. All significant issues raised by the External Auditor’s annual report on the accounts together with any accompanying management letter must be reported to London Councils Audit Committee, including the issues that relate solely to the accounts of any Sectoral joint committee. 6 Imprest Accounts 6.1 The Finance Officer shall provide such imprest accounts as he/she considers appropriate after consultation with the Chief Executive. 6.2 The Finance Officer may arrange for bank accounts to be opened for use by holders of imprest accounts. Such bank accounts shall not be overdrawn, and it shall be a standing instruction to the bank concerned that any departure from this regulation is reported immediately to the Finance Officer. 6.3 The Chief Executive shall be responsible for the control and operation of the imprest account in accordance with instructions issued by the Finance Officer. 6.4 No sums received on behalf of London Councils may be paid into an imprest account, but shall be banked separately or paid to London Councils promptly as may be directed by the Finance Officer. 6.5 Payments from imprest accounts shall be limited to minor items, unobtainable through Creditors or Stores and ineligible for reimbursement through Payroll, the maximum value of which shall be £50 (inclusive of VAT), unless specific dispensation has been provided to the Chief Executive by the Finance Officer. All payments shall be supported by vouchers and all receipts where appropriate, relating to expenditure from an imprest must be attached to the relevant 37 8 voucher. 6.6 To satisfy the requirements of external auditors, imprest holders shall provide the Finance Officer with certificates annually to certify the balance held. These certificates must be sent to Finance Officer promptly after the end of the appropriate financial year. (Blank certificates will be provided to the imprest holders for this purpose by the Finance Officer before the end of each financial year). 6.7 Claims for the reimbursement of imprest accounts should be made at regular monthly intervals, following a full reconciliation of the account and, in any event, frequently enough for the relevant bank account to remain in credit until the reimbursement is received. Imprest reimbursement forms are to be provided by the Finance Officer. 6.8 It shall be the duty of the Chief Executive to notify the Finance Officer sufficiently in advance of the impending resignation or departure of the imprest account holder. When an imprest account holder leaves the service of London Councils, he or she shall account to the Finance Officer for the amount advanced. 6.9 The general principle of imprest accounting is that at any time the cash balance, together with the aggregate value of any receipts on hand, unreimbursed claims and cheques not credited, should total the approved imprest account balance. At no stage should the cash balance be allowed to fall below zero. Income and change floats shall be kept separately from the imprest cash at all times, and shall not be used to fund cash expenditure. 6.10 If it becomes apparent that the current level of imprest is insufficient, the items on which the imprest is expended shall be reviewed. If it is clear that there is no reasonable alternative to expenditure through the imprest, a formal request in writing to have it increased shall be made to the Finance Officer. Similarly, if it becomes apparent that exceptional circumstances mean a temporary increase/decrease is required then a formal request is to be submitted to the Finance Officer. Further, sub-floats must not be issued from an imprest without the prior approval of the Finance Officer. 6.11 No officer shall authorise his or her own claims from an imprest account. Claims are to be authorised by the Chief Executive. Certification by or on behalf of the Chief Executive shall be taken to mean that the certifying officer is satisfied that the expenses and allowances claimed are properly and necessarily incurred and are properly payable. 6.12 Expenditure which should form part of the payroll system, e.g. clothing, car allowances and home to work travel expenses, shall not be processed through imprest accounts. 6.13 All non-computerised records relating to imprest accounts should be maintained in ink. 6.14 The encashment of personal cheques and the advancing of loans from an imprest is strictly forbidden. 6.15 The only bank charges, which should be incurred in respect of imprest accounts 38 9 operated via a bank account, are those in the normal course of operation of the account. As can be seen from Financial Regulation 6.2, bank charges in respect of overdrawn accounts should not be incurred. If they have been incurred, however, they should be debited to an appropriate expenditure code and reclaimed on the imprest reimbursement form. 6.16 All Departments holding petty cash should ensure that, at all times, cash is adequately secured. As a minimum this should be in a cash box within a lockable drawer. Amounts in excess of £50 should be kept overnight in a safe or lockable cupboard with very restricted access. 6.17 Whenever any matter arises which involves or may suggest irregularities affecting a petty cash imprest system, the Chief Executive shall notify the Finance Officer forthwith. This Regulation also applies in the event of any loss from the imprest account, identified during reconciliation. 7 Banking Arrangements 7.1 The Finance Officer will make arrangements with London Councils bankers for the operation of such accounts as he/she may consider necessary. No other bank accounts will be opened without the permission of the Finance Officer. 7.2 All bank accounts shall bear an official title and in no circumstances shall an account be opened in the name of an individual. 7.3 The Finance Officer will make appropriate arrangements with London Councils bankers concerning designated signatories of cheques, drafts, promissory notes, acceptances, negotiable instruments, orders and instructions. 7.4 The Finance Officer shall be responsible for arranging the temporary investment of monies not immediately required, and the ordering and issue of BACS payment, cheques,, direct debit and credit card facilities. 7.5 The Finance Officer will ensure that a register is maintained to record all stocks of cheques held by London Councils. 7.6 Stocks of cheques will be held by the Finance Officer in a safe covered by adequate insurance arrangements. 7.7 The Finance Officer is responsible for arranging the cancellation and subsequent replacement of specific cheques with London Councils’ bankers. All requests in relation to cancellations must be channeled through the Finance Officer. 7.8 The Finance Officer should ensure that all bank accounts are reconciled on a monthly basis and that end of the year accounts closure requirements are adhered to. 7.9 The Finance Officer shall arrange such safeguards as necessary and practicable, including the separation of staff duties as far as possible in respect of:- 7.9.1 the checking of creditors accounts; 39 10 7.9.2 the control of cheque forms; 7.9.3 the preparation of cheques; 7.9.4 the signature of cheques; 7.9.5 the despatch of cheques; 7.9.6 the entry of the cash accounts; and 7.9.7 the reconciliation of bank accounts. 8 Contracts & Procurement 8.1 All contracts and procurement that exceed the current public contract threshold3 are regulated by UK domestic legislation as defined in the Public Contracts Regulations (PCR) 2015 and from October 2024, in the new Procurement Act 2023 and Procurement Regulations 2024. In addition, each and every contract shall also comply with these Financial Regulations. The Public Contract Regulations and UK law take precedence over the Financial Regulations and no deviations or exceptions are permitted for contracts in excess of the threshold. Also, contracts with a full life value between £25,000 and the public contract threshold are governed under Part 4 of the PCR 2015. or Part 6 of the Procurement Act 2023. 8.2 Contracts may be defined as being agreements for the supply of goods or materials, or the carrying out of works or services. Contracts are also deemed to include the engagement of professional consultants (excluding Counsel). 8.3 It is a breach of the Financial Regulations to artificially divide contracts where the effect is to circumvent the regulations concerning the following financial threshold limits. 8.4 Financial Thresholds 8.4.1 The following minimum number of invitations to tender or quote shall apply, subject to current procurement rules (including aggregation i.e. the full life value of the contract) and the exemptions, before any order for works, supplies or services is placed: Procurement Threshold Procedure (a) up to £10,000 No formal tender process required. At least one written quotation obtained, duty to secure reasonable value for money Where a decision has been made NOT to advertise (b) between £10,001 and £75,000 if not advertised Request at least 3 written quotations or a mini- tender exercise must be carried out to establish value for money Where a decision has been made to 3 The current Threshold for public supply and service contracts is £179,087 (net) / £214,904 (gross), as of January 2024. This is reviewed every two years. The PCR 2015 / Procurement Act 2023 set out the requirement for the publication of notices for contracts between £25,000 and the threshold where a decision is made to advertise. 40 11 advertise ( c) between £25,001 and public contract limit (currently £179,087 ) (£214,904 gross)) if advertised (NB: you MUST advertise above £75,001 If the Opportunity is advertised, the use of the formal tender process is mandatory by tendering the opportunity in accordance with PCR 2015 or Procurement Act 2023 and London Councils website, (d) over public contract limit (currently £179,087 (£214,904 gross)) The use of the formal e-tendering platform, in accordance with PCR 2015 or Procurement Act 2023, tender process is mandatory and subject to the procurement rules. To note that additionally if the value of procurement is in excess of £250,000 then the appropriate Committee approval is required prior to formal tender process. 8.5 Each proposed contract for works or services, with an estimated value equal or greater than £250,000 must be the subject of a separate detailed report to London Councils Leaders’ Committee or any Sectoral joint or associated committee as appropriate, requesting approval to seek tenders for the recommended design solution. This report must state the size of any contingency provision to be included in the tender documents or estimated costs, as well as any prevalent risks to the organisation. 8.6 No contract shall be made, nor any tender invited, unless provision has been made in the annual budget for the proposed expenditure or that written confirmation has been received from the appropriate third party that external funding is available to fund the full contract and associated costs. 8.7 Formal Tender Process 8.7.1 Competitive tendering will be required where the opportunity is advertised and the estimated value of the contract is expected to exceed £25,000 which is split into two categories 8.7.2 Below Threshold (£25,000 to less than the public contract limit £179,087 (£214,904 gross)) 8.7.2.1 It is a requirement that for any contracts estimated to be between £25,000 and the public contract limit in force at the time (currently £179,087 (£214,904 gross)), if the contracting authority advertises, it must do so in accordance with PCR 2015 or the Procurement Act 2023.. 8.7.3 Above the public contract threshold (£179,087 (£214,904 gross)) where a full processes applies which includes advertising in accordance with PCR 2015 or the Procurement Act 2023: 8.7.3.1 For above threshold tendering, the choice of procedure is detailed and regulated in the PCR (Chapter 2 Rules on Public Contracts) and from October 2024, in the new Procurement Act 2023, noting that when awarding public contracts, contracting authorities shall apply procedures that conform to the relevant legislation. 8.7.4 Detailed guidance on procurement procedures is provided in the Procurement Toolkit (Appendix 6), reflecting the PCR, Procurement Act 2023 and any specific guidance as the Minister for 41 12 the Cabinet Office may issue. 8.8 Contract Advertising 8.8.1 Contracts above the public contract financial thresholds prevailing at the time as set out in the relevant legislation should be advertised in accordance with PCR 2015 or Procurement Act 2023 and London Councils website. 8.8.2 For below threshold procurement i.e. between £25,000 and the public contract limit where a decision has been made to advertise the opportunity, the opportunity must also be advertised in accordance with PCR 2015 or Procurement Act 2023. 8.8.3 After the expiration of the period specified in any notice, invitations to tender for the contract shall conform with Section 5 sub section 7 of the PCR, (paragraphs 65 and 66 refer). From October 2024 this should conform with part 3 and 6 of the Procurement Act 2023. 8.9 Receipt of Tenders 8.9.1 Every invitation to tender shall state that no hard copy tender will be accepted. 8.9.2 Electronic tenders must be received by the deadline date and time, as detailed in the invitation to tender. Electronic tender submissions sent by e-mail should be sent to: tenders@londoncouncils.gov.uk, unless alternative submission details are set out in the tender documentation. 8.9.3 A ll tenders received after the deadline date and time shall not be opened and will be disregarded for the purposes of the tender exercise to which they relate. 8.10 Opening of Tenders 8.10.1 The Finance Officer shall make suitable arrangements for the distribution of tenders to the appropriate officers. 8.11 Acceptance of Tenders and Quotations 8.11.1 Where the value is under £10,000, one of the designated authorised signatories (as outlined in Part C of Appendix 5) , shall be authorised to accept the quotation by signing off the purchase order to place the order with the supplier; 8.11.2 Where the value is between £10,001 and £75,000, one of the designated authorised signatories (as outlined in Part B of Appendix 5) shall be authorised to evaluate and accept the quotation or tender by signing off the procurement approval form for submission to the Finance Officer for approval; 8.11.3 Where the value is between the £75,000 and the prevailing public contract limit, one of the designated authorised signatories (as outlined in Part A of Appendix 5) shall be authorised to evaluate and accept the tender by signing the procurement approval form for submission to the Finance Officer for approval; 42 13 8.11.4 Where the tender is above the public contract threshold, the Chief Executive, the Finance Officer, or in their absence, one of the designated authorised signatories (as outlined in Part A of Appendix 5) shall be authorised to evaluate and accept the tender. There should be a clear segregation of duties between the person that recommends the acceptance of the tender and the person that approves the acceptance of the tender. The evaluation and acceptance of the tender shall be evidenced by completing the appropriate procurement approval form; 8.11.5 Where a tender exceeds the approved estimate and a contract is issued Financial Regulations 4.1 and 9.3 shall apply; 8.11.6 Contract award notices should be issued in accordance with PCR 2015 or Procurement Act 2023. 8.12 Contract Provisions and Payments 8.12.1 Every contract in writing (unless such contract is let by a Lead Authority in accordance with Schedule 8), shall be signed by the Chief Executive or the Finance Officer, or in their absence, one of the designated authorised signatories (as outlined in Part A of Appendix 5). 8.12.2 Every contract in writing shall specify:- 8.12.2.1 the work, materials, matters, or things to be furnished, or done; 8.12.2.2 the price to be paid, with a statement of discounts or other deductions; 8.12.2.3 the payment process, including the process for resolving disputes; 8.12.2.4 the time or time within which the contract is to be performed; 8.12.2.5 insurance, employers liability and professional indemnity; 8.12.2.6 the place or places for delivery of performance. . 8.13 Contracts where tenders are not required. 8.13.1 Contracts or orders which exceed £10,000 and not exceeding £75,000 in value, if not advertised, require at least 3 written quotations from suitable suppliers before the contract order is placed 8.13.2 Quotations must be submitted by e-mail. 8.13.3 If the full life value of a contract is below the £75,000 and not advertised, as per FR 8.13.1, it shall not be obligatory to invite formal tenders or obtain more than 1 quotation where:-  8.13.3.1 effective competition is prevented by Government control, or 43 14  8.13.3.2 the special nature of the work to be executed limits the number of contractors capable of undertaking the work to a single contractor, or  8.13.3.3 the goods, services or materials to be purchased are only available from a single supplier, or  8.13.3.4 the work is a continuation of a previous contract or order, or  8.13.3.5 a corporately tendered and managed or framework contract has been established for all officers of the organisation to use: e.g. supplies of Stationery, Computers, Office Furniture etc., or  8.13.3.6 goods or services are of a proprietary manufacture, including sole distribution or fixed price, or the services to be provided are of a proprietary nature , or  8.13.3.7 any repairs or works to be executed or parts, goods or  Materials to be supplied in connection with existing machinery, vehicles plant or equipment are of a proprietary nature and involve sole distribution or fixed price, or  8.13.3.8 urgent supplies necessary for the protection of life or property. 8.13.4 Contracts or orders above £10,000 that have been advertised in line with FR 8.7, can be extended up to the public contracts threshold where the criteria in FR 8.13.3 is applicable. 8.13.5 The Chief Executive shall maintain a record of those contracts let without competitive quotations as detailed in 8.13.3, detailing the reasons why these have not been obtained. 8.13.6 Chapter 3 of the Procurement Act 2023 sets out where a direct award justification applies, and an exemption from the tendering process for contracts which exceed the public contract threshold is allowable . 8.14 Withdrawal of Tender 8.14.1 In the event of any person withdrawing a tender, or not signing the contract after his/her tender has been accepted, or if the Chief Executive or the Committee are satisfied that a Contractor has not carried out a contract in a satisfactory manner, or for any other justified reason, then tenders will not be accepted from such contractors in future, except after specific Committee approval. 8.15 Communications with Tenderers 8.15.1 Accounting records for all contracts must be maintained as agreed by the Finance Officer. 8.15.2 No members of the relevant Committee shall have or allow any interview or communications with any person or representative of any 44 15 person proposing to tender or contract, except by the authority of that Committee. Where such interview or communication does, nevertheless, take place then it is to be reported to the relevant Committee at the first available opportunity. 8.16 Contract Variations 8.16.1 Subject to the provisions of the contract, every variation shall be instructed in writing and signed by the designated officer prior to the commencement of work on the variation concerned or as soon as possible thereafter. Designated officers may authorise variations which are essential for the completion of a contract, and minor variations of an optional nature, provided the cost remains within the approved estimate. Major variations to contracts shall require the approval of the appropriate committee. 8.17 Contract Payments 8.17.1 All ex gratia and non-contractual claims from contractors shall be referred to the Finance Officer and also to the Chief Executive for comments before settlement is reached. 8.17.2 Where contracts valued in excess of £25,000 provide for payments to be made by instalments, all payments to contractors shall be made on a certificate issued and signed by London Councils designated officer. Contracts subject to payment via certificate will primarily relate to construction / building works, which will be for internal / external decorations of London Councils Leased premises. 5 Those contracts not subject to the issue of certificates, may be paid on invoices and/or any means allowed by the Finance Officer. 8.17.3 The Finance Officer shall, to the extent he/she considers necessary, examine the final accounts or interim valuations for contracts and he/she shall be entitled to make all such enquiries and receive such information and explanations as he/she may require in order to be satisfied as to the accuracy of the accounts. 8.17.4 The final certificate for the payment of any contract, where the final cost exceeds £25,000, shall not be issued until the Supervising Officer under the contract has produced to the Finance Officer a detailed statement of account with all relevant documents. 6 Such papers shall be lodged with the Finance Officer two months prior to the due date of the final certificate or in exceptional circumstances a previously agreed period in order to allow a thorough review of their contents prior to the issue of the final certificate. In addition, all consultants' fee accounts that in total exceed £30,000 in value shall be forwarded to the Finance Officer for verification prior to the respective final payments being processed. A clause to this effect shall be inserted in the appropriate contract, bills of quantities, or specification. 5 Any contractors certificates issued, including claims for additional costs and the final account would be assessed by a Project Manager / Quantity Surveyor engaged for their expertise in managing building / construction contracts and then reported to the designated officer. 6 See footnote 3 above 45 16 8.18 Lead Borough Arrangements 8.18.1 Any contract let by a Lead Authority, in its capacity as administrator of an activity delegated by London Councils or any Sectoral joint or associated committee as appropriate, shall be deemed to comply with these Financial Regulations so long as it is in compliance with the Financial Regulations and Standing Orders of that Lead Authority. 8.19 Corrupt Practices 8.19.1 Every written contract shall include the following clauses: The Service Provider must comply at all times with the provisions of the Bribery Act 2010, in particular Section 7 thereof in relation to the conduct of its employees, or persons associated with it. The Service Provider warrants that, at all times, it has in place adequate procedures designed to prevent acts of bribery from being committed by its employees or persons associated with it, and must provide to London Councils at its request, within a reasonable time, proof of the existence and implementation of those procedures. London Councils will be entitled by notice to the Service Provider to terminate the Service Provider’s engagement under this or any other contract with the Service Provider if, in relation to this or any other such contract, the Service Provider or any person employed by it or acting on its behalf has committed an offence in relation to the Bribery Act 2010. 8.20 Claims from Contractors 8.20.1 Claims from contractors in respect of matters not clearly within the terms of any existing contract shall be referred by the Chief Executive to London Councils Legal Adviser for consideration of the Organisation’s legal liability and, where necessary, to the Finance Officer for financial consideration before a settlement is reached. No payment will be made to a contractor without the specific approval of London Councils. 8.21 Bonds and Other Security 8.21.1 Every contract that exceeds £150,000 in value or amount and is for the execution of works or for the supply of goods or materials otherwise than at one time, shall require the contractor to provide sufficient security for the due performance thereof, except where the appropriate service related Director and Finance Officer consider this to be unnecessary. 8.22 Use of Consultants 8.22.1 Consultants shall be engaged only where it is not feasible or cost effective to carry out the work in-house either by using existing staff or by employing new short term or permanent staff. 8.23 Contract Performance 8.23.1 In accordance with Section 52 and 71 of the Procurement Act 2023, key performance indicators should be set and published for contracts over £5 million. A key performance indicator is a factor or measure 46 17 against which a supplier’s performance of a contract can be assessed during the life-cycle of the contract. 8.23.2 At least every twelve months during the life-cycle of the contract and on termination of the contract, the contract manager must: 8.23.2.1 assess performance against the key performance indicators; and 8.23.2.2 publish information specified in the Procurement Act 2023 and relevant regulations, in relation to that assessment. 9 Budgetary Control 9.1 Approval of a revenue expenditure budget by London Councils and the relevant Sectoral joint or associated committee shall confer the authority on the Chief Executive to incur expenditure, except in the case of any item which the relevant committee wishes to have referred to it for further consideration. 9.2 No expenditure may be incurred unless a budget for that purpose has been approved. 9.3 Where the Chief Executive proposes to incur expenditure for which there is no budget head in the annual budget :- 9.3.1 But the expenditure is unlikely to exceed £50,000 by the end of the financial year, the Chief Executive in consultation with the Finance Officer may make arrangements to incur the costs, which must be financed by the virement arrangements under paragraphs 4.1.1 and 4.1.2, and 9.3.2 If the expenditure is likely to exceed £50,000 by the end of the financial year the Chief Executive shall seek approval from London Councils or the relevant Sectoral joint or associated committee, depending on which approved the expenditure. The financing of this expenditure must be determined in accordance with Financial Regulation 4.1.3. 9.4 The Chief Executive may only pay or make provision for payment in respect of goods received or services rendered within each financial year and for which budget provision has been made. 9.5 Where London Councils or the relevant Sectoral joint or associated committee has authorised a fund for a particular purpose, under or overspent balances may be carried forward to the following financial year on a one-off basis. All other balances in hand at the end of the financial year shall be reported to the Committee by the Finance Officer. London Councils or the Sectoral Joint Committee shall then determine the use of those balances. 9.6 In the light of actual expenditure on administrative costs during the financial year the Finance Officer in consultation with the Chief Executive shall present to London Councils or the relevant Sectoral joint or associated committee, reports showing projected out-turn figures for each budget heading approved 47 18 by that Committee. This reporting process is to take place between each quarter after the start of that financial year. 9.7 During the financial year the Chief Executive, in consultation with the Finance Officer, shall present to each meeting of the Grants Committee, reports showing current levels of grant expenditure committed to date. 9.8 It is the duty of the Chief Executive to ensure that the budgets under his/her direct control are not overspent. 9.9 The Finance Officer shall ensure that there is a financial information system which provides periodic statements of receipts and payments under each head of approved budget and other relevant information, facilitating the reporting of such information to Committee. 9.10 Overall annual expenditure of the Grants Committee must be within the level approved by one of the following:- 9.10.1 At least two-thirds of the applicable Constituent Councils under Section 48(3) of the Local Government Act 1985; OR 9.10.2 Deemed by the Secretary of State further to Section 48 (4a) of the Local Government Act 1985; OR 9.10.3 Any order made by the Secretary of State under Section 48(5) of the Local Government Act 1985. 10 Audit 10.1 Responsibility for maintaining an adequate and effective system of internal audit rests with London Councils and any Sectoral joint or associated committee, but has been delegated to the Finance Officer who makes arrangements for the examination of all financial and related systems under this Agreement. All significant issues raised by the Finance Officer following this examination must be reported to London Councils or the relevant Sectoral joint or associated committee. Similarly, the External Auditor’s annual report on the accounts together with any accompanying management letter must also be reported to London Councils Audit Committee, as per financial regulation 5.8. 10.2 The Finance Officer shall, so far as he/she considers reasonable, arrange for the internal audit of the organisation's activities:- 10.2.1 To review the soundness, adequacy and application of internal controls and, where necessary, make recommendations for the improvement of systems, controls and procedures that affect the finance or assets of the organisation; 10.2.2 To assist in protecting the assets and interests of the organisation by carrying out a continuous examination of activities in order to detect or prevent fraud, misappropriation, irregular expenditure and losses due to waste, extravagance, inefficient administration and improper practices; 10.2.3 To review resources used in pursuit of the organisation's agreed activities and, where necessary, make recommendations for the improvement of value for money; To review, appraise and report upon 48 19 the reliability of financial and management data; 10.2.4 To report to the Chief Executive on the result of any audit carried out within their unit and to make the necessary recommendations which need to be implemented to eradicate the identified weakness or weaknesses. 10.3 The Finance Officer, or any accredited representative shall have authority on production of identification to :- 10.3.1 Enter at all reasonable times on any of the organisation’s premises or land; 10.3.2 Have access to all records, documents and correspondence relating to any financial and other transactions of the organisation; 10.3.3 Require and receive such explanations as are necessary concerning any matter under examination; Require any persons holding or controlling cash, stores or any other property to produce such items; 10.3.4 Verify cash and bank balances for which persons are accountable to the organisation. 10.4 If an irregularity, or suspicion of an irregularity, arises affecting money or property or any other transaction or aspect of the organisation's business, the Chief Executive concerned shall immediately advise the Finance Officer. The Finance Officer shall investigate and report to the Chief Executive if he/she forms the view that disciplinary or criminal proceedings should be considered. If it is thought appropriate to involve the Police, the Finance Officer will first consult with the Chief Executive. Officers should not notify the police direct except in an emergency to prevent further loss, or where it is necessary for the police to examine an area before it is disturbed by staff or members of the public. Except in exceptionally clear cut cases, management should not attempt to interview staff suspected of perpetrating an irregularity as this may prejudice any subsequent police investigation or legal proceedings. Any individual officer with knowledge or suspicion of any losses or irregularities involving staff, cash, assets or other financial matters has the right to approach the Finance Officer directly should circumstances dictate that this is necessary. Detailed information on London Councils Anti Fraud, Bribery and Corruption policy can be found at appendix 11. 10.5 The Chief Executive shall be required to provide a written response to draft audit reports, final audit reports, and management letters within 28 calendar days of their issue. Extensions to this timescale shall be at the discretion of the Finance Officer. 10.6 Unless the Finance Officer specifically agrees otherwise, all receipt forms, order books, tickets, electronic financial records and other similar items shall be ordered and retained by the Finance Officer prior to their issue to the Chief Executive. Such controlled stationery items shall be supplied, on request only, to those officers who have been authorised to receive them by the Chief Executive. Every issue of any such document shall be acknowledged by the signature of the officer to whom the issue is made. The Chief Executive shall satisfy the 49 20 Finance Officer as to the safe keeping and control of such documents. 11 Information Systems 11.1 The development of Information Technology Systems should conform to the overall strategy as set out and agreed by London Councils. 11.2 The Chief Executive shall be responsible for ensuring compliance with any Computer Security Guidelines promulgated by the Finance Officer. 11.3 Any development of new systems that involve a financial operation or produce output that may influence the allocation of resources must involve consultation with the Finance Officer regarding mutually acceptable minimum standards of control. The Chief Executive, in consultation with the Finance Officer shall be responsible for the control of the computer systems in the Organisation, and the security and privacy of data contained therein, in accordance with data protection legislation such as the General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018. The Chief Executive shall also be responsible for ensuring appropriate controls in accessing those systems which they maintain. 11.4 The Chief Executive in consultation with the Finance Officer shall make sound arrangements to ensure the security and continuity of service in the event of a disaster. 12 Income 12.1 The systems effecting the collection of all money due to the organisation shall be approved by the Finance Officer. The collection of all money due to the organisation is under the overall supervision of the Finance Officer. 12.2 Revenues consisting of income arising from work done, goods supplied or services provided and not paid for at the time, must be the subject of accounts being rendered and the Chief Executive must facilitate the prompt issue and rendering of such accounts applicable to their unit. The Chief Executive shall therefore furnish the Finance Officer with details of projects, seminars, rents recoverable, work done, goods supplied, or services rendered and of all other amounts as may be required by him/her to record correctly all sums due to the organisation and to ensure the prompt rendering of accounts due for income. 12.3 The Chief Executive shall promptly notify the Finance Officer of all money due to the organisation and of contracts, leases and other agreements and arrangements entered into which involve the receipt of money by London Councils. The Finance Officer has the right to inspect any document or other evidence in this connection as he/she may decide is relevant. 12.4 The records kept by the organisation regarding items of income shall be in such form as may be agreed from time to time by the Finance Officer. Unless the Finance Officer specifically agrees otherwise, all receipt forms, tickets and other similar items shall be obtained in accordance with financial regulation 10.6. All new types of income due are to be notified to the Finance Officer. 50 21 12.5 The Finance Officer shall prescribe the accounting arrangements necessary to ensure that all monies due and received are banked promptly. 12.6 All debtors shall be invoiced within seven days of full details of the debt being ascertained. 12.7 Procedures for accepting cheques or credit card payments tendered in respect of the sale of goods, materials or services shall be agreed by the Finance Officer. 12.8 Every sum in cash received by an officer of the organisation shall be immediately acknowledged by the issue of an official receipt, ticket or voucher except in cases where other arrangements have been approved by the Finance Officer. 12.9 All income, whether cheques, notes or coins received by an officer on behalf of the organisation shall, without delay, be recorded and paid intact either directly to the Finance Officer, or into a designated bank account at regular intervals as directed by him/her, thereby ensuring the safe keeping of income. Every officer who banks money shall enter on the paying-in slip a reference to the related debt (such as the receipt number or the name of the debtor) or otherwise indicate the origin of the cheque; on the reverse of each cheque the officer shall enter the name of his or her unit. 12.10 Money held on behalf of the organisation shall be kept separately from personal funds and shall not be used to cash personal cheques. 12.11 Every transfer of official money from one member of staff to another will be evidenced in the records of the unit concerned by the signature of the receiving officer. 12.12 The Finance Officer shall make safe and efficient arrangements for the recording of income received by direct debiting of debtors accounts. 12.13 Scales of charges for services, with any variations, shall be reviewed at regular intervals, together with any new charges, by the Finance Officer after consultation with the Chief Executive, prior to submission to London Councils or the relevant Sectoral joint or associated committee for approval. 13 Disposal of Assets 13.1 Sales of surplus equipment, plant and stores will be at market value. 13.2 The Chief Executive has authority to approve the disposal of all goods or equipment under his control which by reason of damage, wear or obsolescence, are no longer required, and the book value, or estimated value, does not exceed £5,000. The disposal of such goods or equipment valued above £5,000 but not exceeding £10,000 shall require the prior written approval of the Finance Officer. Disposal of such goods or equipment valued above £10,000 shall require the prior approval of London Councils or the relevant Sectoral joint or associated committee. 13.3 Before disposal of any leased asset, the Chief Executive shall notify the 51 22 Finance Officer in writing so that the terms of the lease may be examined and advice provided. 13.4 Salvageable items shall be sold in the best available market subject to the following:- 13.4.1 No single item with a book value, or estimated value, exceeding £500 shall be disposed of without quotations first being invited (unless disposed of by public auction, if appropriate). 13.4.2 No item will be disposed of to a member of staff without the direct approval in writing of the Finance Officer. Where approval is given, detailed documentation of the transaction shall be retained by the applicable Director. 13.5 Under the 1989 Local Government and Housing Act, capital receipts are defined as the income from the disposal of any interest in an asset if, at the time of disposal, expenditure on the acquisition of an asset would be expenditure for capital purposes. Where the anticipated capital receipt is £10,000 or less, the arrangements for disposal shall be subject to the agreement of the Chief Executive, where a value exceeds £10,000 the arrangements for such disposal shall be subject to the prior agreement of the Finance Officer. 13.6 The Chief Executive will be responsible for maintaining all records and documentation relating to any disposal. 13.7 All proceeds from the disposal of assets will be subject to the addition of Value Added Tax, except in respect of the disposal of property or certain transfers involving statutory undertakings. In respect of these exemptions advice should be sought from the Finance Officer before the conclusion of a transaction. 13.8 The Chief Executive will notify the Finance Officer of the disposal of any items which are specifically listed on the organisation’s Insurance Policy. 14 Control of Assets 14.1 The Chief Executive is responsible for ensuring arrangements are in place to physically control all of the Organisation’s assets for which her/his department has management responsibilities. 14.2 The Local Government and Housing Act 1989 requires adherence to the Accounting Codes of Practice approved by the Accounting Standards Board. One such Code of Practice concerns the subject of capital accounting and suggests the creation and maintenance of registers for all assets. The asset registers form the basis by which the Organisation meets the capital accounting requirements in the raising of capital charges for the use of assets such as buildings, land and vehicles. 52 23 14.3 The asset registers are required to itemise all assets which cost in excess of £1,000 while recording the date and cost of their acquisition. 14.4 The Chief Executive shall allocate responsibility for the maintenance of individual registers as appropriate. 14.5 The Chief Executive shall ensure that any information requested by the above registrars, for the purposes of maintaining the asset registers, is provided rapidly and freely. Any acquisitions or disposals of assets should be notified to the relevant registrar at the appropriate time. 14.6 The Chief Executive shall nominate one officer to be responsible for the safe custody of all deeds and lease agreements in respect of all properties owned or leased by the Organisation. This responsible officer shall :- 14.6.1 Make arrangements for such documents to be inspected when required; and 14.6.2 Provide copies of any relevant documents on request. 14.7 Inventories of all furniture, fittings, equipment, plant, and machinery shall be maintained by the Chief Executive. Items that are being rented or leased on a long term basis, or such that the responsibilities of stewardship lie with the Organisation, should also be included in the inventory. Generally, items with a life-span longer than one year should be included, unless they are already recorded on a formal stock record system 14.8 The inventory should be in the form of a permanent document. It is important to ensure that the inventory is complete and that all parts of it are kept together. The inventory can be in any media. A suggested format of an inventory is provided at appendix 3. 14.9 The inventory should provide the following information for each item: 14.9.1 Location, but if the item is moved between locations, note the general area. (A separate record of location may well be necessary); 14.9.2 Full description; 14.9.3 Serial and Code numbers, if relevant; 14.9.4 Date of purchase and cost of acquisition; 14.9.5 Estimated current replacement value (for insurance purposes), which should be reviewed annually; and 14.9.6 Date of disposal and the proceeds. 14.10 The total of all the estimated current replacement values should be shown, so that the information is readily available for insurance purposes. 14.11 Where practical, the inventory should be updated each time there is an acquisition or disposal. This will produce a more accurate record than if all the amendments are done at the end of the year. 14.12 The Chief Executive is responsible for ensuring that an annual check is carried out, in March, of all items on the inventory and for taking action in relation to surpluses and deficiencies. The date of the check and the name(s) of the officer(s) carrying it out should be recorded. When carrying out this check, the current inventory should be used as a starting point. The procedure should be 53 24 that each location is checked in a methodical manner. 14.13 If any discrepancies are found when checking the inventory, these should be followed up until reasons have been found. If it is not possible to find reasons and the amount involved is significant (e.g. more than £100 in value), the Finance Officer should be informed. If the result of these findings is that an item has to be removed from the inventory, then the appropriate authorisation for such write-off should be sought in accordance with Financial Regulation 15.1. 14.14 It is important that at least one copy of the inventory is held separately from the assets that it lists, so that if a disaster occurs to the Organisation or its buildings, then all information is protected for insurance purposes, in the event that items need replacement. Information relating to inventories that are kept electronically should be subject to secure back up procedures.. 14.15 For the purposes of capital accounting, the Finance Officer may require all registrars and inventory holders to provide asset registers and inventories reflecting assets held as at the 31st March of each year. 15 Write Offs 15.1 No debt, asset, or benefit due to London Councils, including Liquidated Damages, shall be written off without first obtaining the approval of the Finance Officer. The Chief Executive shall submit a list of such items to be written off, together with details of the reasons. Writing off any such item valued in excess of £1,000 must also be subject to the prior approval of London Councils or the relevant Sectoral joint or associated committee. Any report seeking such approval must detail the actions taken to recover these debts, assets or benefits. 15.2 The Chief Executive shall maintain a file for each debt to be written-off, containing relevant documentation to support the validity of the write-off. The file should also identify whether appropriate actions have been taken to recover or mitigate the loss. 16 Orders for Work, Goods and Services 16.1 No officer shall commit the organisation to expenditure in excess of any approved estimate without first seeking the appropriate approval. This Financial Regulation may be waived in cases of emergencies where delays in obtaining approval for excess expenditure would cause loss to London Councils or endanger public health and safety. In such cases the approval for such expenditure must be sought as soon as possible after the event concerned. 16.2 Official purchase orders, including those within a computerised ordering system, shall be in a form approved by the Finance Officer and are only to be authorised by the Chief Executive or his/her nominee. These authorised officers shall then be responsible for the issue of official orders. The names of the authorised officers shall be sent to the Finance Officer together with specimen signatures. Changes shall be notified to the Finance Officer as they occur. Additional 54 25 guidance on the completion of purchase orders can be found at appendix 10. 16.3 In cases where goods, materials, works or services are required urgently and where delay would cause either loss to the organisation or endanger public health or safety then the requisite orders may be placed verbally. However, such verbal orders must be followed by an official written order within two working days and marked “Confirmation Order”. 16.4 Official orders shall be issued for all work, goods or services to be supplied to the organisation except for public utility services, petty cash purchases or other exceptions approved by the Finance Officer and copies, or full details, of each order shall be retained in the unit where issue has taken place. 16.5 No order should be issued unpriced. In those circumstances where a definite price cannot be ascertained at the time of issue, then the order concerned must either be endorsed "price not to exceed" and a value given, or endorsed with an estimated figure. 16.6 When an order is amended or varied, a note of the amendment or variation shall be made on the copy order, together with a reference to the authority for such amendment or variation which shall be confirmed in writing or by email to the supplier. 16.7 Care shall be taken in the signing of goods received notes, where parcels etc. are unable to be inspected. In such cases the signature should be accompanied by the comment "not inspected" to safeguard the organisation against unseen breakages or shortages at the time of delivery. 16.8 The return of all goods to suppliers shall be authorised by the Chief Executive or his or her authorised representative. In each instance officers are only to release such goods when they are certain that the return has been properly authorised, satisfied that the collection company has been previously notified to them, and that they are in receipt of appropriate return note documentation. 17 Payments 17.1 Apart from petty cash and other payments from the imprest account (see Financial Regulation 6) and payments by corporate charge cards (see Financial Regulation 26), the normal method of payment shall be by BACS bank transfers or other instrument drawn on the bank account operated for the Organisation by the Finance Officer. 17.2 The Finance Officer has authority to pay all amounts to which the Organisation is legally committed, after authorisation by the Chief Executive or nominated officer. 17.3 The Chief Executive having issued an order is responsible for examining, verifying and authorising the related invoice. It shall be the duty of the Chief Executive to ensure that all goods, materials and services received are as ordered in respect of price, quantity and quality. 55 26 17.4 Before certifying an account, the authorising officer shall, save to the extent that the Finance Officer may otherwise determine, be satisfied that:- 17.4.1 The works, goods or services to which the account relates have been received, examined, approved, are fit for purpose and, where appropriate, comply with pre-determined standards. This includes all grant payments for commissioned services; 17.4.2 The expenditure is within an approved estimate, or is covered by special financial provision authorised by London Councils or the relevant committee; 17.4.3 The proper entries have been made in the asset registers, inventories, or store records where appropriate; 17.4.4 The price charged is correct and any trade discounts receivable have been deducted; 17.4.5 The invoice or payment certificate is arithmetically correct both in the extensions and the total and that the allowances, credits and tax are correct; 17.4.6 The invoice or payment certificate has not previously been passed for payment and is a proper liability of the Organisation; 17.4.7 The appropriate expenditure code numbers are provided along with the document for payment; 17.4.8 In the case of charges for utilities including gas, electricity and water, any standing charges are correct, and that consumption is charged on the most advantageous tariff and is otherwise reasonable; 17.4.9 In the case of grants payments for commissioned services, reference must be made to the monthly status reports received by the appropriate Directorate management team which considers the progress of each commission against a ‘red’, ‘amber’ or ‘green’ marking in measuring: • Contract performance (delivery against target outcomes); • Quality (provider self-assessment and client satisfaction); and • Contract compliance (timeliness and accuracy of claims and reporting responsiveness and the proactive management of risk); and 17.4.10 Where the analysis of the data highlighted in clause 17.4.9 above results in a specific report being made against a commission to the effect that the commission is considered to be a risk, no further payments should be made to the commission until the appropriate Directorate management team considers further evidence to satisfy itself that the commission no longer represents a risk. 17.5 Any amendment required of a VAT invoice shall be effected through the application of a credit note from the applicable Creditor. Any amendment to a non VAT invoice shall be initialed by the officer making it, stating briefly the reasons where they are not self-evident. 17.6 The Finance Officer and the Chief Executive shall, between them, arrange a 56 27 suitable division of staff duties within the Organisation so that the officer who authorises the invoice as correct shall not be the person who either placed the order, or has certified the receipt of the goods or completion of the work concerned. 17.7 An invoice for goods supplied to the Organisation shall not be prepared by an officer of London Councils, but by the creditor. In certain circumstances invoices for services rendered to London Councils may be prepared, but always in a form approved by the Finance Officer, and the officer preparing the invoice must not authorise it for payment. 17.8 As soon as possible after the 31st March, all outstanding expenditure relating to the previous financial year shall be identified by the Finance Officer. 18 Salaries, Wages and Pensions 18.1 The payment of all salaries, wages, pensions, compensation and other emoluments to all employees and pensioners of the Organisation shall be made by the Finance Officer or under arrangements approved by him. 18.2 The Chief Executive or his authorised representatives, shall notify the Finance Officer as soon as possible, and in the prescribed form, of all matters affecting the payment of such emoluments, and in particular;- 18.2.1 Appointments, resignations, dismissals, suspensions, secondments, transfers and deaths, and for pensions, changes in marital status and deaths; 18.2.2 Absences from duty for sickness or other reason, apart from approved leave; 18.2.3 Changes in remuneration, and pay awards and agreements of general application; 18.2.4 Information necessary to maintain records of service for superannuation, national insurance, income tax, etc. 18.3 All pay documents and time records shall be in a form approved by the Finance Officer and shall either be certified by or on behalf of the Chief Executive, or in such form as the Finance Officer may direct. The names of the officers authorised to sign or approve such records shall be sent to the Finance Officer together with specimen signatures. Changes shall be notified to the Finance Officer as they occur. 18.4 All payments to individuals who are considered to be self employed, in respect of services provided to the Organisation, shall be processed through the Payroll System unless the status of the individual has been confirmed as self employed in accordance with the latest HMRC Guidelines. 18.5 All pay documents shall be submitted to the Finance Officer in accordance with the timetables and deadlines determined by the Finance Officer, as detailed in Appendix 7. 19 Security 19.1 The Chief Executive shall be responsible for introducing and maintaining adequate arrangements for all aspects of security throughout the 57 28 Organisation including personnel, buildings, land, stores, equipment, cash, computers, records, and confidential information. The Finance Officer’s advice should be sought upon the adequacy of arrangements relating to cash, stores and valuable and attractive items of equipment as well as in those instances where security is thought to be defective. Maximum limits for cash holdings shall be agreed with the Finance Officer and shall not be exceeded without his/her express permission. 19.2 Keys to safes and similar receptacles are to be the responsibility of designated officers and are to be kept secure at all times. Loss of any such keys must be reported to the Finance Officer forthwith. Duplicate keys to all safes are to be held in a place approved by the Finance Officer and locked away for use in the case of emergency only. 19.3 The Finance Officer shall be responsible for ensuring that secure arrangements are made for the preparation and holding of pre-printed pre- signed cheques, stock certificates, bonds and other financial documents. 19.4 Whenever breaking and entering, burglary or criminal damage occurs the matter must be reported immediately by the Chief Executive to the Finance Officer in accordance with Financial Regulation 10.4. 19.5 The Chief Executive shall designate one officer as having responsibility for the co-ordination of computer data security issues. This designated officer shall agree with the Chief Executive the degree of privacy of the information put into computer systems used by the Organisation. The designated officer shall then be responsible for its intended use in the computer installation and for the ability of designed controls to comply with data protection legislation such as the General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018, as applicable. 19.6 To comply fully with the requirements of data protection legislation including the General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018., the Chief Executive shall be responsible for maintaining proper security and the appropriate degree of privacy of information held within the Organisation either electronically or in other formats e.g. microfiche, paper output etc. All staff are responsible for ensuring that their use of personal data is consistent with the Organisation's registrations under the Act. 19.7 The Chief Executive should ensure that all staff who use information technology adhere to any guidelines on data security issued from time to time by the designated officer. All new employees should be briefed as to the security policies and procedures applicable, including the implications of relevant legislation. 19.8 In order to comply with the requirements of the 1988 Copyright, Design and Patents Act, the Chief Executive shall ensure that all staff only use software that is properly licensed. 19.9 The 1990 Computer Misuse Act introduced powers to prosecute those who deliberately and without authorisation misuse computer systems belonging to their employers. The Chief Executive should ensure that staff within the 58 29 Organisation are aware of this legislation and ensure that their use of computers is for authorised purposes only and that no action, such as the running of unauthorised programs or games, corrupts data or introduces a virus to the system. 19.10 The Chief Executive should ensure that all staff are aware that information concerning secret and confidential matters, particularly those involving cash or cash deliveries, must not be disclosed in any way except to persons entitled to receive such information. 20 Stocks and Stores 20.1 The Chief Executive shall be responsible for the proper custody of stocks and stores held by the Organisation and shall see that all stocks and stores under his/her supervision are subject to an effective system of stock recording and control as well as stocktaking. 20.2 It is the duty of the Chief Executive to maintain a continuous stock-check of all stocks and stores held by the Organisation. 20.3 Stocks and stores must not be held in excess of what is considered by the Organisation to constitute normal requirements. 20.4 All goods received should be checked against quantity/ quality at the time of delivery. Delivery notes should be retained with the original order and invoice and signed by the officer accepting receipt of the goods. 20.5 The Chief Executive should ensure that a count and valuation of all stocks and stores held in the Organisation is carried out on a date to be stipulated by the Finance Officer each year. In this respect, reference should be made to the stocktaking guidelines contained at appendix 4. The Finance Officer, however, may dispense with this requirement in cases where the total value of the items held in a store is considered to be too small to justify such activities. 21 Travelling and Subsistence Claims 21.1 Claims for travelling, subsistence and minor expenses other than those reimbursed via the imprest accounts, are to be reimbursed via the payroll system. Each claim shall be promptly submitted to the Finance Officer for payment and shall be presented on an approved form clearly detailing the expenditure incurred, supported by receipts where applicable, dated, coded, signed by the claimant and counter-signed by the appropriate authorising officer. Claims with a total value of less than £50 (inclusive of VAT) may be met from an imprest account. 21.2 Every officer who receives a car allowance, whether casual or essential, must produce to the Chief Executive the registration document of the car, a valid and adequate certificate of insurance and an assurance to take all reasonable steps to maintain the car in an efficient and roadworthy condition. This is to take place on a yearly basis, but the Chief Executive shall be promptly informed of any subsequent changes to the above details. 21.3 All car allowances are to be paid through the payroll system. 21.4 The Chief Executive shall supply the Finance Officer with specimen signatures 59 30 of all persons in the Organisation who are authorised to certify travelling and subsistence claims and the Finance Officer shall be notified of any changes as they occur. 21.5 The certification by or on behalf of the Chief Executive shall be taken to mean that the certifying officer is satisfied that the journeys were authorised, the expenses properly and necessarily incurred and all the requirements of the appropriate approved scheme have been observed. 22 Insurance 22.1 The Finance Officer in consultation with the Chief Executive shall ensure that adequate insurance cover is maintained for all the Organisation’s assets. The Finance Officer shall also ensure that suitable cover exists to meet any losses or claims which may arise in connection with the provision of the Organisation’s services, or from its legal liabilities as an employer, or to third parties. 22.2 The Finance Officer shall negotiate annually renewal terms for all the Organisation’s insurances at least every five years and the Chief Executive shall provide such information as is necessary to facilitate these negotiations. 22.3 The Finance Officer will advise the Chief Executive on all necessary arrangements and information required in respect of insurance cover for the acquisition of property or goods which may necessitate notice to the organisation’s insurers. 22.4 The Chief Executive shall give prompt notification to the Finance Officer of all new insurable risks and shall provide the Finance Officer with a copy of any indemnity which the Organisation is expected to give. The Chief Executive shall not enter into any such indemnity unless the terms thereof have been approved by the Finance Officer. 22.5 The Chief Executive shall notify promptly the Finance Officer of anything likely to give rise to a claim and shall provide such information as is necessary to negotiate claims. Where appropriate, and not in conflict with Financial Regulation 10.4, the Chief Executive in consultation with the Finance Officer should inform the Police. 22.6 The Finance Officer may establish such funds as are necessary to meet the uninsured losses of London Councils. Where such losses relate to a Sectoral joint committee then the prior agreement of the appropriate Sectoral joint committee must be obtained. In all other instances the prior agreement of London Councils is to be obtained. Such funds will be operated in accordance with a scheme drawn up by the Finance Officer. 22.7 The Finance Officer shall maintain a register of all insurances and the property or risks covered. The Finance Officer shall be notified immediately that any valuables belonging to a private individual are taken into the Organisation's possession so that directions may be given as to their recording and safe keeping. For the purposes of this Financial Regulation the term "valuables" shall include watches, jewelry, cash, documents, goods, chattels or any other 60 31 items of intrinsic value. This Financial Regulation does not apply to "lost property" of a low value. 22.8 Prompt notification shall be given to the Finance Officer following any alteration to the Organisation's insurance status resulting from the award or completion of any contract. 23 Treasury Management and Investments 23.1 London Councils has adopted the “Code of Practice for Treasury Management in Local Authorities” as published by the Chartered Institute of Public Finance and Accountancy (CIPFA). This will include its reporting requirements. The CIPFA Code defines “Treasury Management” as “The management of all money and capital market transactions in connection with cash and funding resources of the local authority”. Unless decided otherwise by London Councils, this does not include management of Pension Fund money. 23.2 The Finance Officer shall be responsible for all borrowing and investment of London Councils, subject to the approval of London Councils or the relevant Sectoral joint committee. 23.3 In order to minimise the extent of temporarily surplus funds the Finance Officer shall make such arrangements (including direct payment by the Participating Councils in the TEC Agreement to the Operators) as are reasonable and practical to match the timing of those Councils’ contributions to the Concessionary Fares scheme with payments due to the various Transport Operators 23.4 All investments shall be made by the Finance Officer on behalf of London Councils and shall be noted as being for the purposes of the relevant Committee. 23.5 All executive decisions on borrowing, investment or financing shall be delegated to the Finance Officer or through him/her to his/her staff, who shall be required to act in accordance with CIPFA's "Code of Practice for Treasury Management in Local Authorities". 23.6 Income received from investments shall be reported annually to London Councils and any Sectoral joint or associated committee by the Finance Officer, as part of the close down of accounts procedure. The Finance Officer shall submit reports on policy, sales and purchases for consideration by London Councils to at least four meetings each year. 23.7 The investment of funds included within Pension Funds may be carried out by one or more firms of Fund Managers with the concurrence of London Councils. 24 Unofficial Funds 24.1 An “unofficial fund” is any fund where the income and expenditure does not form part of the Organisation’s accounts, but which is controlled wholly or in part by an officer on behalf of London Councils. 61 32 24.2 The Finance Officer shall be informed of the existence of all unofficial funds, and will issue and update accounting instructions for them where necessary. 25 Taxation Requirements 25.1 The Finance Officer has overall responsibility for dealing with all statutory requirements concerning the collection, payment and accounting for Value Added Tax (VAT), Pay As You Earn (PAYE) and Construction Industry Scheme (CIS). 25.2 The Finance Officer will from time to time issue to the Chief Executive guidance and advice on VAT, PAYE and CIS arrangements arising from such issues as changes in legislation. It is the responsibility of the Chief Executive to make arrangements in the Organisation to ensure that the advised regulations and procedures are implemented. 25.3 The Chief Executive must ensure that procedures are in place in the Organisation to provide evidence that all VAT, PAYE and CIS transactions are supported by the correct documentation. 25.4 The Chief Executive will consult with the Finance Officer with regard to any issue on VAT, PAYE and CIS that requires advice or clarification. 26 Corporate Charge Card 26.1 The Finance Officer will nominate holders of corporate charge cards to facilitate the payment of online, advance or emergency purchases. 26.2 The Finance Officer will be responsible for setting the transaction limits on the corporate charge cards, which should be taken into account when raising orders for goods or services to be purchased using the cards. An official purchase order must be prepared and authorised in accordance with Financial Regulation 16 prior to the procurement of goods or services using the charge card. 26.3 Corporate charge cards should only be used on official business and not for personal use. 26.4 C orporate charge cards must not be used to withdraw cash. 26.5 C orporate charge cards must be stored in a safe place when not in use. 26.7 C ard holders must retain invoices, vouchers, receipts, online booking documents or other supporting documentation. Card holders must reconcile their card statements to the supporting documentation and submit it to their line manager for review and approval each month. 26.8 The Finance Officer will carry out such inquiries and checks on the corporate charge card reconciliations submitted, as he deems necessary. In the event of misuse or failure to follow established procedures, the card may be 62 33 revoked or other appropriate disciplinary action taken. 26.9 Where any fraudulent misuse of the card is identified it should be investigated in accordance with London Councils’ Anti-Fraud, Bribery and Corruption Strategy (see Appendix 11). 27 Appendices 27.1 Attached to this document are 11 appendices which do not form part of the official Financial Regulations but are guidance notes and forms to staff of London Councils and are referred to throughout this document. These appendices are subject to separate review by the Finance Officer. 27.2 The appendices are listed below: Appendix 1 - Virement Authorisation Proforma; Appendix 2 - Retention of Documents; Appendix 3 - Format for Inventories; Appendix 4 - Stocktaking Guidelines; Appendix 5 - Authorised Signatories; Appendix 6 - Procurement Toolkit; Appendix 7 - Salaries and Expenses Policy and Procedures; Appendix 8 - New projects approval proforma, including externally funded projects; Appendix 9 - Hospitality Declaration; Appendix 10 - Purchase Order Register Appendix 11 - Anti Fraud, Bribery and Corruption Strategy 63 Grants Committee (AGM) Operation of the Grants Committee 2024-2025 Item: 10 Report by: Doug Flight Job title: Strategic Lead Date: 18 July 2024 Contact Officer: Doug Flight Telephone: 020 7934 9805 Email: doug.flight@londoncouncils.gov.uk Summary This report i nforms Members of the Terms of Reference for the Grants Committee and Grants Executive and sets out dates for meetings for the municipal year 2024-25. Recommendations The Committee is recommended to: − n ote the Terms of Reference for the Grants Committee (paragraph 1.2) and Grants Executive (Appendix 1) − n ote the programme of meetings (paragraph 3.1). 64 1 Operation of the Grants Committee 2024-25 1.1 The Grants Committee has been established further to the London Grants Scheme, made under section 48 of the Local Government Act 1985 and the London Councils Governing Agreement, as amended. 1.2 In summary , t he Grants Committee ’s Terms of Reference as provided in that Scheme are: 1.2.1 t o ensure the proper operation of the Grants Scheme for the making of grants to eligible voluntary organisations in Greater London 1.2.2 t o have due regard to the needs of Greater London in operating the Scheme and to keep those needs periodically under review 1.2.3 t o make recommendations to Leaders’ Committee on overall policies, strategy and priorities 1.2.4 t o make recommendations to Leaders’ Committee, and the constituent authorities, on the annual budget for the Grants Scheme 1.2.5 t o consider grant applications and make grants to eligible voluntary organisations 1.2.6 t o establish any sub-committees and other groups of Members it considers appropriate. 1.3 The Scheme requires that London Councils Officers will: 1.3.1 keep under review the needs of Greater London and report to the Grants Committee and Leaders ’ Committee from time to time on a strategy for collective grant giving devised with due regard to those needs 1.3.2 d raw up and submit for consideration and approval by the Grants Committee detailed criteria and policies for grant giving in the light of the agreed strategy 1.3.3 p repare and submit an annual budget for consideration by the Grants Committee and Leaders Committee by the end of November each year for the financial year commencing the following April. This budget shall 65 include the costs of staffing, office and support services considered necessary to facilitate the effective and efficient operation of the Scheme, as well as expenditure proposals for grant aid to eligible voluntary organisations, and any contingency provision. 1.3.4 R eceive, assess and process grant applications from eligible voluntary organisations and report on them and make recommendations to the Grants Committee and/or any sub-committees it may establish. 1.3.5 A dminister the payment of approved grants to eligible voluntary organisations and monitor the use made of such funding. 1.3.6 C onvene and service meetings of the Grants Committee, its sub- committees and any other bodies established by it. 2 Funding and Performance Management 2.1 Members are asked to note that the performance management arrangements for the current programme being funded under the Scheme were agreed at the 17 March 2021 Grants Committee (the Funding and Performance Management Framework). 2.2 The Chair of the Grants Committee is keen to maximise the contribution of committee members and would welcome committee member’s thoughts on how best to achieve regular engagement with grant funded projects. 3 Programme of Meetings: 2024-25 3.1 The programme of London Councils Grants Committee meetings for the coming year is set out below. Grants Main Meeting Time (Pre-meetings 1hr before) 27 November 2024 11:00 26 March 2025 11:00 16 July 2025 (AGM) 11:00 26 November 2025 11:00 66 Grants Executive Time 28 October 2024 15:00 26 February 2025 15:00 17 September 2025 15:00 4 Recommendations 4.1 The Committee is recommended to: 4.1.1 n ote the Terms of Reference for the Grants Committee (paragraph 1.2) and Grants Executive (Appendix 1) 4.1.2 n ote the programme of meetings (paragraph 3.1) Financial Implications There are no direct financial implications. Equalities Considerations There are no direct equalities considerations. Legal Implications The London Councils Grants S cheme is funded and governed by the constituent councils, being the 32 London Boroughs and the City of London Corporation. Leaders’ Committee sets the overall funding strategies, policies and priorities for grants to voluntary organisations on the recommendation of the Grants Committee. Decisions on individual commissions, funding of applications and operation are made by the Grants Committee. There are no direct legal implications although the delegation of the exercise of functions by the Grants Committee to its sub -committee(s) should be consistent with the functions that the Grants Committee may exercise under the Grants Scheme 2001 (as amended) (and the terms of that Scheme), and should be clear to ensure that decisions by the sub-committee(s) are made with appropriate authority. Background Documents London Councils Governing Agreement (as amended) Grants Scheme London Councils Standing Orders Grants Committee 17 March 2021, Item 6, Grants Programme 2022-26: Planning and implementation (Appendix 2) 67 The Grants Executive – Terms of Reference Appendix 1 Purpose The Grants Committee is empowered to establish sub- committees to ensure that its business is efficiently and effectively conducted. The Grants Executive is one such sub-committee. The sub- committee shall have delegated authority to exercise all of the executive functions of the Grants Committee (including the power to take decisions) with the exception of the following: − election of committee officers − election of members of the sub-committee − agreement of the budget − agreement of the work programme. The aim of the Grants Executive is to allow greater scrutiny of the current grants programme by a smaller group of members appointed by the Grants Committee, to provide comfort to the overall Grants Committee members where the amount of business does not permit this level of detailed discussion. This function also aims to minimise the total amount of detailed reporting presented to Grants Committee. The Grants Executive will: − closely monitor the progress of the current grants scheme by reference to: o f inancial and budgetary information o p rogress of the programme via regular performance reporting − r ecommend to Grants Committee any changes to the present grants programme to maintain the overall integrity of the scheme objectives − r eview criteria and policies for grant giving in line with agreed strategy for approval by the Grants Committee − consider grants scheme thematic priority reports to allow members to more closely scrutinise grants priorities. 68 Summary In March 2024, Grants Committee agreed the key steps and timetable required to establish the framework (principles and priorities) and scale for consideration of any future grants programme. A consultation on the potential new Grants programme was launched on the 7 May 2024 inviting contributions from London local authorities; other funders and public bodies (including the G reater London Authority); voluntary, community and faith organisations and the public. This paper summarises the findings from the consultation’ s key lines of inquiry and sets out the implementation of any future programme. Recommendations - Grants Committee members are asked , subject to Leaders’ Committees confirmation of the Principles and Priorities, to: o ask that officers proceed with further work to develop a 2026- 2030 Grants Programme o highlight aspects of the consultation findings that should be considered or prioritised when developing the new programme (sections 2 and 3) o note the next steps and indicative timetable for the development and implementation of any future new grants programme beyond March 2026 (section 4 and appendix 1) o a sk officers to d evelop draft specifications with London local authority officers and stakeholders through roundtables and other appropriate methods. Grants Committee Grants Programme 2026-2030: Planning and implementation Item: 11 Report by: Sam Armitt Job title: UKSPF Development & Programmes Manager Date: 18 July 2024 Contact Officer: Doug Flight Telephone: 020 7934 9805 Email: doug.flight@londoncouncils.gov.uk 69 Grants Programme 2022-2026: Planning and implementation 1 Background 1.1 London Councils is responsible for the administration and delivery of the London Councils Grants Programme in accordance with Section 48 of the Local Government Act 1985 on behalf of all the London boroughs and the City of London Corporation. The Programme makes grants to voluntary organisations to deliver improved outcomes for Londoners. 1.2 The Programme operates within a scheme made under Section 48 of the Local Government Act 1985. It is a collective scheme i.e. all the 33 London local authorities (LLAs) fund the scheme and the London Grants Programme through a levy contribution based on a LLA’s proportion of the capital’s population. LLAs must exercise their functions in respect of the scheme ‘with due regard to the needs of the whole of Greater London.’ 1.3 Leaders' Committee determines the principles and priorities of the Programme and its overall budget. The Grants Committee commissions services, makes awards of funding, manages projects’ performance, and may advise Leaders’ Committee on the Programme. 2 Open consultation 2.1 An open consultation was launched in May 2024 which invited contributions from London local authorities; other funders and public bodies (including the GLA); voluntary organisations and the public. 2.2 The key lines of inquiry in the open consultation agreed by Grants Committee included: 2.2.1 w hether stakeholders consider that the programme should continue 2.2.2 i f the programme is continued, what its highest priorities should be recognising that decisions will be made against a background of severe budgetary pressure 2.2.3 w hether the existing operating principles should continue and whether there are specific material changes to the operating environment which would justify any changes. 2.3 Views and evidence was sought on: 2.3.1 the continuing need for the existing priorities and any potential new priorities for which there is an overwhelming case for funding through the programme 70 (recognising that the response to needs by LLAs is principally made at a local level, and is only supplemented through cross-border activity) 2.3.2 the appropriate issues for the programme to focus on within the priorities (including any recommended new priorities) 2.3.3 other relevant issues, including the likely impact of any funding reductions on the existing priority areas. 2.4 This paper sets out: 2.4.1 a summary analysis of the open consultation responses (section 2) 2.4.2 reflections on the consultation findings (section 3) 2.4.3 next steps and timetable (section 4 and appendix 1). 3 Consultation – summary of findings 3.1 This section of the report summarises the findings from the open consultation in relation to the key lines of inquiry. The consultation has, through narrative responses , gathered information on the context that Grants Committee members will wish to consider for any future new grants programme, in addition to current information about the priorities. 3.2 The consultation asked for views on the current London Councils priority areas , Combatting Homelessness and Tackling Sexual and Domestic Abuse, and proposals to help shape a potential future new grants programme. 3.3 The consultation received 155 responses. A majority of respondents - 96.13 per cent – answered ‘yes’ to the question ‘Should a pan-London grants programme continue to be funded from 2026 to 2030?’. Of the six respondents that answered ‘no’, comments noted that: funding should be given to local charities as they have better insight into peoples needs; due to general lack of funding at a local level both local and pan- London should be funded; the scheme is no longer fit for purpose and boroughs are best placed to deliver/can deliver better value; funding should be devolved to VCS infrastructure and equality hubs. 3.4 In response to open-ended questions, over 300 pages of information was received. This information included intelligence about pressures on individuals and services, needs analysis, references to evidence reports, projects , emerging/developing good practice , etc. This report does not attempt to go into the rich detail of these responses , rather, it features headline issues and themes from the commentary. The detail will be helpful for a series of focus groups/roundtables that will be convened shortly, as they begin to shape and specify a new programme, should Leaders’ Committee and Grants Committee wish to proceed. 71 3.5 The consultation was sent to a broad range of stakeholders. In response to the question, ‘Please tell us about the type of organisation you are responding on behalf of’ the following responses were received: Table 1: Respondents Respondents Local or central government 40.58% 28 Funder 4.35% 3 Voluntary or community organisation 47.83% 33 Other 7.25% 5 3.6 In response to the question, ‘In which borough does your organisation operate,’ the following responses were received: Table 2: Respondents borough(s) (includes multi-borough and pan-London respondents; bold denotes a response was submitted on behalf of the borough) Respondents Barking & Dagenham 36 Hounslow 33 Barnet 34 Islington 36 Bexley 34 Kensington & Chelsea 33 Brent 35 Kingston 33 Bromley 34 Lambeth 33 Camden 34 Lewisham 33 City of London 33 Merton 33 Croydon 33 Newham 34 Ealing 32 Redbridge 34 Enfield 34 Richmond 33 Greenwich 33 Southwark 34 Hackney 35 Sutton 34 Hammersmith & Fulham 34 Tower Hamlets 35 Haringey 34 Waltham Forest 34 Harrow 34 Wandsworth 33 Havering 33 Westminster 33 Hillingdon 32 72 Operating principles 3.7 In response to the question, ‘The following principles are used to decide if grants can be made. Are they still relevant?’ the following responses were received: Table 3: Programme Operating Principles Yes No Services can deliver effectively and meet outcomes specified by London Councils 92.52% 136 7.48% 11 There is clear evidence of need for services that will complement borough and other organisations delivery of local services 93.96% 140 6.04% 9 It is economical and efficient to deliver services on a London wide basis, or where mobility is key to delivery of a service to secure personal safety 85.62% 125 14.38% 21 Services cannot reasonably be delivered locally, at a borough or sub-regional level 76.71% 112 23.29% 34 Services work with statutory and non- statutory partners and contribute to meeting the objectives of the Equality Act 2010. 91.84% 135 8.16% 12 3.8 T he grants programme ’s importance in supporting essential services and the positive impact on community wellbeing wa s a recurring theme in responses. However, 56.13 per cent (87) of respondents stated there were changes to the operating environment that needed to be considered, specifically: - many respondents emphasised the need for flexibility in funding and program me requirements, particularly considering the high-pressure environments in which local organisations operate. Flexibility in both application processes and fund usage was highlighted as crucial to effectively address varying community needs. - Better Integration with l ocal s ervices includ ing improving coordination with local services to avoid duplication and ensure comprehensive support. - Several responses pointed to the importance of fostering collaboration and partnerships among local authorities, community organisations, and other stakeholders. This collaboration is seen as vital for addressing complex social issues more effectively. - There was a strong emphasis on the importance of focusing on outcomes. Respondents expressed a desire for grants to prioritise measurable impacts and tangible results. - Building the capacity of local authorities and community organisations was highlighted as a critical need. This included providing training, support, and resources to enhance their ability to deliver effective services. 73 - The sustainability of funded initiatives was another key concern. Respondents stressed the need for long-term support to ensure that successful projects can continue and grow beyond initial funding periods. - Climate-related issues like extreme heat, flooding, and air pollution were highlighted as major concerns, with a need for focused attention on these areas. Funding priority - Combatting Homelessness 3.9 In response to the question ‘How important is a pan-London programme aimed at combatting homelessness?’ 73.48 per cent (97) of respondents said it was essential and 23.48 per cent (31) said it was important. Of the four respondents that answered ‘not important’, comments noted that: there is no need for a pan London approach as Councils are perfectly capable of sorting this out and the scheme should be scrapped; given the paucity of available funding, all payments should be reduced to the barest sum feasible, or suspended altogether, to enable what is available to be ringfenced for spending locally to meet need and ensure best value for money. 3.10 In response to the question, ‘Should funding continue to focus on the following strands of activity?’ the following responses were received: Table 4: Priority 1 Services Strand of activity Yes No Prevention and targeted intervention 95.31% 122 4.69% 6 Rough Sleepers 92.13% 117 7.87% 10 Youth homelessness 95.31% 122 4.69% 6 Support services to VCOs 95.93% 118 4.07% 5 3.11 Analysis of responses to the question ‘Are there other activities that a pan-London programme designed to combat homelessness should focus on,’ brought out the following recurring issues: - t he programme needs to be flexible to adapt to the changing needs of boroughs and residents. This adaptability will ensure that emerging issues and new challenges are effectively addressed, maintaining the relevance and effectiveness of the support provided. - Ensuring that individuals with no recourse to public funds (NRPF), particularly single homeless people leaving short term emergency accommodation for asylum seekers, 74 can access safe emergency support is essential for preventing homelessness and providing necessary aid. - Emphasis on the need for early intervention services to prevent homelessness before it occurs and the importance of community outreach programme s to identify and support at-risk individuals. - Suggestions for integrating employment and training program mes to help homeless individuals achieve long-term stability in addition to providing specialised support for mental health issues and addiction. - Integrating mental health and wellbeing support into services is essential for addressing the comprehensive needs of individuals, particularly those facing homelessness or other vulnerabilities. 3.12 Responses supported a cross-London approach to homelessness, with a recognition that London boroughs, compared to the rest of the country, bear a disproportionate burden in supporting homelessness . Many respondents stated that early intervention and prevention are critical. 3.13 Most of those responding to the survey highlighted the interconnected issues that lead to homelessness. It is common for individuals who are homeless to experience multiple negative life experiences, leading to intricate needs. The duration of homelessness directly impacts the cost and complexity of finding people with multiple needs a home, as it often requires the involvement of multiple agencies. Some of the intersecting issues and characteristics with homelessness include: - being LGBTQ+ - having mental health problems - being involved with gangs and drugs - having experienced violence or domestic abuse - being a young migrant or a care leaver, being young and unemployed/not engaged - having no recourse to public funds - having experience of the criminal justice system - being in debt - the high cost of housing in London, including rent rising faster than wages - recent reductions in services - waiting times for a first payment of Universal Credit. 3.14 The key groups repeatedly highlighted as needing targeted support were women and girls, young people, and LGBTQ+ people. 75 3.15 Rough sleeping was widely recognised as the most unsafe form of homelessness, with the scale of street homelessness unknown. There were some criticisms over how data is collected, e.g. women are less likely to bed down on the streets so would walk the streets at night or may feel more pressured to sofa surf in exchange for sex. Many people chose to sleep on public transport and were therefore less visible. Recent data shows more women rough sleeping than government estimates, indicating a need for specialised refuge services (for victims and survivors of domestic abuse). 3.16 Other issues/factors that were prominent included: - p roviding safe and affordable housing remains a critical challenge. Respondents highlight the importance of tackling homelessness and housing issues, which are pervasive across London. A pan- London approach is viewed as critical for addressing these interconnected problems comprehensively. - Emergency accommodations, high rents, and legal issues related to joint tenancies involving perpetrators. - G atekeeping practices by local authority housing departments further which exacerbate the situation. - T he housing crisis significantly affects survivors of domestic abuse and there is a severe shortage of suitable and affordable housing for survivors of domestic abuse. - Care-experienced young people need stable housing post-care . Dedicated housing programmes for care leavers are essential, including transitional housing and long- term accommodation solutions specifically for care leavers, is crucial. - Migrants and refugees face unique challenges (language barriers, legal issues). Tailored support services can help them integrate successfully. - Housing Ineligibility: many are not eligible for homelessness housing services or social housing. - Housing Support Fund (HSF): HSF, scheduled to end this September, will increase hardship, particularly disadvantaged groups. 3.17 In response to the question, ‘If a more targeted allocation of funds across these activities could lead to a greater impact, what should be the main focus?’ the following responses were received (4 being the greatest impact and 1 being the lowest impact): 76 Table 5: Priority 1 Service Impact LOW IMPACT HIGH 1 2 3 4 Prevention and targeted intervention 23.64% 26 10.91% 12 18.18% 20 47.27% 52 Rough Sleepers 25.45% 28 38.18% 42 19.09% 21 17.27% 19 Youth homelessness 21.82% 24 30.00% 33 37.27% 41 10.91% 12 Support services to VCOs 29.09% 32 20.91% 23 25.45% 28 24.55% 27 * Nine incomplete responses were disregarded to avoid unintentional weighting Funding priority - Tackling sexual and domestic abuse 3.18 In response to the question ‘How important is a pan-London programme aimed at tackling sexual and domestic abuse? ’ 67.94 per cent (89) of respondents said it was essential and 28.24 per cent (37) said it was important. Five respondents answered, ‘not important’ (see paragraph 3.9 for comments from respondents). 3.19 In response to the question, ‘Should funding continue to focus on these following strands of activity?’ the following responses were received: Table 6: Priority 2 Services Strand of activity Yes No Prevention (working with children and young people) 95.16% 118 4.84% 6 Helpline and coordinated access to refuge provision 95.97% 119 4.03% 5 Specialist advice, counselling, and support 96.77% 120 3.23% 4 Emergency specialist refuge provision 97.56% 120 2.44% 3 Support services for VCOs 95.80% 114 4.20% 5 Ending harmful practices 90.76% 108 9.24% 11 3.20 Analysis of responses to the question ‘Are there other activities that a pan-London programme designed to tackle sexual and domestic abuse should focus on,’ brought out the following recurring issues: 77 - c omprehensive care: the need for holistic support services that address physical, emotional, and psychological needs of survivors. - Safe housing options: the importance of providing safe housing options for survivors of abuse. - Public awareness and implementation of education programmes to raise awareness about domestic and sexual abuse; encouraging community involvement in prevention efforts and support for survivors. - Using new data to develop interventions that are informed by current research and trends. - The need for specialised interventions was emphasised, highlighting the unique challenges survivors face and the importance of creating tailored support programmes to address these challenges effectively. - Advocacy to influence policies that affect marginalised groups is crucial for ensuring their needs are considered. - Focusing on activities that contribute to sustainable development and have long-term benefits for communities. - Efficient allocation and use of resources are essential for maximising the impact of programmes and reaching the most vulnerable populations. - Developing and funding intervention s for perpetrators is highlighted as crucial. This approach not only supports victims but also aims to address and change the behaviour of perpetrators, helping to prevent future incidents and creating a safer environment. - Although not new, digital poverty is a continuing issue following the pandemic and causes difficulties for many in accessing services including health care, housing or homelessness support, welfare support e-visas and online banking. 3.21 Access to specialist and culturally specific services (including refuge provision) for specified groups was the most frequent recurring theme, with mentions of: - women with no recourse to public funds - victims of honour-based violence, forced marriage and female genital mutilation - older women - children sexually and/or criminally exploited - parents/carers (child-to-parent abuse) - w omen with disabilities. 3.22 In response to the question, ‘If a more targeted allocation of funds across these activities could lead to a greater impact, what should be the main focus?’ the following responses were received (6 being the greatest impact and 1 being the lowest impact): 78 Table 7: Priority 2 Services Impact LOW IMPACT HIGH 1 2 3 4 5 6 Prevention (working with children and young people) 17.92% 19 16.98% 18 13.21% 14 8.49% 9 11.32% 12 32.08% 34 Helpline and coordinated access to refuge provision 11.32% 12 20.75% 22 17.92% 19 18.87% 20 21.70% 23 9.43% 10 Specialist advice, counselling, and support 5.66% 6 9.43% 10 23.58% 25 27.36% 29 18.87% 20 15.09% 16 Emergency specialist refuge provision 10.38% 11 14.15% 15 16.98% 18 16.98% 18 21.70% 23 19.81% 21 Support services for VCOs 21.70% 23 22.64% 24 16.98% 18 12.26% 13 15.09% 16 11.32% 12 Ending harmful practices 33.02% 35 16.04% 17 11.32% 12 16.04% 17 11.32% 12 12.26% 13 * 11 incomplete responses were disregarded to avoid unintentional weighting Equalities considerations 3.23 Most of the respondents in the survey stated that the impact of a pan-London programme focussed on combatting homeless and tackling sexual and domestic abuse would be positive across the following characteristics: 79 Table 8: Programme impact on people with characteristics Homelessness Sexual and domestic abuse Positive impact Negative impact No impact Positive impact Negative impact No impact Age 86.78% 105 1.65% 2 11.57% 14 84.30% 102 0.83% 1 14.88% 18 Disability 94.40% 118 2.40% 3 3.20% 4 91.87% 113 2.44% 3 5.69% 7 Gender reassignment 78.05% 96 1.63% 2 20.33% 25 86.07% 105 2.46% 3 11.48% 14 Marriage & civil partnership 66.67% 78 1.71% 2 31.62% 37 89.26% 108 1.65% 2 9.09% 11 Pregnancy and maternity 83.33% 100 1.67% 2 15.00% 18 91.74% 111 1.65% 2 6.61% 8 Race 86.07% 105 2.46% 3 11.48% 14 86.55% 103 2.52% 3 10.92% 13 Religion of belief 74.79% 89 2.52% 3 22.69% 27 85.00% 102 2.50% 3 12.50% 15 Sex 84.87% 101 0.84% 1 14.29% 17 90.98% 111 1.64% 2 7.38% 9 Sexual orientation 78.99% 94 1.68% 2 19.33% 23 90.91% 110 2.48% 3 6.61% 8 Care experience 90.24% 111 2.44% 3 7.32% 9 90.08% 109 2.48% 3 7.44% 9 NRPF 91.13% 113 1.61% 2 7.26% 9 84.43% 103 3.28% 4 12.30% 15 3.24 There was a strong emphasis on using the funds to support marginalised and underserved communities. The pan-London grants programme must have due regard to the needs of the whole of Greater London, although can allocate resources to residents with the greatest need to promote equity and reduce disparities. 3.25 T he programmes' ability to meet the needs of vulnerable groups, the added value to local efforts, and its ability to address service gaps that can disproportionately affect marginalised groups, were noted. 3.26 The support needs of women, young people, black and minoritised women, LGBTQ+ people, and disabled people were particularly noted as having the potential to be better met through coordinated, pan-London approaches with specialist providers. 80 3.27 Some respondents emphasi sed the importance of considering the changing needs of the boroughs and residents, suggesting a flexible approach to funding to address emerging issues effectively. 3.28 Respondents mentioned potential negative impacts on people with various characteristics if the program me were discontinued. These characteristics include gender, age, disability, and ethnicity. 3.29 Concerns were raised about how the lack of funding could exacerbate inequalities and reduce access to essential services for these groups. Respondents underscored the importance of continued investment, collaboration, and strategic planning to mitigate these effects and ensure that essential services remain available to those in need. 3.30 It was also noted that the commissioning and strategic planning of specialist borough and pan-London services aimed at tackling violence against women and girls needs to be better co-ordinated between London Councils, London Funders, the Mayor’s Office for Policing and Crime (MOPAC) and other funders of VAWG services. 3.31 When asked ‘If a 2026-2030 programme did not go ahead, what impact do you think this would have for people with [protected and other] characteristics’, 72 per cent (144) of respondents, calculated as an average across all the characteristics, stated it would have a negative impact. The highest ‘negative impact’ responses were recorded for individuals with no recourse to public funds (82. 31 per cent) and individuals who are care experienced (80.42 per cent). 4 Reflections on the consultation findings 4.1 There is support for the current programme’s services to continue into a new programme. However, the programme should adapt to changes in the operating environment. 4.2 C omments about issues with the current programme were predominantly about programme management: reporting burdens, and lack of flexibility to adjust delivery to meet changing need. Whilst these are matters for London Councils to address, they do need to be considered in the design of the new programme - alongside the findings of the current programmes' evaluation report, which will be delivered in 2025 - as they raise valid value for money concerns . A sub -regional approach to targeting activity will be explored by the focus groups. 4.3 Pan-London delivery partners note d that differing borough grants practices lead to increased monitoring demand from councils, which undermines the ability to co-ordinate across multiple pan-London services, a particular issue for the VAWG sector. A Borough 81 Engagement Framework has been proposed and will be explored through an expert roundtable. 4.4 In 2021, Grants Committee agreed to the principle of full cost recovery - we finance a fair share of providers ’ administrative costs - for the current programme. However, a combination of unanticipated factors in the early years of the current program me (inflation, across the board price increases, cost of living impacts) has meant that agreed grant funding has not kept pace with the Committee’s full cost recovery ambitions , and this will require consideration in designing the new programme. 4.5 In response to the question, ‘How would reduced funding in the 2026-2030 grants programme for combatting homelessness/tackling sexual and domestic abuse impact on meeting the needs of London’s residents and supporting/complementing the services that boroughs currently provide?’, several themes emerged: - m any responses advocated for continued or increased funding to maintain essential services and support for vulnerable populations - k ey concerns about the potential impact of reduced funding included: the potential reduction in essential services ; increased vulnerability among marginalised populations, and; negative community and economic impacts. Additionally, there was apprehension about decreased service quality, strained resources, hindered innovation, and a significant reduction and/or closure of specialist services. - R esponses highlighted the risk of increased vulnerability among already marginalised groups. Reduced funding may exacerbate the challenges faced by these populations, including the elderly, low -income families, and individuals with disabilities. - Potential negative impacts on people with various characteristics were mentioned if the program me were discontinued. These characteristics include gender, age, disability, and ethnicity. Concerns were raised about how the lack of funding could exacerbate inequalities and reduce access to essential services for these groups. - There was emphasis on the critical role these services play in providing safety, support, and resources to vulnerable populations , underscoring the need for sustained funding to support the well-being and resilience of communities. - Borough responses highlighted the significant negative impacts that reduced funding would have on London residents, particularly the most vulnerable groups. Gaps in service provision, increased pressure on services, and broader economic and social costs were major concerns. Respondents advocated for sustained or increased funding, emphasising the need for collaboration and resource-sharing to maintain essential services and support for those in need. 82 - There was concern that reduced funding could also have broader economic and social costs, increasing inequality and social instability. Boroughs called for strategic planning, enhanced collaboration, and resource-sharing among organisations to maximise efficiency and impact to mitigate these effects and ensure that essential services remain available to those in need. 4.6 When asked if funding should continue for the current stands of activity (see Tables 4 and 6) responses were over 90 per cent in favour of continuing to support all activities. As a m eans of nudging respondents to prioritise resources for greatest im pact, respondents were then asked, ‘If a more targeted allocation of funds across these activities could lead to a greater impact, what should be the main focus?’ (see Tables 5 and 7). The strands of activity were then ‘ranked’ from high impact to low impact. 4.7 For Combatting Homelessness, of the 11 0 complete responses , the largest proportion of respondents against a single ranking for each strand was: 4.7.1 Prevention and Targeted Intervention – 4 (high impact) (52 respondents) 4.7.2 Youth Homelessness – 3 (41 respondents) 4.7.3 Rough Sleepers – 2 (42 respondents) 4.7.4 Support Services to homelessness VCOs – 1 (low impact) (32 respondents) 4.8 For Tackling Sexual and Domestic Abuse, of the 106 complete responses, the largest proportion of respondents against a single ranking for each strand was: 4.8.1 Prevention (working with children and young people) – 6 (high impact) (34 respondents) 4.8.2 Helpline and coordinated access to refuge provision – 5 (23 respondents) 4.8.3 Emergency specialist refuge provision – 5 (23 respondents) 4.8.4 Specialist advice, counselling, and support – 4 (29 respondents) 4.8.5 Support services for voluntary sector organisations – 2 (24 respondents) 4.8.6 Ending harmful practices – 1 (low impact) (35 respondents) 4.9 T hese responses may help Grants Co mmittee consider a more targeted approach for the available funding. 5 Next steps 5.1 The timetable for implementing the 2026-2030 Grants Programme is set out at Appendix 1. Subject to this Committee’s considerations , the substantive work would start immediately and report to the November 2024 Grants Committee Meeting. 83 External evaluation 5.2 The external evaluation of the current 2022-2026 Grants Programme is underway and will cover three areas: - Phase 1: Equalities - Report to Grants Committee AGM 18 July 2024 - Phase 2: Value for Money and Partners Viability/Outcomes - Report to Grants Committee 27 November 2024 - Phase 3: Mechanics and Operational Processes of the Grants Scheme - Report to Grants Committee March 2025. 5.3 The findings from the evaluation will inform the development of a prospective new programme. Focus groups 5.4 Round table focus groups will be set up to begin work on the specifications for services. They will work through the detail of the consultation responses, consider supply and demand data and contribute to the preparation of draft specifications, including proposed budgets, to present to Grants Committee in November 2024. 5.5 Focus groups will include borough grants officers, specialist borough lead offic ers (housing and homelessness and VAWG officers), policy leads from London Councils and key stakeholder s (e.g., the GLA, MOPAC, voluntary and community sector organisations). 6 Recommendations 6.1 Grants Committee members are asked, subject to Leaders’ Committees confirmation of the Principles and Priorities, to: 6.1.1 ask that officers proceed with further work to develop a 2026-2030 Grants Programme 6.1.2 highlight aspects of the consultation findings that should be considered or prioritised when developing the new programme (sections 2 and 3) 6.1.3 note the next steps and indicative timetable for the development and implementation of any future new grants programme beyond March 2026 (section 4 and appendix 1). 6.1.4 ask officers to develop draft specifications with London local authority officers and stakeholders through roundtables and other appropriate methods. 84 Financial Implications for London Councils This report does not make any financial recommendations at this stage. An initial steer on an indicative budget envelope will be sought at the July 2024 Grants Committee. A final decision on the annual funding for the first year of a 2026-2030 (should it proceed) will be agreed by Leaders’ Committee in December 2025. Legal Implications for London Councils 1 London Councils administers and delivers the London Councils Grants Programme on behalf of all the boroughs and the City of London Corporation. The Programme makes grants to voluntary organisations to deliver improved outcomes for Londoners. 2 The Programme operates within a scheme made under Section 48 of the Local Government Act 1985 1. It is a collective scheme i.e. all the LLAs fund the Programme, through a levy contribution based on the LLA’s proportion of the capital’s population. LLAs must exercise their functions in respect of the scheme ‘with due regard to the needs of the whole of Greater London.’ 3 Leaders' Committee determines the principles and priorities of the Programme and the overall budget of the Programme. The Grants Committee commissions services, makes awards of funding, manages projects’ performance, and may advise Leaders’ Committee on the Programme. 4 This report takes full account of the legal advice, notably: a. the legal requirements for decision-making by public bodies i.e. to ensure: declaration of interests; that correct procedure is followed; consultation is undertaken lawfully; decisions are rational and evidence -based; all relevant considerations are taken into account; that decisions are taken for a proper purpose; decisions are proportionate and reasonable; and decisions are properly reasoned b. in respect of consultation that the consultation is undertaken when proposals are at a formative stage, the proposals being consulted upon give sufficient reasons to allow for intelligent consideration and response, adequate time be given for consultation responses, and the product of the consultation will be conscientiously taken into account in finalising proposals, and c. the need for proper consideration of the equality impacts of the proposed decisions. 5 It will be important to continue to take legal advice throughout the process to support informed decision-making. 1 Local Government Act 1985 http://www.legislation.gov.uk/ukpga/1985/51/section/48 85 Equalities Implications for London Councils In reaching decisions for the implementation of any future grants programme, the Committee is required to have due regard to its obligations under the Equality Act 20102, particularly the Public Sector Equality Duty. Alongside other evidence and analysis which will be collated as to the operation of the current programme, and the factual and policy context, the consultation will include a equality impact assessment which will inform decisions on the future of the programme – including the principles and priorities of any new programme, and should that be agreed, the equalities objectives to be included within the specifications for any future programme. During the different stages of the development process evaluation of equality impacts will be undertaken, including in developing the specifications to deliver on the funding priorities. London Councils’ funded services provide support to all persons with protected characteristics who are eligible under the relevant funded project, and target groups highlighted as furthest from support or more affected by the issues being tackled. Funded organisations are also required to submit equalities monitoring data, which can be collated across the grants scheme to provide data on the take up of services and gaps in provision to be addressed. The grants team reviews this data annually. Background Documents Grants Programme 2021-25, Grants Committee, Item 14, 10 July 2019 Grants Programme 2021-25, Leaders committee, item 7c, 3 December 2019 2 Equality Act 2010 https://www.gov.uk/equality-act-2010-guidance 86 Implementation Timetable Appendix 1 Date Activity 28 Feb 2024 Grants Executive meeting - Consider approach and timetable for any post March 2026 grants programme including consultation 11 Mar 2024 Elected Officers - Consider approach and timetable for any post March 2026 grants programme including consultation 27 Mar 2024 Grants Committee Meeting - Agree approach and timetable for any post March 2026 grants programme including consultation From Apr 2024 Evaluation of the current grants programme Apr-May 2024 Complete research of external context (government policy, patterns of need, current LLA provision) May-June 2024 London Councils - Consultation launched (7 May 2024) - Consultation ends (minimum four week window) 17 July 2024 Leaders Committee - Decision on operating principles - Decision on funding priorities - Authorise Grants Committee to oversee specification development 18 July 2024 Grants Committee AGM - Consider consultation findings and direction from Leaders Committee July-Nov 2024 London Councils - Develop specifications with LLA officers and stakeholders 28 Oct 2024 Grants Executive Meeting - Consider draft recommendations on proposed specifications 27 Nov 2024 Grants Committee Meeting - Consider proposed draft specifications - Make recommendations to Leaders’ Committee 10 Dec 2024 Leaders’ Committee - Receive Grants Committee recommendations - Agree indicative budget for new programme Subject to Leaders decision December 2024 Feb-Mar 2025 London Councils - Undertake revision work on specifications 26 Feb 2025 Grants Executive Committee Meeting - Consider any amendments to specifications since November/ December 2024 26 Mar 2025 Grants Committee Meeting - Agree final specifications Apr-May 2025 London Councils - Preparation for commissioning including market warming 87 Date Activity May-Oct 2025 London Councils - Undertake open and competitive commissioning subject to budget being agreed o NB closing date for applications will be 30 July latest - Applications assessment and due diligence 17 Sept 2025 Grants Executive Committee Meeting - Update on commissioning for 2026-2030 programme 26 Nov 2025 Grants Committee Meeting - Agree commissions subject to budget, and recommend budget to Leaders’ Committee 9 Dec 2025 Leaders’ Committee Meeting - Agree annual programme budget for 2020-2027 Dec 2025-Mar 2026 London Councils - Pre-agreement activity and mobilisation to start delivering new programme March 2026 Grants Committee Meeting - Update on pre-agreement process April 2026 New programme launched, projects commence delivery 88 Summary At its meeting on 24 November 2021 Grants Committee agreed funding for 13 commissions under the following two priorities: Priority 1 Combatting Homelessness Priority 2 Tackling Sexual and Domestic Abuse In addition, the funding awarded under the 2017- 22 programme to Ashiana Network to deliver the Specialist Refuge Network under Service Area 2.4 was extended to 31 March 2023 to give time to develop longer term arrangements with the boroughs and the Greater London Authority (GLA) following the introduction of the Domestic Abuse Act. On 26 January 2023, funding for a new commission delivering under Service area 2.4 from April 2023 was agreed. Funding was agreed for the period 2022 to 2026, subject to delivery, compliance with grant conditions and continued availability of resources. This report provides members with: - t he sixth performance report on the two priorities of the 2022-26 Grants Programme, for the period April 2022 to March 2024 (quarters one to eight) - t he Annual Equalities report Recommendations The Grants Committee is asked to note: a) o utcomes at priority level to end of quarter eight: Grants Committee Performance of Grants Programme 2022-2026 April 2022 – March 2024 (End of Year Two) Item: 12 Report by Feria Henry Job title Grants Manager Date 18 July 2024 Contact Officer Feria Henry Telephone 020 7934 9529 Email Feria.henry@londoncouncils.gov.uk 89 i) Priority 1, combatting homelessness, overall is 2 per cent above profile ii) Priority 2, tackling sexual and domestic abuse, overall is 2 per cent below profile b) T he number of interventions delivered in the relevant period: i) Priority 1, combatting homelessness – 21,388 ii) Priority 2 , tackling sexual and domestic abuse – 143,969 c) P roject level performance, using the Red, Amber, Green (RAG) performance management system (explained at Appendix 1): i) Ten projects are rated Green ii) Three projects are rated Amber iii) One project has ceased delivery iv) One project is yet to start reporting (paragraph 8.2) d) T he borough maps (Appendix 2) e) T he project delivery information and contact details (Appendix 3), with up-to-date contact information, as well as an update on performance f) A link to a new online borough dashboard which provides programme delivery information including borough outcomes, regular activities and highlight s at both a pan- London and borough level is available here g) T he annual performance report provided by London Funders (Appendix 4) The Grants Committee is asked to agree: h) that London Councils officers and Grants Committee Members share the London Funders Annual Report with relevant borough officers to ensure they are aware of the activities provided (boroughs pay a reduced subscription to London Funders via London Councils, which is considered in the November budget setting process) Appendix 1 RAG Rating Methodology Appendix 2 Borough Maps Appendix 3 Project Delivery Information and Contact Details Appendix 4 London Funders Annual Report 90 Page 1 of 52 1 Background 1.1 The 2022 to 2026 Grants Programme focuses on the following priorities: Priority 1 - Combatting Homelessness Priority 2 - Tackling Sexual and Domestic Abuse 1.2 Grants Committee agreed funding for 14 projects for the period 2022 to 2026, subject to delivery, compliance with grant conditions and continued availability of resources. 1.3 A one year extension of the Specialist Refuge Network led by Ashiana Network under the 2017-22 programme under service area 2.41 - was agreed to run to 31 March 2023 to enable longer term arrangements to be developed with the boroughs and the GLA as a result of the introduction of the Domestic Abuse Act. 1.4 Funding for provision under Service Area 2.4 from April 2023 to 31 March 2026 was awarded to Ashiana Network for the Ascent Specialist Refuge Partnership in January 2023. This service commenced on 1 April 2023. Performance for this project and the extended year of the project under the 2017- 22 programme are included in the figures reported in this paper. 1.5 The Healthy London, Healthy R elationships project, funded under Service Area 2.1, led by Against Violence and Abuse, ceased operations in December 2023. In order to further mitigate potential impact on the rest of the programme due to financial instability of sub-partners, London Councils agreed to novate the grant agreement with AVA to Women’s Resource Centre (WRC), for the period January to March 2024; further information about this is detailed in section 7. 1.6 On 27 March 2024, the Grants Committee agreed to fund a new project under Service Area 2.1 called Ascent Prevention Project, led by Women Resource Centre. This project is not yet in grant agreement. Further information about this is detailed in paragraph 8.2 of this report. 1.7 A list of grants, including the Ashiana’s extended year and the updates indicated in paragraphs 1.5 and 1.6 is included below, in Table 1. 1 Service area 2.4 - Emergency refuge accommodation and support and alternative housing options to meet the needs of specific groups 91 Page 2 of 52 Table 1: London Councils Grants Programme 2022-26 (Priority 1 and 2) Service Area2 Organisation Agreed awarded amount 1.1 Shelter, The National Campaign for Homeless People £3,706,718 1.1 St Mungo Community Housing Association £1,315,749 1.2 St Mungo Community Housing Association £413,021 1.3 New Horizon Youth Centre £3,756,866 1.4 Homeless Link £693,509 Priority 1: Combatting Homelessness £9,885,863 2.1 Against Violence and Abuse £405,1593 2.1 Women’s Resource Centre £234,6354 2.1 Prevention 2025/26 - subject to agreement £263,700 2.2 Galop £642,295 2.2 Women and Girls Network £5,533,157 2.2 SignHealth £1,047,148 2.3 Refuge £1,139,673 2.3 Women’s Aid Federation £100,000 2.4 Ashiana Network £840,0005 2.5 Women’s Resource Centre £799,5816 2.6 Asian Women’s Resource Centre £1,234,646 Priority 2: Tackling Domestic and Sexual Violence £12,239,994 Total £22,125,857 2 See paragraphs 2.1 and 5.1 for a brief description of the service areas 3 Total amount paid to AVA for delivery up to December 2023, original grant awarded was £944,987 4 At grant agreement stage, no payments have been released. 5 This was for a one year extension (until 31 March 2023) of the Specialist Refuge Service funded under the 2017-22 programme, to allow for the development of longer term arrangements across London following the introduction of the Domestic Abuse Act. Funding under this service area has been awarded for Emergency specialist Refuge Support started on 1 April 2023 6 This figure includes the additional £41,493.75 that was novated from AVA to WRC for quarter eight 92 Page 3 of 52 1.8 The London Councils Grants Programme enables boroughs to tackle high-priority social need where this is better done at pan- London level . The programme commissions third sector organisations to work with disadvantaged Londoners to make real improvements in their lives. This is the sixth report covering the performance of the 2022 to 2026 Grants Programme. Case studies of programme activity are available here on t he London Councils website. 2 Priority 1: Homelessness Delivery 2.1 The Committee has allocated £9.9 million to five projects to Priority 1: Combatting Homelessness for 2022-26. Of these five: - Two (with a total value of £1.2 million in year one) are delivering against specification 1.1: Prevention and Targeted Intervention - One (value of £0.1m in year one) is delivering against Specification 1.2: Prevention and targeted intervention for rough sleepers - One (value of £0.9 million in year one) is delivering against specification 1.3 Prevention and targeted intervention for young people - One ( value of £ 0.2 million per year ) is delivering against specification 1. 4: Improving the response to homelessness in London (working with housing and homelessness organisations and professionals) 2.2 At the end of the first two years of the programme, Priority one performance was two per cent above profile. Figure 1 provides further information at a service area level. Outcome targets have been surpassed in two out of the four service areas to the end of quarter eight. The service areas that has performed below target (1.1 and 1.4), are within the -15 per cent performance tolerance. 2.3 Service area 1.3 has exceeded the +15 per cent tolerance level. The London Youth Gateway, led by New Horizon Youth Centre (NHYC) are the sole provider in this strand and have overachieved in performance outcomes including for improved mental and physical health and life skills for young people. This is largely due to increased numbers of young people being supported with debt, benefits and budgeting advice. NHYC is also able to offer a package of health 93 Page 4 of 52 and physical activities, including pastoral activities and nursing care, which contribute to achievement of increased outcome performance. 2.4 S pecific information on achievement against outcomes at project level is available in Appendix 3. Figure 1: Priority 1 Delivery against Profile Aggregate Outcomes by service area 2022- 26 Q1 to Q8 1.1 Prevention and targeted Intervention 1.2 Rough sleeping 1.3 Youth homelessness 1.4 Support services to homelessness sector Profile 12,179 1,166 6,198 1,447 Actual 11,199 1,312 7,595 1,282 Difference -980 146 1,397 -165 Variance -8% 13% 23% -11% Average Annual Grant Value (£m) £1.23 £0.10 £0.94 £0.17 Number of Providers 2 1 1 1 12,179 1,166 6,198 1,447 11,199 1,312 7,595 1,282 0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 11,000 12,000 13,000 1.1 Prevention and targeted intervention 1.2 Rough sleeping 1.3 Youth Homelessness 1.4 Support services to Homelessness sector Profile Actual 94 Page 5 of 52 2.5 Providers continue to support vulnerable and disadvantaged service users within the protected characteristics under the Equality Act 2010. By end of quarter eight7: - 44 per cent were female - 43.2 per cent were under 25 - 8.8 per cent were over 55 - 79.5 per cent were ethnic minorities8 - 27.7 per cent declared a disability - 21.1 per cent were LGBT9 - 1027 people had no recourse to public funds (6.1 per cent) 2.6 The London Youth Gateway (LYG) project led by New Horizon Youth Centre reported 850, or 12 per cent of young people who have accessed their service since April 2022, declared a history of care experience 10. 2.7 London Councils funds organisations to deliver services across London and our monitoring returns include an assessment of equalities. A report on the equalities performance of the 2022-26 programme to date is detailed in Agenda Item 13. Policy and wider environment 2.8 The latest London Councils Temporary Accommodation and Homelessness dashboard found the following: - Homelessness presentations continue to increase year -on-year, rising by 1,246 (17.4 per cent) in January 2024 compared to a year earlier, based on data from 27 councils. 7 Based on self-declaration; users may declare more than one protected characteristic e.g. disability 8 Includes Asian - all, Black - all, Chinese, Latin American, Middle Eastern, mixed ethnicity, white European, white Irish and white other 9 Lesbian, gay, bisexual, identify as trans or a person with trans history or declared other 10 “Care Experienced” for LYG reporting means: A young person who has had the support of a social worker at any time, is a looked after child in the care system, has been adopted or fostered. Young people do not need to have "Care Leaver" status to be care experienced. Care Experience can be interpreted as a lifelong characteristic. 95 Page 6 of 52 - Data from 28 local authorities showed the number of households living in temporary accommodation (TA) in January 2024 was 8.4 per cent higher than a year before, rising from 52,963 households to 57,437. - The data continues to show a rise in the number of London households living in Bed & Breakfast (B&B) accommodation, including those living in B&Bs for greater than six weeks. 26 authorities reported 1,914 families living in B&B accommodation in January 2024, up 70 per cent on a year earlier. Over the same period 27 authorities report 1,481 families living in B&Bs beyond the six- week limit, an increase of 131 per cent from 641 the year before (an additional 840 families). - Data from 22 councils shows the gross total monthly TA spend for January 2024 is up 28.1 per cent on a year before, reaching £65.2m. 2.9 A new methodology for calculating boroughs’ net deficit on homelessness spending was introduced in the previous data collection, has resulted in a significantly different figure to past data and should be treated with caution. Data from 20 boroughs showed that as of January 2024 councils’ net deficit on homelessness service spending is projected to be 54.2 per cent (£104.9m) higher in 2023/24 than it was in 2022/23. 2.10 Homelessness Triage Tools - Three new innovative homelessness and rough sleeping tools have now been completed. The tools were developed by Campbell Tickell, in a project commissioned by the London Housing Directors’ Group with support from the London Government Association’s ( LGA) Housing Advisers Programme. They include: - A Rough Sleeping Risk Assessment Tool to help prevent rough sleeping. The tool is designed to support council Housing Options staff to better identify single people seeking support who may not be in priority need but are likely to sleep rough, so that they can do more to prevent this by rapidly linking up with outreach teams and rough sleeper pathways. This tool is now being tested further by Department for Levelling Up, Housing and Communities (DLUHC) ahead of a national rollout. - A Homelessness Triage Tool is a framework for councils to use to ensure that anyone in need of emergency housing support is able to navigate appropriately and be rapidly guided through the local authority’s existing 96 Page 7 of 52 services and gets seen promptly and is appropriately assessed and supported, and - A self-assessment tool to allow councils to measure the performance of their services that assess for and provide emergency housing support and track and benchmark performance over time. 2.11 The tools have now been shared with boroughs via the London Housing Directors Group. Priority One Updates 2.12 All frontline projects funded have raised issues about the increase in rough sleeping including it occurring for longer and sustained periods. All projects have also raised issues about the lack of private rental options and the scarcity of housing availability from statutory sector and other housing providers. Funded projects have also raised concern about long wait times to access suitable emergency accommodation, supported housing and severe delays in move -on options. Projects have highlighted that t here has been an elevated number of unhoused refugees, evicted from asylum accommodation, adding to homelessness pressures in the boroughs . The London Plus project, led by Homeless Link, which provides second tier support to the sector, has also noted increased homelessness as a result of the lack of housing for those applying for accommodation under Family Reunion criteria. 11. 2.13 In regard to project outcomes, the scarcity of housing provision makes securing accommodation extremely challenging which has implications for the programme outcomes which track tenancy sustainment . A number of groups report that i f accommodation is secured, maintaining contact with those housed (where casework has ‘closed’ ) has also proved to be difficult, even with a tenancy sustainment worker in place. Projects have also raised concerns about reengaging with service users to confirm if tenancies have been sustained, once case working with service user/s have ‘closed’, due to issues of data protection/GDPR. Projects under London Councils Priority two have raised similar concerns as well as concern about ethical issues in reengaging with 11. Family Reunion is a process by which refugees can be reunited with their immediate pre-existing or pre-flight family; it is a right attached to being recognised as a refugee. The refugee in the UK becomes the sponsor and the applicants are the family members who are making the application. For information, Family reunion (accessible) - GOV.UK (www.gov.uk) 97 Page 8 of 52 service users to confirm tenancy sustainment, after case closure, citing a possibility of retraumatising women, who now rehoused and rebuilding their lives, being contacted about sustaining their housing, which may trigger feelings of abuse and violence suffered in the past. 3 Key highlights: Priority One - Successes and challenges at the end of year two of the 2022-26 Grants Programme Successes 3.1 The STAR Partnership, led by Shelter , has been successful in changing the London borough of Tower Hamlets hotel booking policy, for homeless applicants. Previously homeless applicants were required to present to council offices in the morning, with all their belongings, to rebook hotel places. This included disabled people and those with caring responsibilities. The change in policy now means that hotels can be booked remotely. 3.2 P roject partner, Thames Reach have also successfully engaged the support of social work students to help to deliver project services, including accompanying vulnerable clients to key appointments and carrying out welfare checks. 3.3 The HARP Connect Project, delivered by St Mungo’s, have increased levels of work with remand prisoners . Pivotal and strategic engagement has also been established with all housing officers in LB. Barking and Dagenham. This collaborative working has improved the relationship with probation officers, which in turn, led to more clients being housed. Neighbouring boroughs Havering and Newham have also benefited from this collaboration. 3.4 New Horizon Youth Centre (NHYC) lead partner of the London Youth Gateway (LYG) project has published On our Side, in collaboration with the London School of Economics (Housing and Communities Department) with input from LYG partners, young people and London local authority borough officers. Report recommendations include how London local authorities can improve support processes for young people (18- 25 years old) increase the supply of young people’s housing and develop a Homelessness Code of guidance for young people. The LYG Programme Manager has also established links with Migrant Accommodation Pathway Support (MAPS) provided by St Mungo’s. MAPS 98 Page 9 of 52 supports any non-UK nationals rough sleeping or at immediate risk of it, across London, to help them out of homelessness. 3.5 Young people supported by the LYG are also able to apply for NHYC’s Cost of Living Grant Award, funded by Greater Change. NHYC has also secured a new floating support contract, overseeing the running of 10 units for NHYC young people in Paddington ( London borough of Westminster). In year three, young people on the LYG Project, will be housed in this accommodation, and supported into independent living. 3.6 LY G partner Galop continues to provide key support for LGBT+ young people in housing and homelessness need. Galop have increased their support to LGBT+ young people by 17 per cent on the previous year of the project. 3.7 In the, second year of the London PLUS project Homeless Link has successfully provided bespoke support to a number of London boroughs such as working with London borough of Greenwich to strengthen working practices across council services. In Hillingdon, consultation events have been held, with Homeless Link working with staff to create a recommendation report for the council’s new Homelessness Strategy. Work also continued with Royal Borough of Kensington and Chelsea to support improvements to their housing service, including customer and partner consultations and direct work with council staff. Homeless Link is also developing toolkits: a Social Work Toolkit (jointly with Life Off the Streets) for the homelessness and social care sectors in how to work effectively with each other, now due for launch in quarter nine and a Partnership Self - Assessment Toolkit which w ill enable organisations to measure and improve local strategic partnership working, this was launched in March 2024. 3.8 S t Mungo’s (Streetlink London Advice Line) report that it successfully supported 67 clients to resolve their homelessness. It also saw a reduction in the number of local authorities inappropriately signposting priority need clients (e.g. families with dependent children) to its ser vice. Moreover, it re ports that it has maintained a stable staff team and recruited a number of volunteers to manage demand. Challenges 3.9 Both the STAR Partnership and St Mungo’s HARP project continued to face challenges in securing access to accommodation, particularly due to what the 99 Page 10 of 52 STAR partnership describe as “exorbitant” rent costs for private sector housing. The Partnership has established escalation routes to raise issues of housing need to local authority officers. 3.10 The HARP project report letting agents demanding high financial incentives for every client. These incentives are often able to be met by local authorities seeking accommodation, but places increased pressures on HARP project officers unable to ‘compete’ for housing in this market. HARP clients also encounter bias from landlords often exhibiting negativity against selecting their clients as tenants. This is particularly in regard to clients with complex and multiple needs. HARP project also highlights the poor quality of properties available. 3.11 NHYC have met the challenges of providing accommodation in periods of severe weather emergency, through their Youth Hub, LYG provision. The LYG partnership were also proactive in alerting the Grants Team and Rough Sleeping Strategic lead to several worrying trends emerging from LYG referral triage during Severe Weather Emergency Protocol ( SWEP 12) periods. Many young people despite sleeping rough, reported experiencing barriers to accessing emergency places when contacting some London local authorities, despite a requirement for on-the-day assistance. 3.12 Across Priority 1 , projects faced challenges securing housing for young people who are between 25-35 years old. And also, for young people requiring housing support who do not speak English. 3.13 A commonality of challenge faced by Grants Programme funded projects across both the Combating Homelessness and Sexual and Domestic Violence priorities is also securing completed evaluation surveys, essential for evidencing outcome achievement. Projects are finding that service users and attendees at training are not all completing the evaluation which impacts on the outcome achievement figures that can be reported to London Councils. London Councils is in discussions with funded projects about how they might better capture evaluation feedback, including using in-training online polls. 12 SWEP - Severe Weather Emergency Protocol. In London, this is activated by the Mayor of London, the GLA and local borough councils when there is a threat to life due to extreme weather conditions. This can include temperatures falling below freezing or raising to 30C+. 100 Page 11 of 52 3.14 St Mungo’s (Streetlink London Advice Line) report that it has faced challenges trying to raise a Safeguarding concern for a vulnerable adult with local authorities ‘Out of Hours’ service; challenges include long wait times to speak to the on call duty social worker, or challenges attempting to raise a safeguarding concern for someone who falls under ‘self-neglect’ 3.15 Streetlink has seen an increase in people rough sleeping after being evicted from Home Office accommodation on receipt of refugee status being granted. Additionally, there has been an increase in families traveling to London and seeking support without a local connection after leaving Home Office accommodation. 4 Performance Management 4.1 Three Priority 1 projects are currently rated Green and two are rated Amber (see Table 2). 4.2 The HARP project remains at an Amber RAG rating for the third consecutive quarter, albeit just below achieving a Green rating. Low performance has primarily been driven by lower outcome figures for tenancy sustainment, resolution of landlord/property issues to maintain tenancy, or to obtain suitable accommodation. There is also below target performance on at number of other outcomes such as eviction prevention, and employment referrals. An action plan to improve performance has been put is in place which includes staff re- training on outcome delivery, intensification of work with landlords of clients in custody, engaging students on placement to support caseworkers and a workplan to improve performance targets for referrals to the employment support. A monitoring visit to the HARP project (including a review of outcome monitoring systems, service user casework and project activities) is due to be conducted in quarter ten. 4.3 The London Plus project, having previously been RAG rated Green following the introduction of an action plan, was RAG rated Amber at the end of quarter eight. There have been a number of delays with bespoke work with boroughs on homelessness and housing practice systems support, due to staffing changes at borough level . The project is also facing ongoing challenges with securing completed evaluation forms, which would be able to confirm outcome 101 Page 12 of 52 achievements, despite an increased number of training and webinars being delivered. The action plan is being revisited, with a meeting with grants team officers to review targeted workplan figures, in an attempt to ensure that the project ‘catches up’ on agreed outcome delivery. It is anticipated that the project will be RAG rated Green next quarter. 4.4 The London Youth Gateway (LYG) Project, led by New Horizon Youth Centre, who although remaining RAG rated Green, have seen a slight fall in their RAG rating in this quarter and their performance is currently just below the 85 per cent delivery threshold. Performance has been impacted by external factors including lack of housing, and increased numbers of young people accessing the service with complex and multiple needs, requiring longer periods of casework and advocacy. Some LYG partners have also faced challenges with recruitment, affecting the number of referrals into project services. 4.5 The funded projects (St Mungo’s) HARP, (NHYC) LYG and Homeless Link’s London Plus currently remain below 85 per cent performance delivery at the end of year two of the programme. Efforts will be made by the grants team to support projects to reach agreed project delivery targets, as much as practicable. Projects who are at risk of under delivery will be kept informed throughout the second half of the programme. 102 Page 13 of 52 5 Priority 2: Sexual and domestic violence Delivery 5.1 The Committee allocated £ 12.2 million to nine projects to Priority 2: Tackling Sexual and Domestic Violence for 2022-202613. - One ( average annual value of £0.2 million) was delivering against specification 2.1: Prevention (working with children and young people). The project ceased delivery in December 2023, as the lead organisation went into administration14. - Three (average annual value of £1.8 million) are delivering against specification 2.2: Advice, counselling and support to access services (for medium risk, post -independent Domestic/Sexual Violence Advocate (IDVA/ISVA) support and target groups not accessing general provision). - Two (average annual value of £0.3 million) are delivering against specification 2.3: Helpline services (advice and support, access to refuge provision). - One 15 (average annual value of £0.84 million) is delivering against specification 2.4: Emergency Specialist Refuge Provision. - One (average annual value of £0.19 million) is delivering against specification 2.5: Improving the response to domestic and sexual abuse in London (working with domestic and sexual abuse organisations and professionals). - One (average annual value of £0.30 million) is delivering against specification 2.6: Services for people affected by harmful practices. 5.2 At the end of quarter eight, overall performance was two per cent below profile. Figures 2 and 3 provide further information at a service area level. O utcome targets have been met or been surpassed in four of the six service areas. For the two service areas that have performed below target (2.2, 2.3), neither is outside of the +/-15 per cent performance tolerance. 5.3 Service Area 2.1 has performed above the 15 per cent tolerance level . Figures in this service area correspond to the Healthy London, Healthy Relationships (HLHR) project which was led by the organisation Against Violence and Abuse, 13 This figure includes service area 2.4 which was extended for one additional year under the 2017-22 programme to 31st March 2023 14 Performance Management Update: Against Violence and Abuse (AVA) – Item 7, 27 March 2024 15 See footnote 13 103 Page 14 of 52 (AVA) refer to the period April 2022 to December 2023 (Qtrs.1 to 7). This project ceased delivery in December 2023 and went into administration in February 202416. Subsequent to March 2024 committee, Women’s Resource Centre (WRC) helped collect information from the former HLHR sub-partners corresponding to quarter seven. The HLHR project ended above the 15 per cent tolerance due to historic overdelivery and achievement of outcomes for healthy relationships, and domestic violence support across quarters one to six , due to targeted and intense work in schools in particular bor oughs such as Barnet , Islington, Lambeth and Ealing. 5.4 Service Area 2.4 has exceeded the +15 per cent tolerance level. This is due to overdelivery in year six of the Specialist Refuge Network project 17. The new project, also led by Ashiana Network which commenced delivery in April 2023 is delivering in line with their profile. 5.5 Service area 2.6 where Asian Women’s Resource Centre (AWRC) is the sole provider had over delivered due to increased levels of training on harmful practice provided to professionals. Overdelivery has also been boosted by service delivery undertaken due to International Women' s Day activities. The project has made efforts to remain within profile but remains responsive to increasing demand for their project services from boroughs and vulnerable service users in need. 16 See footnote 14 17 See footnote 13 104 Page 15 of 52 Figure 2: Priority 2 Delivery against Profile Aggregate Outcomes by Service Area (2.1, 2.2, 2.3) 2022-26 Q1 to Q8: 2.1 Prevention 2.2 Advice, counselling, outreach, drop- in 2.3 Helpline and coordinated access to refuge provision18 Profile 17,949 27,040 95,414 Actual 21,738 25,231 89,267 Difference 3,789 -1,809 -6,147 Variance 21% -7% -6% Average Annual Grant Value (£m) £0.23 £1.80 £0.31 Number of Providers 1 3 2 18 Refuge records high numbers of callers where their borough of residence is unknown, or unreported. Due to the nature of the service, domestic and sexual violence helplines where callers may be unwilling or too distressed to give this information. 17,949 27,040 95,414 21,738 25,231 89,267 - 20,000 40,000 60,000 80,000 100,000 120,000 2.1 Prevention (children and young people) 2.2 Specialist advice, counselling and support 2.3 Helpline services Profile Actual 105 Page 16 of 52 Figure 3: Priority 2 Delivery against Profile Aggregate Outcomes per service area (2.5, 2.6) 2022-26 Q1 to Q8: 2.4 Emergency Specialist Refuge Provision 2.5 Support services SDV VCOs 2.6 Harmful practices (FGM, HBV, forced marriage, other) Profile 2,027 1,880 2,386 Actual 2,796 2,160 2,777 Difference 769 280 391 Variance 38% 15% 16% Average Annual Grant Value (£m) £0.84 £0.20 £0. 31 Number of Providers 1 1 1 5.6 Providers continue to support vulnerable and disadvantaged service users within the protected characteristics under the Equality Act 2010. By end of quarter eight1920: - 89.8 per cent were female - 19 per cent were under 25 19 Based on self-declaration; users may declare more than one protected characteristic e.g., disability 20 These figures also include Year 6 (Qtrs. 1 to 4) of the Specialist emergency refuge provision which was extended for an additional year to 31 March 2023 2,027 1,880 2,386 2,796 2,160 2,777 - 500 1,000 1,500 2,000 2,500 3,000 2.4 Emergency refuge accommodation 2.5 Support services SDV VCOs 2.6 Harmful practices (FRM, HBV, forced marriage, other) Profile Actual 106 Page 17 of 52 - 8.8 per cent were aged over 55 - 78.8 per cent were ethnic minorities21 - 39.7 per cent declared a disability - 10.2 per cent were LGBT22 - 2,010 people had no recourse to public funds (4.7 per cent) 5.7 London Councils funds organisations to deliver services across London and our monitoring returns include an assessment of equalities. A report on the equalities performance of the 2022-26 programme to date is detailed in Agenda Item 13. Policy and wider environment 5.8 The Victims and Prisoners Act r eceived Royal Ascent on 24 May 2024, it was fast-tracked as part of the ‘wash- up’ before Parliament was dissolved for the General Election. The law’s ambition is for victims of crime, including survivors of VAWG, to play a central role with enhanced rights that will improve their status and experience of the justice process. 5.9 The A ct introduces a duty on t he Police and Crime Commissioner (PCC), local authorities and health bodies to collaborate when commissioning support services for victims of domestic abuse, sexual violence and other serious violence. In London, the relevant local authority will be the GLA, which will need to collaborate with the capital’s five Integrated Care Boards and the PCC (the Mayor’s Office for Policing and Crime). Together, these relevant authorities will prepare, publish and implement a strategy for collaboration, keeping this under review and revising where necessary. 5.10 O n 16 February 2024, the Home Office introduced changes to the Migrant Victims Domestic Abuse Concession (MVDAC) – formerly called the Destitute Domestic Violence Concession (DDVC). The MVDAC expands the current provisions available to those on spousal/partner visas to include people who have experienced domestic abuse as a partner of someone on a work, student or graduate visa. However, unlike the spousal/partner group, this new cohort will not 21 Includes Asian - all, Black - all, Chinese, Latin American, Middle Eastern, mixed ethnicity, white European, white Irish and white other 22 Lesbian, gay, bisexual, identify as trans or a person with trans history or declared other 107 Page 18 of 52 be eligible for settlement under the Domestic Violence Indefinite Leave to Remain. This has been described as creating a ‘cliff edge’ for people in this new group at the end of the 3 months, and could prevent many victims from coming forward for fear of deportation, leaving them at risk of further abuse. 5.11 London Councils Activity : The fourth meeting of the London Policing Board, established as a recommendation of the Casey Review, took place on 4 June 2024. The Executive Member for Community Safety and VAWG represents London Councils on the board. At the meeting, the Met Commissioner called for a national strategy to address VAWG, stating that the scale of offending by men against women and children was beyond policing and the criminal justice system to tackle. 5.12 London Councils engaged with boroughs to respond to a DLUHC consultation on the current approach for allocating the Domestic Abuse Duty funding t o support the delivery of local authorities’ duties under the Domestic Abuse Act 2021. London Councils called for guaranteed, ring- fenced future funding for accommodation-based services through the Safe Accommodation Duty, as a separate Section 31 grant beyond March 2025. 5.13 London C ouncils arranged meetings with Alex Davies -Jones MP, Shadow Minister for Domestic Violence and Safeguarding, both in Parliament and through a borough visit, to raise awareness of VAWG policy priorities for London, including the sustainability of funding. 5.14 Domestic Abuse Act Funding in London – Domestic Abuse Safe Accommodation (DASA) - The GLA and MOPAC are currently in the process of refreshing the DASA strategy and conducting a needs assessment. The strategy is subject to a formal consultation exercise with the sector, scheduled for Summer 2024. Initial findings from the needs assessment indicate a growing demand for mental health support, which, in some cases, was a barrier to accessing DASA support. Additionally, victim -survivors are increasingly present ing with multiple disadvantage, posing capacity challenges for service providers. 5.15 London Councils is engaging with the GLA, MOPAC and London boroughs on the future of DASA commissioning in London, with a view to influencing the GLA and MOPAC’s approach to commissioning services going forward, and 108 Page 19 of 52 supporting greater alignment between borough, London Council’s and GLA/MOPAC funding. Priority Two Updates 5.16 Service Providers aiming to tackle domestic and sexual violence under Priority 2 of the Grants Programme report a commonality in some of the is sues raised. Providers report that the cost of living crisis continues to make the successful achievement of outcomes challenging; in parti cular, many partners highlight the difficulties faced due to lack of suitable and affordable housing including, rising rent forcing service users out of London, causing extended stays in inadequate conditions and generally resulting in limitations and reduced options to flee and access safety. 5.17 The cost of living crisis is also generating a high turnover of staff who are attracted to better pay in the corporate sector. The level of staff turnover means that the sector is losing valuable knowledge, experience and quality. 5.18 Service Providers also report that reduced capacity in external services hinders the successful attainment of outcomes. For example, coordinating with Children’s Social Services. Service providers also report challenges signposting clients to available services and the lack of counselling and therapeutic services, particularly for service users with language needs, including community languages and sign language needs. The lack of support provision for those with unstable immigration status and no recourse to public funds (NRPF) is also acute. 6 Key highlights: Priority 2 Successes and Challenges at the end of year two of the 2022-26 Grants Programme Successes 6.1 Jewish Women’s Aid, partner in the Ascent Counselling and Advice Project, led by Women and Girls Network (WGN) successfully provided training to 256 new Metropolitan Police recruits on cultural awareness and domestic violence. Partner Ashiana participated in a Domestic Homicide Reviews (DHRs) workshop. The workshop session raised awareness of the DHR Mentoring scheme wh ich offers an opportunity for an experienced domestic abuse expert, working in the End Violence Against Black and Minori tised Women and Girls Sector to be 109 Page 20 of 52 supported to become a DHR chair. Partner IMECE's has also contributed to the London (Violence Against Women and Girls) VAWG Strategy through pan London service delivery and community engagement. While a Woman’s Trust's event at Fishmongers Hall, "No Women Turned Away," provided a platform for survivors to share their experiences and highlight the need for specialist mental health services. 6.2 The Signhealth, Deaf Domestic Abuse Service, has had particular success with delivering the Freedom Programme, with further Freedom Programme sessions planned for quarter ten. The Freedom Programme examines the impact that attitudes and beliefs play in regard to the actions of abusive men, and the responses of victims and survivors to those attitudes, beliefs and actions. 6.3 The Ascent Ending Harmful Practice (EHP) Project, led by Asian Women’s Resource Centre (AWRC) has a wide array of successes including participation in research projects on Female Genital Mutilation (FGM) prevalence, transnational marriage abandonment and domestic violence in the Bangladeshi community. The EHP project has also continued to raise awareness of harmful practices through presentations delivered to the Faith and Violence Against Women and Girls (VAWG) Coalition’s annual conference on Connecting Communities with a special focus on spiritual and faith-based abuse. Information has also been presented about Forced Marriage Protection Orders at a launch event at the Houses of Parliament, highlighting this issue more widely. In depth training on the issue of Harmful Practice was also provided to the police. 6.4 Ascent: Support Services to Organisations report that its training activities have been well attended and received by a spectrum of participants. 6.5 The London Refuges Data Collection Project led by Women’s Aid published a ten year longitudinal report was produced which highlights the availability and use of VAWG service provision in London over the decade. 6.6 The P an-London Domestic and Sexual Violence Helplines Project report numerous successes from its partners including The Rape and Sexual Abuse Support Centre (RASASC) providing extra training for helpline support workers around the Criminal Justice and Independent Sexual Violence Advisers ( ISVA) service due to an increase in callers wanting to discuss reporting. 110 Page 21 of 52 6.7 Respect met with Swedish ministers to provide information on its service; consideration is being given to joint working in the future and Swedish ministers will utilise the information in regard to policy and service delivery improvements. 6.8 Respect’s Men’s Advice Line is supporting the distribution of the Home Office flexible fund which is made up of two pots of money, the Flee Fund a nd Future Fund, to support victims/ survivors of domestic violence in financial hardship. Respect is one of several providers that can make applications for funding on the behalf of victims. 6.9 WGN has seen an increase in referrals following its continuous service promotion incitive, in which it provides desk-based promotion and presentations at borough VAWG forums. 6.10 Refuge designed and delivered comprehensive Advanced Call Handling training to its Helpline team. Challenges 6.11 The Ascent Counselling and Advice Project has faced challenges with high turnover of staff, the lack of counsellors and temporary closure of referrals by one partner. There have also been external challenges including difficulties with sourcing solicitors for immigration support work, police reporting and perpetrators breaching non molestation orders (NMOs). Increasingly complex needs among clients have also contributed to higher demand for services and increased strain on staff and clients. 6.12 Securing British Sign Language ( BSL) interpreters for training workshops continues to be challenging, for SignHealth’s Deaf Domestic Abuse Service, which may require workshops to be postponed. SignHealth also highlight the lack of deaf awareness in refuge provision, which impacts on the ability to move Deaf clients into refuge accommodation safely and quickly. Engagement from social services also continues to present a challenge, despite SignHealth offering access to their project workshops. 6.13 The Ascent Ending Harmful Practices (EHP) Partnership, still faces challenges due to the lack specialist counselling support, including for women that have experienced any form of harmful practice. There are also limited resources to 111 Page 22 of 52 support those with multiple complex needs. No recourse to public funds (NRPF) clients also have been unable to access essential statutory services. The cost of living crisis continues to impact on the majority of the EHP partnership service users causing additional stress, especially for those with children, migrant women and those with NRPF already facing multiple barriers. Internal to the EHP partnership (and experienced by funded projects, both in priority 1 and 2) are recruitment issues with gaps in staffing impacting negatively on the ability to carry out casework. 6.14 The London Refuges Data Collection Project led by Women’s Aid report challenges getting London stakeholders to complete feedback forms which are used to demonstrate the impact of its service 6.15 Ashiana and its partners have faced significant challenges in the year, including delays from the Home Office in issuing B iometric Residence Permits and Application Residence Cards, which left clients without valid identification. The introduction of a three-month visa concession for dependents of workers, students, and graduates had also presented issues, as it had not allowed victims of domestic abuse to apply for indefinite leave, necessitating complex legal advice to navigate the implications. Capacity constraints hindered service delivery, particularly in promoting services within boroughs. Moreover, poor temporary accommodation conditions and last -minute offers added pressure t o both clients and staff. 6.16 Ascent: Support Services to Organisations report that it remains challenging getting attendees of its events to complete evaluation forms and that it continues to have a high number of participants that sign up for a class and drop out at the last minute. 6.17 The Pan- London Domestic and Sexual Violence Helplines Project report challenges including delivery partner, RASASC experiencing an increase in male abusive callers; which has had a negative impact on helpline support workers. 6.18 Refuge, which is also one of the organisations administering the Home Office Flexible Fund, report it was only enabled to make 10 applications for funding. Consequently, as it is a national organisation, it was unable to sufficiently meet the needs of its clients and had to refer survivors onto local services. 112 Page 23 of 52 7 WRC/ AVA Novation Period 7.1 After the funded project Healthy London Healthy Relationships (HLHR) led by AVA ceased operations in December 2023 (the sole project within the prevention strand of the tackling domestic and sexual violence priority of the grants programme), and in order to further mitigate potential impact on the rest of the programme due to financial instability of sub- partners, London Councils agreed to novate the grant agreement with AVA to the appropriate infrastructure organisation, Women’s Resource Centre (WRC), for a period of three months January to March 2024 (legal advice was sought and a novation was agreed as the appropriate course of action) 23. 7.2 As agreed in the novation, during the period January to March 2024, the staff costs for sub -partners of the HLHR project were transferred to other ASECNT projects currently delivering under Priority two of the programme: Ascent Advice and Counselling and the Ascent Ending Harmful Practices Projects, and a small proportion of the AVA staff budget w as transferred to WRC to coordinate and undertake work to scope out a proposal for a revised Prevention Project, presented to Grants Committee on 27 March 2024. 7.3 Grants officers received a report stating the work undertaken by each of the partners of the Ascent Advice and Counselling strand and the Ascent Ending Harmful Practices Strand that received this funding and by WRC . Examples of work undertaken include: - LAWRS contributed to the design and planning of a drop-in project for mothers and Latin American women, focusing on face-to-face workshops and establishing a monitoring and evaluation system. - IKWRO staff engaged in extensive casework, including securing benefits, obtaining protection orders, and collaborating with external agencies for client safety. - JWA Schools Manager developed educational content on healthy relationships and consent, which was integrated into training for police recruits, clients, and internal staff. 23 Grants Committee 27 March 2024 – Item 7 Performance Management Update: Against Violence and Abuse (AVA). 113 Page 24 of 52 - IMECE workers carried out safety planning and advocacy for survivors of violence against women and girls, and delivered training sessions on harmful practices and healthy relationships across multiple London boroughs. - FORWARD's project staff focused on raising awareness about Female Genital Mutilation (FGM) through educational sessions in schools. - Additionally, partners across both strands engaged in extensive communication with schools to maintain engagement and commitment for upcoming projects, and invested in outreach work in boroughs where the project had previously faced challenges. 7.4 WRC coordinated the development of the prevention project proposal presented to Grants Committee in March 2024. This involved consultations with MOPAC 24 on long-term prevention plans, weekly check-ins with London Councils staff, and collaboration with partners to review the previous project, assess lessons learnt, successes, challenges and define outcomes. 8 Performance management 8.1 At the end of quarter eight, six Priority 2 projects are rated Green, one is rated Amber and one has ceased delivery (see Table 2). One project has not reported any data due to not being in grant agreement (see paragraph 8.2) 8.2 At the committee meeting in March 2024, members agreed to award £234,635 to Women’s Resource Centre (WRC) for one year (with a possibility of extension a second year) to lead a partnership to deliver needs -led, school centred prevention work in schools and targeted settings. The project is not yet in grant agreement, due to a number of factors including internal and external pressures on capacity. However, the project has started at their own risk, making contact in schools particularly in boroughs where the previous project led by AVA had low attainment. The project has recently appointed a co- ordinator to coordinate delivery across London. The grants team expects the project to be in grant agreement shortly and no funds will be released until the grant agreement is signed. 24 Mayor’s Office for Policing and Crime 114 Page 25 of 52 8.3 The members sub- group that was agreed to be formed after the M arch Committee to provide oversight of the project, has yet to be decided due to delays caused by the unexpected pre-election period for the general election. 8.4 The London Refuges Data Collection Project, led by Women’s Aid Federation, is RAG rated Amber for the third consecutive quarter due to it receiving limited feedback f rom borough officers , which is the mechanism by which it demonstrates the success of several of its outcomes. Women’s Aid implemented a new feedback form last quarter which built the form into the online data dashboard to encourage beneficiaries to provide feedback . D espite the new process being communicated to all borough leads, no new feedback responses were received. Women’s Aid has advised that it would like to reprofile some of its outcomes. Officers are currently in the process of reviewing the proposals and how best outcomes can be evidenced. 8.5 The LGBT+ Domestic Abuse Partnership (DAP), led by GALOP remains RAG rated green; however, its quarter eight RAG score was more than five points less than the previous quarter because it had limited responses for two of its outcomes due to a change in the process used to collect outcome data. The partnership anticipates a rise in the data collected going forward. In addition, the number of tenancies sustained for six months is under target because of the challenges maintaining contact with clients once they have existed the project. Factors such as clients changing their contact details, relocating or just preferring not to maintain contact have all impacted performance. One of the DAP partners noted that it had fewer referrals than expected this quarter, consequently it has sought to raise awareness of the project. 9 Risk-based performance management (RAG rating) – Project level performance 9.1 P roject performance is measured using the programme-wide Red-Amber-Green (RAG) rating system . The RAG rating system forms part of the Funding and Performance Management Framework agreed in July 2021 25. The methodology for the system is set out in Appendix 1 of this report. The rating system shows 25 Grants Programme 2022-26: Prospectus for the new programme, Item 14, 14 July 2021 115 Page 26 of 52 whether a project’s performance is going up, going down or is steady across quarters. 9.2 The RAG ratings to the end of quarter eight (April 2022 to March 2024) are set out in the table below. The Committee will note that ten projects are rated Green, three are rated Amber. The funded projects continue to be affected by scarcity of affordable available housing options in London as well as issues evidencing outcomes where they need to collate feedback from users and borough officers or show tenancy sustainment. The grants team encourage dialogue with the projects to devise new ways of evidencing success. Projects still continue to suffer from frequent staff turnover, which also in turn affect project stability . Officers have continued to introduce and monitor action plans to improve delivery. Detailed information on the RAG scoring methodology is provided in Appendix 1. 116 Page 27 of 52 Table 2: RAG Results Service area Organisation (lead) Project Partners RAG Rating Q7 RAG Rating Q8 1.1 Shelter STAR Partnership (Supporting Tenancies, Accommodation and Reconnections) Thames Reach, Stonewall Housing, Praxis Green Green ↔ 1.1 St Mungo Community Housing Association HARP Connect (Housing Advice, Resettlement and Prevention Connect) n/a Amber Amber ↔ 1.2 St Mungo Community Housing Association Streetlink London Advice Line n/a Green Green ↔ 1.3 New Horizon Youth Centre London Youth Gateway Depaul UK, Stonewall Housing, Galop, Albert Kennedy Trust, Shelter, Praxis Green Green ↘ 1.4 Homeless Link London PLUS Shelter Green Amber ↔ 2.1 Against Violence and Abuse (AVA) Healthy London, Healthy Relationships (HLHR) FORWARD, IMECE Women's Centre, Iranian and Kurdish Women s Rights Organisation (IKWRO), Jewish Women's Aid, Latin American Women's Rights Service (LAWRS), Women and Girls Network Red No delivery - Project ended 2.2 Women and Girls’ Network Ascent: Advice and Counselling Ashiana Network, Asian Women's Resource Centre (AWRC), Chinese Information and Advice Centre, EACH (counselling and support), IMECE Women's Centre, Iranian and Kurdish Women’s Rights Organisation (IKWRO), Jewish Women's Aid, Kurdish and Middle Eastern Women's Organisation, Latin American Women's Rights Service (LAWRS), Nia, Rape and Sexual Abuse Support Centre (RASASC), Rights of Women, Solace Women's Aid, Southall Black Sisters, Women's Trust Green Green ↔ 117 Page 28 of 52 Service area Organisation (lead) Project Partners RAG Rating Q7 RAG Rating Q8 2.2 Galop The LGBT+ Domestic Abuse Partnership (DAP) Stonewall Housing, London Friend, Green Green ↓ 2.2 SignHealth Deaf Domestic Abuse Service N/A Green Green ↔ 2.3 Refuge Pan-London Domestic and Sexual Violence Helplines Project Women and Girls’ Network, Rape and Sexual Abuse Support Centre (RASASC), Respect Green Green ↔ 2.3 Women’s Aid London Refuges Data Collection Project N/A Amber Amber ↓ 2.4 Ashiana Network Specialist Refuge Network Ashiana Network, Solace Women's Aid, The Nia Project, Iranian and Kurdish Women's Rights Organisation (IKWRO) Green Green ↔ 2.5 Women’s Resource Centre Ascent: Support Services to Organisations Respect (perpetrators), Imkaan, Rights of Women, Against Violence, Abuse and Women and Girls Network Green Green ↔ 2.6 Asian Women’s Resource Centre Ascent Ending Harmful Practices Partnership Al-Aman (division of Richmond Fellowship), Ashiana Network, FORWARD, IMECE Women's Centre, Iranian and Kurdish Women’s Rights Organisation (IKWRO), Latin American Women's Rights Service (LAWRS), Southall Black Sisters, Women and Girls Network Green Green ↔ 118 Page 29 of 52 10 Value for Money 10.1 London Councils Grants Programme administers public money on behalf of, and with, the London boroughs and therefore must ensure value for money - t he optimal use of resources to achieve intended outcomes. The National Audit Office model of value for money focuses on three E’s: − Economy: minimising the cost of resources used or required (inputs); − Efficiency: the relationship between the output from goods or services and the resources to produce them; and − Effectiveness: the relationship between the intended and actual results of public spending (outcomes) 10.2 A t the end of the second year of the programme, the funded groups were asked to report on how they have ensured value for money over the first year of the programme. The projects who deliver within partnerships continue to report that additional value comes from access to a wide net of resources e.g The STAR Partnership led by Shelter is able to access Shelter’s legal team, DIY skills services and Thames Reach Employment Academy. 10.3 New Horizon Youth Centre have recently been awarded approximately £500,000 by MOPAC to support children and young people affected by violence and exploitation, in partnership with other organisations such as Safer London, St Giles Trust and Anna Freud C ntre. The service model will include a strong housing element. 10.4 AWRC reported being part of a group of “by and for” providers has been helpful in levering other funds from MOPAC which has help to broaden their ser vices and also invest in new IT systems. Ashiana Network secured £270,000 to fund two additional NRPF bedspaces, expand the in-house legal service and increase second stage accommodation through MOPAC/GLA. EACH, a delivery partner in the ASCENT Advice and Counselling Project were able to provide counselling to an additional ten women by facilitating volunteer counsellors, which enabled savings of £8,880, they have also saved money by conducting group sessions while still maintaining service delivery quality. 119 Page 30 of 52 10.5 The Funding and Performance Management Framework (agreed by members in July 2021) sets out the controls used to ensure value for money for the programme. This includes checks on audited accounts and a review of annual budgets. As agreed by Committee, a full -cost-recovery-approach is being used for the 2022- 26 programme. This will require a new approach to annual budgeting, with projects adjusting budgets annually to match changes in costs, within the four year budget envelope. 10.6 London Councils operates a robust monitoring system to ensure figures reported are verifiable; the work funded projects undertake has a far wider benefit and impact than is often shown through the figures. For example, a frontline organisation may support a person through multiple interventions across the whole partnership. A second-tier project may record work with one organisation but provide services to high numbers of their staff across separate departments or branches and so have a much greater reach in upskilling the voluntary and community sector than the figures indicate. 10.7 The team continues to work with IT contractor, Superhighways on the reporting tool for the programme. The reporting portal went live in July 2022 and the funded projects submit quarterly reports via this medium. Feedback from the funded groups at the end of the second year has been broadly positive citing improvements from year one, ease of use, ability to see more cumulative information about their work and good training and support . There were also comments about the bulk and time used to complete monitoring returns . T he team will continue to look for opportunities to streamline reporting, while balancing that with the need to adequately monitoring performance and ensure pan-London Delivery. 10.8 Work this year has also resulted in the development of both a public dashboard on the London Councils website containing high level information about the 22 - 26 programme to date, as well as a newly launched borough dashboard wh ich will enable Members and borough officers to see more about the work and outcomes achieved both in their borough, and pan- London by the current programme. This dashboard replaces the annual borough report which was only able to be produced once a year by the team, and will be updated before every 120 Page 31 of 52 Grants committee meeting enabling more up to date information to be accessed throughout the year. We welcome member and officer feedback. 10.9 The team continues to improve partnership and cross priority working as it led to better outcomes for service users on the previous programme. The funded groups meet quarterly with a view to share good practice and network, hear from other London Councils teams such as policy officers and LIIA 26 regarding developments regarding care experienced service users. Where relevant, funded projects work towards appropriate quality standards , and involve project participants in the design and adaptation of the projects. 10.10 I nformation and data provided through the programme has been used by the policy team at London Councils, and by other stakeholders, to inform the strategic response to these priority areas. 11 Recommendations 11.1 The Grants Committee is asked to note: a) outcomes at priority level: i) Priority 1, combatting homelessness, overall is 2 per cent above profile to quarter eight ii) Priority 2, tackling sexual and domestic violence, overall is 2 per cent below profile to quarter eight b) the number of interventions delivered in the relevant periods: i) Priority 1, combatting homelessness – 21,388 ii) Priority 2, tackling sexual and domestic violence – 143,969 c) project level performance, using the Red, Amber, Green (RAG) performance management system (explained in Appendix 1): 26 London Innovation and Improvement Alliance 121 Page 32 of 52 i) 10 projects are rated Green, 3 are Amber, 1 project is Red ( project has ceased delivery), and 1 project is yet to start reporting. d) the borough maps (Appendix 2) e) the project delivery information and contact details (Appendix 3), produced as a separate resource to provide members with a directory of services, with up- to-date contact information, as well as an update on performance. f) the new borough dashboard w hich includes delivery information on activities and outcomes by borough g) t he annual performance report provided by London Funders (Appendix 4) The Grants Committee is asked to agree: h) that London Councils officers and Grants Committee Members share the London Funders Annual Report with relevant borough officers to ensure they are aware of the activities provided (boroughs pay a reduced subscription to London Funders via London Councils, which is considered in the November budget setting process) Appendix 1 RAG Rating Methodology Appendix 2 Borough Maps Appendix 3 Project Delivery Information and Contact Details Appendix 4 London Funders Annual Report Financial Implications for London Councils The London Councils Grants Committee considered proposals for expenditure in 2023- 24 at its meeting in November 2022, and Leaders’ Committee agreed a budget at its meeting in December 2022. Legal Implications for London Councils None 122 Page 33 of 52 Equalities Implications for London Councils London Councils’ funded services provide support to people within all the protected characteristics (Equality Act 2010), and specific targets groups highlighted as particularly hard to reach or more affected by the issues being tackled. Funded organisations are also required to submit equalities monitoring data, which can be collated across the grants scheme to provide data on the take up of services and gaps in provision to be addressed. The grants team reviews this annually. Background Documents Performance of Grants Programme 2022-26 - Item 6, 27 March 2024 Performance Management U pdate: Against Violence and Abuse (AVA ) – Item 7, 27 March 2024 New Proposal for Service Area 2.1: Prevention – Item 8, 27 March 2024 Proposed timeline for grants programme beyond March 2026 – Item 9, 27 March 2024 Proposed Evaluation of the 2022-26 Grants Programme – Item 10, 27 March 2024 Refuge Provision Update - Item 7, 15 March 2023 Refuge Provision Programme Panel and Award meeting, Grants Committee Executive, 20 January 2023. 2022-2026 Pan-London Grants Programme – Recommendations for award of grant, Item 8, 24 November 2021 Grants Programme 2022-26: Planning and Implementation - Funding and Performance Management Framework, Item 6, 17 March 2021 123 RAG Rating Appendix 1 Page 34 of 52 London Councils officers report quarterly to the Grants Committee on the performance of the grants programme, based on the Funding and Performance Management Framework agreed by Grants Committee in July 2021. The cornerstone of this at project level is a Red, Amber or Green (RAG) rating of all projects: Green 80-100 poi nts Amber 55-79 poi nts RED 0-54 poi nts The RAG rating is made up of: • Performance – Delivery of outcomes and new users - 70 percent • Quality - beneficiary satisfaction27, 10 per cent • Compliance - timeliness and accuracy of reporting, responsiveness and risk management, 20 per cent. The requirement to meet at least 80 points to ac hieve a Green rating was agreed at the March 2018 G rants Committee, following a review by officers to ensure that the RAG rating system was appropriately highlighting performance issues. The framework also sets out a risk -based approach to monitoring in which levels of monitoring are varied dependent on the RAG score of the project. Performance change indicators (changes from one reporting quarter to the next) ↑ an increase of five or more percentage points ↗ an increase of more than two percentage points but less than five ↔ The score has remained relatively static with no significant change allowing for minor fluctuation between -two and +two percentage points ↘ a decrease over two percentage points but less than five ↓ a decrease of five or more percentage points 27 This previously included a self-assessment but will now integrated into a monitoring visit. 124 Borough Maps Appendix 2 Page 35 of 52 Priority 1: Combatting Homelessness actual distribution to March 2024 Boroughs City of London 0.60% Barking & Dagenham 3.10% Barnet 2.76% Bexley 1.41% Brent 3.80% Bromley 2.15% Camden 3.84% Croydon 5.14% Ealing 3.26% Enfield 3.19% Greenwich 2.23% Hackney 5.94% Hammersmith & Fulham 2.37% Haringey 3.79% Harrow 1.10% Havering 1.04% Hillingdon 1.75% Hounslow 2.30% Islington 4.10% Kensington & Chelsea 1.77% Kingston upon Thames 0.90% Lambeth 6.27% Lewisham 4.03% Merton 1.88% Newham 6.68% Redbridge 2.17% Richmond upon Thames 0.53% Southwark 6.62% Sutton 0.73% Tower Hamlets 4.37% Waltham Forest 4.43% Wandsworth 2.55% Westminster 3.20% Legend Low (>=) (<) High Occurrences 0% 1% (4) 1% 2% (6) 2% 3% (7) 3% 4% (7) 4% 10% (9) 125 Borough Maps Appendix 2 Page 36 of 52 Priority 2: Tackling Sexual and Domestic Violence - actual distribution of delivery to March 2024 Boroughs City of London 0.70% Barking & Dagenham 2.09% Barnet 7.88% Bexley 2.32% Brent 4.27% Bromley 2.04% Camden 3.31% Croydon 4.27% Ealing 4.71% Enfield 3.80% Greenwich 2.08% Hackney 3.20% Hammersmith & Fulham 2.85% Haringey 2.96% Harrow 2.33% Havering 2.49% Hillingdon 2.39% Hounslow 3.34% Islington 4.20% Kensington & Chelsea 1.72% Kingston upon Thames 1.09% Lambeth 4.42% Lewisham 3.93% Merton 1.69% Newham 3.21% Redbridge 4.49% Richmond upon Thames 1.24% Southwark 4.15% Sutton 1.40% Tower Hamlets 3.31% Waltham Forest 3.02% Wandsworth 2.35% Westminster 2.77% Legend Low (>=) (<) High Occurrences 0% 1% (1) 1% 2% (5) 2% 3% (11) 3% 4% (8) 4% 10% (8) 126 Performance of Commissions: April 2022 – March 2024 Appendix 3 See separately produced Appendix 3 127 London Funders Annual Report 2023-2024 Appendix 4 London Funders Grant Report to London Councils – June 2024 London Councils Grant April 2023 to March 2024 The London Councils Grants Committee pays £60,000 in subscriptions on behalf of all London boroughs. As well as providing a 50% saving to local government in London (compared to the cost of each individual borough arranging membership separately), the subscriptions pay for a range of services open to local authority members and staff. Furthermore, having all 33 London local authorities and London Councils within the membership of London Funders enables us to leverage additional funding to undertake pan-London initiatives. In 2023-24 this included over £4m through London’s Giving schemes (harnessing the power of cross- sector collaboration at a borough level) and the first year of the Propel collaboration, investing the first £36m of £100m over ten years across London. Headlines for 2023-24 • 170 members from across public, private and philanthropic sectors; 120 events; 1,400+ attendees including individuals from every London council • Autumn conference – bringing international perspectives to 100+ attendees from across sectors on how we can build a better future for London • Learning programme – focused on two learning questions ‘reconsidering risk’ and ‘practising participation’, helping to showcase approaches taken in different boroughs • Festival of Learning – bringing 600+ members to 40+ sessions themed across five areas: collaboration, improving processes, embedding equity, participation, and reconsidering risk • ICS briefing – published a briefing for members on what changes to health structures mean to London’s communities, and for funders, how this might create new opportunities to improve the health and care of Londoners • Civic Strength Index – contributed to research by the GLA to update their Civic Strength Index, which measures the strengths of communities across all London boroughs • Open & Trusting with local authorities – ran two bespoke co-design workshops with local authorities on new approaches to delivering funding • Due diligence – building towards a pilot for a shared approach to Due Diligence for organisations applying for funding, reducing the administration burden for applicants and grant assessors, holding three co-design sessions with funders • Collaboration Circle – development of a sector-leading ‘vehicle’ for funder collaboration to hold pooled funds to tackle issues facing our communities, uniting people and money together for change • Supporting the London’s Giving movement – local schemes operating in over half of London boroughs collectively raised £5.1m in income and distributed over £5m to nearly 900 local groups in their boroughs; and we set up a new steering group – with local authority representation - for the development of a Resource Hub to strengthen this work longer- term • Propel –launching our first grants from the £100m ten year collaboration. The first £36m of new funding has been distributed to groups, prioritising women and girls, LGBT+ communities, Deaf and Disabled people, and communities experiencing racial inequity in every London borough. 128 London Funders Annual Report 2023-2024 Appendix 4 About London Funders We bring funders together from across the public, private and philanthropic sectors to build a better London by taking action on what matters to our city and our communities. With 170 members London Funders is unique in bringing together public sector funders and commissioners, with independent trusts and foundations, social and corporate Investors, Lottery funders and others. Since April 2023 we have had six new members join us: All Ways Network, The Considered Ask Foundation, Independent Age, Beyond Sport, Sovereign Network Group and Youth Futures Foundation. Across the last year we worked on embedding our new strategy, for the period to 2030, that we launched in November 2022. Our renewed purpose is to bring funders together to build a better London by taking action on what matters to our city and our communities. Our ambitions are now to: • Enable a movement of members to have strong and trusted connections, based on shared values and ambitions • Facilitate and lead collaborative programmes where only working together can achieve the change that’s needed • Drive a learning culture, where shared data, intelligence and insight leads to better decision- making and action To achieve this over the years to 2030 we will: • Involve and inspire, convening with purpose so that people and organisations can embrace opportunities to grow together • Inform and influence, seeking and sharing knowledge so that funding and policy environments meet Londoners’ needs • Innovate and incubate, exploring new ideas and approaches, and ensuring those with potential have the support to thrive. Whilst working towards our ambitions we will also maintain our agility – responding to events and developments as they arise in London, to ensure we are effective at addressing emerging needs. The last year at a glance Here are some of the headline achievements from London Funders over the last year: • 170 member organisations fr om across public, independent, housing and corporate sectors coming together through London Funders to look at the most effective use of funding in the capital. • 1 20 events held on topics varying from ‘How can we create strong infrastructure support for London’s civil society’ to ‘Tackling health inequalities: what are we learning from the introduction of Integrated Care Systems?’ 129 London Funders Annual Report 2023-2024 Appendix 4 • Two curated meetings exclusively for local authority colleagues working in grants and commissioning to co-design, share, discuss and collaborate together, on Open and Trusting Grantmaking • Our autumn conference: ‘Let’s do this: practical and positive ideas for a better future’ brought over 100 funders together for learning and insights for how we can build a better future for London. We were particularly excited to hear from international funding colleagues – who shared what they’ve learnt from creating change and pioneering new initiatives. We heard about the importance for funders having the patience for long-term, systemic change and how we can foster the environment for long-term investment in the sector (beyond short-term measurable outcomes). • Integrated Care Systems (ICS) – Following ICSs becoming statutory bodies in late 2022, we researched and shared with our members: ‘What exactly does this look like in practice, and what do these changes mean to London’s communities? For funders, how might this create new opportunities to improve the health and care of Londoners?’ Developing a briefing for funders • We held our third annual Festival of Learning – in May 2023 we brought together over 640 individuals from member organisations across 43 sessions to hear lessons, ideas and insights from funders, charities and community groups. The Festival covered a huge amount from ‘Lessons from the Violence Against Women & Girls Grassroots Fund’ to ‘Unlocking the Power of Place: Insights and Reflections on Funding Change’. You can read about all the learning shared during the Festival in this report • Insight Meetings – we’ve been hosting monthly member-exclusive insight meetings to ensure our members are informed about how current events, demographic trends, and policy decisions affect the lives of the communities we serve. These meetings are a chance for funders to come together in response to issues as they arise. Topics have ranged from ‘Tacking health inequalities: What are we learning from the introduction of integrated Care Systems?’ to ‘Where next with the cost of living crisis’ You can read about the insights, intelligence and data that have come out of these meetings here • Propel - this year saw the first grants being distributed through Propel, with £36m being awarded, and 79% of the grants being made to organisations led by and for the four priority communities (communities experiencing racial inequity, deaf and disabled people, LGBT+ people, and women and girls). Over the year we have also worked on a shared approach to reporting, building a peer network of funded organisations, agreeing an MOU with funders, hosted an ‘All partners away day’ to deepen our understanding of equity and systemic change and of the work that is being funded, and to identify shared priorities for long term funding relationships. Our thanks to the London Councils team for contributing expertise to shape this programme to benefit local communities. • C ollaboration Circle – Through working groups exploring practical considerations, London Funders is moving forward with setting up a subsidiary company, developing governing documents and a nominations committee to be able to appoint Directors to the new board ready for it to launch in 2024/25 and provide a new mechanism for pooling funds from across sectors to benefit London’s communities. 130 London Funders Annual Report 2023-2024 Appendix 4 Summary of Outputs Activity Total Boroughs Individuals Events – Networks, Funder Forums & Roundtables Secretariat to Borough Grants Officer Forum 120 events overall. Including: Autumn Conference, Festival of Learning, Funder Forums, Roundtables and Insight meetings 3 Borough Grants Officers Forum Meetings All London boroughs + London Councils 306 individual borough attendees Meetings – Bespoke support for London Councils and borough members* 4 Hounslow Funder Forums 3 Tower Hamlets Funder Forums 4 Southwark Funder Forums 2 Newham Funder Forums 4 Camden Funder Forums 4 Bexley & Greenwich Funder Forums 2 Hackney Funder Forums 2 Lambeth Funder Forums 2 Tri-Borough Funder Forums (Newham, Tower Hamlets and Hackney) 12 boroughs & London Councils 29 borough attendees Email briefings 55 newsletters 3 London’s Giving newsletters to promote the benefits of borough-based giving All London boroughs & London Councils 600+ Publications Meeting notes, research pieces, policy submissions and blogs All London boroughs & London Councils 600+ London Funders – key links to the boroughs Borough involvement in London Funders: • 33 Boroughs participated in one or more of London Funders’ Networks, Funder Forums or Roundtables during the year; • 306 individuals from local authorities participated in one or more London Funders Networks, Funder Forums or Roundtables during the year; • Over 600 borough Members and Officers receive our weekly email; • A co-opted Officer from London Councils and Officers from two boroughs (Waltham Forest and Southwark) were members of the Board of London Funders during the year; • Speakers at events included Piali Das Gupta (London Councils) speaking at our Autumn Conference, and presentations from three boroughs at our thematic networks, alongside contributions from four boroughs to our learning programme with Q&A blogs on ‘reconsidering risk’ and ‘practicing participation’. 131 London Funders Annual Report 2023-2024 Appendix 4 And London Funders’ involvement with boroughs: • London Partnership Board – London Funders represents the funding community on the Board, co-chaired by London Councils and the Mayor • Borough and location-specific recovery conversations • Spoke at borough wide VCS event with LB Wandsworth on Place • Discussions with LB Lambeth about their new strategic partnership • Key stakeholder in the Violence Reduction Unit Partnership Board. NB A borough by borough list of engagement is attached as an appendix. Purpose of the Grant The London Councils grant provides Borough members and staff with access to the following activities and services. Annual programme of events for all local authority members and officers We have convened, hosted and delivered 120 events in 2023-24. Our events provide a space for members to be briefed on significant issues facing the capital, and to contribute to long-term thinking on the sustainability of civil society in London. Meetings in 2023- 24 have covered: Increasing cross-sector working to better resource the sector • 4 London Funders board meetings to look at the strategic development of funding in London • 40+ events as part of our Festival of Learning, to learn as a cross sector movement of funders focusing on collaboration, improving processes, embedding equity and participation as well as reconsidering risk • 4 Due diligence sessions to explore and develop principles for an approach to sharing due diligence, including a leaders dinner and co-design sessions • 2 co-design sessions with local authorities and IVAR on ‘Open & Trusting Grantmaking’ • Multiple meetings and learning events for ‘Propel’ a long-term £100m collaborative funding programme prioritising organisations led by and for communities facing racial inequity, LGBT+ people, Deaf and Disabled People, Women and girls. Regular Networks and Forums • 4 Borough Grants Officers Forums to share intelligence and ideas between boroughs and 1 introductory/refresher session for new borough members • 4 London’s Giving Development Leads meetings, with representatives from 15 schemes across London looking at strengthening place-based giving in boroughs • 1 London’s Giving Chairs breakfast, with representatives from 11 schemes across London looking at the governance of place-based giving in boroughs • 12 Local funder forums, with 27 meetings. Including ‘tri-borough’ meetings of Hackney, Newham and Tower Hamlets and ‘bi-borough’ meetings with Bexley and Greenwich. Local authority staff are represented on all these groups and are a key stakeholder in designing 132 London Funders Annual Report 2023-2024 Appendix 4 the agendas and focus with London Funders. This year LA staff also took part in a review of the forums to help shape their development in the future. Specialist services to meet the needs of London’s diverse communities • 8 insight meetings on topics including what funders can do about the cost of living crisis, migrant labour exploitation and creating strong infrastructure support for London’s civil society. • 3 Equity and Justice roundtables with funders and social justice organisations • Focus on Equity at the Festival of Learning covering five core themes collaboration, improving processes, embedding equity and participation as well as reconsidering risk Ensuring London is a resilient city • Representing funders on the new London Communities Emergencies Partnership • Member meeting exploring lessons on creating a resilient civil society • Participation in workshops on the development of longer-term community resilience infrastructure for London, supported by funders alongside public bodies and the voluntary/community sector • Continuing to be the parent body for the London Emergencies Trust, engaging in policy and planning discussions to prepare for future events in London Reports, research and publications We have published: • 50+ ‘Funder Fives’ – our weekly email to members filled with policy updates, intelligence and data analysis to help inform their funding decisions • 30+ meeting reports, submissions, research pieces and blogs including: o Integrated Care Systems exploring the opportunities for London’s funders o Reflecting on our Festival of Learning 2023 • 8 data insights for members on topics ranging from ‘what can funders do about the housing crisis?’ to ‘Where next with the cost of living crisis?’ • 12 Learning blogs on our quarterly learning questions what it means for reconsidering risk and practicing participation • 2 blogs on next steps for funder collaboration through Propel • 6 blogs with updates from the London Funders team to our members • 1 blog on the cost of living crisis • 3 blogs on working towards a shared Due Diligence approach All these publications can be found on our website at www.londonfunders.org.uk Secretariat to the Borough Grants Officers Forum We provide the secretariat to the group that brings together the officers from all boroughs and London Councils which has met three times during the year. These meetings are open to all 33 of London’s local authorities and regularly attract over half of London boroughs, with a spread of representatives from both inner and outer London. In addition to servicing the actual 133 London Funders Annual Report 2023-2024 Appendix 4 meetings, preparing the agenda and papers, London Funders also maintains the database of Borough Grants Officers, and works between meetings in supporting boroughs with information, sharing innovation, good practice and connecting borough officers with colleagues in different authorities who are working on similar issues and challenges. Following the pandemic we have kept these meetings virtual, which has added flexibility and allowed more borough members to attend. As well as providing a space for boroughs to discuss how they are engaging with the local voluntary sector, these meetings provide staff with the opportunity to share resources, wider strategic thinking and to identify opportunities for collaboration. We also held an introductory meeting this year for newer borough members to be inducted. We know that boroughs are data-driven, and how important it is that decision making in local authorities is evidence-based. To support our local authorities to know ‘what’ and ‘where’ our members from across all sectors fund, we publish an annual member audit. This was updated and published i n 2023 and showed that collaboration, equity and justice, increased transparency and supporting communities were high on funders agenda. Ke y outputs in 2023-24 Thematic Member-led Networks Chaired by London Funders’ members, the networks are a space for funders working on or interested in specific areas to meet on a regular basis to exchange knowledge and ideas, find out about other members’ programmes and current activities, hear from our friends in the sector, horizon scan, troubleshoot challenges, and seek opportunities to collaborate.  Our current active networks include: the Advice Network; the Children and Young People (CYP) Network; the Healthy London Network; the Housing and Homelessness Network; the Equity and Justice Network; the Research and Evaluation (R&E) Network ; the Small Funders Network; and the Arts, Heritage and Culture Network. London’s local authorities have engaged with a variety of these networks through either attending and engaging in meaningful discussions with other funders, or presenting their insights and perspectives around various projects and grant making activity to fellow members. Some notable contributions include: • the Royal Borough of Kensington & Chelsea’s presentation to the Equity and Justice Network about their journey to foster an inclusive and welcoming working environment; • the London Borough of Waltham Forest’s presentation to the Arts, Heritage and Culture Network about their ‘Make it Happen’ grant programme and the support they offer to train community panels, and to upskill local organisations to encourage better grant application writing; • the London Borough of Lambeth’s presentation to the Housing and Homelessness Network about the collaborative funding relationships they have fostered to tackle the links between serious youth violence and homelessness; 134 London Funders Annual Report 2023-2024 Appendix 4 • the London Borough of Southwark have been present at many CYP Network meetings and Research and Evaluation Network meetings over the last year, providing a localised perspective around how the borough continues to support its young people as well as how it monitors and evaluates the impact of its grants; • Looking forward, the London Borough of Newham will be sharing at an upcoming Healthy London Network meeting about their work to address health inequalities faced by Black and other minoritised communities in Newham. We’re pleased that London’s local authorities are able to participate in the spaces that we facilitate for members to convene with purpose and gain fresh cross-sector perspectives about funding in London. Learning programme Our learning programme in 2023/24 has focused on areas that cut across our membership and which we know are high on the agenda for funders. We have honed in on what it means for funders to share power with the communities they support, how we can reconsidering our relationship to risk and how participatory funding approach might help funding flow more equitably to communities. Through our learning programme, we have hosted a number of events and ran a series of interviews with funders sharing their learning in these areas. This has included bringing in perspectives from local authority members, such as having members from Bexley, Lewisham, Kensington & Chelsea and Newham contribute to learning events and written blogs. As part of our learning programme on risk, we also worked with the Institute for Voluntary Action Research (IVAR) to host two workshops for local authority members interested in adopting open and trusting grantmaking principles. These workshops were attended by Waltham Forest, Camden, Southwark, Kensington & Chelsea and Richmond. Following the workshop, IVAR have set up a community of practice for local authorities so they can continue sharing learning and advice on how to adopt more trusting grantmaking practices. Emergency Planning and Preparedness Over the year we supported the work of the new London Communities Emergencies Partnership, , sharing learning from the pandemic and previous crises responses, and supporting London Plus with the development of the network, ensuring that funders are able to share and access intelligence about urgent needs in London, as well as support the planning and preparedness structures. We continue to play an active role, alongside London Councils and partners, in the key resilience and response structures for London. Alongside our core work, we remain the holding organisation for the London Emergencies Trust (which distributes charitable funding to people affected by terrorist or major incidents in London), and over the year have considered the outcomes of the Home Office and Mayor of London reviews on preparedness and the role of civil society alongside public bodies in responding to incidents and enabling effective recovery. 135 London Funders Annual Report 2023-2024 Appendix 4 London’s Giving London’s Giving is a project of London Funders, inspired by the work of Islington Giving and funded by the City Bridge Foundation, established in 2014 to provide practical support to borough-based place based giving schemes (“PBGS”). There are now 15 active borough schemes in London, and several in development. This year’s data collection showed that since 2018: • £30.68 has been raised in income by Giving schemes who shared their data • £25.28m has been distributed in grants In 2023/24, schemes collectively raised £5.11m in income and distributed over £4m to nearly 900 local groups in their communities. Place based giving is more than grant making: it is also about leveraging the many other assets within a local place and working collaboratively on the best way to use these. It is about being a platform for local voice and working inclusively to find solutions for local issues. This might be through brokering volunteering between local businesses and grass roots groups; providing capacity building support to local charities; or bringing stakeholders together to improve local knowledge about what communities need. We are seeing a shift within the PBGS movement towards more participatory ways of working, with organisations involving local residents in deciding how money should be spent, as well as in the design of funding and wider strategic programmes. Barking & Dagenham Giving and Camden Giving are two examples of schemes working in this way. We believe we’ve helped to strengthen the profile of place based giving with our wider membership (and beyond) e.g. conferences, Festival of learning, and targeted meeting with other funders/organisations who are interested in place, such as the National Lottery Community Fund, Local Motion, and the Charities Aid Foundation. This has led to further opportunities to talk about PBG to a wider audience. Over the year we have held three days of in person training in partnership with Koreo for place based giving staff leads. We’re continuing to do some in depth work with a number of boroughs to help get their place based giving scheme off the ground. This includes Redbridge, who we’ve supported with three meetings so far with interested stakeholders to develop their plans. This year we’ve also had meetings with Bromley, Bexley, Brent and Havering who are interested in setting up a scheme. Rocket Science completed the data collection as part of the final stages of their work with us as learning partner. This gathered financial and other quantitative information from schemes to help build a picture of Giving across London and make the case for support to other funders. We have now published an interactive data dashboard to share this information. We held a workshop with Rocket Science for schemes focussing on conducting Theory of Change and Ecology Mapping in their boroughs. These aimed to support internal capacity and provide tools for schemes to use with their own teams and trustee boards. Over the last year we have been developing a proposal for a place based giving Resource Hub, and held additionally consultations with the London’s Giving network of Directors as well as the Chairs 136 London Funders Annual Report 2023-2024 Appendix 4 network. A scoping exercise undertaken on behalf of City Bridge Foundation, recommended the establishment of a Hub, hosted initially by London Funders, to take place based giving to a ‘new level’. Its focus will be to: • Drive reach, establishing new PBGS and helping emerging and established PBGS to achieve their potential • Build the profile of the movement enabling cross-London relationships to accelerate growth and influence • Provide challenge and support, innovation and influence, to ensure a greater collective impact on the lives of Londoners In September 2023 the decision to fund a Resource Hub was formally approved by the funding committee of the Bridge House Estates Board. This is a really significant step in achieving the potential of place based giving across the capital as it marks the start of a long term funding commitment to support the movement to grow, develop and be more sustainable across the capital. Representatives from London’s local authorities continue to be strong advocates for place based giving, and in many boroughs the relationships between the PBGS and councils have become stronger. We are linking the work of London’s Giving across to our other work with local funders via our borough Funder Forums. We’ve also focussed on developing and sharing learning about the strategic partnerships formed between PBGS and councils as part of our learning programme. Supporting Infrastructure London Funders has taken an active role in supporting London’s civil society infrastructure building on The Way Ahead project we initiated – a cross sector collaboration on civil society support which proposed a system that puts London’s communities at the heart of the way we all work. One of the key legacies from the Way Ahead project, the Cornerstone Fund is a pooled and aligned fund led by City Bridge Foundation with National Lottery Community Fund, Trust for London, John Lyon’s Charity and the GLA. London Councils and London Funders support the collaboration on decision making as advisors, and participate in a learning partnership delivered by Collaborate. Following a successful first round of grants, a second round of Cornerstone funding was co- designed through a series of workshops with funders and grantees, and launched in February 2021. The focus is on supporting civil society infrastructure organisations to lead collaborations working on systemic change initiatives, with an additional priority in Round 2 for collaborations that are led by those with lived experience. Twelve collaborations were awarded a three-year grant. An interim learning report identifies a range of approaches that partnerships are taking to effect systemic change that addresses systemic inequalities. The learning also recognises the challenge for partnerships of maintaining a focus on long term change when there are short term crises requiring urgent attention, not least those linked to the pressures on local authority budgets. O ver the past two years, we have worked with London’s civil society infrastructure in a variety of different ways to support Londoners. Following on from our partnership with equity-led infrastructure organisations on the London Community Response (Ubele, LGBT+ Consortium, Inclusion London, Womens’ Resource Centre), we have continued to engage with these partners, and our members during 2022-23 to turn reflections on the learning generated by the LCR, into 137 London Funders Annual Report 2023-2024 Appendix 4 launching Propel, a £100m collaborative funder initiative which has equity at the centre. We have continued working with the above equity-led infrastructure organisations through Propel, alongside our new equity partner Hear Network, to bring knowledge and insight of the intersection of London’s diverse communities. Propel officially launched in October 2022 with two programmes of grants available – ‘Explore’ and ‘Deliver and Develop’ – with the first grants being made in April 2023. A second round for funding of ‘Deliver and Develop’ grant in the ‘New Deal for Young People’ mission also went live in June 2023. With these two rounds of funding, £36m has been distributed to 131 organisations, with 79% of this going to groups who self identified as being led-by-and-for their communities, in our priority women and girls, LGBTQ+ communities, Deaf and Disabled people, and communities experiencing racial inequality. Over the next year the Propel partnership will be working towards long-term grants and focusing on the learning of funders; to understand how funders are embedding the changes developed within Propel more widely into their organisations, we're establishing clear, tangible markers of success with a view to holding ourselves and each other more accountable. We have also supported the development of the GLA's Civic Strength Index s ince its inception, initially as part of the Steering Group when the index was first developed, and subsequently with additional input to help review and refine the data fields. This year we've brought together the GLA and members to discuss its development into a tool to drive better and more civic participation in London. We also contributed to work to inform how the tool can better reflect how voluntary organisations contribute to civic strength, including the role of grantmaking. T his year, as well as establishing an Equity and Justice thematic network for our members, we’ve also held two Equity and Justice Infrastructure Funding Roundtables, with pan-London funders and social justice organisations to develop a proposal to: work together to map the current state of funding for equity and justice infrastructure – initially in London, but with a methodology that could be scaled to cover England and Wales in a later phase – to identify, on both the “demand” and “supply” side, where there are gaps and opportunities to inform discussions with funders on the strategic development of funding approaches in this space. This work would take place next year, 2024/25 and the funding has been secured to deliver this work. Other Cross-Sector Initiatives Alongside our core work, we aim to respond effectively to meet the needs of London’s funders from all sectors, and London’s civil society. Over the last year this has included work on: • Due Diligence – We’ve been working with funders to explore a shared approach to due diligence and have developed a pilot scheme to take place next year. This will focus on building trust between funders and reducing the burden on grantees, having to share the same documents each time they apply for a grant. • Cost of Living – Recognising the ongoing crisis we revisited the surveys and interviews conducted with members in the previous year to see what’s changed – and how we can continue to support London’s communities. 138 London Funders Annual Report 2023-2024 Appendix 4 • Violence affecting young people - London Funders has continued to sit on the steering group of the London Violence Reduction Unit, and has worked with members to encourage taking up the recommendations of ‘To Begin at the Beginning’ and work collaboratively through a public health approach to reducing violence. Plans for 2024-25 We will: • Convene, host and run events, being a combination of Funder Forums and Roundtables in response to the needs and interests of borough representatives • Bring our thematic networks together for a ‘Big Network Day’ to keep funders connected and informed • Hold an Autumn Conference for our members to hear and share learning and initiatives taking place across London and beyond • Hold our fourth Festival of Learning under the themes of systemic change, participation, process, equity and collaboration • Publish 50+ editions of our e-bulletin, a weekly member-exclusive email and reports from all of our meetings (and a monthly newsletter for the wider sector) and launch a monthly ‘Member Memo’ to make more connections across our membership • Continue to convene conversations to take forward the learning about collaboration at scale as Propel’s long-term grants are designed, and to consider how these lessons can be applied to long-term and systemic collaboration • Launch Collaboration Circle, to have a new vehicle for collaboration where funders can pool money and fund organisations in a more equitable way • Carrying out mapping work on advice funding in London and funding going to Equity and Justice Infrastructure organisations in London (and then nationally) to provide a platform for informing future investment in these sectors • Develop the Resource Hub to strengthen place-based giving across London • Provide the Secretariat to the Borough Grants Officers Forum • Work closely with London Councils and the GLA to support the needs of Londoners. More information All of London Funders’ publications, including data on funding in London, research on needs and solutions, and plans and ideas for the years ahead, can be found at www.londonfunders.org.uk All Members and officers of London’s local authorities can sign up for the weekly email with links to key reports, datasets or ideas we think funders need to be aware of that week by emailing ora.ataguba@londonfunders.org.uk For all the latest blogs, insights and funding news you can also follow us on LinkedIn and Twitter @LondonFunders 139 London Funders Annual Report 2023-2024 Appendix 4 Appendix – individual borough representation at events organised by London Funders Authority Events Attendees City of London Corporation 10 11 City of Westminster 1 1 London Borough of Barking & Dagenham 10 11 London Borough of Barnet 11 10 London Borough of Bexley 3 5 London Borough of Brent 2 2 London Borough of Bromley 1 1 London Borough of Camden 13 24 London Borough of Croydon 1 1 London Borough of Ealing 2 2 London Borough of Enfield 1 1 London Borough of Hackney 16 19 London Borough of Hammersmith and Fulham 2 2 London Borough of Haringey 2 3 London Borough of Harrow Count 1 1 London Borough of Havering 2 3 London Borough of Hounslow 14 21 London Borough of Islington 2 2 London Borough of Lambeth 2 2 London Borough of Lewisham 10 10 London Borough of Merton 3 3 London Borough of Newham 7 9 London Borough of Redbridge 6 6 London Borough of Southwark 21 29 London Borough of Sutton 3 3 London Borough of Tower Hamlets 8 8 London Borough of Waltham Forest 7 7 London Boroughs of Richmond and Wandsworth* 1 2 Royal Borough of Greenwich 5 9 Royal Borough of Kensington & Chelsea 5 6 *The London Borough of Wandsworth shares grantmaking staff with the London Borough of Richmond 140 London Councils Grants Committee Item 12 – Appendix 3 London Councils Grants Programme 2022 to 2026 Performance of Commissions April 2022 – March 2024 (Includes contact details for each project) 141 142 Priority 1 – Combatting Homelessness Page 1 of 32 Shelter Project name: STAR Partnership Priority: Priority 1: Combatting Homelessness Specification: 1.1 Prevention and targeted intervention Avg. Annual Grant Amount: £926,680 Delivery partners: Praxis, Stonewall Housing, Thames Reach Shelter is leading the specialist STAR (Supporting Tenancies, Accommodation and Resettlement) Partnership. Our aim is to prevent Londoners from becoming homeless, addressing underlying issues and barriers that put target groups at risk of homelessness. The STAR Partnership will deliver the following activities: - Referral into the service through multiple points of access, enabling pan-London reach. - London-wide targeted engagement and promotion, which is relevant and accessible to priority groups in all 33 boroughs. - Support to directly access accommodation, including crisis accommodation, social housing and the private rented sector. - Intensive support, including skills training, money management and practical help to enable families and individuals to maintain tenancies. - Personal resilience and independence planning to secure a long-term and healthy - Specialist provision for key target groups who face additional barriers to accessing housing, such as those with NRPF status, LGBTQ+ and minority ethnic communities. Our intended impact is to: - Prevent homelessness; through immediate housing advice, support to access crisis accommodation, advice, advocacy and casework to prevent eviction. - Help people find the right accommodation for them; through accommodation searches, accessing funds and tenancy brokerage, advice and advocacy to resolve any issues with accommodation and resettlement support. - Help people to maintain accommodation long-term; building financial resilience and providing advice and guidance to identify and resolve any issues arising in tenancy. - Address underlying issues that increase personal resilience and contribute to homelessness; through immigration advice and casework for people with NRPF, support to access the right local services to improve mental and physical health and improve confidence and ability to self-help. Shelter provides specialist housing advice and casework and resilience support for people who are facing additional barriers, e.g. mental health issues, disabilities. Thames Reach offers personalised, intensive face-to-face support particularly those with high complex needs and a gender-specific service to women who face multiple exclusions. Stonewall Housing provides tailored, specialist housing advice and support for LGBTQ+ people. Praxis provides specialist, accredited immigration advice and casework for people who have NRPF and/or insecure immigration status and are at risk of homelessness. Contact Details Referrals Stanley Harvey (Service Manager) stanley_harvey@shelter.org.uk https://england.shelter.org.uk/get_help/local_services/london STAR Video: https://www.youtube.com/watch?v=mT4Q- Z9yKnM&list=PLrybnVaUKJhDptYtJIckbIfN77mXMyIQT&index=1 143 Page 2 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new people 8,096 7,044 Number of people assisted to obtain crisis or intermediate short-term accommodation 626 608 Number of people assisted to prevent eviction. 746 601 Number of people assisted to obtain suitable, stable settled accommodation by accommodation type - PRS, social housing, shared, family or friend accommodation 770 798 Number of people assisted to sustain tenancies/accommodation for six months 498 467 Number of people assisted to sustain tenancies/accommodation for 12 months 314 267 Number of people with landlord/property issues resolved (for example, disrepair, required adaptations) and/or able to maintain or supported to obtain alternative tenancy 1,278 1,218 Number of people with improved mental health 905 1,003 Number of people with improved physical health 451 458 Number of people with improved life skills 222 465 Number of people referred to employment support 307 227 People able to access immigration advice that will impact on their ability to access suitable accommodation 278 425 People supported through immigration casework to achieve recognised status that supports right to rent within the UK 176 169 People receiving immigration advice and casework are able to access complementary specialist advice and support from the partnership 200 156 Eviction prevention and sustained tenancies: Recording tenancy sustainment remains a challenge for both priority one and two funded projects and discussions are ongoing on this issue between the grants team and the funded projects (see para. 2.13 of Agenda item 12). In an attempt to address issues, Shelter is in the process of recruiting two administrators to support the gathering of tenancy sustainment information. Immigration: There has been some over delivery of performance targets for immigration outcomes at quarter eight, due to increased casework, delivered via telephone advice, outreach and drop-in sessions. Employment support: Delivery on the employment support performance target has seen an improvement in this quarter. The project continues to refer all service users to employment support, although take up has been lower than anticipated. 144 Page 3 of 30 St Mungo’s Project name: HARP Connect Priority: Priority 1: Combatting Homelessness Specification: 1.1 Prevention and targeted intervention Avg. Annual Grant Amount: £328,937 Delivery partners: N/A HARP Connect supports prison leavers at all stages of their journey through the criminal justice system. Starting in prison to the day of release and in the community, we provide expert housing advice and trauma informed targeted interventions to prevent homelessness. Project Activities: - Identify prison leavers aged 25+, who are serving short-term sentences (less than one year), on licence recalls or on remand, and who are at risk of homelessness. - Undertake thorough housing/need and risk assessments and provide comprehensive action plans to address them. - Provide interventions to save existing tenancies at risk. - Support to access temporary and long-term accommodation, including viewings and applications. - Offer of meet at gate on day of release where required. - Support with benefits, bills, furnishings and other essentials. - Work with housing providers, local authorities and private landlords to provide ongoing tenancy support. - Help service users gain personal resilience through referrals to other appropriate community services and wider St Mungo’s services (including our specialist mental health, drug and alcohol rehabilitation, financial advice, ETE (Education, Training and Employment) through our Recovery College and Employment team. - Provision of a service user Move on Fund to enhance settled accommodation outcomes among an often financially disadvantaged target group, to be used towards one-off essential accommodation expenses, including rental deposits. - Promote the service through existing relationships with prisons, probation teams, local authority teams and voluntary sector organisations. Contact Details Referrals Samantha Cowie, Head of Criminal Justice samantha.cowie@mungos.org 020 7023 7010/ 020 3856 6000 3 Thomas More Square, 5th Floor, Tower Hill London E1W 1YW www.mungos.org All referrals must be made through a secure email address. Please contact HARP at harpconnect@mungosofs.cjsm.net Website: https://www.mungos.org/our- services/offender-services/ 145 Page 4 of 30 Outcome 2022-2027 Q8 Profile Delivered Number of new people 2,570 2,117 Number of people assisted to obtain crisis or intermediate short- term accommodation 1000 998 Number of people assisted to prevent eviction. 984 538 Number of people assisted to obtain suitable, stable settled accommodation by accommodation type - PRS, social housing, shared, family or friend accommodation 560 598 Number of people assisted to sustain tenancies/accommodation for six months 1 348 194 Number of people assisted to sustain tenancies/accommodation for 12 months2 252 63 Number of people with landlord/property issues resolved (for example, disrepair, required adaptations) and/or able to maintain or supported to obtain alternative tenancy 424 299 Number of people with improved mental health 480 517 Number of people with improved physical health 480 418 Number of people with improved life skills 720 594 Number of people referred to employment support 160 118 Tenancy sustainment/ Eviction Prevention/ Landlord/Property Issues Resolved/Referral to Employment Support: An action plan is in place which includes staff re-training on outcome delivery, intensification of work with landlords of clients in custody, engaging students on placement to support caseworkers and a workplan to improve performance targets for the employment support referral outcome, linked with mentoring services. An information monitoring visit to the HARP project (including to review outcome monitoring systems, service user casework and project activities) is also due to be conducted in quarter ten. 1 Reporting started in Q3 2 Reporting started in Q5 146 Page 5 of 30 St Mungo’s Project name: StreetLink London Advice Line Priority: Priority 1: Combatting Homelessness Specification: 1.2 Prevention and targeted intervention for rough sleepers Avg. Annual Grant Amount: £103,255 Delivery partners: N/A The StreetLink London Advice line is a telephone advice service for people who are sleeping rough, or at immediate risk of doing so, in London. The service aims to support people to resolve their homelessness rapidly through advice and advocacy work, and by connecting people with services that can help. This includes referring them into accommodation. The service will reduce rough sleeping by: - Providing advice to service users about routes out of rough sleeping - Providing housing options advice - Supporting reconnection with family and friends - Facilitating access to accommodation - Facilitating access to support services including mental and physical health, domestic and sexual abuse - Facilitating access to specialist advice around debt and finance (incl. benefits), legal and immigration issues Contact Details Referrals Stephanie Ratcliffe, Head of Migrant and Advice services stephanie.ratcliffe@mungos.org Marie Stewart, StreetLink London Advice Line Service Manager Marie.stewart@mungos.org 3 Thomas More Square, Tower Hill, London E1W 1YW www.mungos.org streetlinklondon@mungos.org (We do not accept referrals from external agencies/organisations) 147 Page 6 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new people 536 484 Number of people assisted to obtain crisis or intermediate short- term accommodation 192 206 Number of people assisted to obtain suitable, stable settled accommodation by accommodation type - PRS, social housing, shared, family or friend accommodation 40 42 People successfully referred to a support service that assists them to obtain accommodation i.e. Crisis, legal support, street outreach 32 42 People successfully connected to health support e.g. hospital homeless discharge team, Groundswell 4 13 People successfully connected to a rough sleeping street outreach team 40 69 People successfully referred to ongoing case work support i.e. Crisis case management, Stonewall 18 39 People successfully referred to benefits and debt support 56 65 People are better able to resolve their homelessness status via connection to the local authority 240 317 People with increased knowledge of the options available to prevent or end their rough sleeping 512 468 People successfully referred to risk of harm support services i.e. IDVA, Victim Support 8 13 People successfully referred to legal support 16 29 People successfully referred to immigration support 8 9 Overdelivery: this has occurred for a number of reasons: The figures include historic data from busy periods that resulted in overdelivery ; for example, t he Severe Weather Emergency Protocol (SWEP) was activated and generated increased demand during the winter. Officers note that several of the targets are small, so a slight increase/ decrease causes sizeable percentage fluctuations. Moreover, the profiled number cannot always be strictly adhered to because the length of time required to support some clients varies depending on their needs ; some clients, for example, lose contact with the project and reconnect later. The current difficulty in securing affordable housing in London, is likely to result in increased need for the service and consequently impact deliverables against target. In addition, the reducing capacity of external services impacts target results i.e. a client struggling to charge their phone will need increased support to connect with a local authority that has call queues of several hours. 148 Page 7 of 30 New Horizon Youth Centre Project name: London Youth Gateway (LYG) Priority: Priority 1: Combatting Homelessness Specification: 1.3 Prevention and targeted intervention for young people Avg. Annual Grant Amount: £939,217 Delivery partners: akt, Depaul UK, Galop, Praxis, Shelter, Stonewall Housing The London Youth Gateway (LYG) makes sure that young Londoners facing homelessness are safe and supported while we help them to achieve long-term stability in terms of housing, income, health and migration status. The LYG targets young people more likely to face homelessness but less likely to find the help they need, for whom boroughs do not have a main homelessness duty and/or for whom it is not cost-effective to commission local services. We offer a genuinely pan-London service, supporting young people through brief interventions or long-term support via in-person and remote delivery. Project activities: - Our LYG portal functions as a central point of access that sits at the heart of our delivery. Young people can self-refer via an online referral form and free telephone line and are seamlessly linked to the most appropriate LYG partner or external agency. - Aside from the portal, we run a specialist LGBTQ+ entry point and a dedicated under-25s advice line for young people requiring help with landlord or tenancy problems, enabling us to deliver crucial interventions and support at scale. - Young people receive clear information, advice and advocacy to prevent homelessness, navigate complex systems, and/or access mainstream services - We offer an integrated, youth-specific package to young people needing longer-term support to access or sustain accommodation, especially where boroughs do not have a statutory duty, including: o Long-term housing advice/casework/advocacy o Comprehensive physical and mental health services o Life skills development and independent living skills o Employability support o Income maximisation and benefits support o Specialist immigration advice Responsive to London’s diversity, the LYG tailors its services to young people most vulnerable to homelessness, including young people from minoritised communities, LGBTQ+ young people, young women, neurodiverse young people and those with no recourse to public funds. Contact Details Referrals Kate Allen, LYG Programme Manager kate.allen@nhyouthcentre.org.uk 07947 906064 68 Chalton St, London, NW1 1JR www.nhyouthcentre.org.uk http://www.londonyouthgateway.org.uk/get-help/ 149 Page 8 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new people 8055 7334 Number of people assisted to obtain crisis or intermediate short- term accommodation 1,066 1,246 Number of people assisted to obtain suitable, stable settled accommodation by accommodation type - PRS, social housing, shared, family or friend accommodation 858 937 Number of people assisted to sustain tenancies/accommodation for six months 3 258 101 Number of people assisted to sustain tenancies/accommodation for 12 months 4 107 30 Number of people with landlord/property issues resolved (for example, disrepair, required adaptations) and/or able to maintain or supported to obtain alternative tenancy 238 256 Number of people with improved mental health 1,046 1,515 Number of people with improved physical health 480 657 Number of people with improved life skills 841 1,625 Number of people referred to education and training opportunities 391 455 Number of people referred to employment support 700 590 Young people supported to resolve/better able to manage immigration issues 213 183 Tenancy sustainment: Recording tenancy sustainment remains a challenge for this project. Discussions between the grants team and the funded groups about this issue are ongoing (para. 2.13, item 12). The project has highlighted that many young people also opt-out of sharing tenancy sustainment information finding it intrusive and/or retraumatising. Making contact when permission has not been given may therefore breach data protection (GDPR). To support increased numbers of young people accessing accommodation however, NHYC are recruiting a Housing Partnerships Manager (not funded by this programme) to expand partnership work in the private rental sector. Employment Support: Young people’s primary need has been emergency housing crisis support, although employment opportunities are continu ally highlighted, housing benefit rules which limit how many hours service users are able to work, impacts on take up of employment. 3 Reporting started in Q3 4 Reporting started in Q5 150 Page 9 of 30 Homeless Link Project name: PLUS Project Priority: Priority 1: Combatting Homelessness Specification: 1.4 Improving the response to homelessness in London (working with housing and homelessness organisations and professionals) Avg. Annual Grant Amount: £173,377 Delivery partners: Shelter - The PLUS Project aims to strengthen the sector through enhanced collaboration, particularly through improved two-way relationships between LAs and local VCSs, bring related sectors (e.g., health, social care, housing) together to better understand, define and identify their role in preventing homelessness, support providers and commissioners to be responsive to changing patterns of need, policy, legislation and equalities issues and providers to recognise differing needs. To build capacity of providers to be more sustainable, improve pathways between statutory and VCS and improve sector staff wellbeing and resilience, to avoid burn-out and retain expertise in the sector. Activities will include: - In-depth support to boroughs delivered through a consistent learning pathway model. This will including an initial systematic review and analysis of the LA and local VCS sector to identify current processes, practice, collaborations and gaps, informing an evidence-based bespoke development plan of support and training - Rapid review and assessment of organisations, to obtain baseline data on support needs, to guide programme and assess progress towards programme aims - Linking boroughs with similar needs and challenges to facilitate shared learning, peer network development, peer support, and economies of scale - Providing specialist advice, support, training and information, at the pan-London, sub- regional and local level to meet the range of needs - Supporting and improving working relationships between the VCS, boroughs and landlords through targeted and tailored activities - Improving collaboration and communication between the homelessness, employment, domestic/sexual violence, substance use, and health sectors through relationship brokerage, bespoke support and peer networks - Provision of policy, law and research information - Responsive special initiatives responding to changing needs for the duration of the grant - Targeted wellbeing and resilience support through collaboration events and bespoke training. Contact Details Referrals Jeremy White– Head of National Partnerships jeremy.white@homelesslink.org.uk London.Plus@homelesslink.org.uk 07957483844 Homeless Link, 2-5 Minories, London EC3N 1BJ Contact London.Plus@homelesslink.org.uk or call Jeremy White on 07957483844 to discuss any specific queries and sign-up to contact list for all training and events. In depth borough support will be dependent on an Expression of Interest process and advertised to all boroughs via key contacts. 151 Page 10 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new organisations 304 329 Organisations with increased knowledge of housing and homelessness legislation, specifically the Homeless Reduction Act 2017 and the Domestic Abuse Act 2021 234 122 Number of organisations with increased knowledge of policy and best practice in service delivery 178 149 Number of organisations with improved working relationships with local authority statutory services. 120 82 Number of voluntary sector organisations able to demonstrate increased working relationships (with landlords, housing professionals, other local services) 200 97 Number of landlords/housing professionals with increased knowledge of housing and equalities law 60 216 Number of landlords/housing professionals with increased knowledge of housing and homelessness legislation, policy and best practice in client support 150 251 Number of organisations with an increased understanding of funding opportunities and application procedures 250 114 Number of organisations with improved ability to evidence and demonstrate the impact of their services 50 97 Number of organisations with improved ability to develop partnerships/collaborations to improve services. 138 90 By the end of year 1, VSC and community organisations report improved mental health, wellbeing, and greater resilience 60 63 Local Authority / organisations offer improved homelessness and housing advice services following a systemic review 7 1 Underdelivery: There continues to be a number of delays with the delivery of bespoke work with boroughs on homelessness/systems practice work due to staffing changes at borough level. The re are also ongoing challenges with securing completed evaluation forms, required to evidence outcome achievements, particularly for increased knowledge of funding/application procedures, best practice and increased working relationships between local authorities, voluntary sector and landlords/housing professionals . The action plan established to address underdelivery is being revisited with a meeting arranged to review outcome target figures with a view to helping the project revised delivery in years three and four. 152 Priority 2 – Tackling Sexual and Domestic Abuse Page 11 of 32 Against Violence and Abuse (AVA) Project name: Healthy London, Healthy Relationships (HLHR) Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.1 Prevention (children and young people) Avg. Annual Grant Amount: £202,580 (delivery ended in December 2023) Delivery partners: FORWARD, IMECE Women's Centre, Iranian and Kurdish Women’s Rights Organisation (IKWRO), Jewish Women's Aid, Latin American Women's Rights Service (LAWRS), Women and Girls Network The ‘Healthy London, Healthy Relationships’ (HLHR) project aims to prevent VAWG against/amongst Children and Young People (CYP), empower both professionals and young people to develop sustainable organisational structures and cultures that embed the importance of healthy relationships and tackle attitudes and beliefs that cause VAWG. This will be done through a system wide, multi - agency approach that focuses on safeguarding, capacity building and learning. This project will consist of a hybrid online/face- to-face offer focused on a holistic, whole schools approach, aims to allow flexibility in delivery to increase its potential reach (and allow scalability) and focus the intensive, bespoke support to children and areas with the most need. Included are materials and tools allowing for its use in non- school settings such as community and faith groups. Our tiered model consists of four key activities: • 1. Development and maintenance of accessible London specific HLHR Hub based on existing “Ask AVA” resource o Comprehensive prevention toolkit including age- appropriate resources for school settings (5-18) o Co-produced resources and tools with experts by experience o Lesson plans, activities for a comprehensive RSE (in- line with Gov guidelines) o Localised referral pathways, signposting for support for children who disclose. • 2. Training and learning for schools/youth organisations including interactive training, specialised e-learning, networking/troubleshooting. • 3. Bespoke support for schools which will be assigned through a triaged system according to need based on the key priorities and vulnerabilities. Applications will be allocated to partner organisations based on specialism, capacity and community connections. • 4. Outreach work for all the above including whole school approach Champions to promote the work through borough pathways and networks; and foster new partnerships such as with the National Education Union, other trade unions, wider community leaders 153 Page 12 of 30 Outcome 2022-2026 Qtrs. 1-75 Profile Delivered Number of new people 5,685 10,309 Number of people who can identify the components of healthy relationships 2,181 5,060 Number of people who can identify at least one warning sign of domestic or sexual abuse 2,181 5,244 Number of people enabled to make positive choices for themselves 2,181 3,072 Number of people who know where to get support 2,181 4,252 Number of people who communicate with their peers in a way that reflects a change in knowledge and attitudes about healthy relationships 1,210 1,859 Number of professionals reporting increased confidence in addressing issues with children and young people 5,340 1,022 Number of professionals reporting increased knowledge, awareness and commitment to ensuring the work is embedded 2,670 1,229 Number of schools with the learning incorporated into policies and procedures. 5 0 AVA the lead partner for this project went into administration in February 2024. Project delivery ceased in December 2023. Figures in this table refer to the period April 2022 to December 2023 (Qtrs. 1 to 7) Subsequent to the March 2024 grants committee, figures for quarter seven performance were submitted by the Women’s Resource Centre, who helped to collect information from former HLHR delivery partners. There were high numbers of service users supported in the boroughs of Barnet, Islington, Lambeth and Ealing. (for further information see para. 1.5 and section 7 of the main report, Item 12) 5 Project delivery ceased during quarter 7 (December 2023) 154 Page 13 of 30 Women and Girls Network Project name: Ascent Advice and Counselling Project Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.2 Specialist advice, counselling and support (for medium risk survivors (including post-IDVA/ISVA) and target groups not accessing general provision) Avg. Annual Grant Amount: £1,383,289 Delivery partners: Ashiana Network, Asian Women's Resource Centre (AWRC), Chinese Information and Advice Centre, EACH, IMECE Women's Centre, Iranian and Kurdish Women s Rights Organisation (IKWRO), Jewish Women's Aid, Kurdish and Middle Eastern Women's Organisation, Latin American Women's Rights Service (LAWRS), Nia, Rape and Sexual Abuse Support Centre, Rights of Women, Solace Women's Aid, Southall Black Sisters, Women's Trust The Ascent Advice and Counselling project aims to provide pan-London wrap-around support services for self-identified women, girls and non-binary people surviving the continuum of Violence Against Women and Girls (VAWG) through individually tailored advice, information, casework and therapeutic services. The overall aim of the project is to enhance survivors internal and external resources, enabling them to better cope and heal from their experiences of violence & abuse, and move to independence. Our activities • At the heart of our pan-London partnership project will be two holistic advice hubs offering: - emotional support - safety planning - information/advice & immediate advocacy support - seamless access to ongoing support services. - needs & risk assessments These will be surrounded by the spokes of specialist services to complement the hubs including: - Targeted 1-1 casework services for, Black and Global Majority women /young women and girls/ women who are sexually exploited and/or faced multiple disadvantages). - A specialist focus on providing housing support/access to safe accommodation, including emergency accommodation funding for single women with NRPF. - 1:1 BACP accredited counselling delivered across London and in over 20 languages. - London legal advice line- providing specialist family law and immigration legal advice - Survivor group work6 to promote recovery and increase understanding of abuse - Training and awareness raising to up skill professionals and staff Contact Details Referrals Ifeoma Williams, Director of Services Ifeoma.Williams@wgn.org.uk CAN Mezzanine, 7-14 Great Dover Street, London, SE1 4YR Website: www.wgn.org.uk and https://www.thelondonvawgconsortium.org.uk East London (Solace Women’s Aid): 0808 802 5565; advice@solacewomensaid.org West London (Women and Girls Network): 0808 801 0660; advice@wgn.org.uk London Legal Advice (Rights of Women): 0207 608 1137 6 Delivery in year one only. WGN will signpost to alternative provision where available from year two onwards. 155 Page 14 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new people 11,758 11,926 Number of people experiencing greater feelings of safety 6,972 5,612 Number of people with a safety plan 5,430 5,295 Number of people with continuing support to sustain new lives. 6,996 4,991 Number of people who can rebuild their lives and move to independence 3,126 3,426 Number of tenancies secured 1,374 972 Number of tenancies sustained for six months7 120 110 Number of people accessing health services 340 779 Number of people accessing employment support. 94 137 Local authority officers and local IDVAs/ISVAs can access additional support to wrap around existing services, or make referrals into the service 688 774 Tenancies Secured/Sustained: Securing safe housing remains a major challenge. As well as maintaining engagement from clients when accommodation has been secured . Recording tenancy sustainment has been discussed at London Councils as a cross priority issue. People experiencing greater feelings of safety/Sustaining new lives: Reduced service capacity in the project’s East Hub, coupled with increasingly complex casework requiring longer intervention has impacted outcome figures. A new Senior Clinical Team will address issues of capacity. Over delivery: There is over delivery due to increased numbers of high-risk clients with multiple needs requiring project support. 7 Reporting started in Q3 156 Page 15 of 30 Galop Project name: The LGBT+ Domestic Abuse Partnership (DAP) Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.2 Specialist advice, counselling and support (for medium risk survivors (including post-IDVA/ISVA) and target groups not accessing general provision) Avg. Annual Grant Amount: £160,574 Delivery partners: Stonewall Housing, London Friend The London LGBT+ Domestic Abuse Partnership (DAP) is specialist service for LGBT+ survivors of domestic abuse. It is open to any LGBT person experiencing domestic violence living or working in London. This is a service run by, and for, LGBT+ people. The DAP provides services to survivors of domestic abuse, including the following: • Helpline: email, phone and live chat support to all LGBT+ survivors, giving information and support 5 days a week, including signposting to ongoing specialist services and contributing to the overall national helpline service, supporting survivors in London. • Advice and safety planning • Housing advice, including options on finding safe accommodation • Emotional support • Free one-to-one Counselling • Support and assistance with dealing with the police • Help reporting incidents and finding solicitors • Legal advice on civil or criminal protection (e.g., non-molestation orders) • Support through civil and criminal court system • Advice on child safety and child contact issues • Specific support around sexual abuse • Interpreter service available to those who do not have English as a first language • Awareness raising sessions/ consultancy services to multi agency staff at borough level to increase understanding of LGBT+ people’s experiences of domestic abuse and the work of the partnership. The partnership is made up of three LGBT+ voluntary organisations: • Galop specialising in supporting LGBT+ victims and survivors of domestic abuse, sexual violence, hate crime, and other forms of abuse including honour-based abuse, forced marriage, and so-called “conversion therapies”. • Stonewall Housing providing safe accommodation, housing advice, mental health advocacy and support for people fleeing domestic abuse. • London Friend offers counselling and support around issues such as same- sex relationships, sexual and gender identity and promotes personal growth and self-confidence. More information is available on the partnership website: www.lgbtdap.org.uk Contact Details Referrals Gavin Stafford – Gavin@galop.org.uk Survivors and professionals can refer through the online referral form on www.galop.org.uk/make-a- referral/ or by calling the National LGBT DV Helpline 0800 999 5428 157 Page 16 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new people 608 634 Number of people experiencing greater feelings of safety 200 194 Number of people with a safety plan 120 124 Number of people with continuing support to sustain new lives. 200 189 Number of people who can rebuild their lives and move to independence 120 122 Number of tenancies secured 86 84 Number of tenancies sustained for six months 72 69 Number of people accessing health services 40 46 Number of people accessing employment support. 32 29 Local authority officers and local IDVAs/ISVAs can access additional support to wrap around existing services, or make referrals into the service 40 40 LGBT+ victims/survivors of domestic abuse are better able to access additional support from local/specialist support services 120 130 LGBT+ victims/survivors of domestic abuse have improved emotional health/wellbeing 68 73 Under delivery: toward the end of the second year of the project the process of collecting data, for the outcomes “number of people experiencing greater feelings of safety” and “number of people with continuing support to sustain new lives”, was changed resulting in a reduction of outcome data being collated for these areas. It is anticipated that the achievement against target for these outcomes will rise by next quarter. Recording the number of tenancies sustained for six months has proved challenging for the project because clients are engaged with the project for 12 weeks, after which tracking can become difficult due to factors such as changes in contact information, relocation or the client preferring not to maintain contact (for further information see para. 2.13 of item 12). The number of clients needing employment support was below target in the first two quarters of the first year, but the partnership has met this target since then. 158 Page 17 of 30 SignHealth Project name: Deaf Domestic Abuse Service Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.2 Specialist advice, counselling and support (for medium risk survivors (including post-IDVA/ISVA) and target groups not accessing general provision) Avg. Annual Grant Amount: £261,787 Delivery partners: n/a This service aims to educate, empower, encourage and protect Deaf people from all forms of domestic abuse using their preferred language, British Sign Language (BSL). Activities: - Preventative education: work with the Deaf community to raise awareness about unhealthy relationships, different types of abuse, consent and to empower Deaf people with tools to keep themselves safe. - Supporting independence: Deaf IDVAs will support Deaf adults and their families to lead a life free from violence by minimising risk, ensuring safety, and developing skills for independence thus reducing the likelihood of clients returning to abusive relationships or resuming old behaviours. The IDVA support for Deaf people is offered either remotely over online video platforms or face to face. - Accessible resources in BSL: video resources in BSL give Deaf people fair access to the same vital information as their hearing peers. Watch videos here: https://signhealth.org.uk/video-category/domestic-abuse/ - Provision of training and resources for mainstream/hearing providers to improve access to services. Also Deaf awareness training to the police and other external agencies. - Work in collaboration with a range of mainstream providers, who signpost Deaf service users to us. - In-person advocacy where necessary (supporting clients to navigate the family courts, criminal justice, and welfare systems). - Referrals to SignHealth’s Psychological Therapy service for anxiety, depression and/or trauma. Freedom Programme workshops and facilitation of Deaf-led support groups Contact Details Referrals Marie Vickers – Head of Domestic Abuse Services mvickers@signhealth.org.uk SignHealth, CAN Mezzanine Ltd, 7-4 Great Dover Street, London, SE1 4YR (registered address) https://signhealth.org.uk/with-deaf- people/domestic-abuse/ Deaf people can self-refer through our email da@signhealth.org.uk or our SMS number 07800 003421 Professionals can email da@signhealth.org.uk to make a referral 159 Page 18 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new people 117 111 Number of people experiencing greater feelings of safety 106 83 Number of people with a safety plan 106 84 Number of people with continuing support to sustain new lives. 106 78 Number of people who can rebuild their lives and move to independence 106 71 Number of tenancies secured 40 33 Number of tenancies sustained for six months8 18 15 Number of people accessing health services 18 42 Number of people accessing employment support. 18 16 Local authority officers and local IDVAs/ISVAs can access additional support to wrap around existing services, or make referrals into the service 50 43 Number of Deaf people reporting greater awareness of Domestic Abuse and how to get help 144 792 Number of professionals reporting greater awareness of Deaf Domestic Abuse and where to go for appropriate services 90 778 Greater feelings of safety; sustaining new lives/independence/accessing employment support: The project has received referrals which have not ‘warranted’ further support, including due to clients not engaging, or not suffering domestic abuse. The project will continue to educate professionals about the service offer and work proactively on behalf of Deaf clients. Number of tenancies sustained for six months: 33 per cent of project clients remained settled in tenancies for six months . The project expects less variance for this outcome next quarter and will continue to provide the specialist support to clients to help sustain tenancies. Number of professionals reporting greater awareness of Deaf Domestic Abuse and where to go for appropriate services: Overdelivery has occurred due to increased networking events and the delivery of workshops, which has raised awareness about project services. 8 Reporting started in Q3 160 Page 19 of 30 Refuge Project name: Pan-London Domestic and Sexual Violence Helplines Project Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.3 Helpline services (advice and support, access to refuge provision) Avg. Annual Grant Amount: £284,918 Delivery partners: Women and Girls Network (WGN), Rape and Sexual Abuse Support Centre (RASASC) and Respect This project is a partnership between four specialist providers , the pan-London domestic and sexual violence helpline provides access to confidential, non- judgmental support and advice for anyone in London subjected to domestic or sexual violence, current or historic, including referrals to emergency safe accommodation and support for friends, family and professionals. Support includes: emotional support, risk assessment, safety planning, referrals and information on rights and options, including legal rights, housing rights, child contact rights and pathways into other services; also a refuge referral line for women fleeing domestic abuse, run by Refuge as part of the National Domestic Abuse Helpline (NDAH), with enhanced support for women facing particular barriers to accessing refuge, providing critical insight to London Boroughs. Support can also be accessed via digital channels, including online Live Chat, email support and web content – informed by partner expertise around the ways in which perpetrators track victims’ activity online and misuse technology to abuse. To ensure the needs of all Londoners can be met, our helplines include accessible pathways to support: British Sign Language interpretation, Language Line interpreters; Helpline Advisers and volunteers who speak multiple languages; and translated web content. The partnership will raise awareness of its services across the capital, including an online offer for local authorities and targeted communications where there is low borough engagement, facilitated by a project support officer at Refuge. The partnership will bolster London’s specialist VAWG sector by sharing expertise with each other, including mutual training sessions and regular meetings to share best practice, identify emerging needs particular ‘pain points’ for survivors., as well as smooth referral pathways between partner Helplines. Contact Details Referrals Martina Palmer, Head of Services, Refuge martina_palmer@refuge.org.uk The Freephone 24-Hour National Domestic Abuse Helpline: 0808 2000 247 or contact via secure webform, online live chat (weekdays, 3pm – 10pm) or British Sign Language interpretation (weekdays, 10am – 6pm) https://www.nationaldahelpline.org.uk/ National Sexual Violence Helpline: 0808 802 9999 (24/7), or access support via live chat here: https://rapecrisis.org.uk/get- help/want-to-talk/ Women and Girls Network Sexual Violence Helpline: Freephone: 0808 801 0770 Mon- Fri 10am-12.30pm, 2.30pm-4pm. Late opening on Wednesdays 6pm-9pm. Home | Women and Girls Network (wgn.org.uk) Respect Men’s Advice Line: Telephone support: 0808 801 0327 (Mon to Fri 10am – 8pm), Email support: Monday to Friday – 9am – 8pm, Webchat support: Wednesdays – 10-11.30am and 2.30-4pm Domestic Abuse Helpline for Men | Men's Advice Line UK (mensadviceline.org.uk) 161 Page 20 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new people 32,935 26,641 Number of people referred to a refuge 991 395 Number of people referred to alternatives to refuge e.g. reciprocal arrangements for secure tenancies 800 1,005 Number of people referred to other general services (welfare, housing, legal rights) 7,180 6,704 Number of people referred to other specialist services (specialists in supporting victims of domestic and sexual abuse, counselling). 6,070 11,515 Borough professionals report being able to respond to service users’ needs 224 402 Borough professionals indicate satisfaction with the service. 224 406 Survivors provided with information to enable self-referral to refuge accommodation 2,650 2,959 Survivors of domestic and sexual abuse have improved understanding of risk and steps they can take to increase safety, both physical and emotional 8,771 9,527 Professionals are empowered with information on responding to domestic and sexual abuse, increasing the likelihood of positive interventions with survivors they're concerned about. 2,388 2,340 Survivors of domestic and sexual abuse and those supporting them experience reduced isolation, increased sense of hope and increased understanding of survivor rights and options 32,935 26,426 Overdelivery: The partnership has overdelivered on the number of people referred to specialist services because the demand for those services has increased (there has been an increase in callers with mental health needs, suicidal ideation and self- injury). Similarly, there has been an increase in those referred to refuge alternatives due to the lack of available refuge spaces. Elements of over delivery are the result of historic over delivery earlier in the programme, that has now stabilised. Underdelivery: Under d elivery resulted from systematic issues outside of the partnership’s control including lack of suitable accommodation , lack of long term/sustainable funding for clients with no recourse to public funds and challenges trying to contact refuges that have indicated bedspaces are available (it can take several calls before they make contact). The length of time taken to support a single client impacts the number of clients that can be supported overall . Other issues impacting underdelivery include, changes being made to the database of one of the partners which affected the recording of outcomes. 162 Page 21 of 30 Women’s Aid Project name: London Refuges Data Collection Project Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.3 Helpline services (advice and support, access to refuge provision) Avg. Annual Grant Amount: £25,000 Delivery partners: N/A The London Refuges Data Collection project provides an evidence base on the availability and use of domestic abuse refuge provision in London. It aims to inform stakeholders about these services and support the commissioning of services. The data collection for this project uses Routes to Support (RtS), the UK VAWG service directory which Women’s Aid Federation of England run in partnership with our sister federations in Northern Ireland, Scotland and Wales. Data in London on referrals and women’s journeys is collected through RtS as part of refuge services routine work. That means that when London- based staff update refuge vacancies on the system they are required to enter additional information about the women using their services. Women’s Aid share quarterly data reports with London Councils, MOPAC 9 and Borough officers including VAWG leads, Commissioners and Community Safety Officers. These stakeholders also have access to an interactive Data Dashboard which is on a password- protected area of the Women’s Aid website. Women’s Aid present the data at various fora in London and also produce an annual data summary which is shared with all London refuge providers. Contact Details Referrals Sarika Seshadri, Head of Research and Evaluation S.Seshadri@womensaid.org.uk www.womensaid.org.uk For queries about the data collected through this project please contact: routestosupport@womensaid.org.uk Services who are interested in joining Routes to Support can find more information here: https://www.womensaid.org.uk/what-we- do/i-work-with-survivors/routes-to-support/ 9 Mayor’s Office for Policing and Crime 163 Page 22 of 30 Outcome 2022-2026 Q8 Profile Delivered New Users 94 96 Borough Professionals (Housing/VAWG/Community Safety) report being better able to respond to service users’ needs 40 14 Organisations providing VAWG services in London are able to signpost survivors through access to referrals and service information through Routes to Support (number of individual logins) 33,000 27,426 Organisations providing VAWG services enter data on refuge use to provide pan London profile of service use to inform commissioners and stakeholders 60 119 Borough officers (Housing/VAWG/Community Safety) have increased knowledge of the domestic abuse support provision available across London as a result of the project 40 14 Borough officers (Housing/VAWG/Community Safety) use data from the project to inform policy and practice during second half of the project following promotion in first half of project. 30 5 Boroughs are able to signpost survivors of domestic abuse through access to service information through the UK Gold Book (number of new boroughs with access) 11 10 Underdelivery: Women’s Aid is below it s cumulative target for outcomes requiring feedback from borough officers because it receives limited feedback from them. A new feedback mechanism was embedded to enable feedback from boroughs via the online data dashboard; however , over quarters three and four, there was no increase in the feedback received. Women’s Aid has asked to reprofile some of its outcomes. Officers are currently in the process of reviewing the suggestions. In addition, the number of VAWG service provider logins has reduced because new functionality allows providers to update their refuge vacancies each week rather than daily. The number of logins is used to demonstrate that services are utilising Routes to Support; consequently, Women’s Aid would like to amend the target to reflect the reduced number of logins created by the changes. Overdelivery: The number of services providing data, to provide a profile of service use, is above target because data entered in year one exceeded the profile target; subsequent data has not exceeded the target. 164 Page 23 of 30 Ashiana Network Project name: Specialist Refuge Network Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.4 Emergency refuge accommodation that offers services to meet the needs of specific groups Avg. Annual Grant Amount: £840,000 (extended for one additional year to 31 March 2023)10 Delivery partners: Ashiana Network, Solace Women's Aid, Nia project, Iranian & Kurdish Women's Rights Organisation (IKWRO) The Specialist Refuge Network provided a unique and innovative Pan- London service through specialist refuge accommodation and targeted support to high- risk women/children affected by domestic and sexual violence (DSV) with complex needs. The Network provided specialist refuge, targeted support and outreach and second stage accommodation. The project work ed intensively with women to assess/address needs, improve safety/health/wellbeing enabling women to exit violent/abusiv e relationships/situations. Delivery: - Programme of group-work/workshops to enhance health/wellbeing/living- skills/resilience - Resettlement programme to support independence/longer lasting outcomes - Outreach service supporting/enabling women to access alternative refuge accommodation/be supported in independent living - Training/awareness raising workshops for professionals to remove barriers/widen access - Housing advocacy securing/maintaining referral pathways with housing providers to secure alternative accommodation for women at risk and unable to access refuge - 38 specialist 24-hour refuge and second-stage accommodation bed spaces and package of intensive targeted support to enhance safety and remove barriers: - 6 (24-hour) bed spaces: Problematic substance use - 5 (24-hour) bed spaces: Sexually exploited women (including prostitution and trafficking) - 8 (24-hour) bed spaces: Women with mental health/problematic substance use - 7 second-stage bed spaces: Trafficked women - 6 bed spaces: Middle Eastern and North African women fleeing harmful practices - 6 bed spaces: South Asian, Turkish and Iranian women with NRPF experiencing DV/SV and harmful practices Within the existing 38 bed spaces, the project allocated an additional 3 bed spaces for women with NRPF 11, particularly for trafficked women and 2 bed spaces for women with mobility related disabilities. 10 Extended for one year only to 31 March 2023 to give time to develop longer term arrangements with the boroughs and the GLA following the introduction of the Domestic Abuse Act 11 No recourse to public funds 165 Page 24 of 30 Outcome 2022-2023 Qtrs. 1-412 Profile Delivered Number of new users 795 1,083 Numbers not returning to a perpetrator 37 57 Numbers with increased awareness of safety planning 195 274 Engagement with in-house and external specialist support and culturally specific provision, (such as drug and alcohol support, support with mental health, support to exit prostitution, harmful practices, immigration and NRPF 155 205 Numbers supported to successfully apply for indefinite leave to remain under the Destitution Domestic Violence (DDV) concession or refugee status under an asylum application 32 38 Numbers of women that demonstrate reduced harmful substance use 50 47 Number of women involved in prostitution and trafficking reporting increased awareness of options to exit prostitution and with personalised action plans 37 49 Numbers demonstrating an increased understanding of sexual and domestic violence/prostitution/trafficking as a form of violence against women 140 274 Number of users demonstrating an increased understanding and stabilisation in their mental health 73 103 Number of users with increased understanding of impact of mental health and substance misuse on their children 17 44 Service users moved on in a planned way 29 54 Service users with increased living skills 67 68 Service users with more stabilised immigration status 45 91 No of people prevented (where appropriate) from unnecessary refuge admission through support to alternative housing options that enable them to stay safe. Support provided to service users for whom specific refuge provision does not exist / scarce / do not wish to access (LGBT) 50 93 Number of referral pathways agreed with registered social landlords and other housing providers 6 4 Number of service users gaining/maintaining tenancies 33 37 Number of professionals with increased knowledge of sexual and domestic violence aimed at increasing clients' access to services 475 538 Removal of barriers in accessing services for people with the protected characteristics of the 2010 Equalities Act 85 286 Number of users with disabilities accessing the service 73 103 12 These performance figures are only for the extended year of delivery 1 April 2022 to 31 March 2023. The project has now ended. 166 Page 25 of 30 Ashiana Network Project name: Ascent Specialist Refuge Partnership Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.4 Emergency Specialist Refuge Provision Amount per year: £840,000 (from April 2023 onwards) Delivery partners: Ashiana Network, Solace Women's Aid, Nia, Iranian & Kurdish Women's Rights Organisation (IKWRO) Our project aims to relieve homelessness, reduce and address the harms of domestic abuse by providing routes to safe and appropriate accommodation for women identified as the most marginalised, most frequently excluded by other services, and therefore at great risk of sustained harm and homelessness. This project is an established, proven partnership of four of London’s most experienced, specialist refuge providers. Our project provides three services, of which refuge is the core. We will provide: • 39 specialist refuge and second-stage accommodation bedspaces to marginalised women such as: women with no recourse to public funds (NRPF); Black and minoritised women fleeing harmful practice; women who have been sexually exploited, trafficked, or are exiting prostitution and women with mental health, dual diagnosis and/or problematic drug and alcohol usage. • An OISC level 2 Immigration Solicitor who will assist in regularising the immigration status of survivors, so they are able to access safe and appropriate accommodation they’re currently excluded from. The solicitor is regulated by the Solicitors Regulation Authority (SRA). • A Partnerships Officer who will work alongside all partners in collaboration with the wider Ascent Consortium to promote and ensure equitable, effective referral pathways into our service from all 33 boroughs, all borough IDVA/ISVA teams, and safe accommodation services. We aim to support 137 women from any London borough with complex and multiple needs and otherwise/unlikely to be accepted into any other form of safe accommodation, access to safe, sustained and highly-specialist refuge beds. We will also support 72 survivors of VAWG to regularise their immigration status. For both sets of women, additional positive impacts will follow including improved sense of safety and improved access to specialist support. 111 of our total cohort will be supported to move on from refuge in a planned way during the lifetime of the project. In achieving these outcomes will help to: • reduce demand pressures on London’s statutory services, including open referral pathways and co- working opportunities with every London borough. • help women avoid unplanned and crisis presentations at housing, health, and frontline commissioned services. • help women present to services in planned ways, support their sustained and positive contact with services, and support women’s readiness for longer-term independence. Contact Details Referrals Shaminder Ubhi, Director shaminder@ashiana.org.uk info@ashiana.org.uk 020 8539 0427 www.ashiana.org.uk Nia - 07590 712872 (24 hours); 0207 683 1270 info@niaendingviolence.org.uk The Emma Project: 07590 712872 (24 hours) Solace Women’s Aid – Refuge Referrals: Monday & Friday 9.30am-5pm; refuge.referrals@solacewomensaid.org 02031984658 Ext: 236; 07483 025192 IKWRO – Refuge- 07496111963 07846 275 246 (Arabic/Kurdish) 24hrs 07846 310 157 (Farsi/Dari/Turkish)24 Hours 020 7920 6460- info@ikwro.org.uk 167 Page 26 of 30 Outcome 2022-2026 Q813 Profile Delivered Number of new users 73 89 Number of people experiencing greater feelings of safety 44 48 Number of people with a safety plan 45 47 Number of people with continuing support to sustain new lives. 25 23 Number of people who can rebuild their lives and move to independence 23 24 Number of people who move on from refuge accommodation in a planned way 37 31 Number of people accessing specialist support (for example, immigration advice, legal advice, mental health support, substance misuse support)- Refuge & Outreach clients 69 73 Number of people with improved mental health- Refuge & Outreach clients 50 32 Service users with more stabilised immigration status 24 36 Local authority officers and local IDVAs/ISVAs can access additional support to wrap around existing services, or make referrals into the service 11 11 Number of women with exiting prostitution plan in place 5 5 Improved management and awareness of their substance use 17 18 Increase in women’s awareness of trafficking and sexual exploitation and staying safe 5 5 Removal of barriers in accessing services for people with the protected characteristics of the 2010 Equalities Act 73 78 Number of people who move on from refuge accommodation in a planned way. Cumulative u nderdelivery is a result of the project underdelivery during the first three quarters of the year, when the project founds difficulties in supporting women to find suitable accommodation that met their needs due to the current housing crisis. There has also been some historic underdelivery where women have not been ready to move on. In order to continue to address the cumulative variance, project partners are working with women to create move- on plans and supporting clients to gather the documentation they need to expedite the move-on process. Number of people with improved mental health: this is caused by a more than one factor: women who come into the service who do not present mental health concerns and others who had other support needs that need to be addressed more urgently than their mental health , therefore resulting in clients not meeting this outcome straight away. Partners continue to provide support and information. Number of service users with more stabilised immigration status: There is historic overdelivery due to the large number of service users supported throughout the first year of the project. Ashiana and its partners do not turn away any client needing support with their immigration status. Support is essential for service users when they are being made homeless or are at risk of becoming overstayers. 13 This project started in Q5 of the 2022-26 programme 168 Page 27 of 30 Women’s Resource Centre Project name: Ascent: Support Services to Organisations Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.5 Improving the response to domestic and sexual abuse in London (working with domestic and sexual abuse organisations and professionals) Avg. Annual Grant Amount: £189,522 Delivery partners: RESPECT (perpetrators), Imkaan, Rights of Women, Against Violence and Abuse and Women and Girls Network The Ascent Support Services to Organisations (SSO) project aims to increase access to support and help for people affected by domestic and sexual abuse, by improving the quality and expertise of frontline domestic and sexual abuse organisations and professionals in London. The aim will be achieved by the annual provision of: - Sustainability Training - One to One Support Sessions - Expert Led Training - Webinars - Accredited Training - Knowledge Hub - Bespoke Training - Needs Analysis - Specialist Briefing Sessions - Case Studies - Special Events - Fact Sheets, Best practice briefings, - E- newsletters These activities will provide best practice guidance and advice and inform and educate on a variety of topics, including policy and legislation, immigration, violence against women and girls (VAWG), organisational development, funding and fundraising, perpetrator work, trauma- informed work, and evidencing and demonstrating impact. Ascent SSO aims to increase the cross-sector awareness of services available and cross - sector collaborations; increase the resilience and sustainability of frontline voluntary sector organisations, increase the wellbeing of staff of frontline organisations , and increase awareness and knowledge about intersectionality and the diverse needs of service users. Contact Details Referrals Ms Vivienne Hayes, CEO vivienne@wrc.org.uk 020 7697 3451 Project Lead – Nour Gazarin United House, North Road, London, N7 9DP www.wrc.org.uk www.imkaan.org.uk www.respect.uk.net www.avaproject.org.uk www.wgn.org.uk www.rightsofwomen.org.uk 169 Page 28 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new organisations 392 305 Number of organisations with increased knowledge of legislation, specifically the Domestic Abuse Act 2021 120 201 Number of organisations with increased knowledge of policy and best practice in service delivery 280 295 Number of organisations with improved working relationships with local authority statutory services. 160 179 Number of voluntary sector organisations able to demonstrate increased working relationships (with health professionals, housing professionals, other local services) 120 162 Number of professionals with increased awareness of the signs of domestic and sexual abuse and knowledge of domestic and sexual abuse services available to their clients 240 258 Number of professionals with increased knowledge of domestic and sexual abuse legislation, policy and best practice in clients support. 240 292 Number of organisations with an increased understanding of funding opportunities and application procedures 40 52 Number of organisations with improved ability to evidence and demonstrate the impact of their services 60 98 Number of organisations with improved ability to develop partnerships/collaborations to improve services. 80 78 Organisations with increased ability to improve the wellbeing of staff and volunteers 60 66 Organisations with increased awareness of intersectionality and structural inequality in the context of domestic and sexual abuse 240 199 Organisations with improved ability to meet the diverse and intersectional needs of service users 240 280 Under delivery : The partnership overdelivered on the number of new organi sations worked with this quarter and the number with increased awareness of intersectionality and structural inequality in the context of domestic and sexual abuse; none the less it has not met its new user target because of historical under delivery. Over delivery: A number of activities were very well at tended resulting in overdelivery. The partnership did not deliver activities related to two of the outcome areas that it had overdelivered on in previous quarters; instead, it delivered more activities in other areas resulting in over delivery against the quarterly target. The project also has historic over delivery. Officers will be meeting with the project to discuss regularising their delivery as per their profile. 170 Page 29 of 30 Asian Women's Resource Centre (AWRC) Project name: Ascent Ending Harmful Practices Partnership Priority: Priority 2: Tackling Domestic and Sexual Abuse Specification: 2.6 Services for people affected by harmful practices Avg. Annual Grant Amount: £308,662 Delivery partners: Ashiana Network, Latin American Women's Rights Service, IKWRO Women’s Centre, IMECE Women’s Centre, Southall Black Sisters Trust, Women and Girls Network, Foundation for Women’s Health Research and Development (FORWARD) and Al- Aman (Division of Richmond Fellowship) The Ending Harmful Practices Partnership (EHPP) aims to improve service provision for those affected by sexual and domestic abuse, specifically, Female Genital Mutilation (FGM), “so called” honour based abuse (HBV), forced marriage (FM) and other harmful practices 14 through the provision of high quality frontline services as well as support services to voluntary and statutory organisations. The EHPP will provide specialist services including intensive support to Women and Girls from BME communities, as well as raising awareness to increase early identification of those at risk and improve institutional responses. Activities will include: - 1:1 advice and information on rights and entitlements: - casework and advocacy support which will include accompanying women to meetings with police, housing and social services departments and courts - therapeutic support groups and a counselling provision to 50 women - raising awareness of the impact of HBV, FM and FGM within communities and other voluntary and statutory agencies (not only BME communities) through delivering workshops, training and presentations - specific work with young women on FGM through the delivery of workshops to support peer mentoring and youth advocacy. The project aims to improve safety and reduce risks for BME women experiencing harmful practices; and present them with options so that they are in a stronger position physically, mentally and emotionally. The intended impact of the combined activities they participate in, will help them achieve greater social and economic independence, enabling them to integrate into and contribute towards their local communities and wider society. Contact Details Referrals Sarbjit Ganger, Director sarbjit@awrc.org.uk Info@awrc.org.uk 020 8961 6549 http://asianwomencentre.org.uk/ Twitter: @AWRCofficial Instagram: @AsianWomenResourceCentre Ascent: 0208 961 6549 0208 961 5701 referrals@awrc.org.uk 14 Faith Based Abuse, and some of the lesser known harmful practices such as acid attacks, menstrual huts, “corrective” rape, dowry and caste abuse. 171 Page 30 of 30 Outcome 2022-2026 Q8 Profile Delivered Number of new people 900 1,079 Number of people who have a better understanding of the options available to them and are more aware of their rights 900 1,006 Number of people who increased their ability to communicate their needs and views to service providers 72 73 Number of people with enhanced coping strategies through risk assessment and planning 752 773 Number of people who have improved life skills, helping them to rebuild their lives and move to independence 84 92 Number of people with improved mental health 320 322 Number of professionals with improved understanding of harmful practices and the barriers faced by Black, Asian and minority ethnic women in accessing services 146 393 Local authority officers can access additional support to wrap around existing services, or make referrals into the service 52 56 IDVAs/ISVAs, GPs/hospitals and sexual health clinics can make referrals into the service. 60 62 Over delivery: Overdelivery has occurred by over achievement of training targets in previous quarters. International Women’s Day (in March) activities have also cont ributed to increased outcome performance figures. The project will aim to remain within profile going forward. 172 Summary London Councils has commissioned Rocket Science to undertake an evaluation of the 2022 -2026 pan-London Grants Programme during 2024-2025. The evaluation will cover three areas and will be delivered in three phases. Th e attached report covers the first phase which has assessed the equalities data collected by the programme during its first two years, identified potential gaps in provision and makes suggested recommendations to strengthen the programme. Colleagues from Rocket Science will join the meeting to present their findings to Grants Committee members from phase one of the evaluation on equalities, and to answer questions. Recommendations The Grants Committee is asked to: - Note the presentation and phase one report on equalities from Rocket Science. Grants Committee Grants Programme evaluation: Phase 1 Equalities - Report by Rocket Science Item: 13 Report by Feria Henry Job title Grants Manager Date 18 July 2024 Contact Officer Feria Henry Telephone 0207 934 9529 Email Feria.Henry@londoncouncils.gov.uk 173 Grants Programme E valuation: Phase 1 Equalities - Presentation by Rocket Science 1 Background 1.1 At the Grants Committee meeting in July 2021 the Committee agreed that a budget of £150,000 (0.5 per cent of the value of the programme) was going to be built to cover the cost of items that happen once during the four-year cycle of the programme, including the evaluation of the 2022- 26 Grants Programme. We expect the cost of the external evaluation to be carried out in 2024 -2025 will be easily contained within that amount, with funds also remaining available to cover other one-off costs. 1.2 At the Grants Committee meeting in March 2024, Members noted the proposed evaluation timetable and specifications which had been approved by Grants Executive members in February 2024. Rocket Science were selected as evaluators for the programme in April 2024. 2 Purpose and Scope of the Evaluation 2.1 A critical and objective evaluation of the programme led by an external partner is aimed at ensuring the programme evolves, supporting the Grants Committee to make judgments about the programme, improve its effectiveness, and inform changes to both the current programme and any future programmes beyond March 2026. 2.2 The identification and selection of the evaluation partner followed the procurement guidelines and toolkit from London Councils. 2.3 The Evaluation will cover three programme areas, and will delivered in three phases. The first phase presented at this meeting is on the equalities data. The evaluator was asked to assess the equalities data collected by the programme during its first two years (April 2022 to March 2024), identify gaps in provision and build recommendations.. The other two areas are: 2.3.1 Value for Money and Partners Viability/Outcomes - The evaluator will review the value for money of the programme, considering the impact achieved by the scheme in the first two years (or a longer period if impact 174 data is available) and make recommendations for improvements for future programmes The specifications will be discussed with the evaluator and may include reviewing if the programme is cost -effective, i.e. the extent to which the resources allocated to funded groups are resulting in measurable outcomes and impact; the value for money considerations against the pressure on groups’ financial viability which can affect outcomes; and analysing tangible and intangible benefits generated by the programme. In addition, the evaluator will be requested to develop a tool or template that the Grants team at London Councils can use upon the conclusion of the programme in March 2026, to review the programme’s Value for Money considering the 4-years impact. 2.3.2 Mechanics and Operational Processes of the Grants Scheme: The evaluator will be asked to identify strengths and weaknesses in the commissioning and management of the programme and make recommendations for improvements for future programmes. 2.4 The evaluation of the above areas, particularly Value for Money and Mechanics and Operational Processes, may entail the evaluator's need to engage with programme stakeholders to collect feedback from them, including from Members, borough officers, and funded groups. 3 Recommendations 3.1 Grants Committee members are asked to: 3.1.1 Note the presentation and Phase 1 report on Equalities from Rocket Science Financial Implications for London Councils This report advises members that the work can be carried out by drawing on part of previously earmarked reserves to carry out an external evaluation of the 2022- 2026 Grants Programme, in line with the decisions of the July 2021 Grants Committee meeting. Legal Implications for London Councils 175 London Councils manages the London Councils Grants Programme on behalf of all the boroughs and the City of London. The Programme makes grants to voluntary organisations to deliver improved outcomes for Londoners. The Programme operates within a scheme made under Section 48 of the Local Government Act 1985. It is a collective scheme i.e. all the boroughs fund the Programme, through a levy contribution based on the boroughs' proportion of the capital’s population. Boroughs must exercise their functions in respect of the scheme ‘with due regard to the needs of the whole of Greater London’. Leaders' Committee determines the principles and priorities of the Programme and the overall budget of the Programme. The Grants Committee commissions services, makes awards of funding, manages projects’ performance and may advise the Leaders’ Committee on the Programme. Equalities Implications for London Councils In reaching decisions for the implementation of any future grants programme, the Committee is required to have due regard to its obligations under the Equalities Act 2010, particularly the Public Sector Equalities Duty. London Councils’ funded services provide support to people within all the protected characteristics (Equality Act 2010), and target groups highlighted as particularly hard to reach or more affected by the issues being tackled. Funded organisations are also required to submit equalities monitoring data, which can be collated across the grants scheme to provide data on the take up of services and gaps in provision to be addressed. The grants team reviews this data annually. The evaluation specifications include a review of the Grants Programme’s impact considering an Equalities perspective, to assist the Committee in continuing to improve the way the programme serves all groups listed under the protected characteristics and feed into the equalities objectives of any future programme. Background Documents Grants Programme 2022-26, Grants Committee, Item 10 - Proposed Evaluation of the 2022-26 Grants Programme, 27 March 2024 176 July 2024 London Councils Pan-London Grants Programme Phase 1 - Equalities report 177 Equalities Review of London Councils Pan-London Grants Programme, 2022-26 Contents 1. Current needs within programme priority areas 1 1.1 Introduction 1 1.2 Background: Covid-19 and the changing picture of need 1 1.3 Need amongst priority groups: Combatting Homelessness 4 1.4 Need amongst priority groups: Tackling Sexual and Domestic Abuse 15 1.5 Emerging high need groups 22 1.6 Recognising intersectional needs and multiple disadvantages 24 2. Review of the current programme 25 2.1 Summary 25 2.2 Good practice for reaching high need groups 28 2.3 Combatting Homelessness 30 2.4 Tackling Sexual and Domestic Abuse 33 3. Conclusions and opportunities for the future 37 3.1 Meeting needs across all protected characteristics 37 3.2 Gathering insight and improving understanding of equalities 38 3.3 Developing inclusive services across protected characteristics 39 3.4 The role of London Councils beyond funding 40 3.5 Potential directions for future research 41 178 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 1 1. Current needs within programme priority areas 1.1 Introduction London Councils Pan-London Grants Programme provides funding across two priority areas: combatting homelessness and tackling domestic and sexual abuse, with the core aim of improving equal access to services for all individuals who need support across London. The programme expects funded projects to meet the programme requirements of serving specific high need groups that were identified prior to the start of the programme. These differ slightly across the two priorities depending on need, and are outlined in the below sections. The programme delivers against the Equality Act 2010 by aiming to ensure that all individuals with protected characteristics can access services with ease and are protected from discrimination.1 This chapter reviews the current high risk and high need groups nationally and in London specifically, in relation to the two priority areas: combatting homelessness and tackling domestic and sexual abuse. It establishes priority groups, why they are considered high-need or currently underserved, and their specific needs from services. Where available, post-2020 data is used to account for the impact of Covid-19 and the cost-of-living crisis on access to community services, and the demand for homelessness and domestic abuse services specifically. 1.2 Background: Covid-19 and the changing picture of need This section looks at the picture of need across the two priority areas of homelessness and sexual and domestic abuse, with recognition of the changing landscape during and since the Covid-19 pandemic. As a result of the introduction of national lockdowns, and repercussions on the UK economy, both the needs of individuals and the ability for services to meet demand was impacted. This section highlights areas where need has been exacerbated, or where gaps in services have been identified during and in the years following the pandemic. 1 Local Government Association. (2024). The Equality Act and protected characteristics. Link. 179 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 2 Priority 1: Combatting homelessness 1. Increase in individuals housed in the private rental sector Since late 2021, a large and rising proportion of the population is now housed in the private rented sector, where rents are rapidly inflating given the shortage of available homes.2 Private rental prices have risen 6.2% (provisional estimate) in the year to January 2024, the highest annual percentage change since the ONS data series began in January 2016.3 In London, the average rent is equivalent to 40% of the average household income.24 Private renting is one of the least secure and most costly forms of housing as tenants can suddenly face homelessness due to evictions and rent increases.4 2. Increased need for mental health support Across both waves of the pandemic, one of the highest support needs being raised amongst those at risk of homelessness was mental health support. Covid-19 presented increased isolation, loneliness and strain on relationships for households. This coupled with the increased risk to employment during this period resulted in many people’s mental health declining. This appears to have been a continuous trend following the pandemic. In the July to September 2023 period, the most recent data available, of 10,980 London households with support needs owed duty, 4,590 households struggled with physical or mental health.5 3. Lack of ‘move-on’ services for those emergency-housed A significant challenge in the aftermath of Covid-19 has been ensuring there is sufficient ‘move-on’ processes within services, to move individuals who were placed in emergency accommodation during the lockdowns, into permanent accommodation.6 Research conducted in 2022 showed that in 2021- 2022 approximately 33% of homeless families were found to live in temporary accommodation for between two and five years.7 Covid-19 exacerbated this challenge due to the quantity of individuals placed into emergency or temporary accommodation. Whilst the ban on housing evictions introduced between 2020-2021 served as a benefit to households, the end of this regulation in May 2021 put those who had accrued rent arrears or had lost employment during the pandemic at risk of homelessness. 2 Office for National Statistics. (May 2023). Index of Private Housing Rental Prices. Link. 3 Office for National Statistics. (January 2024). Index of Private Housing Rental Prices. Link. 4 Centre for London. (August 2023). Homes fit for Londoners: London’s homes today. Link. 5 Department for Levelling Up, Housing and Communities. (29 February 2024). Table A3: Number of households owed a homelessness duty by support needs of household, England, July to September 2023. Link. 6 Crisis. (2020). The impact of Covid-19 on people facing homelessness and service provision across Great Britian. Link 7 Department for Levelling Up, Housing and Communities. (2022). H-CLIC 2021-22 Annual Release. Link. 180 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 3 Priority 2: Tackling sexual and domestic abuse 1. ‘Shadow pandemic’ and increased demand for emergency domestic abuse services The pandemic saw extreme pressure on the domestic abuse and VAWG sector known as the ‘shadow pandemic’. This was due to increased cases of domestic abuse, and decreased accessibility of services. During the pandemic there was a 97% increase in contacts to the Women’s Aid perpetrator helpline.8 Additionally, there was an increase in risk for certain high need groups, such as young people, particularly young LGBTQ+ individuals – with the closure of schools, this meant increased periods spent at home and in environments that could be unsupportive, harmful and abusive. Galop’s survey during the pandemic found that 27% of those aged between 16-24 didn’t feel safe where they were staying during lockdown. At this time services also faced increased strain due to furlough and a need to provide services online. 2. Cost of living and heightened economic abuse prevalence Due to the cost-of-living crisis, domestic abuse services are continuing to face financial challenges including increased rent for premises and funding not rising in line with costs. This has repercussions on their ability to meet the increased demand for support from service users.9 In 2023, Women’s Aid conducted research on member organisations providing specialist domestic abuse support services, finding that 67% said if the crisis continues without intervention, it will stop them from supporting survivors – either turning them away from existing support, reducing the support available or closing altogether.10 Not only has Covid-19 and the increased cost of living had an impact on services, but it has also created a greater risk for victims of economic abuse. Research by Surviving Economic Abuse explained that during the pandemic, survivors who were on legacy benefits did not have access to the Universal Credit uplift during the pandemic. Additionally, many saw an increase in their weekly outgoings due to lockdowns and utility bills.11 In 2022, London-based domestic abuse shelter provider, Charity Hestia, received a 38% increase in requests for support and refuge spaces associated with the cost of living.12 Both the pandemic and the current cost of living crisis create greater vulnerability for those experiencing or at risk of domestic abuse, as abusers may take advantage of the crisis by restricting 8 Women’s Aid. (2021). Shadow Pandemic – Shining a light on domestic abuse during Covid. Link 9 Women’s Aid. (2023). Cost of Living and the impact on domestic abuse support services. Link 10 Women’s Aid (January 2023). The cost of living crisis is pushing domestic abuse services to breaking point. Link 11 Surviving Economic Abuse. (2021). The Cost of Covid-19: Economic abuse throughout the pandemic. Link 12 The Standard (December 2022). Charity says it’s already seen cost of living crisis cause domestic violence surge. Link 181 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 4 individuals’ access to money, not contributing to rising bills or using the crisis as an excuse to not make child maintenance payments. This can have intersectional impacts that cut across both the priority areas, as not only is the risk of economic abuse higher, but as a result it may be more financially challenging for survivors to leave their abuser. This means they may be at increased risk of homelessness or staying with their abuser to avoid leaving their home.13 3. Increased need for multi-agency collaboration between domestic abuse services and health care With the increased demand on both domestic abuse services and NHS services during the Covid-19 pandemic, the need for joined-up, multi-agency working was evident. Many survivors will not specifically seek support from domestic abuse services due to fear of judgment or repercussions on their abusive situation. As a result, there is greater need for domestic abuse organisations to work with NHS staff through training and resource sharing, to increase the identification of potential victims through GP and hospital appointments.14 1.3 Need amongst priority groups: Combatting Homelessness While the pandemic inspired several positive changes to housing allocation policies in the United Kingdom, including the “Everyone In” campaign of 2020, a pause in evictions and an uplift in the Local Housing Allowance, most of these changes were temporary. In the months and years following the pandemic, demand for suitable housing has continued to rise against limited supply, particularly in places with high living costs such as London.15 As of September 2023, the national assessment of homelessness has already outpaced pandemic- level need: the total household units owed a prevention or relief duty in 2022-23 was 298,430, increased from the 270,560 households owed in 2020-21.16 This is in part due to the stark 121.1% increase in service of Section 21 notices from 2020-21 to 2021-22.17 Across London, rough sleeping has also increased by 21% between 2022 and 2023, occurring predominantly in Westminster, Camden and Lambeth..18 19 13 Surviving Economic Abuse. (2024). Economic support during the cost -of-living crisis. Link 14 NHS England. (2020). Domestic abuse during Covid-19. Link 15 Centre for Social Justice (2022). Levying up: ensuring planning reform delivers affordable homes. Link 16 Department for Levelling Up, Housing and Communities. (29 February 2024). Table A1: Number of households by initial assessment of homelessness circumstances and needs. Link 17 Department for Levelling Up, Housing and Communities. (2022). H-CLIC 2021-22 Annual Release. Link 18 Greater London Authority (2022). Housing in London annual report. Link 19 Trust for London (2023). People seen sleeping rough by outreach workers by borough. Link 182 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 5 To address these growing needs, Priority 1 of the Pan-London grants programme is oriented around combatting homelessness. The aims of the funding are to ‘prevent, support and maintain’ -supporting early intervention to divert individuals from experiencing homelessness and minimising the effects of homelessness where it cannot be prevented. Funded projects secure sustainable accommodation for local individuals and identify and respond to key demographics in need. Funding in this priority can be broken down into the following sub-themes: • Prevention and targeted intervention, including specifically for rough sleepers and young people • Improving the response to homelessness in London (working with housing and homelessness organisations and professionals). Funded projects must ensure and monitor access for individuals with protected characteristics under the 2010 Equality Act. This section considers need and programme delivery for housing and homelessness services in relation to a range of priority groups, as outlined within the Equality Act and London Council’s 2022-2026 programme prospectuses. The nine key equalities groupings include: • Age • Disability • Gender reassignment • Marriage or civil partnership • Pregnancy and maternity • Race • Religion or belief • Sex • Sexual orientation Additional sub-groupings in focus of the current programme include: • Individuals with mental health support needs • Deaf people or those with hearing loss • Prisoners, offenders released on licence, or ex-offenders • Those with no recourse to public funds, or precarious or insecure immigration status • Migrants • Those who are unemployed or on low incomes • LGBTQ+ individuals • Children and young people • Black and Minority Ethnic communities 183 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 6 • Those who are affected by domestic abuse and/or sexual violence or who are victims of trafficking or modern slavery There are several further emerging equalities areas that are covered briefly in this chapter, including those who are care-experienced and those hidden from homelessness statistics (e.g. those in unsuitable or precarious accommodation, sofa surfing, etc.). It is also important to note that individuals may fall within more than one of the above groups, with multiple, complex and/or intersectional needs. In the UK, there is a widening awareness around trauma-informed care and the need for integrated service delivery models which embed holistic responses to the complex and overlapping needs of those experiencing homelessness by coordinating access to housing, healthcare, childcare, social services and other mechanisms of support.20 Where this chapter describes needs by protected characteristic, this is not to imply that services need to segment their offer in silos. The2 following section describes the variety of needs associated with differing priority groups, outlining who the priority groups are, why their needs are a priority within homelessness and any specific requirements from services. Where available, emerging themes and new research related to equalities are also explored. 1.3.1 Individuals with mental health support needs Who are the priority group? Individuals experiencing mental health support needs are a homelessness priority group in London. Mental health support needs can be emotional, psychological and/or social in nature, influencing one’s abilities and/or coping mechanisms.21 Globally, mental health diagnosis has increased dramatically in recent years with greater awareness and destigmatisation of need, providing a clearer image of the severity of what otherwise could be a largely invisible demographic.22 From July to September 2023, of London households owed a main homelessness duty, 1 in 10 experienced a mental health need.23 Why are they a priority group? Those with mental health support needs can face unique challenges, both in securing and retaining housing and in navigating homelessness and accessing supporting resources.24 The stress, trauma and instability associated with the loss of one’s home can also exacerbate mental health issues and lead to unhealthy coping mechanisms, further hindering paths out of homelessness.25 20 Homeless Link. Trauma-informed care. Link 21 Mind (2024). Mental health problems: an introduction. Link 22 ONS (2024). Mental Health Bulletin, 2022-23 Annual report. Link 23 London Assembly (2024). London’s Temporary Accommodation Emergency Housing Committee. Link 24 Homelessness Link (2022). Unhealthy State of Homelessness 2022: Findings from the Homeless Health Needs Audit. Link 25 Duffy, J., Hutchison, A. (2019). Working with Homeless Men in London: A Mental Health Service Perspective. Link 184 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 7 Between July and September 2023, of 10,980 London households with support needs owed duty, 4,590 households (42%) reported struggling with either their physical or mental health.26 A 2018 comparative study between housing and unhoused individuals in London found that anxiety was substantially more common in people experiencing homelessness.27 Additionally, nationally, between 2018 and 2021, nearly a quarter of hospital admissions relating to mental health were discharged onto the streets without permanent residencies.28 When these individuals are moved across London in temporary accommodation, these often lose their position in waiting lists relating to council-based mental health support, affirming the value of a pan- London approach for this group.29 What services or additional support do they require? This priority group requires interventions that both address and acknowledge their mental health and housing needs simultaneously using a person-centred approach. This might include access to specialised services, including psychiatric care, talking therapies, support groups, transitional housing following in-patient status and affordable, accessible housing options that accommodate their needs.30 Emerging trends or themes related to priority groups There is a growing emphasis on the Housing First approach for individuals with mental health support needs. This prioritises secure, permanent, stable housing as a foundational step to address other issues. In 2024, across London, there are 27 Housing First schemes providing 596 units.31 The majority of units are in Westminster, Camden and Islington.32 In 2021, the Healthy London Partnership (HLP) convened the first pan-London Homeless Health Community of Practice event which assembled colleagues working across health, housing and the third sector with a focus on mapping housing and mental health services across the city.33 The convention determined there was a significant reporting gap in many voluntary mental health services not collecting data on a client’s housing status.34 The Rough Sleeping and Mental Health Programme (RAMHP) is an emergent 2-year pan-London programme through the Mayor of London. In 2018, the programme found that of those rough sleeping in London, around half had mental health support needs.35 In 2019/2020, the London Housing Foundation found that specialist mental health homeless service provision exists predominantly in Central, East and West London, while is less robust in the North and South of the city.36 Securing data on mental health and housing remains an area under-provisioned: the London Mental Health Dashboard was developed by the NHS to visualise key data but was decommissioned in March 2024, leaving a gap.37 1.3.2 Disabled people including those who are deaf or have loss of hearing 26 DLUHC (2024). Statutory Homelessness in England: July to September 2023. Link 27 Lewer D, Aldridge RW, Menezes D, et al (2019). Health-related quality of life and prevalence of six chronic diseases in homeless and housed people: a cross-sectional study in London and Birmingham, England. Link 28 Homelessness Link (2022). Unhealthy State of Homelessness 2022: Findings from the Homeless Health Needs Audit. Link 29 London Assembly (2024). London’s Temporary Accommodation Emergency Housing Committee. Link 30 Khan, Z., Koehne, S., Haine, P. and Dorney-Smith, S. (2019), "Improving outcomes for homeless inpatients in mental health", Housing, Care and Support, Vol. 22 No. 1, pp . 77-90. Link 31 London Housing Foundation (2024). Atlas. Link 32 Idem 33 Healthy London Partnership (2022). Homeless Health Community of Practice – summary report. Link 34 Idem 35 Imperial College Health Partners (2022). Improving access to mental health services for people sleeping rough. Link 36 London Housing Foundation (2020). Specialist health services. Link 37 NHS Benchmarking (2024). London Mental Health Dashboard. Link 185 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 8 Who are the priority group? The 2021 Census revealed that 2 out of 5 people experiencing homelessness in England and Wales were disabled.38 Of those owed a homelessness duty in London between July and September 2023, over 10% had a member with a physical disability or ill health.39 40 Why are they a priority group? Those experiencing homelessness in London are more likely to report a chronic and disabling health challenge than their housed peers including respiratory disorders, epilepsy, heart problems and stroke.41 The unique barriers faced by those with disabilities (physical, sensory or cognitive) can make it more difficult to both receive initial support and to exit homelessness.42 The London Assembly found in 2023 that those with a disability in London had longer stays in temporary accommodation than their non-disabled peers.43 Further, health conditions may be worsened by homelessness; those experiencing homelessness in England are more likely to die young, with an average age of death of age 45.4 for men and 43.2 for women.44 What services or additional support do they require? Individuals in this priority group require interventions that address their disability-specific needs. These support interventions may include: accessible housing options, specialised and proximate medical care facilities, and/or a degree of caregiving to support independence.45 For those experiencing isolation, virtual opportunities with key workers are particularly useful.46 There is also value in avoiding frequent moves, as at each new property individuals may experience changes to their access and provision for care needs. The turbulent nature of temporary accommodation can be particularly disruptive to these individuals.47 Emerging trends or themes related to priority groups Universal, ergonomic design is increasingly standard in architecture and urban planning, which seeks to create places that are accessible and adaptable to the widest range of individuals. The London Plan 2021 sets out an expectation for new residential builds in the city to adhere to accessible features as a strategy towards tenant resilience.48 Within the Equality Act 2010, individuals who are deaf or have loss of hearing are considered within legal disabilities. However, due to the historic recording of deaf and those with loss of hearing as a separate category within the programme, this research has considered them as their own priority group below: Who are the priority group? In the UK, approximately 12 million adults are deaf, have hearing loss or tinnitus, including over half of all adults aged over 55 and 1.2 million Londoners.49 Those who are deaf may or may not consider themselves to have a disability. Why are they a priority group? Deaf people and those with hearing loss are a protected group within those who have a disability as they can be impacted by inaccessible services. They may encounter unique communication barriers and challenges to receiving support within an often complex support landscape. What services or additional support do they require? This priority group requires accessible communication accommodations, including sign language interpretation, captioned services and assistive listening devices. In addition, service providers should have a competent understanding of deaf culture to ensure support is offered in ways that are culturally informed, recognising the diversity within the community. Individuals may have unique preferences for communication support. The use of technology in support models, including remote options can be an asset for this group.50 38 ONS (2021). People experiencing homelessness, England and Wales: Census 2021. Link 39 London Assembly (2024). London’s Temporary Accommodation Emergency Housing Committee. Link 40 DLUHC, (2023). Statutory homelessness in England: July to September 2023, ‘Detailed local authority level tables’: ‘MD3 – Number of households owed a main duty by priority need’. Link 41 Centre for Homelessness Impact (2023). Homelessness and disability in the UK. Link 42 Idem 43 Inclusion London and London Housing Panel, in London Assembly Housing Committee (2023). Call for evidence on Temporary Accomm odation responses. Link 44 ONS (2021). Deaths of homeless people in England and Wales: 2021 registrations. Link 45 Centre for Homelessness Impact (2023). Homelessness and disability in the UK. Link 46 Idem 47 London Assembly (2024). London’s Temporary Accommodation Emergency Housing Committee. Link 48 Mayor of London (2021). The London Plan. Link 49 RNID (2024). the state of UK audiology services. Link 50 RNID (2024). the state of UK audiology services. Link 186 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 9 Emerging trends or themes related to priority groups Technological advances have led to many improved communication tools for Deaf and hard-of-hearing individuals, which can support the facilitation of information and access to resources. These resources, such as hearing loops and interpreters are increasingly common within public engagement. 1.3.3 Prisoners, offenders released on licence, or ex-offenders Who are the priority group? In the London context, prisoners, offenders released on licence and ex-offenders refer to those passing through the London region’s 10 prisons, with a total operational capacity of 9,980 prisoners.51 Why are they a priority group? Prisoners, offenders released on licence, or ex-offenders are a priority group due to the complex social, economic and personal elements that contribute to their vulnerability. Incarceration is disruptive to an individual’s housing, employment and social networks. Upon release, individuals often lack personal and professional support systems and can find themselves unable to meet the demands of institutions aiming to help them. For example, to receive universal credit upon release, an ex-offender would need an email address, home address, phone number, a bank account and if an individual rents their home, a tenancy agreement or proof of housing costs.52 Further, they may face stigma and discrimination from employers, letting agencies and landlords, and other community members. 53 When released without a plan for their housing, these individuals are then at a heightened risk for rough sleeping and/or sofa surfing, the instability of which in turn increases the likelihood of their recidivism by 50%.54 What services or additional support do they require? These individuals may require transitional housing, 1-2-1 support through a case worker or a Housing First key worker, supportive employment programmes and wraparound support services to navigate their re-entry and rebuild their lives post-release. Employment should be linked with housing interventions as housing is often a prerequisite for employment for ex-prisoners and those in steady jobs are known to be up to 9 percentage points less likely to commit further crimes.55 Emerging trends or themes related to priority groups HM Prison and Probation Service’s (HMPPS) Reducing Reoffending Plan for London 2022-2025 outlines partnership working in the city, highlighting Bounce Back, Be Onsite and A Fairer Chance as three London based Local Leadership and Integration Fund projects aiding the employability and skills of offenders.56 By the end of 2022, four housing specialists were to be recruited by HMPPS to support this demographic into accommodation.57 The Joyce Meggie House opened in Southwark in 2022 and has increased the number of supervised beds available in London.58 1.3.4 People with no recourse to public funds, precarious or insecure immigration status 51 HMPPS (2022). Reducing Reoffending Plan for London 2022 -2025. Link 52 DWP, October 2023, Supporting prison leavers: a guide to Universal Credit. Link 53 The Centre for Social Justice (2023). Unlocking aspiration: breaking down barriers to work for people leaving prison. Link 54 Ministry of Justice (2022). Prisoners' release: temporary accommodation. Link 55 Gov UK (2023). Thousands more ex-prisoners in work following major drive to boost employment. Link 56 HMPPS (2022). Reducing Reoffending Plan for London 2022 -2025. Link 57 Idem 58 Idem 187 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 10 Who are the priority group? Many people live and work in the UK without a safety net through no recourse to mainstream public funds or benefits due to their precarious or insecure immigration status: over a million individuals in the UK are affected by this status.59 This population includes migrants, workers and students whose visas are restricted by UK immigration. Why are they a priority group? Without access to public funds, individuals may struggle to find and maintain lawful employment, leaving them unable to afford to meet their basic needs, including that of affording shelter. Further, these individuals are at high risk of invisibility to public providers as given their status, they are not owed a statutory homelessness duty. Without benefit support, many individuals may be unaware of other mechanisms of support for which they are eligible for, leading them to source alternative solutions outside of public institutions, including taking up debt to cover core costs like food.60 What services or additional support do they require? Timely support is important for those with precarious status, either financially or in terms of immigration, as the timescales that local authority housing follow do not align with the often highly pressurised situations that drive responses that can further entrench or backslide a person away from support. 61 This demographic particularly benefits from access to low-cost or free legal advice to explore the complexity of their cases, assess their status and resolve technical disputes.62 Emerging trends or themes related to priority groups The NRPF Network is an open-access resource bank designed by the University of Oxford which includes an online tool to help frontline workers support migrant families by identifying support options.63 1.3.5 Migrants Who are the priority group? Migrants represent individuals who migrate to the UK. This can include European Economic Area (or EEA) migrants or those from outside the EEA. Post-Brexit, migration can be precarious for European Union (EU) nationals, especially lower-skilled workers.64 Why are they a priority group? Migrants are a priority group as they can experience vulnerability when it comes to securing and retaining housing. These can include insecure or fictitious job offers, low wages, lack of contingency savings, relationship breakdowns, seasonable employment, landlord illegality, loss of ID and/or employment abuses.65 In London, many councils are experiencing an increase of those on resettlement schemes applying for help with homelessness, particularly Ukrainians, Afghans, Syrians and Sudanese people.66 These migrants are substantially more likely to live in overcrowded environments once in London than elsewhere in the UK (10% versus 2%).67 In response to the number of migrants in London, the Department for Levelling Up, Housing and Communities (DLUHC) is creating and improving pathways for asylum and settled housing, particularly for Ukrainian and Afghan individuals, though the provision of secure, suitable homes remains complex and under-resourced. 68 59 Big Issue (2021). No recourse to public funds: What does it mean and who does it affect? Link 60 Trussell Trust (2023). Debt to government; deductions and destitution. Link 61 Healthy London Partnership (2022). Health, housing and social care integration for people experiencing homelessness: needs id entified in an inpatient audit. Link 62 Idem 63 NRPF (2022). Support for migrant families. Link 64 Migration Advisory Committee (2018). EEA migration in the UK: Final report . Link 65 Homelessness Link (2019). Supporting EEA Nationals. Link 66 Newham Council, Harrow Council, Southwark Council in London Assembly Housing Committee (2023). Call for evidence on Temporary Accommodation - responses Link 67 The Migration Observatory (2020). Analysis of the UK Household Longitudinal Study, 2019 -2020. Link 68 Refugee Council (2022). Going Full Circle: The primary needs and experiences of refugees and people seeking asylum living in London. Link 188 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 11 What services or additional support do they require? Migrants require an initial rapid needs and comprehensive strengths assessment as it pertains to housing and homelessness, in which they receive information and signposting to their rights and entitlements.69 It is important that individuals understand their entitlement status may change depending on relationships and employment and that benefit criteria are evolving. The Refugee Council found that across refugee migrant groups, individuals exhibit low confidence about their speaking, writing and reading English abilities, with women generally rating their confidence lower than men.70 Language skills, lack of awareness and other barriers around enrolling in English training courses were found to be prohibitive to accessing housing support.71 Additionally, anchoring social relationships are considered an important buffer to preventing homelessness.72 By nature of their migration, many individuals may experience a sense of community loss: support may be strengthened through encouraging peer network groups. Emerging trends or themes related to priority groups There are significant data gaps in relation to this demographic, however one report by Crisis surveyed homelessness service providers and found that seven out of ten (67%) respondents said that the scale of migrant homelessness in the areas that they worked in had increased in the last 12 months.73 1.3.6 Those who are unemployed or on low incomes Who are the priority group? The lack of a stable and living wage salary is a key determinant of homelessness.74 Unemployment has broadly decreased in the UK and in London over the last decade, though it rose during the second wave of the pandemic and current rates have surpassed pre-pandemic levels.75 In 2023, the London unemployment rate was 4.8%.76 Why are they a priority group? Stable employment is essential for economic security but also social support: research from the Healthy London Partnership in 2022 found that trusting relationships and supportive engagements are an essential part of recovery from life setbacks.77 What services or additional support do they require? Support for those experiencing unemployment and homelessness centres around building confidence, knowledge, skills around the job market. There is no universal route into or out of homelessness, making support that is tailor-fit to the unique journey of a service user particularly important.78 Emerging trends or themes related to priority groups Unemployment support needs may be greater for women than men: emerging research shows the impact of the COVID-19 pandemic on employment was more severe for women with a gender disparity persistent as employment has fluctuated since.79 Though employment is often seen as a tool for preventing homelessness, there is a growing prevalence of in- work households who hold full-time employment that is low-paid, insecure and unpredictable (for example through zero-hour contracts) and are similarly experiencing homelessness.80 The ONS reports that 996,000 people in the UK are on zero-hour contracts and this total has more than quadrupled in the last ten years.81 69 Homelessness Link (2019). Supporting EEA Nationals. Link 70 Refugee Council (July 2022). Going Full Circle: The primary needs and experiences of refugees and people seeking asylum livin g in London. Link 71 Idem 72 Bramley, G., & Fitzpatrick, S. (2017). Homelessness in the UK: who is most at risk? Housing Studies, 33(1), 96 –116. Link 73 Crisis (2019). A home for all: understanding migrant homelessness in Great Britain. Link 74 Crisis (2020). The impact of Covid-19 on people facing homelessness across GB. Link 75 ONS (2024). Labor force survey. Link 76 Trust for London (2024). Unemployed men and women. Link 77 Healthy London Partnership (2022). Health, housing and social care integration for people experiencing homelessness: needs id entified in an inpatient audit. Link 78 Salvation Army (2023). Job scheme supporting homeless people proves a success. Link 79 Trust for London (2024). Unemployed men and women. Link 80 Crisis (2021). Barely breaking even: the experiences and impact of in work homelessness across Britain. Link 81 ONS (2023). Labor force survey. Link 189 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 12 In 2023, Crisis launched the Homelessness Covenant to educate employers on homelessness and provide a pledge system for businesses to articulate their values around providing opportunities to end homelessness.82 Already, over 160 employers have signed up to the pledge.83 The Salvation Army and the Mayor of London piloted a successful London-based job support scheme in 2022 for those experiencing homelessness, which found that personalised support enabled strong employment outcomes: in the first 6-months of the programme, they exceeded targets by supporting 20% of clients into work.84 1.3.7 LGBTQ+ individuals Who are the priority group? LGBTQ+ is an acronym representative of sexual orientation and gender identities, including lesbian, gay, bisexual, transgender, queer or those who identify their sexual or gender identity in another way including intersex, pansexual or asexual.85 Why are they a priority group? Discrimination, stigma and familial rejection related to one’s sexual and gender identities can increase the risk of homelessness amongst LGBTQ+ individuals.86 Additionally, members of these communities may face harassment, violence and other forms of victimisation and othering within shelter systems or when accessing services, leading to further marginalisation. What services or additional support do they require? This priority group requires inclusive and affirming services which address their unique needs while remaining sensitive to their experiences and identities.87 Homelessness services need to be delivered in ways that are firstly safe and confidential, that recognise chosen names, pronouns and identities through using inclusive and evolving language.88 Emerging trends or themes related to priority groups Emerging best practice for this demographic acknowledges that individuals have no obligation to disclose their identities, particularly to institutions they may feel disempowered within. Beyond LGTBQ+ specialist services, baseline provision should be designed with inclusion in mind. Examples of recent practice include training and awareness for frontline staff around deadnaming, discrimination and harassment towards the queer community, building staff confidence in reporting and challenging homophobia, biphobia and transphobia in the workplace, avoiding assumptive language about gender and partners’ genders, and understanding the taboo and stigmatised nature of sexuality amongst those experiencing homelessness.89 LGTBQ+ children and young people are an important sub-demographic within this population with additional support needs: the Albert Kennedy Trust found in 2022 that discriminatory abuse at home is a leading contributor to homelessness for young people with over two-thirds of those surveyed feeling frightened or threatened by family members prior to becoming homeless.90 These young people are at heightened risk of sexual violence or exploitation with one-fifth of those surveyed feeling they needed to have causal sex to find somewhere to stay while homeless.91 82 Crisis (2023). Crisis launches Homelessness Covenant to help employers support those facing homelessness. Link 83 Gov UK (2024). Employers back Government and Crisis homelessness pledge. Link 84 Salvation Army (2023). Job scheme supporting homeless people proves a success. Link 85 The Lesbian, Gay, Bisexual and Transgender Community Centre. (2024). Defining LGBTQ+. Link 86 Inside Housing (2022). LGBTQ+ homelessness: the data hole that undermines services. Link 87 Homelessness Link (2022). Supporting LGBTIQ+ people in homelessness services An introduction for frontline staf f. Link 88 Idem 89 Idem 90 AKT (2022). The lgbtq+ youth homelessness report. Link 91 Idem 190 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 13 1.3.8 Children and young people Who are the priority group? Children and young people (those under 16 and between the ages of 16-24) represent a significant portion of Londoners experiencing homelessness: over 80,000 youth are unhoused meaning on average at least one child in every London classroom will not have a secure home.92 40% of London households living in temporary accommodation are single parents with dependent children.93 From July to September 2023, of London households owed a main homelessness duty, over half included dependent children.94 Why are they a priority group? Adverse childhood experiences (including that of experiencing homelessness) are strongly associated with poor health and life outcomes, amongst increased disposition to key risk factors leading to homelessness.95 Further, UK housing policy is often oriented towards the individual and not the unique needs of families. Children between the ages of 1 and 9 are counted as half of a full person while babies under the age of one are not counted at all, practices which lead to overcrowding. Poor or insecure housing disrupts children’s development, education and overall wellbeing, impacting their physical, emotional, and cognitive health. The London Assembly found that children and young people are often a hidden homeless population, particularly young people who are LGTBQ+.96 What services or additional support do they require? Children and young people may face challenges accessing services and support that are tailored to their age and development stage. Support should be age-appropriate and youth-centred where possible, accommodating the perspectives and issues that young people themselves care most about. Emerging trends or themes related to priority groups An emerging area of research is the prevalence of disability (particularly cognitive disability) in children and young people experiencing homelessness.97 Disability and homelessness support are largely siloed benefit systems, with little overlap, making it especially difficult for these young people to find and access holistic support.98 1.3.9 Black and Minority Ethnic communities Who are the priority group? In the UK, minority ethnic (also understood as the Global Majority) identities include all ethnic groups except for those who are White British.99 Within minority ethnic communities, those identifying as Black, African, Caribbean, or Black British, made up 27% of applicants assessed by London local councils as being “owed a prevention or relief duty”, while they made up only 12% of London’s overall population.100 101 Why are they a priority group? Structural racism, discrimination and social exclusion all can contribute to housing instability and risk of homelessness for black and minority ethnic individuals. In 2021, the Joseph Rowntree Foundation found that working adults from Black, Asian or minority ethnic backgrounds were twice as likely as White households to spend over a third of their income on their housing.102 In London, Black, Black British, Black Welsh, Caribbean or African individuals are more likely to live in overcrowded accommodation, compared with all households.103 92 BBC (2023). One in 50 Londoners homeless and in emergency homes. Link 93 DLUHC (2023). Statutory homelessness in England: July to September 2023, ‘Detailed local authority level tables’: : TA2 – Number of households in temporary accommodation by household composition’. Link 94 London Assembly (2024). London’s Temporary Accommodation Emergency Housing Committee. Link 95 Healthy London Partnership (2022). Health, housing and social care integration for people experiencing homelessness: needs id entified in an inpatient audit. Link 96 London Assembly (2017). Hidden homelessness in London. Link 97 Baker Collins, S., Schormans, A. F., Watt, L., Idems, B., & Wilson, T. (2018). The invisibility of disability for homeless youth. Journal of Social Distress and Homelessness, 27(2), 99–109. Link 98 Idem 99 The Law Society (2024). A guide to race and ethnic terminology and language. Link 100 DLUHC (2023). Statutory homelessness in England: July to September 2023, ‘Detailed local authority level tables’: A8 – Ethnicity of main applicants assessed as owed a prevention or relief duty by local authority. Link 101 ONS (2021). Population estimates by ethnic group, England and Wales. Link 102 Joseph Rowntree Foundation (2021). What's causing structural racism in housing? Link 103 Office of National Statistics (2023). Overcrowding and under -occupancy by household characteristics, England and Wales: Census 2021. Link 191 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 14 What services or additional support do they require? This priority group requires culturally sensitive services that promote social inclusion and equitable outcomes.104 As individuals from these communities are at a higher risk of poverty in general, there is a need for services that prevent homelessness through income maximisation alongside access to food and other resources. Addressing the underlying socioeconomic drivers of homelessness, which are disproportionately high amongst this group, can reduce the risk of individuals entering a cycle of temporary housing.105 Emerging trends or themes related to priority groups Culturally competent and locally specific services: Centre for Homelessness Impact research has outlined that for those from ethnic minority communities, previous experience of racism, judgement or stigma can mean they are distrustful of services. It is essential to ensure that services have an emphasis on understanding the local context and social dynamics of wards within boroughs. This includes understanding the cultural demographic of the area, and ensuring services are available in multiple languages.106 Provision of outreach work: Many individuals within black and minority ethnic communities go underserved or are under-identified by services. Outreach work within the community, co-produced with existing community services can help ensure greater reach to those who are often excluded from support.107 1.3.10 Those affected by domestic abuse and/or sexual violence or who are victims of trafficking or modern slavery Who are the priority group? Survivors of domestic abuse, sexual violence, trafficking and modern slavery who are experiencing homelessness constitute a priority group due to their heightened vulnerability and complex support needs, many of which are strongly linked to having a safe place of residence. In July to September 2023, among London households owed duty, 1 in 10 had experienced domestic abuse.108 Why are they a priority group? For those who are survivors of domestic abuse and violence, securing stable housing, employment and social support can be particularly difficult, especially if the abuse and/or exploitation is long-term. What services or additional support do they require? Survivors of domestic abuse require trauma-informed and gender-sensitive services, emotional, therapeutic and economic, to empower them to safely leave abusive environments and transition into more stable living situations. Specialised support may include safe, anonymous shelter, therapeutic counselling, legal advocacy and financial supplement. It is crucial these services are not only accessible and culturally competent but prioritise agency and self-determination. Emerging trends around this demographic are further explored in the next section on Sexual and Domestic Abuse 104 Oak Foundation (2022). Homelessness among Black and minoritised ethnic communities in the UK. Link 105 Ibid 106 Centre for Homelessness Impact. (2022). Ethnic inequalities and homelessness in the UK. Link 107 Ibid 108 London Assembly (2024). London’s Temporary Accommodation Emergency Housing Committee. Link 192 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 15 1.4 Need amongst priority groups: Tackling Sexual and Domestic Abuse In the year ending January 2024, the Metropolitan Police recorded 104,296 domestic abuse offences, at a rate of 11.6 per 1,000 London residents. This included 26,053 cases of domestic abuse violence with injury. Recorded cases were highest in Croydon at 5,422, with Lewisham, Greenwich, Tower Hamlets, Newham, Ealing and Enfield all having over 4,000 cases within each borough.109 Priority 2 of the Pan-London grants programme is aimed at tackling domestic and sexual violence across the boroughs, through the funding of services with a prevent, support, or enable emphasis. The aims of this funding are to increase awareness and challenge attitudes around violence against women and girls (VAWG), domestic abuse and sexual violence amongst young people and the general population, make early intervention and prevention a priority, ensure training for professionals, and provide survivors with equal access to support. The funded initiatives are broken down into the following sub-categories: • Prevention for children and young people • Specialist advice, counselling and support for medium risk survivors and target groups not accessing general provision • Improving the response to domestic and sexual abuse in London through working with organisations • Services for people affected by harmful practices. The funded projects are expected to ensure their services reach London Councils’ priority groups outlined within the categories in the prospectus. In addition, the programme must adhere with ensuring access for individuals with protected characteristics under the 2010 Equality Act.110 As a result, this section considers need for domestic and sexual abuse services in relation to key priority groups identified in the London Council’s original funding prospectus and protected characteristics within the Equality Act: • Children and young people, including those at risk of experiencing sexual exploitation • Older people 109 Metropolitan Police. 92024). Domestic Abuse dashboard. Link 110 Idem 193 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 16 • Women, with an emphasis on women with protected characteristics e.g. pregnant women • Individuals with a disability including those who are deaf or have hearing loss. • LGBTQ+ individuals • People with no recourse to public funds and/or precarious or insecure immigration status • Black and minority ethnic communities • People from religious communities The following section details research related to the key needs of these priority groups, outlining who the priority groups are, why their needs are a priority, and any specific requirements from services. 1.4.1 Children and young people Who are the priority group? Children and young people (those under 16 and between the ages of 16-24) are at high risk of being impacted by domestic and sexual abuse both directly and indirectly, with the Domestic Abuse Commissioner reporting that one in five children experience domestic abuse.111 They are at risk of being victims directly as well as experiencing impact of improper care, or poor mental health as a result of witnessed abuse of loved one such as a parent.112 Why are they a priority group? As the Domestic Abuse Act 2021 was the first point at which children were recognised as victims of domestic abuse in their own right, services and resources have historically directed towards adult survivors, with a reliance on social care to intervene in child and young person domestic abuse cases. Young people can have a lack of awareness about healthy relationships which means they may not always recognise signs of abuse. The most recent Crime and Survey for England and Wales (CSEW), ending March 2022 demonstrated that 11.3% of adults between 16-19 and 8.8% of those 20-24 were victims of sexual assault, a higher percentage than any other age group.113 Similarly, nationally 16-19 year olds in the year ending March 2023 were more likely to be victims of domestic abuse (8.0%) compared with those in age groups 45+. 114 When interpreting these figures, it should be notes many cases of child abuse remain hidden from the criminal justice system, with the National Association for People Abused in Childhood (NAPAC) highlighting that one in seven adults who reach them have not spoken about their abuse before.115 Nationally, in the year between April 2022 to March 2023, 12,989 children were referred to refuges and 156,673 referred to community-based services.116 In 2023 there were 233 services offering support for children and young people across the UK - fewer than the 238 services that were available in 2010. 2023 111 Domestic Abuse Commissioner. (2024). A safer future without domestic abuse: The Domestic Abuse Commissioner’s priorities for a new Government. Link 112 NSPCC. (2024). Protecting children from domestic abuse. Link 113 Office for National Statistics. (2023). Sexual offences victim characteristics England. Link 114 Office for National Statistics. (2023). Domestic abuse victim characteristics, England and Wales: year ending March 2023. Link 115 Office for National Statistics. (2020). Child abuse in England and Wales: March 2020. Link 116 Office for National Statistics. (2023). Domestic abuse victim services. Link 194 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 17 What services or additional support do they require? Office for National Statistics (ONS) data demonstrates that in London, there were 59 refuges available, 49 child and young person-specific services and 21 services offering floating support, with only 898 spaces available, at a -2.1% shortfall against recommendations. The high number of young people accessing refuge services and low number of refuge spaces and support suggest young people in London require greater access to accommodation services, likely due also to the intersection between youth homelessness and domestic abuse. Emerging trends or themes related to priority groups Children and young people at risk of experiencing sexual exploitation: Concerns about exploitation have been identified in 7% of local authority children’s services assessments. 2022 research by the Centre of Expertise on child sex abuse (CSA) establishes that whilst there is no evidence to suggest child sexual abuse prevalence differs significantly between regions, local authority assessments are deemed to differ, with all local authorities in London tending to have lower rates of identification than other areas of England and Wales, suggesting there may be a need for greater investment into support for child sexual abuse.117 Piloting of the new online Young People’s Safety Survey: A large-scale pilot to replace the Children’s Crime Survey for England and Wales will aim to improve statistics on crimes against children including understanding of girls and young women’s experiences of violence. Development of this may increase visibility of domestic abuse cases for this age group.118 1.4.2 Older people Who are the priority group? Older survivors of domestic abuse are typically considered to be those aged 65 or older. They may be impacted by current abuse or historic cases of abuse they have not previously disclosed. Research by Age UK suggests that often national government statistics around older survivors may not be representative, particularly as ONS data has only included data on those 57 years and older since 2020.119 Why are they a priority group? Data published by the ONS demonstrates that 6.2% of women and 2.9% of men over the age of 60 have been victims of domestic abuse in the year ending March 2023. Whilst this is a lower percentage than other age groups, it is expected that the percentage is higher than recorded due to the number of older survivors who do not come forward or recognise abuse against them. Older individuals face a risk of abuse by a wider range of perpetrators including adult children or grandchildren, where they may struggle to recognise abuse or identify themselves as a victim-survivor.120 What services or additional support do they require? Research by Age UK demonstrates that older individuals may face barriers to accessing support, which include a lack of awareness of what is available, reduced mobility which limits face-to-face interaction, and a higher level of digital exclusion which limits online interaction. There is also a lack of tools and resources used by domestic abuse services specifically aimed at older age groups. Services for older survivors can better meet their needs by offering accessible, holistic support, including for those with limited mobility, hearing loss or visual impairment. Emerging trends or themes related to priority groups Older individuals with additional needs: Older people with disabilities such as reduced physical movement, reduced hearing or reduced eyesight may face additional challenges accessing services that are accessible to their needs. 117 Centre of Expertise on child sexual abuse. (2023). Child sexual abuse in 2022/23 Trends in official data. Link 118 Office for National Statistics. (2023). VAWG: Research update November 2023. Link 119 Age UK. (2022). What we know now about older victims of domestic abuse. Link 120 Age UK. (2022). New data on domestic abuse in older people. Link 195 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 18 1.4.3 Women, including women with additional needs (e.g. pregnant women) Who are the priority group? Domestic and sexual abuse are recognised by domestic abuse services to frequently be gendered crimes, with women affected by both forms of violence. Gender intersects with other protected characteristics discussed, such as ethnicity, religion, disability, sexuality or identity when considering experiences of domestic and sexual abuse. Why are they a priority group? Domestic and sexual abuse disproportionately affects women and girls both within the UK and internationally.121 Nationally, the most recent Crime Survey for England and Wales (CSEW) estimated that 978,000 women aged 16 and over experienced sexual assault, compared with 275,000 men.122 Women are statistically more likely to be domestic homicide victims, with 70 of 100 domestic homicides in the year ending March 2023 being female.123 What services or additional support do they require? As women frequently leave situations with their children, there is a need for services that take a whole-family approach, including refuges that allow older children, particularly as many do not currently allow women to bring teenage sons. Depending on their additional needs, services required by women are wide ranging, from those which offer emotional and advocacy support, to those offering more practical refuge and financial support. Particularly in cases of economic abuse, women may require help gaining financial independence, or increasing their understanding of financial and economic abuse. Emerging trends or themes related to priority groups Repeat victimisation: In a 2020 London deep-dive study into reporting of domestic abuse in the city, findings concluded that females experienced a higher rate of repeat victimisation (74% of study) compared with males.124 Female Genital Mutilation (FGM): Research conducted by the Home Office and Trust for London showed that over 137,000 women and girls in England and Wales live with the impact of FGM.125 1.4.4 Disabled people, including those who are deaf or have loss of hearing Who are the priority group? As defined by the Equality Act 2010, an individual has a disability if they have a physical or mental impairment and this has a substantial and long-term adverse effect on their ability to carry out normal day-to-day activities.126 Not only do individuals with disabilities face barriers to accessing services, but they also may experience different abuse dynamics, and be more reliant on their perpetrators for care. Why are they a priority group? Disabled = people are statistically more likely to experience domestic abuse for a longer period before seeking support.127 This is likely due to a combination of greater reliance on perpetrators for care, and an inability to access appropriate services. The most recent ONS data for the period ending March 2020 showed that 9.2% of men with a disability and 17.5% of women with a disability had experienced domestic abuse. This was compared with 3.6% of non-disabled men and 6.7% of non-disabled women.128 In the year ending November 2023, the National Domestic Abuse Helpline received 319 calls of cases where someone’s disability had been used by a perpetrator control or abuse the individual. In the year ending March 2023, 9.8% of those presenting at refuges had a physical disability, as did 5.2% of those who accessed community-based services, 14% of those accessing sexual violence support services, and 19.6% of those accessing sexual exploitation support 121 Women’s Aid. (2024). Domestic abuse is a gendered crime. Link 122 Idem 123 Office for National Statistics. (2023). Homicide in England and Wales: year ending March 2023. 124 MOPAC. (2022). A research deep dive into Domestic Abuse in London. Link 125 Metropolitan Police. (2021). Metropolitan Police Service VAWG action plan. Link 126 HM Government Office for Disability Issues, (2010). Equality Act 2010 Guidance. Link 127 Ann Craft Trust. (2024). Disability and Domestic Abuse. Link 128 Office for National Statistics. (2021). Disability and crime. Link 196 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 19 services. Additionally, 3.3% of those in refuges had a learning disability, as did 4.3% in community services, and 23% of those in sexual violence or sexual exploitation support services. 129 What services or additional support do they require? Safe Lives suggests that all domestic abuse services should have a specialist trained disability ‘champion’ who can support victims with physical or mental impairments. It also establishes that there is a need for domestic abuse services that work face-to-face with individuals with disabilities, because for some, nuances of their experiences may be lost over the phone, for example if an individual has a learning disability.130 London Assembly research has highlighted that there is a higher percentage of survivors with a disability within crime data compared with those being placed in refuge, indicating a lack of appropriate provision, which was also identified in their Pan-London needs assessment. Ensuring refuges and services have accessible provision for individuals with disabilities is essential.131 Emerging trends or themes related to priority groups Abuse by carers: Individuals with disabilities face additional risks in relation to abuse by those who care for them. This can include withholding, destroying or manipulating medical equipment, or preventing access to medication, care, food or transport through finances.132 Within the Equality Act 2010, individuals who are deaf or have loss of hearing are considered within legal disabilities. However, due to the historic recording of deaf and those with loss of hearing as a separate category within the programme, this research has considered them as their own priority group below: Who are the priority group? Individuals who are deaf or have hearing loss may require additional support when accessing services. Many more people have low-level hearing impairment than identified, with a new study estimated that 18 million people in the UK have some level of hearing loss. Why are they a priority group? Being deaf or having hearing loss can impact an individual’s risk of being subject to abuse and also often intersects with other vulnerabilities, for example, older people are more likely to be affected by hearing loss.133 What services or additional support do they require? Those who are deaf or have hearing loss are likely to require access to services with British Sign Language (BSL)-trained professionals. SignHealth is the only domestic abuse service currently specialising in supporting deaf people across England, which means service users are often accessing mainstream services that only have a minority of BSL-trained staff.134 Emerging trends or themes related to priority groups Working with deaf young people to prevent domestic abuse: Across England, SignHealth have a team of Young People Violence Advisors (YPVAs) working with schools and colleges to deliver workshops to young Deaf individuals or those with hearing loss to educate and prevent domestic abuse before it occurs. 1.4.5 LGBTQ+ individuals Who are the priority group? LGBTQ+ refers to abbreviations for sexual orientation and gender identities, including those who are lesbian, gay, bisexual, transgender, queer or identify their sexual or gender identity in another way.135 Why are they a priority group? Individuals within LGBTQ+ communities can often be excluded from the public narrative of domestic abuse, with the most common portrayal between male perpetration within a heterosexual relationship.136 There can be unique challenges in the relationship power dynamics for LGBTQ+ individuals, for example trans people who are married before they transition are subject to the spousal consent clause which means a full gender 129 Idem 130 Safe Lives. (2017). Disabled Survivors Too: disabled people and domestic abuse. Link 131 Mayor of London. (2021). The Domestic Abuse Safe Accommodation Strategy Equalities Impact Assessment. Link 132 Idem 133 BBC News. (2024). Study finds 18m people in the UK have hearing loss. Link 134 SignHealth 135 The Lesbian, Gay, Bisexual and Transgender Community Centre. (2024). Defining LGBTQ+. Link 136 Safe Lives. (2018). Free to Be Safe: LGBTQ+ people experiencing domestic abuse. Link 197 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 20 recognition certificate cannot be issued until their partner has given their consent to the change of marriage status. This can leave them vulnerable to further abuse or control from an abusive partner.137 What services or additional support do they require? There are only a small number of LGBTQ+ domestic abuse services including victim support services in London.138 LGBTQ+ individuals often face additional barriers accessing support which is specific to their sexual orientation and /or gender. Galop research suggests there is a lack of emergency accommodation/housing services both in and outside of London. This can be due to women’s refuge restrictions in relation to inclusivity of transgender women, as well as the lack of provision for male survivors, including gay or bisexual men. Galop’s research also suggests that a key barrier for LGBTQ+ individuals is fear of non-LGBTQ+ services being designed ‘not for them’ and therefore fearing judgement or lack of acceptance from services rooted in discrimination against their gender identity or sexuality. It is therefore important for non-specialist services to provide an understanding, non-judgemental and safe space for LGBTQ+ survivors, and be able to signpost them to resources that are not exclusively aimed heterosexual relationships or to specific groups such as cisgender-women.139 Emerging trends or themes related to priority groups Need for partnerships and relationships with specialist services: Galop’s research demonstrates that services may lack established partnerships with LGBTQ+ organisations which may result in a lack of pathways, knowledge and resources that are appropriate to the survivors. This is important because a lack of funding into specialist services means that often survivors from these communities are accessing non-specialist services as their primary source of support. 1.4.6 People with no recourse to public funds, precarious or insecure immigration status Who are the priority group? Individuals with no recourse to public funds or insecure immigration status include those who have migrated to the UK, usually from countries outside of the European Economic Area, and do not have access to state benefits, tax credits or housing assistant due to their immigration status or other factors.140 This creates specific issues in relation to cases of domestic abuse, as it can decrease an individual’s financial stability and access to services which prevents them getting necessary support. Immigration status may also be used by perpetrators to try and control them.141 Why are they a priority group? A lack of access to public funds and an uncertain immigration status can limit lawful employment and therefore create an unstable financial situation for individuals. This can mean individuals face increased risk of domestic abuse because they may be reliant on their perpetrator financially or be unable to leave the situation due to lack of access to information and support.142 What services or additional support do they require? Individuals in this group need to be able to access support through non-public funded charities. Particularly, this charitable support should aim to address issues that public funding would have supported, such as housing, access to food, provision for children, and access to free legal advice.143 Services can also help individuals to apply for Destitute Domestic Violence Concession so they can access benefits. There is a need for individuals to be able to access support in their first language, as many have limited English language proficiency. This provision helps survivors to feel safe and welcomed by the service. 137 Idem. 138 Galop. (2021). LGBT+ Domestic Abuse Service Provision Mapping Study. Link 139 Safe Lives. (2018). Barriers to accessing services for LGBTQ+ victims and survivors. Link 140 UK Government (2023). Public funds. Link 141 IDAS. (2024). Victims with no recourse to public funds. Link 142 NRPF. (2024). Assessing and supporting adults who have no recourse to public funds (England). Link. 143 Women’s Aid. Chapter 11: Supporting survivors with no recourse to public funds. Link. 198 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 21 Emerging trends or themes related to priority groups Children’s access to services dictated by parents’ eligibility: Currently, even if a child has secure status in the UK, if their parents have no recourse to public funds the majority are not entitled to receive child benefits such as free school meals and pupil premium. This can worsen the economic status of the family making it more challenging for those fleeing domestic or sexual abuse.144 1.4.7 Black and minority ethnic communities Who are the priority group? In the UK, minority ethnic (also understood as the Global Majority) identities include all ethnic groups except for those who are White British.145 Why are they a priority group? There is strong evidence that Black and minoritised women spend longer in abusive contexts before seeking help - this can result in greater levels of violence leading to ‘social entrapment’ where a woman feels unable to leave her situation due to a combination of sexism, racism and sometimes immigration status.146 In the year ending March 2023, the Crime Survey for England and Wales showed that 3.1% of Black or Black British women and 3.0% of Asian or Asian British women experienced domestic abuse.147 Black, Asian and Ethnic minority individuals are overrepresented in female domestic homicides, with 22% of female victims recorded between March 2020 to March 2022 being from minority ethnic groups.148 What services or additional support do they require? Survivors from minoritised communities value the experience of accessing dedicated ‘by and for’ VAWG organisations for their communities as there is a greater intersectional understanding of the social realities of their lives and how this impacts their experience with abuse.149 Additionally, culturally specific outreach services can help to engage individuals who are migrants. National organisations such as Refuge have specific advocacy and outreach services for individuals from specific communities including for Vietnamese and Chinese and Eastern European individuals.150 Emerging trends or themes related to priority groups Intersectional risks: Black and minority ethnic individuals are often at increased risk often due to intersectionality with other identities and experiences. For example, research by Safe Lives found that a quarter of Black or minority ethnic survivors in their database needed the aid of an interpreter to communicate with support services effectively, and one in five had no recourse to public funds. As a result, this suggests that these communities are more likely to face additional barriers to fleeing domestic abuse and/or accessing services.151 1.4.8 People from religious communities Who are the priority group? Individuals within religious communities are those who practice the same faith, often at the same religious place such as a temple, synagogue, church or mosque. Within communities, beliefs, habits, practices and ideologies may be shared. Individuals within these communities may experience domestic abuse, and due to the influence of their faith, or the community they are within, may face barriers to leaving their situation. Why are they a priority group? Individuals from religious communities can experience increased risk where domestic abuse intersects with spiritual and religious abuse, such as using community coercion, isolation from faith community, or using 144 The Centre for Social Justice. (2021). Out from the Shadows: Transforming support for victims of Modern Slavery and Domestic Abuse with No Recourse to Public Funds. Link 145 The Law Society (2024). A guide to race and ethnic terminology and language. Link 146 Women’s Aid. (2021). Reframing the links: Black and minoritized women, domestic violence and abuse, and mental health – A review of the literature. Link 147 Office for National Statistics. (2023). Domestic abuse victim characteristics, England and Wales: year ending March 2023. Link 148 UK Parliament. (2024). Female Domestic Homicides: Black, Asian and Ethnic -minority overrepresentation. 149 Idem. 150 Refuge. (2024). Culturally specific services. Link 151 Safe Lives. (2015). Supporting B&ME victims – what the data shows. Link 199 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 22 scripture or cultural norms to control sexuality and reproduction or access to health care. This can also discourage individuals from seeking support to remove themselves from their situation because of religious scripture and to maintain connected with the community.152 There is a low level of awareness and conversation about family and domestic violence within certain faith communities, particularly non-physical abuse, as well as the implication of religious teachings about gender roles. As a result, those within in faith communities may not identify themselves as a victim, or not feel comfortable seeking support.153 What services or additional support do they require? Individuals from religious communities may require more context-specific services that understand both the community and faith aspect of their religious community. For example, some may find it helpful to access support from individuals who have a knowledge of scripture or religious texts where these have been integral to the case of abuse itself. Emerging trends or themes related to priority groups Use of spiritual abuse: Spiritual abuse can be challenging to define due to the different forms it can take but is generally understood to be harming a survivor’s sense of identity or wellbeing through their spiritual life. For example, this could include using religious laws to justify abuse. 1.5 Emerging high need groups The below section focuses on groups which were not initial target groups identified by the programme. These groups have emerged as potentially high need during the delivery of the programme as through this research. As a result, these groups may be considered in future grant programmes as priority groups. Care experienced individuals Who are the priority group? Care experienced individuals include any adult who spent time in care under the age of 18, approved by the state through a court order on a voluntary basis, as well as those currently within the care system. This includes all individuals, no matter the length of time within care.154 In England, since 2018-19, there has been a 33% rise in total care leaver households aged 18-20 assessed as homeless or threatened with homelessness.155 Why are they a priority group? Both adults and children who have been within the care system are more likely to have had Adverse Childhood Experiences (ACEs), meaning their cases of abuse can be complex. Those who are care leavers are also more likely to go missing, or experience grooming or exploitation, placing them at higher risk of sexual abuse, particularly for young care leavers. Additionally care-experienced individuals have likely experienced disruptions in their family relationships, education and social networks, which can contribute to general instability and difficulties when accessing services. What services or additional support do they require? Those who are care-experienced may require transitional assistance with life skills and independent living. Care leavers may benefit from access to financial confidence-building education and training opportunities, 152 NNEDV. (2024). Domestic abuse and faith. Link 153 The Conversation. (2019). New study finds family violence is often poorly understood in faith communities. Link 154 The Care Leavers’ Association. (2024). What is a Care Leaver? Link 155 DLUHC (2023). Joint housing protocols for care leavers: good practice advice. Link 200 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 23 including that of budgeting skills, employability mentorship, benefits advice and tenancy rights and responsibilities.156 In addition, care leavers need support in terms of prevention and early help, as they can find themselves vulnerable due to the lack of support for care leavers to find housing, employment and study opportunities, without a family network to support them. This means they can experience homelessness, which then increases their exposure to abuse or exploitation. 157 Key policy changes The Accommodation and Support Framework for Care Leavers158 outlines 5 primary support methods including: 1. Preparing for the reality of housing options 2. Planning care leavers’ accommodation and support options with them 3. Reducing housing crisis 4. Accessing housing and support as needed 5. Accessing and successfully managing longer term move-on and support options Other policy support has been provided through the Staying Put and Staying Close schemes alongside corporate employer involvement, programmes which run at the local authority level to connect care leavers directly with residential providers and work opportunities.159 Additional support has been achieved through semi-independent living schemes and/or short-term living arrangements (including training flats) which help trial a young person’s independence.160 Hidden from homelessness individuals Who are the priority group? Hidden homelessness refers to people who are experiencing homelessness or housing difficulties, regardless of legal definitions or entitlement, but who are (for various and complex reasons) not supported by their local authorities nor counted in official statistics.161 It is difficult to assess the scale of this group, though research indicates it includes those who are sofa-surfing or squatting, children under the age of 1 and women rough sleeping, amongst others.162 The London Assembly Housing Committee estimates that in London, 13 times more people were hidden homeless than visibly sleeping rough.163 Why are they a priority group? Some hidden homeless populations may purposefully stay out of sight due to heightened concerns around safety and risk of violence, such as women sleeping rough. Others, like lone-parent households with dependent children can be hidden from reporting when marriages and partnerships exist legally but may not be emotionally or economically jointly supportive. These families face an increased risk of homelessness as they are supported by a single breadwinner, exposing the family unit to higher risk of impact given sudden changes or system shocks. There is also greater risk for young people in these families of experiencing homelessness. Lone-parent households with dependent children are living in overcrowded conditions primarily in Westminster (38.3%), Newham (37.8%) and Tower Hamlets (37.3%).164 156 Idem 157 DCC. (2024). Preventing Exploitation toolkit. Link 158 Idem 159 Gov UK (2018). Major new scheme launched to support young people leaving care. Link 160 Idem 161 ONS (2023). "Hidden" homelessness in the UK: evidence review. Link 162 Idem 163 London Assembly (2017). Hidden homelessness in London. Link 164 Idem 201 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 24 Additional “hidden” groups include independent minors (including unaccompanied refugee minors and care leavers) and family units with young children (particularly those under the age of 1) who are not officially reported in household headcounts. What services or additional support do they require? Given the nuance within hidden homelessness populations, it is difficult to define universal support systems or methods. One broad tool, however, is that of multi-agency responses which coordinate the touchpoints where individuals might engage with services and streamline their support into standard pathways.165 1.6 Recognising intersectional needs and multiple disadvantages Within both priority areas, many individuals experience a combination of issues that intersect, either relating to their demographic background or their experiences. This may include poverty, deprivation or trauma, or systemic disadvantage such as racism, sexism or homophobia.166 As a result of these intersections they may be at increased risk of homelessness or sexual and domestic abuse. Many services specialise in supporting individuals with singular issues, rather than those with intersectional or complex needs. Those who face multiple disadvantages or have complex needs require a more holistic and person-centred approach. Services that work within a multi- agency response can be effective at supporting individuals with multiple risk-factors as it means individuals have a network of services available to them that can support all varying needs.167 165 The Kings Fund (2021). Link 166 Making Every Adult Matter. (2024). About Multiple Disadvantage. Link 167 Government Events. (2021). Fulfilling Lives: Supporting people with multiple disadvantages. Link 202 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 25 2. Review of the current programme This chapter looks at the current reach of the programme across the two programme priorities: Combatting Homelessness and Tackling Sexual and Domestic Abuse. • Section 2.1 provides a summary of the programme review, highlighting key findings across the priorities. • Section 2.2 includes a short summary of current good practice from funded projects in reaching high-need groups across the two key priority areas • Sections 2.3 (Combatting Homelessness) and 2.4 (Tackling Sexual and Domestic Abuse) detail reach for high-need groups at a priority and project level. This includes highlighting where projects are successfully reaching high-need groups, and areas where there may be gaps in provision.168 2.1 Summary Programme-level reach Between April 2022 to March 2024, of those service users reached and surveyed from the 2022-2026 programme: • 76% were female (n=38,199) • 30% were under 25 (n=11,584) • 9% were over 55 (n=3,373) • 64% were from an ethnic minority background (n=22,872) • 32% had declared a disability including those who were deaf or had loss of hearing (n=12,161) • 16% were LGBTQ+ (n=4,399) • 5% had no recourse to public funds (n=3,037) These figures are represented in the infographic below: 168 Note: Funded projects differ significantly in the scale of their reach. This should be considered when interpreting project r each as a proportion of the total priority or programme reach. Sections 2.3 and 2.4 include the percentage of those from a high -need group within a project’s total service users, to understand which projects are currently strongest at supporting the varying groups. 203 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 26 204 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 27 Priority-level reach Across the two priorities, reach was as follows: Priority 1 Priority 2 • 44% were female (n=6,494) • 44% were under 25 (n=7,154) • 9% were over 55 (n=1,324) • 82% were from an ethnic minority background (n=10,348) • 34% had declared a disability including those who were deaf or had loss of hearing (n=4,985) • 22% were LGBTQ+ (n=2,672) • 6% had no recourse to public funds. (n=1,027) • 90% were female (n= 31,705) • 19% were under 25 (n= 4,430) • 9% were over 55 (n=2,049) • 79% were from an ethnic minority background (n=17,965) • 44% had declared a disability including those who were deaf or had loss of hearing (n=8,776) • 11% were LGBTQ+ (1,727) • 5% had no recourse to public funds (2,010) Headline findings – reach by target group 1. Both priorities were successful in reaching black and ethnic minority individuals – Across both Priority 1 (82%) and Priority 2 (79%), a high percentage of service users were from black and ethnic minority backgrounds. 2. A very high proportion of those reached through Priority 2 were women – Women made up 90% of service users across Priority 2. Of all women reached through Priority 2, 66% accessed The Pan- London Domestic and Sexual Violence Helpline. 3. Priority 1’s reach to disabled individuals is comparable with need – The latest national census data demonstrates that 44.1% of people identified as homeless were disabled. Across Priority 1, 34% of individuals supported registered as having a disability including being deaf or having a hearing loss. Although it is not possible to draw exact conclusions due to the lack of London-specific available data, this comparison suggests the priority is successfully able to engage disabled individuals through funded projects. 205 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 28 2.2 Good practice for reaching high need groups The following table outlines ways in which funded projects have considered equalities when delivering services for specific high-need groups. This information comes from monitoring information provided by funded projects169: High need group Examples of good practice Priority 1 Priority 2 Women To ensure women feel comfortable accessing in-person support, London Youth Gateway have an in-person weekly women’s only space that all young women can access. Projects are ensuring they reach women with intersectional needs, with Ascent operating its outreach in targeted thematic areas such as women with experience in the criminal justice system. Under 25 Projects recognise the increasing use of technology in younger age demographics and try and reach young people online using text, phone calls and web chat. London Youth Gateway also provides a specialist under 25’s advice line, and drop-in services for young people who care experienced. As with above, some projects like Ascent ensure they reach young people through targeted outreach to this age group. Over 55 Projects such as STAR partnership have established links with organisations that allow them greater reach to older individuals such as Age UK. Projects within Priority 1 have not provided information on how they are specifically reaching those over the age of 55. Ethnic minority background The HARP connect project works with a small organisation called SWIM for direct referrals for those from Black and Ethnic minority backgrounds who may need specific specialist support. Projects such as Ascent are reaching ethnic minority communities by utilising connections with organisations in local boroughs that are ‘by and for’ these communities. Disability Projects ensure access for disabled people in several ways such as the STAR Partnership project’s links with social prescribers integrated into GPs practices Projects are ensuring access to those with disabilities in several ways, including having accessible parking for in-person support. Galop, who are the lead partner for the LGBTQ+ Domestic Abuse Partnership 169 Note: Funded projects were not specifically asked to detail examples of practice for various target groups . 206 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 29 for greater access to service users with disabilities ensure it is part of a disability network which contributes to the accessibility of the project for disabled service users. Deaf or loss of hearing Projects were not asked specifically to provide information on how they are reaching those who are deaf or have a hearing loss. Non-specialised services are taking steps to include deaf individuals and those with hearing loss by ensuring webinars and events are attend by a BSL interpreter, and that staff are trained on deaf awareness. Where possible they are also collaborating with other specialist services. Priority 2 also includes SignHealth Deaf Domestic Abuse Service, which provides counselling and support for survivors who are deaf or who have loss of hearing. LGBTQ+ Recognising the small number of specialist LGBTQ support organisations, some projects such as HARP connect work with service users to signpost and refer them to specialist services where needed. Additionally both the Albert Kennedy Trust and GALOP, which are specialist LGBTQ+ organisations, are part of the New Horizon partnership for the London Youth Gateway project. Positive measures to ensure projects reach LGBTQ+ individuals include the implementation of a Transgender inclusion policy, specialist training from Stonewall Housing on the needs of LGBTQ+ survivors and ‘Late and Learn’ sessions to raise awareness of different issues faced by different survivors e.g. around gender identity. No recourse to public funds Projects such as STAR partnership have established links with organisations that allow them greater reach to individuals who may already support individuals with NRPF such as the Midaye Somali Development Organisation and Sistah Space. Additionally, open-source software is used to translate documents for clients where English is not their first language. Projects are ensuring access to support in different languages for people whose first language is not English, with Ascent having their 24-hour emergency line available in five languages. 207 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 30 2.3 Combatting Homelessness This section analyses reach across projects for high-need groups within Priority 1: Combatting Homelessness. Women Programme reach: 38,199 Priority reach: 6,494 For those with recorded data on gender, 44% of service users across Priority 1 identified as female. Project level findings • StreetLink London Advice Line has the highest percentage of its service users who are women at 51%, despite only making up 4% of the total priority reach (244). This is in comparison with STAR Partnership who make up 53% of the total priority reach where 49% of service users are female. • It is important to note that many women are provided with housing support through Priority 2 projects due to the increased risks women face around domestic and sexual abuse if homeless. However, there may be the opportunity to explore or promote expansion of the collaboration between projects focusing on domestic abuse and those focusing on homelessness. Under 25 Programme reach: 11,584 Priority reach: 7,154 Of those who recorded their age, 44% of service users supported through Priority 1 were under the age of 25. Project level findings • As would be anticipated due to its specialist nature, London Youth Gateway (LYG) have the highest reach to under 25s within the priority – the organisation reaches 96% of those under 25 reached within Priority 1 as well as 59% (6,884) of those aged under 25 reached across the whole programme. • Fewer under 25s across are reached by other funded projects within Priority 1 e.g. only 4% of HARP Connect and 2% of STAR Partnership’s service users were under 25. • As homelessness is strongly linked with Adverse Childhood Experiences (ACEs) it is beneficial for Priority 1 projects to support individuals when they are young, to prevent cycles of homelessness in later years. 208 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 31 Over 55 Programme reach: 3,373 Priority reach: 1,324 Of all those who recorded their age, only 9% of service users reached by Priority 1 were over the age of 55. Project level findings • STAR Partnership makes up most of the priority’s reach (76%) to over 55s (1,010), but this is only 16% of its service users. Low reach is expected for some projects that have a specific age focus such as London Youth Gateway. • However, the low reach across the priority as a whole suggests across the projects, reach for older individuals at risk of, or experiencing homelessness, could be improved. Black and minority ethnic background Programme reach: 28,313 Priority reach: 10,348 Of those who recorded their ethnicity, 82% of service users in Priority 1 were from black and minority ethnic backgrounds. Project level findings • Across the priority, reach to ethnic minority groups is strong, at an average of 79% across the four projects’ total service users. • Despite only making up 3% of the total reach across the priority, StreetLink London Advice Line have the highest percentage of its service users from ethnic minority backgrounds, at 83%. Disability Programme reach: 13,091 Priority reach: 4,889 Of those the programme has recorded data on, 33% of service users reached across Priority 1 identified as having a disability. Project level findings • This ratio is highest in HARP Connect, with 58% of its service users being disabled (1,094), compared with only 21% of London Youth Gateway’s. • Whilst reach is currently strong, as Census data shows that 44% of people who are homeless are disabled, reach to these individuals needs to continue to be a priority for the projects.170 170 Ibid. 209 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 32 Deaf or loss of hearing Programme reach: 670 Priority reach: 96 For those the programme has recorded disability data on, only 1% of service users across Priority 1 identified as deaf or having a level of hearing loss. Project level findings • There is a low reach to individuals who are deaf or have loss of hearing within Priority 1, at only 1% of the total reach to service users across the priority. However, this data should be seen proportionately as within the Equality Act 2010, those who are deaf or with loss of hearing would be included within the overall disability statistics. As a result of historic recording of this specific disability separately, it has been considered as a distinct category. • Reach across StreetLink London Advice Line was notably less frequent with only 1 individual registered as having hearing loss. This may link to the low number over 55 individuals being reached, as research suggests over 50% of those over this age have hearing loss. 171 LGBTQ+ Programme reach: 4,399 Priority reach: 2,672 Of those the programme has recorded data on sexuality and identity, 22% of service users within Priority 1 identified as LGBTQ+. Project level findings • At 28%, London Youth Gateway has the highest percentage of its service users who are LGBTQ+, making up 60% of the priority’s total reach to LGBTQ+ individuals (1,602). This suggests that within this priority, the programme is supporting LGBTQ+ individuals when working with young people particularly. There may be greater scope to ensure equal access for older members of LGBTQ+ communities. No recourse to public funds Programme reach: 3,037 Priority reach: 1,027 Of those the programme had recorded data on access to public funds, 6% of service users across Priority 1 had no recourse to public funds. Project level findings • STAR partnership made up the most significant number of individuals with no recourse to public funds reached (55%), although this only made up 8% of its total service users. Similarly 37% of the total priority reach was from London Youth Gateway, but this was a minority of their service users (5%). 171 RNID. (2024). Prevalence of deafness and hearing loss. Link 210 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 33 2.4 Tackling Sexual and Domestic Abuse This section looks at reach across projects within Priority 2: Tackling Sexual and Domestic Abuse. Women Programme reach: 38,199 Priority reach: 31,705 Of those who recorded data on gender, 90% of service users across Priority 2 identified as female. Project level findings • Due to the nature of domestic and sexual abuse often being a gendered crime, many of the projects had high reach to women, with 99% of both Ascent’s Ending Harmful Practices and Specialist Refuge partnerships’ service users being female. This suggests the projects are currently reaching female survivors of abuse, recognising the disproportionate number of those affected by sexual and domestic abuse who are women. • The Pan-London Domestic and Sexual Violence Helplines project reached the largest number of women, 20,863, which was 66% of the priority’s total reach. Under 25 Programme reach: 11,584 Priority reach: 4,430 Of those who recorded their age, 19% of service users supported through Priority 2 were under the age of 25. Project level findings • Of the projects working within Priority 2, Healthy London, Healthy Relationships has the highest proportion of under 25s amongst its service users, with 93% being younger than 25, despite them only making up 26% of the total priority reach (1,147). The high number of under 25s supported through this project is due to its focus on prevention for children and young people. • Across the rest of the projects, reach to under 25s was low, with the next highest being the LGBTQ+ DA Partnership, where 26% of its service users were under 25. • The data suggests there could be a greater focus on under 25s within Priority 2, as the most recent Crime Survey demonstrated those 16-19 were most likely to be victims of any domestic abuse, meaning their need for support is particularly high. 172 Over 55 172 Office for National Statistics. (2023). Domestic abuse victim characteristics, England and Wales: year ending March 2023. Link 211 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 34 Programme reach: 3,373 Priority reach: 2,049 Of those who recorded data on their age, only 9% of service users across Priority 2 were over the age of 55. Project level findings • Reach to individuals over 55 was low across all projects in Priority 2. Although Ascent Advice and Counselling, and the Pan-London Domestic and Sexual violence helplines projects accounted for 47% of the total reach each (1,930), only 20% of their service users were over 55. • SignHealth Deaf Domestic Abuse Service had the highest reach to over 55s as a proportion of its project service users, which reflects the additional needs older survivors may have around loss of hearing. However, this project still only had a reach of 15 of its 106 service users (14%) being over 55. • Although crime survey data does show that a lower percentage of those over 55 are recorded to experience abuse, Chapter 1 findings demonstrate they are often hidden from services and statistics, meaning the projects could strengthen their outreach to older individuals to ensure they are not facing barriers to access.173 Black and minority ethnic background Programme reach: 28,313 Priority reach: 17,965 For those that recorded their ethnicity, 79% of service users in Priority 2 were from black and minority ethnic backgrounds. Project level findings • The highest percentage of service users from a black or minority ethnic background suggests the project is currently serving these groups well, recognising the additional and intersectional needs they may have. • The Pan-London domestic and sexual violence helplines project had the highest reach to those from an ethnic minority background, with 51% share of the priority reach to these individuals (9,173).Of its recorded client base, 77% were from an ethnic minority background. Disability Programme reach: 13,091 Priority reach: 8,202 Of those the programme had recorded data available, 39% of service users across Priority 2 identified as having a mental or physical disability. Project level findings 173 Ibid 212 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 35 • Although it’s total share of the priority and programme level is small due to the small size of the project, the Healthy London, Healthy Relationships has the highest percentage of individuals with a disability within its total service users, with 57% identifying as disabled. The LGBTQ+ DA Partnership also has a high reach, with 50% of its service users identifying as disabled. Similarly, although the Ascent Specialist Refuge Partnership accounts for less than 1% of the total priority each, 43% of its service users had a disability. • This suggests that these smaller, more specialised projects have high engagement with disabled people than larger organisations. Deaf or loss of hearing Programme reach: 670 Priority reach: 574 For those who recorded data on disabilities, 5% of service users reached across Priority 2 identified as deaf or with some level of loss of hearing. Project level findings • Although stronger than across Priority 1, reach to those who are deaf or with hearing loss was not significant across Priority 2. However, this data should be seen proportionately as within the Equality Act 2010, those who are deaf or with loss of hearing would be included within the overall disability statistics. As a result of historic recording of this specific disability separately, it has been considered as a distinct category. • Due to its specialised nature, 100% of SignHealth Deaf Domestic Abuse Service’s users had hearing loss. However, reach across all other projects without this specialist focus was less frequent, with the next highest being the Pan-London Domestic Abuse Service, where 18% of its service users had hearing loss. LGBTQ+ Programme reach: 4,399 Priority reach: 1,727 Of those the programme has recorded data on sexuality and identity for, 11% of those reached across Priority 2 identified as LGBTQ+. Project level findings • As would be expected due to its specialist service nature, the LGBT+ Domestic Abuse Partnership has the highest percentage of LGBTQ individuals within its total service users, at 97%. This was 33% of the total priority reach (575), demonstrating that where it has capacity, it is able to engage members of LGBTQ+ communities well. • Evidence outlined in Chapter 1 suggests that specialist services are often smaller and require closer collaboration with more mainstream services to have a high reach to vulnerable groups. This type of collaboration could increase future reach. 213 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 36 No recourse to public funds Programme reach: 3,037 Priority reach: 2,010 Of those the programme has recorded data on, 5% of individuals reached across Priority 2 had no recourse to public funds. Project level findings • The reach to those with no recourse to public funds varies significantly across the projects, with 54% (42) of Ascent Specialist Refuge partnership’s service users identifying in this way. This is in comparison to Healthy London, Healthy Relationships (0%) and the LGBT+ Domestic Abuse Partnership (1%). • This is partly due to the different aims and focuses of the project, which means refuge services may be more likely to reach individuals with NRPF than prevention services. 214 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 37 3. Conclusions and opportunities for the future This chapter summarises findings from Rocket Science’s review of equalities data and outlines possible opportunities to consider in a future Pan-London Grants programme. It considers what inclusive services should look and feel like, and how they can be strengthened at a Pan- London level. Additionally, the chapter looks at the role of London Councils as a funder within the two priority areas, identifying potential gaps in current provision, and what data would be needed in future to enable a deeper understanding of equalities. Finally, the chapter looks at the possible directions for future research, both within Rocket Science’s evaluation, and additional research that London Councils may wish to undertake. 3.1 Meeting needs across all protected characteristics This section draws on findings from Chapters 1 and 2, to offer recommendations for addressing potential gaps in the current programme, at a priority and programme level. These consider the current reach of the projects, alongside the picture of need among the different target groups. 1. Using specialist services – Specialist services appear to be more successful at reaching specific groups including LGBTQ+ and disabled people. For example, within Priority 2, 33% of LGBTQ+ individuals were reached by the LGBT+ Domestic Abuse Partnership. There is potential to increase training and collaboration with larger mainstream organisations. 2. Increasing outreach services and projects – for some groups who face barriers to accessing services, outreach support can be particularly effective. This is relevant for over 55s who are often hidden from services and statistics. Projects across both priorities could strengthen their outreach and home visit services to older individuals. 3. Ensuring equal access for older members of the LGBTQ+ community – The data suggests that reach to the LGBTQ+ community is higher within services that have a youth focus. For example, within Priority 1, 60% of LGBTQ+ individuals were reached by London Youth Gateway. Projects should look at how they can engage older members of the LGBTQ+ community. Again, outreach services may be an effective tool. 4. Engaging with survivors of sexual and domestic abuse under 25 – Only Healthy London, Healthy Relationships, a youth focused service, had a high number of young people using its services (93%). As 215 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 38 Census 2021 data shows 16-19 year olds are most likely to be victims of domestic abuse currently,174 Priority 2 could have a greater focus on engaging young people under 20. 5. Increasing engagement with women at risk of homelessness in Priority 1 – The data shows that slightly less than half of service users in Priority 1 are female (44%). This is partly reflective of the high number of women supported through Priority 2, and the intersection between domestic abuse and housing support. However, there may be scope to look at how Priority 1 projects are engaging with women who are not at risk of homelessness because of ongoing domestic abuse, but due to other drivers such as employment, involvement in the criminal justice system or mental health. 3.2 Gathering insight and improving understanding of equalities This section outlines the types of data that could be collected in future to increase understanding about the programme’s reach in relation to equalities and its support for different high-need groups. 1. Understanding whether projects are supporting service users over a sustained period Currently, the data lacks definition around the term ‘service user’; whether this refers to individuals who have received short, medium or long-term support, or whether it is a combination of these. Understanding this definition in more detail, and how consistent the length of support is across the priorities and projects would help to establish the depth of support provided. For example, in Priority 1, a high-risk group is defined as those who are hidden from services. It would be useful for data collection to include whether projects that interact with these individuals are doing so only on one occasion, or are able to reach them over a longer-period of time. 2. Use of more in-depth service user surveys and feedback forms London Councils understanding of service user satisfaction and outcomes for those from high- need groups could be improved through projects expanding their collection of feedback from service users and practitioners. Currently London Councils have access to data from three mandatory questions asked in a service user satisfaction survey, however in future there could be additional core questions around barriers and enablers to access, routes into and out of services, and outcomes. 174 Ibid 216 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 39 3. Standardised collection of data on equalities and equalities procedures Equally important is the provision of more structured information about a project’s equalities procedures for specific groups. Currently the level of information submitted in annual reports under section 1.6 (Equalities) varies significantly. Working with projects to establish some key guidelines around their equalities reporting could help to increase visibility of good practice. This can then be replicated across the programme. 3.3 Developing inclusive services across protected characteristics Drawing on research presented in Chapter 1, this section invites London Councils to consider a set of delivery principles across the grants programme’s two priorities in order to focus future approaches in terms of strengthening provision for individuals from high-need groups. 1. Lived experience-led and co-designed services A key principle of service delivery is to ensure those whom projects aim to support are at the heart of project design. One such method is to co-design of project’s activities with a representative sample of service users from different high need groups. This provides the opportunity for those who access the service to provide feedback on what the service should look and feel like. They can also help to identify areas of focus, methods of communication, and routes to engagement that the project can use. Services aiming to reach groups from black and minority ethnic communities or those who have hearing loss can benefit from ‘by and for’ services that are run by individuals from these communities; they have the lived experience of the challenges or issues that may be specific to this group. SignHealth who operate one of the projects within Priority 2, use outreach workers who are deaf, as they are best placed to understand the support needs of other deaf individuals. 2. Person-centred and trauma-informed approach An element of successful delivery that came through in the research is the importance of tailoring services to individuals and being aware of how their varied experience may impact support needs. This involves taking a trauma-informed approach - considering the prevalence of trauma exposure amongst individuals with high needs and adapting service provision to encourage feelings of safety and reduce the risk of re-traumatisation. Individuals who have experience of the care system, for example, may have had Adverse Childhood Experiences and therefore supportive approaches need to be sensitive to their unique needs and history. 217 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 40 3. Proactive and engaging services Both in the current programme and any future funding, it is essential that projects are proactive in meeting the needs of communities across London. Funded projects should be supported to design delivery models that aim proactively to find and engage service users who face barriers to accessing services. This can include using outreach workers and meeting people in places where they are most comfortable. 4. Upskilling and supporting community workers For many individuals, lack of engagement with services occurs because they are not aware of what is available and whether it is suitable. At the same time, they may have regular contact with community workers e.g. those working in health, education or youth work settings. The provision of information, resources and training can enable these community workers to provide immediate help or signpost service users to local support. 5. Training for mainstream services from specialist organisations As identified in Chapter 2, projects are often successful at reaching at-risk groups when a project or lead partner is a specialist organisation. For example, the LGBTQ+ Domestic Abuse Partnership has higher reach to LGBT individuals. As the capacity within these specialist projects is often smaller, it is beneficial for them to be enabled to provide training to mainstream services. 3.4 The role of London Councils beyond funding Drawing on current approaches supported by the Pan-London Grants Programme, this section looks at how London Councils can maximise the impact of funding across the two priority areas. 1. Understanding and complementing external funding flows It is important for London Councils to consider how the grants programme is situated within the wider funding landscape, including complementary funding from the Greater London Authority (GLA) and other pan-London or sub-regional grant programmes. This is particularly relevant when seeking to identify and address gaps in support provision for high-need groups. For example, the latest GLA Violence Against Women and Girls strategy targets those from 218 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 41 minority Black communities, those with disabilities, neurodiverse individuals, older people, women and LGBTQ+ individuals.175 This suggests that as there is not specific funding for younger survivors of sexual and domestic abuse, which London Councils Pan-London programme may want to emphasise in its future grant making. 2. Collecting and steering resources across the programme An identified strength of the current programme is the level of partnership working and collaboration, including where projects receive training or resources from one another. For example, Stonewall Housing have provided training to staff within several of the projects which can impart a greater understanding of how to engage LGBTQ+ individuals. There is an opportunity to centralise the pooling of resources, for example, by more consistently collecting information on emerging good practice, and creating opportunities for funded projects to network and learn from one another. 3.5 Potential directions for future research This section looks at the directions for potential future research, both within Rocket Science’s brief for this evaluation and beyond. This includes understanding the role of second tier organisations in supporting the sector, more in-depth research into specific types of funding such as innovation funding, as well as barriers to access for service users. 1. The role of second-tier organisations Our research has identified a need to understand and strengthen the role of second-tier organisations which support both other projects and the sector on a broader scale. For example, as these organisations work across different sub-areas of homelessness and sexual and domestic abuse, supporting staff and projects, they contribute to a pool of in-depth knowledge and contacts within the sectors. It may be helpful for second-tier organisations to play a greater role in working with London Councils to steer funding towards high-need groups. Additionally, they can help to identify both successful approaches, which could be replicated or scaled up, as well as persistent barriers to access. 175 Mayor of London. (2023). New £4m investment by Mayor to help vulnerable women and girls at greater risk of violence and abuse due to cost-of-living crisis. Link 219 Equalities Review of London Councils Pan-London Grant Programme, 2022-26 42 2. Barriers and enablers for service users and project workers Future research might also involve community consultation to explore how specific groups experience barriers to accessing services, and how solutions could be developed to address these at a Pan-London level. It would also be helpful to enable project workers to share their experience of delivery, including what could improve their engagement and support for service users. 3. Future directions for funding Future research could analyse whether there are other priority themes which might benefit from Pan-London funding, or whether projects could work more holistically across the two current priorities of Combatting Homelessness and Tackling Sexual and Domestic Abuse. There is the opportunity for future research to look at the type of funding that is being delivered to organisations. Currently the programme operates with a high level of repeat funding. Further research would be helpful to understand whether by funding the same projects year-on-year this allows greater stability and therefore reach to at-risk groups, or whether there is value in innovation funding or seeking to fund previously unfunded projects. 220 © Rocket Science UK Limited 2024 John Griffiths Dina Papamichael Anna Young Anna Pearl Johnson Offices: London T: 0207 253 6289 Edinburgh T: 0131 226 4949 Newcastle T: 07887 67 34 07 www.rocketsciencelab.co.uk 221 Grants Committee London Councils Grants Committee – Pre-Audited Financial Results 2023/24 Item no: 14 Report by: David Sanni Job title: Director of Corporate Resources Date: 18 July 2024 Contact Officer: David Sanni Telephone: 020 7934 9704 Email: david.sanni@londoncouncils.gov.uk Summary : This report details the provisional pre-audited financial results for London Councils Grants Committee for 2023/24. The summary figures are detailed in the table below: Budget Actual Variance Revenue Account £000 £000 £000 Expenditure 6,722 6,727 5 Income (6,668) (6,763) (95) Use of Earmarked Reserves - (71) (71) Use of GC reserves (54) (54) - Surplus for the year - (161) (161) General Reserves Earmarked Reserves Total Position on reserves £000 £000 £000 Audited as at 1 April 2023 808 70 878 Transfer to Earmarked Reserve (79) 79 - Use of Earmarked Reserves - (71) (71) Use of GC Reserves (54) - (54) Surplus/(Deficit) for the Year 161 - 161 Provisional as at 31 March 2024 836 78 914 Recommendations: London Councils Grants Committee is asked: • to note the provisional pre-audited outturn position and the indicative surplus of £161,000 for 2023/24, the second year of the current four-year programme of commissions; and • to note the provisional level of reserves at paragraphs 12 and 13. Pre-audited Accounts 2023/24 1. This report details the provisional financial results prior to audit and provides commentary on the variances against the revised approved budgets for the year. PKF Littlejohn LLP, London Councils’ external auditor, will audit the Committee’s accounts for 2023/24 during July 2024 and present the accounts to the Audit Committee, along with the annual audit report, for approval. At its November 2024 meeting, the London Councils Executive will be asked to adopt the accounts along with Transport and Environment Committee and Consolidated accounts. The audited accounts and annual audit report will be circulated to all members of this Committee. Provisional Outturn 2023/24 2. The original budget for 2023/24 was approved by the Committee in November 2022 and was ratified by the Leaders’ Committee in December 2022. Table 1 below compares the provisional outturn figures for income and expenditure in 2023/24 which is the second year of the current 4-year programme of commissions. The audited outturn figures for 2022/23 are also shown for comparative purposes. Table 1 – Provisional Outturn 2023/24 – Grants Committee 2022/23 Actual 2023/24 Revised Budget 2023/24 Actual 2023/24 Variance £000 Expenditure £000 £000 £000 % 312 Employee Costs 316 314 (2) (0.6) - Change Management Costs - 1 1 0 12 Running Costs 19 14 (5) (26.3) 172 Central Recharges 154 162 8 5.2 496 Total Operating Expenditure 489 491 2 0.4 5,988 Borough commissioned services including system development 6,173 6,176 3 0.0 60 Membership fees to London Funders 60 60 - - 27 Programme evaluations - - - - 1 Changes to the value of investments held at fair value - - - - 6,572 Total Expenditure 6,722 6,727 5 0.1 Income (6,173) Borough contributions towards commissioned services (6,173) (6,173) - - (495) Borough contributions towards the administration of commissions (495) (495) - - 1 ESF Grant - - - - (38) Interest on Investments - (95) (95) - - Other Income - - - - Use of GC/Earmarked Reserves (54) (125) (71) (131.5) (6,705) Total Income (6,722) (6,888) (166) (2.5) (133) Deficit/(Surplus) - (161) (161) - 3. The provisional underspend is attributable to: • an overspend on operating expenditure of £2,000 made up of a small underspend on employee and running costs of £7,000 offset by an increase in recharges and change management costs of £9,000; • an underspend on the S.48 Commissioned services of £70,000 after taking account payment of funds held back from 2022/23 which was covered by a transfer from earmarked reserves. As part of the approved monitoring arrangements, officers review financial information including the audited accounts at the end of the year. This has identified some underspends on the programme, in particular where a provider was changed during the period; and • an additional sum of £95,000 from investment income has been received on Committee reserves, which was not included in the budget. This reflects higher returns on cash balances in 2023/24. Balance Sheet as at 31 March 2024 4. The summarised provisional balance sheet position as at 31 March 2024 is shown in Table 2 below, compared to the position at 31 March 2023: Table 2 – Balance Sheet Comparison 2023/24 and 2022/23 (inclusive of IAS19 adjustments). As at 31 March 2024 (£000) As at 31 March 2023 (£000) Current Assets 1,548 2,374 Current Liabilities (651) (1,500) Pension Fund (Liability)/Asset - - Total Assets less Liabilities 897 874 Represented by: General Fund 914 878 Pension Fund - - Accumulated Absences Fund (17) (4) 897 874 5. The main features of the balance sheet as at 31 March 2024 are as follows: • Current assets have decreased by £826,000 from £2.374 million to £1.548 million, which is attributable to the net impact of:  an increase of £106,000 in debtors due to an increase in unpaid borough subscriptions. The balance of borough subscription outstanding at 31 March 2024 was £115,000 compared to a nil balance at 31 March 2024; and  and a decrease of £932,000 in cash balances, largely due to the decrease in liabilities as detailed below. • Current liabilities have decreased by £849,000 from £1.5 million to £651,000, which is predominantly attributable to a decrease of £836,000 in respect of amounts owed to S.48 commissioned services, due to the timing of the release of payments in 2022/23. • The above movements have resulted in an overall increase in the level of reserves to a balance of £897,000 as at 31 March 2024, inclusive of the IAS19 adjustment, which is explored from paragraph 6 onwards, and the accumulated absence reserve. Effect of IAS19 6. International Accounting Standard 19 (IAS19), Employee Benefits, is an international accounting standard that all authorities administering pensions funds must follow. This includes London Councils through its Admitted Body status as part of the Local Government Pension Scheme (LGPS) administered by the London Pensions Fund Authority (LPFA). 7. IAS19 requires an organisation to account for retirement benefits when it is committed to give them, even if the actual giving will be many years to come and is, therefore, a better reflection of the obligations of the employer to fund pensions promises to employees. It requires employers to disclose the total value of all pension payments that have accumulated (including deferred pensions) at 31 March each year. 8. This value is made up of: • The total cost of the pensions that are being paid out to former employees who have retired; and • The total sum of the pension entitlements earned to date for current employees – even though it may be many years before the people concerned actually retire and begin drawing their pension. 9. IAS19 also requires London Councils to show all investments (assets) of the Pension Fund at their market value, as they happen to be at the 31 March each year. In reality, the value of such investments fluctuates in value on a day-to-day basis but this is ignored for the purpose of the accounting standard. Setting side by side the value of all future pension payments and the snapshot value of investments as at the 31 March, results in either an overall deficit or surplus for the Pension Fund. This is called the IAS19 deficit or surplus. 10. In previous years, London Councils has included a net pension deficit in its accounts but for the first time a net pension fund asset of £4.725 million was included in the IAS19 report at 31 March 2023, with £160,000 attributable to the Grants Committee. The surplus on the pension fund as at 31 March 2024, as determined from the latest valuation undertaken by the actuary, is £8.6 million, an increase in the net pension asset of £3.875 million, of which £170,000 is attributable to the Grants Committee. However, following advice from the external auditor, PKF Littlejohn, during the audit of the 2022/23 accounts, the net pension asset is not recognised on London Councils’ balance sheet as it does not have any control or access to the asset. Therefore, the valuation of the pension fund is included at a nil value for 2022/23 and 2023/24. 11. The key financial assumptions required for determining the defined benefit pension obligation under IAS19 are the discount rate, linked to corporate bond yields, and the rate of future inflation. There has been an increase in the discount rate with the rate of inflation remaining at a similar level which have both contributed to an increase in the value of the pension obligation. There was an increase of £1.48 million in the value of the pension obligation. The return on pension fund assets were higher than the assumed rate at the previous accounting date which has improved the balance sheet position. Committee Reserves 12. The pre-audited position on the Committee’s overall reserves, as at 31 March 2024, is detailed in Table 3 below: Table 3 – Grants Committee reserves as at 31 March 2024 General Reserve (£000) Earmarked Reserve (£000) Pension Fund (£000) Accumu- lated Absences Reserve (£000) Total (£000) Audited Balance at 1 April 2023 808 70 - (4) (874) Transfer between General and Earmarked (79) 79 Transfer (to)/from Revenue Account (54) (71) (11) (13) (121) Movement on Pension Fund - 11 - 1,333 Surplus for Year 161 - - 133 Balance at 31 March 2024 836 78 - (17) 897 13. The pre-audited movement on the Committee’s Earmarked Reserves, as at 31 March 2024, is detailed in Table 4 below: Table 4 – Grants Committee Earmarked Reserves for year ended 31 March 2024 Earmarked Reserve As at 01April 2023 £’000 Transfers In £’000 Transfers Out £’000 As at 31 March 2024 £’000 22/23 S.48 Payment 70 - (70) - Premises Transition - 64 - 64 Change Management - 15 (1) 14 Total 70 79 (71) 78 Conclusion 14. The table above indicates that the Committee is projected to have a pre-audited general reserves of £836,000 at the end of March 2024. 15. The Grants Executive in July 2023 agreed that the level of reserves to cover the S.48 borough funded commissions (priorities 1 and 2) should be set at 5% of the budget, which will equate to £337,000 in respect of a proposed budget of £6.732 million for 2024/25. The forecast level of uncommitted reserves of £836,000 is in excess of this benchmark at 12.4% of the proposed budget. 16. The audit of these accounts by the external auditors, PKF Littlejohn LLP, will take place during July, with the outcome reported to the Audit Committee. The audited accounts and annual audit report will be circulated to all members of the Grants Committee. Recommendations 17. The Committee is asked: • to note the provisional pre-audited outturn position and the indicative surplus of £161,000 for 2023/24, the second year of the current four-year programme of commissions; and • to note the provisional level of reserves at paragraphs 12 and 13. Financial Implications for London Councils Financial implications are included in the main part of the report. Legal Implications for London Councils None Equalities Implications for London Councils None Background Papers GC Budget File 2023/24; GC Final Accounts File 2023/24. GC Revenue Forecast File 2023/24