Grants Committee AGM 16 July 2025: 11:00 am Thames Conference Room 4th Floor, 12 Arthur Street London EC4R 9AB Labour Group Lea and Ravensbourne 10:30 am Conservative Group Via Teams 10:30 am Liberal Democrat Westbourne 10:30 am Contact Officer: Ana Gradiska Ana.gradiska@londoncouncils.gov.uk There will be lunch available after the meeting. Agenda item 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 2025-26 Municipal Year - 5. Election of Vice-Chairs for the Grants Committee for the 2025-26 Municipal Year - 6. Election of the Grants Executive for the 2025-26 Municipal Year - 7. Minutes of the Grants Committee AGM held on 18 July 2024 (for noting) 1-7 8. Minutes of the Grants Committee held on 26 March 2025 (for agreeing) 8-14 9. Minutes of the Grants Committee Executive held on 26 February 2025 (for noting) 15-19 10. Constitutional Matters: A. Scheme of Delegations to officers and Grants Executive Terms of Reference B. Revisions to London Councils’ financial regulations 20-70 11. Operation of Grants Committee 2025-26 71-75 12. Performance of Grants Programme 2022-2026, April 2022 – March 2025 (End of Year Three) 76-118 13. London Councils Grants Committee - Pre-Audited Financial Results 2024/25 119-129 14. 2026-2030 Pan-London Grants Programme – Recommendations for award of grant 130-194 *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 LONDON COUNCILS’ GRANTS COMMITTEE AGM 11am, 18 July 2024 M inutes of the meeting of the Grants Committee AGM held on 18 July 2024 London B orough & Royal Borough: Representative: B exley Cllr David Leaf (Vice Chair) Brent Cllr Mili Patel Camden Cllr Nadia Shah (attending virtually) Bromley Cllr Kate Lymer (attending virtually) City of London Paul Martinelli Ealing Cllr Blerina Hashani (attending virtually) Enfield Cllr Alev Cazimoglu Greenwich Cllr Ann-Marie Cousins Hammersmith and Fulham Cllr Rebecca Harvey Haringey Cllr Peray Ahmet (Chair) Harrow Cllr Janet Mote Kingston upon Thames Cllr Richard Thorpe (dep) Lambeth Cllr Donatus Anyanwu Lewisham Mayor Brenda Dacres (Vice Chair) Merton Cllr Eleanor Stringer Newham Cllr Charlene McLean Richmond upon Thames Cllr Julia Neden Watts (dep) Southwark Cllr Stephanie Cryan Waltham Forest Cllr Naheed Ashghar Wandsworth Cllr Kemi Akinola London C ouncils officers were in attendance. 1. A pologies for Absence and Announcement of Deputies 1.1 A pologies were received from Cllr Ola Kolade (LB Croydon), Cllr Christopher Kennedy (LB Hackney), Cllr Gillian Ford (LB Havering), Cllr Martin Goddard (LB Hillingdon), Cllr Sarah Addenbrooke (RB Kensington and Chelsea), Cllr Andreas Kirsch (RB Kingston – Cllr Richard Thorpe deputising), Cllr Nancy Baldwin (LB Richmond – Cllr Julia Neden-Watts deputising), Cllr Marian James (LB Sutton) and Cllr Simon Hogg (LB Wandsworth, Cllr Kemi Akinola deputising). 2. D eclarations of Interest 2.1 There were no declarations of interest. 1 3. 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 2024-25 Municipal Year 4.1 Cllr Peray Ahmet was nominated as the Chair of the Grants Committee by Cllr David Leaf (LB Bexley) and seconded by Cllr Julia Neden Watts (LB Richmond). 4.2 There being no other nominees for the Chair, the Strategy Director declared Cllr Peray Ahmet 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 2024-25 Municipal Year 5.1 The Chair nominated three Vice Chairs for 2024-25, seconded by Cllr Julia Neden Watts (LB Richmond): • Mayor Brenda Dacres (LB Lewisham) as the Labour Vice Chair; • Cllr David Leaf (LB Bexley) as the Conservative Vice Chair; • Cllr Marian James (LB Sutton) as the Liberal Democrat Vice Chair. 5.2 There being no other nominees, the Chair declared Mayor Dacres, Cllr Leaf and Cllr James as the Vice Chairs of the Grants Committee. 6. Election of the Grants Executive for the 2024-25 Municipal Year 6.1 The following members were appointed • Cllr Peray Ahmet (LB Haringey) – Chair (Lab) • Mayor Brenda Dacres (LB Lewisham) (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 Chris Kennedy (LB Hackney) (Lab) • Cllr Sarah Addenbrooke (RB Kensington & Chelsea) (Con) • Cllr Janet Mote (LB Harrow) (Con) • Paul Martinelli (City of London) (Ind) 7. Minutes of the Grants Committee held on 27 March 2024 7.1 The minutes of the Grants Committee held on 27 March 2024 were agreed. 2 8. Minutes of the Grants Committee AGM held on 12 July 2023 – for noting 8.1 The minutes of the Grants Committee AGM held on 12 July 2023, which had been previously agreed, were noted. 9. Constitutional Matters: 9.1 The Chair introduced this report, which sets out amendments to London Councils’ Scheme of Delegation, which were approved at the Leaders’ Committee AGM on 17 July 2024. 9.2 The Grants Committee noted the proposed amendments to London Councils Scheme of Delegation as detailed in this report and Appendix 1. 10. Operation of Grants Committee 2024-2025 10.1 The Chair introduced this report, which informed Members of the Terms of Reference for the Grants Committee and the Grants Executive and set out dates for meetings for the municipal year 2024-25. 10.2 The Grants Committee: • Noted the Terms of Reference for the Grants Committee and Grants Executive; • Noted the programme of meetings. 11. Grants Programme 2026-2030: Planning and implementation 11.1 Yolande Burgess, Strategy Director, introduced this report (authored by Sam Armitt, UKSPF Development & Programmes Manager). She highlighted the findings from the stakeholder consultation on the new Grants programme which was launched in May 2024: • 41% of the respondents were from local government, 48% respondents were from voluntary or community organisations and 4% of responses were from funders. • While 96% of the respondents supported the idea of a new grants programme, a small number of respondents thought that the grants programme was unnecessary as they believed that local authorities already provided most of those services. • The grants team has summarised the narrative responses in the report; the full narrative is available for members to see on request. • The principles for the new grants programme were confirmed by London Councils’ Leaders Committee. There were no proposals for any new principles arising from the consultation. • Prevention was highlighted as one of the main areas of focus for a new programme; others were refuge provision, specialist advice services, ending harmful practices and support services for voluntary and community organisations. 3 11.2 The funding priorities - combatting homelessness and tackling sexual and domestic violence - were discussed at the Leaders’ Committee on 17 July 2024, and there was strong ongoing support for both of those priorities. 11.3 Additional focussed consultation work (round tables and workshops) will be undertaken between late July 2024 and the November 2024 meeting of the Grants Committee. In addition, there was a Grants Executive meeting scheduled for October 2024. An updated report on development of a Grants Programme for 2026-2030 will be brought back to the November meeting of the Grants Committee, with recommendations for funding for the new programme presented to Leaders’ Committee in December 2024. Phase two of Rocket Science’s evaluation (darft) will be shared at the October Grants Executive meeting. 11.4 Members made the following comments: • Members thanked the organisations that responded and London Councils officers who provided the analysis of the responses. • It may be helpful to focus on doing less but more effective work, considering resource limits and recent changes in government. The Domestic Violence agenda is currently prominent, so it was important not to duplicate the work of other agencies. • It was important to acknowledge the reasoning of the respondents who did not support the continuation of the programme and who felt the current priorities would not be beneficial in their communities. Many local areas already had grants programmes, which may lead them to question the added value of this programme, particularly considering the current financial constraints. It was important to show that this funding was not taking resources away from local services. • Building agility into the programme would be beneficial, so that it could consider emerging/changing government priorities and an evolving environment. London Councils officers replied that there was agility in the programme, however, implementing that flexibility, given the scale and size of the programme, needs further thought. A balance was needed between monitoring providers and allowing flexibility for impact. The organisations currently delivering services have demonstrated agility and can adapt to new priorities. The Committee could, for example, decide to invest 80% of the funding for defined projects and use the remaining 20% more flexibly. • Capacity-building for smaller community groups was essential. London Councils officers replied that capacity-building was factored into funding support, and discussions with other funders were ongoing. • Members expressed an interest in attending the upcoming roundtable discussions. 11.5 Members noted the report. 12. Performance of Grants Programme 2022-2026: April 2022 – March 2024 (End of Year Two) 12.1 Feria Henry , Priority 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 4 Programme, for the period April 2022 to March 2024, and the Annual Equalities report. The Programme so had so far worked with 68,000 individuals. 12.2 At the end of March 2024, Priority 1, Combatting Homelessness, was delivering two per cent above profile overall, and Priority 2, Tackling Sexual and Domestic Violence, was two per cent below profile overall. 12.3 As reported at the March Grants Committee, one project ceased to deliver in December 2023; the Healthy London, Healthy Relationships project which was led by AVA (Against Violence and Abuse). It was agreed to novate the grant agreement with AVA to Woman’s Resource Centre (WRC) for the period January to March 2024. At the March 2024 Grants Committee meeting, members agreed to fund a new project called The Ascent Prevention Project, led by WRC (due to be in grant agreement imminently). 12.4 Partners from both priorities were reporting issues with tenancy sustainment outcomes due to lack of affordable or suitable housing; placing people in long term arrangements and the struggle to meet 12-month tenancy sustainment outcomes. 12.5 Some groups were also struggling to evidence outcomes where participant feedback was needed, particularly from training events. In addition, the data collection project by Women’s Aid had been struggling to obtain feedback from borough officers to evidence outcomes. The Grants team has been providing support to the groups to catch up on the evidence gathering. 12.6 Some notable successes included New Horizon Youth Centre, which had overachieved on performance outcomes, largely due to increased numbers of young people being supported with managing debt, accessing benefits and budget advice. Further information on successes and challenges were detailed in the report. 12.7 On Performance Management, at the end of quarter eight, six Priority 2 projects were rated Green, one was rated Amber, and one had ceased delivery. The new prevention project led by WRC has not yet reported. 12.8 WRC received unspent funds from the Healthy London, Healthy Relationships project, and some sub partners were reallocated to work on other projects in Priority 2 to provide additional resources to respond to demand. There is a report on the work done in the novation period which is available on request. The new project has started to deliver some services. Members noted that WRC seem to have made a positive start already on the new prevention programme. 12.9 Over the past year, the Grants team has worked with partner organisation, Superhighways, to produce an online performance dashboard, so that members can more easily access borough level data. The dashboard will be updated quarterly before every Grants Committee meeting. There is also a public facing dashboard available on the London Councils’ website which shows highlights for each priority. 12.10 The London Funders annual report was available in Appendix 4. 5 12.11 In response to a member’s question about whether the problems associated with AVA could have been spotted earlier, the Priority Manager noted that whilst AVA had struggled with borough connections, the organisation had begun to make progress, and the project was RAG rated Green just before organisation went into liquidation. Additionally, conditions for extra monitoring had been introduced and the grants team had regular contact with the organisation; at the pint the team identified the organisation wide issues, payments were frozen. The grants team had reviewed lessons from this experience and is making some changes to the financial health assessments for organisations. 12.12 Members noted the report. 13. Grants Programme evaluation: Phase 1 Equalities - Report by Rocket Science 13.1 John Griffiths and Anna Johnson from Rocket Science gave a presentation on the evaluation they were commissioned to carry out on the 2022-2026 London Councils’ Grants programme. The evaluation will cover three areas, and this presentation was on Phase one of the evaluation which explored equalities. The research assessed the equalities data collected by the programme during its first two years, identified potential gaps in provision and made recommendations to strengthen the programme. 13.2 In response to a member’s question about domestic and sexual violence in the late teens group, and whether the evaluation also included child sexual exploitation and county lines, Rocket Science said they would send the additional information on this issue to the committee. 13.3 In response to a member’s question about the challenges for older (55 plus) people with mental health needs, housing challenges etc, the Strategy Director said that London Councils was in discussions with MOPAC to look at the needs of older residents in London in relation to domestic abuse, including adolescent and adult abuse of parents. The intention was to feed this data through to Rocket Science. 13.4 In response to a question about whether care leavers status could be assessed separately, as several local authorities now recognise care leaver status as a protected characteristic, Rocket Science said that this was incorporated into the children and young people data. The Priority Manager added that the Grants team had been recording care leavers across all the funded groups in the programme, and that this would possibly be included as a separate category in the next grants programme. 13.5 The evaluation carried out by Rocket Science could be used in the decision making for considering an innovation fund and would be shared with all the borough grants officers in the upcoming workshops and round table discussions. 13.6 Members noted the report. 14. London Councils Grants Committee Pre-Audited Financial results 2023-24 6 14.1 David Sanni, Director of Corporate Resources, introduced this report, which detailed the provisional pre-audited final accounts for London Councils Grants Committee for 2023/24: • The surplus stood at £161,000. This was driven by two factors; additional income from the investment of the Committee’s cash balances carried out by the City of London’s treasury management team on the Committee’s behalf, and an underspend on commissioned services in relation to the Healthy London, Healthy Relationships project. • General reserves remained in a healthy position, due to the surplus, and the current reserves of £830,000 sat above the minimum agreed level of reserves. • Conformed figures would be audited by London Councils’ auditors PKF Littlejohn, and will be reported to the Audit Committee in September 2024. 14.2 In response to a member’s question on the underspend and reserves which were currently in excess of the agreed percentage and whether this money could be used for other projects, London Councils officers confirmed that underspend can be repurposed, for example, reserves have been spent on projects in the previous years to house vulnerable young people during the Covid and helping London residents with no recourse to public funds. Further conversations on the underspend would take place at the Grants Executive meeting in October 2024. 14.3 Members commented that the additional funding could also be used to help organisations whose overheads have increased substantially in the past two years and who were facing increased staffing costs. 14.4 Grants Committee Members: • Noted the provisional pre-audited outturn position and the indicative surplus of £161,000 for 2023/24. • Noted the provisional level of reserves. 15. AOB: 15.1 The Strategy Director said that London Councils officers would shortly be organising a Grants Committee induction session which would be open to all members. The meeting finished at 1pm. 7 LONDON COUNCILS’ GRANTS COMMITTEE AGM 11am, 26 March 2026 M inutes of the meeting of the Grants Committee AGM held on 26 March 2025 London B orough & Royal Borough: R epresentative: Barking and Dagenham Cllr Saima Ashraf (online) Bexley Cllr David Leaf (Vice Chair – online) Brent Cllr Mili Patel (online) Bromley Cllr Kate Lymer (online) Hackney Cllr Chris Kennedy (online) Hammersmith and Fulham Cllr Rebecca Harvey Haringey Cllr Peray Ahmet (Chair) Harrow Cllr Janet Mote (online) Havering Cllr Gillian Ford (online) Hounslow Cllr Ajmer Grewal (online) Islington Cllr Una O’Halloran Kensington and Chelsea Cllr Sarah Addenbrooke (online) Kingston upon Thames C llr Andreas Kirsch (online) Lambeth Cllr Donatus Anyanwu Merton Cllr Eleanor Stringer Newham Cllr Charlene McLean (online) Richmond upon Thames Cllr Nancy Baldwin (online) Southwark Cllr Stephanie Cryan Sutton Cllr Marian James (Vice Chair - online) D ina Papamichael and Michael Theodorou from Rocket Science were present for item 5. Alice Linell from Superhighways was present for the whole meeting. London Councils officers were in attendance. 1. Apologies for Absence and Announcement of Deputies 1.1 A pologies were received from Cllr Ola Kolade (LB Croydon) Cllr Blerina Hashani (LB Ealing), Cllr Martin Goddard (LB Hillingdon), Mayor Brenda Dacres (Vice Chair - LB 8 Lewisham), Cllr Nafsika Butler Thalassites (City of Westminster) and Cllr Sabri Ozaydin (LB Enfield). 2. Declarations of Interest 2.1 There were no declarations of interest. 3. Minutes of the Grants Committee held on 27 November 2024 (for agreeing) 3.1 The minutes of the Grants Committee were agreed via London Councils’ Urgency procedure. 4. Minutes of the Grants Executive held on 26 February 2025 (for noting) 4.1 The minutes of the Grants Executive were noted. 5. 22-26 Programme Evaluation - Mechanics and Operational Processes of the Grants Scheme – Presentation by Rocket Science 5.1 Dina Papamichael and Michael Theodorou from Rocket Science gave a presentation on findings from Phase 3 of the Evaluation, on the Mechanics and Operation of the Grants Programme. 5.2 Highlights from the presentation included: • In August 2024, Rocket Science were commissioned by London Councils to provide a supportive role in facilitating consultation to generate insights that would inform the design of the 2026-2030 Pan-London grants programme. • Insights were drawn from stakeholder engagement, workshops with funded groups and staff, and collaboration with Superhighways. • Priority Area 1 – Homelessness: Across the programme, 115 outcomes were grouped into 19 outcome areas, with the most targeted outcomes including resilience, maintaining suitable accommodation, preventing homelessness, moving towards independence, and increasing housing options. • Priority Area 2 – Domestic and Sexual Abuse: the outcomes were grouped into 19 areas, with the most frequent being gaining resilience, local authorities gaining access to refuges on behalf of DV survivors, better access to information, making safer choices, and children being able to recognise healthy relationships. • Rocket Science’s ‘Six to fix’ recommendations involved:  Prospectus refresh  Engaging other teams  End-to-end grant systems  Further flexibility and mid-point reviews  Discussions to aid decision making  Review monitoring data requirements 5.3 The final report will be circulated to members in April 2025. 9 5.4 Members: • Highlighted the importance of accountability, recognising the Grants Committee's responsibility to ensure that funding is effectively utilised to support the priorities of London boroughs. While monitoring should be proportionate, it cannot be too light- touch, and seeking detailed information on outcomes can be necessary to demonstrate impact and ensure public trust. • Suggested that monitoring requirements should be regularly reviewed to ensure data collection remains relevant as some metrics may become outdated or unnecessary. London Councils officers added that the current digital portal provides better visibility of outcomes and outputs, which should support more dynamic reviews in the next programme. There is limited value in collecting data that is not used and a balance needs to be struck between adequate oversight and overburdening the organisations with data requests. • Supported the suggestion to simplify application and reporting processes, based on feedback from funded organisations and supported the principles in the "Six to Fix" recommendations by Rocket Science. • Welcomed the flexibility built into the new programme and supported the idea that adjustments can continue to be made based on learning and feedback during the delivery of the programme. 5.5 London Councils officers highlighted the value of having a four-year programme, which allows time to reflect and adjust monitoring and governance processes. 5.6 Members noted the report. 6. 2026-2030: Prospectus for the new programme 6.1 Y olande Burgess, Strategy Director, London’s Communities, introduced this report, which sets out progress against the previously agreed activities relating to the 2025-30 grants programme activities. This includes the draft prospectus for the 2026-2030 and, subject to members’ agreement, the next steps for implementing the programme. 6.2 The proposed total investment for the new programme is £24.69 million over four years, with £1.512 million uncommitted for potential use at the programme’s mid-point. This could increase to £2 million by drawing on £507,000 in uncommitted reserves. The Programme Priorities remain: Priority 1 – Homelessness and Priority 2 – Domestic and Sexual Abuse: 6.3 Draft application form questions have been published alongside the prospectus to allow voluntary and community sector (VCS) organisations additional time to prepare in advance of the 31 March launch. 6.4 Boroughs had previously requested greater clarity on how London Councils' funding complements, rather than duplicates, national helplines. London Councils has carried out a review and found that the helpline is London specific and consists of specialist advice and support that are vital for helping survivors access refuge, secure housing, and local services. The assessment found no duplication with national services. Going forward, clearer distinctions will be made between general helpline provision and these essential, specialist support services. 6.5 London Councils officers have been engaging with a number of stakeholders, including borough colleagues such as Housing Directors and VAWG Leads, to help develop the service specifications and programme costs. The partnership with London Plus has also 10 been essential in order to enhance sector-wide capacity and improve support for smaller voluntary sector organisations. 6.6 London Councils has carried out an Equality Impact Assessment which assesses the potential equalities impacts of the proposed 2026–2030 Pan-London Grants Programme, supporting the Grants Committee in meeting its responsibilities under the Public Sector Equality Duty under the Equality Act 2010. 6.7 Members and officers discussed a number of issues relating to the new Grants programme, including: • The prospectus – members supported the plan to make the prospectus more accessible and visually engaging, potentially as a standalone document. • Existing services - Members emphasised the importance of avoiding duplication with existing borough services, particularly around homelessness and care leavers, so that the programme can complement rather than replicate local initiatives. • Statutory health services – members suggested that references to collaboration with statutory health services should be strengthened. • Financing arrangements – members supported the idea of front-loading funds in the early years. • Monitoring – members supported robust yet proportionate monitoring processes and a stronger emphasis on outcomes, particularly around support for those involved in the criminal justice system. • Feedback from the recent market warming event - including concerns from some organisations about fairness in pan-London requirements. While the programme remains pan-London in scope, it is collaboration among organisations that enables local delivery at scale. • Care leavers – two boroughs requested that care experience is counted as a protected characteristic in the new programme, as many boroughs across London already practice this. London Councils officers said that while this was not a legal requirement under the Equality Act, they will endeavour to further explore how care leavers can be better supported and reflected in monitoring and programme design. Care leavers is mentioned specifically in the 26-30 specification. • Flexibility - members highlighted the need for continued flexibility to respond to emerging needs, such as evolving forms of domestic abuse, and for improved cross- borough referrals. London Councils officers said that they were building stronger links with borough services and the voluntary sector through Tier 2 activities, to ensure that the programme remains responsive, inclusive, and collaborative throughout its delivery. 6.8 Members noted the report and recommended (to be formally agreed by London Councils’ Urgency procedure): • a funding increase for refuge services to enable London Councils to meet its commitment to full-cost recovery; • arrangements for continuing data services for supporting regional coordination of refuge provision across London; • arrangements for evaluation work to support continuous improvement of the new programme; • the London Councils 2026-2030 Pan-London Grants Programme Prospectus; • to authorise officers to take all necessary steps to implement and operate the programme. 11 7. Committee Papers Dashboard Link 7.1 The Grants team have developed a Committee dashboard which has the service area delivery tables and graphs and the borough maps, and contact details and outcome performance information 7.2 Tilly Holmes, Interim Grants Manager, and Alice Linell from Superhighways, presented the Committee Papers Dashboard to members and talked them through the various features of the dashboard. 7.4 Members gave positive feedback on the dashboard and said it was user-friendly and easy to navigate. 7.5 Alice Linell invited members to provide further feedback on the dashboard in the coming weeks. 8. Performance of grants programme April 2022- December 2024 (Quarters one to 11) 8.1 Feria Henry, Grants Manager, presented this report, which provides members with an update on the two priorities of the 2022-26 Grants Programme, for the period April 2022 to December 2024. 8.2 Highlights of the report included: • Of the 14 projects, 12 are RAG-rated green, and 2 are rated amber. • A new committee dashboard has been introduced, in addition to the borough dashboard launched last July. The borough dashboard provides information specific to individual boroughs, while the new committee dashboard focuses on the programme's two key priorities. All the maps and graphs included in the written report are now also available on the committee dashboard. • Performance under Priority 1 remains strong, The priority is on par with its profile, with most service areas delivering above target. The one service area below target, ‘Prevention and Targeted Intervention’, remains within the 15% tolerance level. This service area includes HARP , which is one of the amber-rated projects. However, the project is now showing significant improvement - exceeding some of their outcomes, delivering additional training, improving feedback collection methods, and demonstrating clearer impact from their work. Although data on care experience is not currently collected through the portal, London Youth Gateway, led by New Horizon Youth Centre, does collect this information and they report that 11% of their users have declared a history of care experience. • In terms of the Policy Context, recent data from London Councils on temporary accommodation and homelessness was published in January 2025, showing continued evidence of a homelessness crisis. Currently, the equivalent of 1 in 50 people in London is either homeless or living in temporary accommodation. • Projects in Priority 1 continue to report significant housing pressures, especially in finding suitable accommodation for people with No Recourse to Public Funds 12 (NRPF). Shelter has been working with LB Tower Hamlets to support their housing improvement plans. STAR Workshops are providing training on Section 21 possession notices, and various projects have reported a range of activities in response to local housing needs. • The HARP Connect Project, led by St Mungo’s, is the one amber RAG rated project under Priority 1. Although it has been amber for some time, there has been slight improvement recently and they are now just below the threshold for green RAG rating. They have made notable progress, particularly in maintaining client engagement (historically one of their challenges), especially within the ex-offender cohort, which is often hard to reach. To enhance support, they have carried out a number of initiatives such as attending borough team meetings and taken a more targeted approach to performance improvement. They previously faced high staff turnover, but that has been addressed. Spot checks on outcomes have revealed some underreporting, which is now being addressed. HARP is on a long-term improvement plan, with performance tracked over a four-year period to ensure targets are met. Projects falling below the 85% outcome threshold risk having their final payment reduced. • In terms of Priority 2, overall performance is 5% below profile, with outcome targets met or surpassed in 4 out of 6 areas. Of the two areas performing below target, both remain within the tolerance levels. • Ascent Prevention Service has been performing well, particularly in engaging with boroughs that were previously less well served. It has been agreed that the Ascent Prevention Project will be funded for a second and final year, through to March 2026, following consistently strong performance. The project has made significant progress in boroughs where previous delivery was limited. They will be engaging with the London Councils education team to disseminate updated information about the project more widely across boroughs. • In terms of Policy Context and Developments, recent developments include the introduction of the Crime and Policing Bill, the Domestic Abuse Commissioner’s report, Shifting the Scales and the forthcoming launch of a refreshed Mayoral VAWG Strategy in spring 2025. In addition, London Councils has submitted evidence to an inquiry on tackling violence against women and girls. • Notable examples from group updates include Stonewall Housing which reported a 40% increase in referrals compared to the previous year due to increased demand, raising capacity challenges. SignHealth continues to report concerns about barriers for deaf survivors, including inadequate interpreting services across statutory agencies such as social services, legal support, and the police. These issues contribute to delays in both accessing support and progressing through the criminal justice system. Asian Women’s Resource Centre recently celebrated 45 years of delivery, hosting an event attended by Queen Camilla and Brent Council Leader, Cllr. Muhammed Butt. • The only amber RAG rated organisation in Priority two is the Women’s Aid Federation led data project, which has been amber for some time due to ongoing difficulties in obtaining feedback from borough officers. London Councils officers will be meeting shortly with Women’s Aid Federation to explore ways they can better evidence the impact of their work. 8.3 Members thanked London Councils officers for the comprehensive report and emphasised that prevention remains a key area of focus. 13 8.4 Members also discussed the importance of sustaining tenancies as a key aspect of service delivery. London Councils officers confirmed that New Horizons has specific outcomes related to tenancy sustainment. However, the organisation reports that this cohort can be particularly difficult to maintain contact with, which impacts the ability to monitor tenancy outcomes. For example, some young people may sell their mobile phones, making it challenging for support workers to stay in touch. Despite these challenges, organisations are exploring new methods to keep young people engaged in services. Cllr Janet Mote also extended her thanks to London Councils officers for reaching out to Emma Harkin from LB Harrow in connection with the assessment programme, emphasising the importance of continued collaboration. The meeting finished at 12.40pm 14 LONDON COUNCILS’ GRANTS COMMITTEE EXECUTIVE – INFORMAL MEETING Minutes of the Informal Grants Committee Executive meeting held via Microsoft Teams on Wednesday 26 February 2025 at 1.30pm Members: Cllr Peray Ahmet (LB Haringey) – Chair (Lab) Mayor Brenda Dacres (LB Lewisham) – Vice Chair (Lab) Cllr David Leaf (LB Bexley) – Vice Chair (Con) Cllr Marian James (LB Sutton) – Vice Chair (LD) Cllr Sarah Addenbrooke (RB Kensington & Chelsea) (Con) Cllr Janet Mote (LB Harrow) (Con) Cllr Eleanor Stringer (LB Merton) (Lab) Cllr Chris Kennedy (LB Hackney) (Lab) Michael Theodorou from Rocket Science was in attendance for Item 5. London Councils officers were in attendance. The Chair welcomed members and officers to the meeting. 1 Apologies for Absence and Announcement of Deputies 1.1 Apologies were received from Paul Martinelli (City of London) and Cllr Stephanie Cryan (LB Southwark). 2 Declarations of Interests 2.1 There were no declarations of interest. 3 Minutes of Grants Executive held on 23 October 2024 (to be noted then agreed by Urgency) 3.1 The minutes were noted. 4. Minutes of Grants Committee AGM held on 27 November 2024 (to be noted) 4.1 The minutes were noted. 5 22-26 Programme Evaluation - Rocket Science update on Phase 3 - Mechanics and Operational Processes of the Grants Scheme 5.1 Michael Theodorou introduced the item and said that Rocket Science has reviewed all the current programme documentation, sought feedback from previous evaluations and undertook discussions with key partners such as London Councils’ grants team and Superhighways. Resulting from this process, Rocket Science has made a number of recommendations on improving operational processes: 15 • Making the applications process and criteria are very clear and transparent, with the decision-making process clearly outlined. • Ensuring that all questions in the application form are relevant and appropriate. • Accepting an element of risk, and deciding how risk is to be assessed. • Publishing timelines and key dates and letting applicants know as soon as possible whether or not their application has been successful. • Providing constructive feedback to unsuccessful applicants; publishing success rates; using 360 giving to share the data. • Enabling flexibility by bearing in mind changing priorities and needs throughout the cycle of the grants programme and during the delivery of a particular project. • Ensuring that any communication has a purpose. • Being ‘light-touch’ where necessary whilst ensuring that monitoring requirements are being met. • Restructuring the prospectus to enhance clarity and accessibility from an applicant's perspective, for example by breaking down the content into key areas or introducing more visuals and colour to make the document more engaging and easier to navigate. It is also recommended that all due diligence requirements, including financial checks and eligibility criteria, be clearly outlined within the prospectus. • Other recommendations include enhancing communication with funded organisations to better understand borough-level work, refining monitoring data requirements, creating shortlists ahead of decision-making, implementing end-to-end systems for applications, payments, and monitoring, and placing greater emphasis on mid-term reviews. 5.2 Members acknowledged the challenge of striking a balance between exercising due diligence and avoiding putting undue pressure on organisations. Funded organisations frequently raised concerns about the need for greater flexibility and proportionality in monitoring arrangements. However, funders also have a responsibility to ensure that public funds are used appropriately. 5.3 Members noted the report, the final version of which will be presented at the meeting of the Grants Executive on 26 March 2025. 6 2026-30 Programme Implementation Update (including EQIA, VCS and Helpline) 6.1 Yolande Burgess, Strategy Director, London’s Communities, provided an update on the preparations underway for the upcoming Grants programme: • The Grants team has examined the consultation and workshop findings, and considered the areas that the new programme needs to focus on. The team has been talking to the sector about the importance of flexibility; adapting to changing needs and fostering innovation. • In terms of Priority 1, tackling homelessness, the new programme will focus on specific target groups, acknowledging that while it may not immediately solve the temporary accommodation (TA) problem, it aims to support families living in TA by helping them access entitlements, register with GPs, and enrol their children in school. • Engaging with stakeholders has provided valuable insights, particularly around the voluntary sector’s understanding of communities and its ability to provide holistic support. This approach emphasises flexibility and builds on existing borough programmes. A small annual investment will continue to support innovation, as well as new developments in housing and planning over the next four years. 16 • Priority 2 focuses on ensuring access to specialised advice, counselling, and therapeutic techniques, e.g. EMDR, that are proving effective in empowering individuals to improve their lives. The programme will also address challenges faced by women forced to live with perpetrators due to housing costs. • Concerns about duplicating helpline services have now been addressed, clarifying that the service is specific to South London and this will be more clearly communicated in the new programme. Additionally, ongoing investment in refuge services will continue, including reassessment of the funding envelope for these services, which has remained unchanged despite rising capital costs. The programme will continue to focus on addressing harmful practices, violence against women and girls (VAWG), and domestic abuse. • Two market warming events have recently been held, with significant attendance (360 versus 85 last time) indicating high demand for funding and anticipated increases in funding applications. Queries have been raised at both events about supporting smaller organisations and ensuring fair access to funding opportunities. To address this, collaboration with the umbrella organisation London Plus is underway, and their "London Calling" platform will be used to enhance information sharing and capacity building. • There are plans to present a detailed Equalities Impact Assessment to the full Grants Committee in March, which will provide reassurance through a comprehensive analysis of how different groups are affected. This process will involve oversight from the inclusion manager and legal advice, ensuring a thorough and honest reflection of the impact and associated risks. • Volunteers will be needed for application scoring for the new programme, and a moderation panel will be established as part of the application process. 6.2 Members made the following points: • Homelessness issues among refugees are complex as they include asylum seekers, refugees, those with insecure or challenging immigration status and those with no recourse to public funds. • While culturally specific counselling can be valuable, it can be counterproductive in some cases, e.g. if individuals feel uncomfortable speaking to someone from their own community. • Some smaller organisations have expressed concerns about pan-London delivery being a requirement for funding eligibility. Encouraging consortiums remains a priority. • The high attendance at market-warming events suggests a significant increase in applications compared to the previous round. There are concerns about having adequate capacity to handle this volume, particularly in the early eligibility-checking phase. The Strategy Director agreed and added that while volunteer support, members, and partner organizations like GLA and MOPAC were instrumental last time, expanding the pool of people involved in eligibility checking will be essential to manage the expected increase effectively. 6.3 Members noted the report. 7 Proposal for funding for Service Area 2.1: Prevention (25/26) 7.1 Feria Henry, Grants Manager, introduced this item, which proposes that the Committee approves a second year of funding for the ASCENT Prevention Service under the service area 2.1 (VAWG prevention): 17 • The project, led by the Women’s Resource Centre (WRC) as part of a consortium of five groups, focuses on prevention work in schools. It initially received funding for one year, but there is a recommendation for additional funding if it proves successful. • Launched in April 2024, the project has made good progress, reporting on two quarters with a green RAG rating, indicating strong performance. The consortium has established effective communication, successfully reaching the majority of boroughs across London. They were specifically asked to focus on areas with previously low delivery, e.g. Barking & Dagenham, Greenwich, Bromley, and Kensington, and they have mostly achieved this. While delivery has been variable in some areas, there have been positive outcomes, especially in engaging schools. • Negotiations have sometimes proven challenging, particularly with boroughs that already have their preferred providers. However, progress has been made in non- school settings, such as training Metropolitan police officers working in schools and building relationships with colleges and student unions throughout London. • For the second year (if further funding is agreed) the consortium plans to include a new partner, Respect, which primarily works with young men and boys, to enhance their offering. Respect is already a partner in one of the other projects funded by the Grants Committee, and they are familiar with the reporting processes. • If approved, the project intends to use this work as an evidence base to approach other funders, especially since this strand will not be included in the new grants programme. If the proposal is not agreed, the programme will have to wind down by the end of March 2025. 7.2 Members agreed funding for a second year to 31 March 2026 for up to £263,000. They also said they would like to receive additional information on Respect, and the 2-year targets table which did not show up properly in the PDF that was circulated with the meeting papers. 8 Closure arrangements for the 22-26 programme 8.1 Feria Henry, Grants Manager, introduced this report, which outlines the process for concluding the 2022-26 Grants programme: • Currently, the final grant instalment, typically made at the end of the final year, is split into two parts to accommodate adjustments for under-delivery and underspend. • As the programme enters its final year, groups have been reminded of the need to meet their outcomes, to ensure compliance. Under standard procedures, failing to achieve a minimum of 85% of outcomes results in a proportional reduction of the final payment. However, there are external factors beyond the control of some groups, prompting a request for the committee to consider a more flexible approach. • Three projects are currently at risk of deductions:  Project A: A large-scale project facing a 9.5% reduction, which would result in a substantial financial loss. Table 2 in the report proposes capping the deduction at 5%.  Housing-related projects: These projects focus on maintaining tenancies and accessing private markets. Their outcomes have been increasingly challenging due to rising prices and limited availability.  Projects affected by prison release rules: Changes in how the probation service refers clients have forced projects to repeatedly adjust their client groups. Additionally, one project is affected by inadequate feedback from borough officers, who report being too stretched to respond to questionnaires and surveys. Although the group has implemented the system Mentimeter to collect information, this may not be sufficient to meet the required threshold. 18 8.2 Members said that the external factors raised were valid concerns. Regarding the lack of feedback from borough officers, this issue is unlikely to improve, and alternative outcomes may need to be explored. However, it may be premature to cap deductions at this point and the Committee should focus on encouraging as much delivery as possible, maintaining a careful watch over progress. Having this early visibility of potential challenges will be very helpful when making difficult decisions with providers later in the year. 8.3 It was agreed that more information on this issue would be sent to members by email after the meeting. Further updates will also be provided at the next Grants Executive meeting in September. 9 P review of committee papers portal link 9.1 Fer ia Henry, Grants Manager, introduced this item and said that following the last committee meeting’s request to reduce committee papers, London Councils’ Grants team have been working with Superhighways to enhance the reporting portal and develop various dashboards. A link to the website would be provided to members shortly, and one of the developers of the portal would be invited to the March Grants Committee meeting to answer questions and provide training to committee members. 10 M onth 9 Revenue Forecast 2024/25 10.1 D avid Sanni, Director of Resources, introduced this item, which outlines actual income and expenditure against the approved income and expenditure in the budget to the end of December 2024 for the Grants Committee and provides a forecast of the outturn position for 2024/25 for both actual and committed expenditure on commissions, along with the administration of all these commissions. 10.2 At the end of the th ird quarter of 2024/25, which is the third year of the four-year programme of commissions, a surplus of £75,000 is forecast over the approved budget. This is primarily due to interest on cash balances and reduced expenses related to salaries and central support costs. 10.3 P rojected general reserves of £844,000 are forecast at the year-end, which exceeds the benchmark of £336,000 or 5% agreed by the Grants Committee in July 2023. However, it is important to note that potential costs associated with the launch of the new programme should be considered when evaluating these figures. 10.4 In J uly, the final figures will be prepared and submitted for review by the auditors. 10. 5 Members noted the projected surplus of £75,000 for the year and the projected level of Grants Committee reserves. 19 London Councils’ Grants Committee AGM Constitutional Items – Scheme of Delegation to Officers and Terms of Reference of the Grants Sub-Committee Item 10A Report by: Reuben Segal Job title: Head of Governance and Data Protection Date: 16 July 2025 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 to officers which were approved at the Leaders’ Committee AGM on 10 June 2025 Recommendation: The Committee is recommended to: • Note the amendment to London Councils Scheme of Delegation as detailed in this report and Appendix 1 and • Approve the Terms of Reference, as detailed in this report and Appendix 2. 20 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 17 July 2024. 2. One minor change has been approved at Leaders’ Committee this year. This relates to Section 1 – General Conditions of Delegations to Officers (Day-To-Day management) 1.(a) in relation to staffing matters to make clear that this includes making staff decisions. 3. In practice directors and chief executive have been approving changes to staffing matters for many years, for example approval of carry over of annual leave, changes to grading arrangements, payment of allowances, etc. that were not accurately reflected in the authority articulated in the scheme of delegation. The changes that were agreed more accurately reflect the practice that has been undertaken over many years. 4. The revised Scheme of Delegation, with track changes, is attached at Appendix 1. Terms of Reference 5. In accordance with London Councils Standing Orders, London Councils’ Grants Committee, at its Annual General Meeting (AGM): (a) decide which sub-committees and forums to establish for the municipal year; and, 21 (b) decide the size and Terms of Reference (TOR) for those sub- committees and forums (London Councils Standing Order 1.8 (v) and (vi)). 6. The Grants Committee in the previous municipal year appointed the following subcommittees/forums: (a) Grants Committee Executive Recommendations 7. The Committee is recommended to: • Note the amendment to London Councils Scheme of Delegation as detailed in this report and Appendix 1 and • Approve the Terms of Reference, as detailed in this report and Appendix 2. Legal Implications for London Councils 8. 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. 22 Financial Implications for London Councils 8. There are no financial implications for London Councils. Appendices: • Appendix 1: London Councils Scheme of Delegation June 2025 with the agreed changes • Appendix 2: Terms of Reference of the Grants Executive sub- committee 23 1 Item 10A- Appendix 1 Scheme of delegations to officers June 20254 24 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, in cluding, where appropriate, prior consultation with the leading member on Lond on 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. 25 3 Section 1 - General Conditions Of Delegations To Officers Day-to-Day Management 1. The Chief Executive and the Directors of Corporate Management T eam (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 t he London Councils functions for which they are responsible. (Day-to-day management should include those items which have been recognised as such by past practice or by specific decisio n/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 exerci sable by officers of London Councils). This includes authority to: (a) appoint , and manage and make staffing decisions 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 (Direc tor of Corporate Resources), and any other person authorised under the Financial Regul ations, 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 dete rmine 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 26 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 procedures 7 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 accordance 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 e fficient 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 ar e an “authorised officer” for those purposes). Where permitted under the applicable legislation th ese 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 27 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, so me 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 Execut ive 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 po litical 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 28 6 (b) General Principles (i) When the Chief Executive is applying the Part icular 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 gi ve 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 fi rst available meeting of the London Councils’ (Leaders) Executive Sub-Committee in the Autumn of each year, 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. 29 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 30 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 31 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 Regulations 2007 provides that one of the members of the administrative staff required by section 81 shall be appointed 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) 32 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. 33 Item 10 A - Appendix 2 Grants Committee Executive Terms of Reference Constitution: 10 members of the Grants Committee 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 financial and budgetary information o progress of the programme via regular performance reporting - recommend to Grants Committee any changes to the present grants programme to maintain the overall integrity of the scheme objectives - review 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. 34 Grants Committee AGM Constitutional matters – Amendments to London Councils Financial Regulations Item 10B Report by: Richard Merrington Job title: Chief Accountant Date: 16 July 2025 Contact Officer: David Sanni Telephone: 020 7934 9704 Email: David.Sanni@londoncouncils.gov.uk Summary This report, agreed by the Leaders’ Committee on 10 June 2025, details changes to the Financial Regulations to remove references to the old procurement regulations which has been replaced with the new Procurement Act 2023 and regulations made under that Act. It also includes the changes to the reporting of external grant funding, the removal of references to the imprest account facility and other minor changes. Recommendations Grants Committee is asked to note the changes to the Financial Regulations as detailed in the report. 35 Constitutional matters – Amendments to London Councils Financial Regulations Introduction The Financial Regulations for London Councils have been reviewed during the year and there are proposed changes as follows: Financial Regulation 2.8.2 – It is recommended that this regulation is revised to reflect current practices in reporting applications for external grant funding. This follows a review undertaken by London Councils’ finance team which compared our existing reporting arrangements with those of other authorities in the capital, to ensure they are consistent with best practice. The review examined the financial regulations, policies and processes of a number of boroughs and the GLA. It was found that most authorities report on the application and receipt of grant funding within their budget setting and monitoring reporting cycles. London Councils already incorporates financial information on externally funded projects in its budget, quarterly financial forecast and outturn reports. It is proposed that this regulation is updated to reflect this practice and provide an additional method of presenting information in an open and transparent manner. Financial Regulation 6 – It is recommended that this regulation is revised to reflect that London Councils no longer maintains any imprest accounts and expense claims will be processed through the payroll system. Financial Regulation 8 – It is recommended that this regulation is revised to remove references to the Public Contracts Regulations 2015 (PCR 2015) which has now been replaced by the Procurement Act 2023. Financial Regulation 8.9.3 – It is recommended that this regulation is revised to improve clarity by removing a phrase associated with the discontinued practice of opening hard copy tenders. The preceding regulations require that tenders are submitted exclusively in electronic format. Financial Regulation 8.13.2 – It is recommended that this regulation is revised to permit alternative methods for receiving quotes beyond just email. Financial Regulation 8.13.6 – It is recommended that this regulation is revised to recognise the use of procurement frameworks in accordance with the Procurement Act 2023. 36 Financial Regulation 17.1 – It is recommended that this regulation is revised to remove references to payments from the imprest accounts which London Councils no longer maintains. Financial Regulation 21.1 – It is recommended that this regulation is revised to remove references to payments from the imprest accounts which London Councils no longer maintains. Financial Regulation 27.2 – It is recommended that this regulation is revised to recognise the replacement of the project approval form with a new project initiation framework at Appendix 8. Financial Implications for London Councils: These are outlined in the body of the report. Legal Implications for London Councils: None arising from this report. Equalities Implications for London Councils: None arising from this report. Recommendations Grants Committee is asked to note the agreed changes to the Financial Regulations, as detailed. Appendix: Amended Financial Regulation Background Documents: Financial Regulations 37 1 June 20242025 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. 38 2 CONTENTS Subject Page 1. Definitions 3 2. General 3 3. Budgets 5 4 . V i r e m e n t s 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 1 2 I n c o m e 2 0 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 1 9 S e c u r i t y 2 8 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 Definitions 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 Officer 2 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 O fficer 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 39 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 regi ster 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 ti me-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 th e 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 all 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 if the estimated lifetime value a grant is equal or greater than £250,000 this must be the subject of a separate detailed report or included in a financial budget, forecast or outturn 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 40 4 implications prior to signing; and 2.9.4 be reviewed for any legal impl ications, 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 appr opriate detailed calculations for each 41 5 budget head. A working paper showing the basis of each calculation shall be 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 42 6 provision during the same financial year. Such virement is defined below. 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, incl uding 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 43 7 arranged by the Chief Executive as “confidential waste” and on no account should sensitive information be disposed of through the normal waste 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 consultati on 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 London Councils do not maintain imprest accounts. Claims for travel, subsistence, and minor expenses will be reimbursed through the payroll system in accordance with FR 21. 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 44 8 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 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. 45 9 6.13 All non-computerised records relati ng 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 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 t hat all bank accounts are reconciled on a monthly basis and that end of the year accounts closure requirements are 46 10 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; 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 RegulationsProcurement Act 2023 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 Regulati ons 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 invi tations 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 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. 47 11 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 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 the 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 orthe 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 48 12 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 procurem ent procedures is provided in the Procurement Toolkit (Appendix 6), reflecting the PCR, Procurement Act 2023 and any specific guidance as the Minister for the Cabinet Office may issue. 8.8 Contract Advertising 8.8.1 Contracts above the public contra ct financial thresholds prevailing at the time as set out in the relevant legislation should be advertised in accordance with PCR 2015 orthe 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 orthe Procurement Act 2023. 8.8.3 After the expiration of the period sp ecified 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 receiv ed 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 All 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 49 13 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; 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 orthe Procurement Act 2023. 8.12 Contract Provisions and Payments 8.12.1 Every contract in writing (unl ess 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 50 14 8.13.2 Quotations must be submitted by e-mail unless otherwise stated on the contract invitation documentation or notice. 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  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 continuat ion 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 . Frameworks can be used in accordance with the Procurement Act 2023. 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 51 15 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 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. 4 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. 5 Such papers shall be lodged with 4 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. 5 See footnote 3 above 52 16 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. 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 s hall 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 res pect 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. 53 17 8.22 Use of Consultants 8.22.1 Consultants shall be engaged only w here 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 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 54 18 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 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 t he applicable Constituent Councils under Section 48(3) of the Local Government Act 1985; OR 9.10.2 Deemed by the Secretary of Stat e 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 55 19 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 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 accredi ted 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 explanat ions 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 56 20 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 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 wi th 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 aris ing 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 57 21 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. 12.5 The Finance Officer shall prescri be 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. 58 22 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 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 val ue, 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 as sets 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 59 23 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. 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 60 24 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 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 61 25 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 th ose 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 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 62 26 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. 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 certific ate 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 (deliver y against target outcomes); • Quality (provider self-assessment and client satisfaction); and • Contract compliance (timelines s 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 63 27 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 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 64 28 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 respon sible for introducing and maintaining adequate arrangements for all aspects of security throughout the 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, burgla ry 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 65 29 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 requi rements 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 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 66 30 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 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 t he 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 prompt ly 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 67 31 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 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 68 32 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. 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 resp onsibility 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 ho lders 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 Corporate charge cards must not be used to withdraw cash. 69 33 26.5 Corporate charge cards must be stored in a safe place when not in use. 26.7 Card 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 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 projectsProject Initiation Framework; Appendix 9 - Hospitality Declaration; Appendix 10 - Purchase Order Register Appendix 11 - Anti Fraud, Bribery and Corruption Strategy 70 Grants Committee (AGM) Operation of the Grants Committee 2025-2026 Item: 11 Report by: Doug Flight Job title: Strategic Lead Date: 16 July 2025 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 2025-26. Recommendations The Committee is recommended to: − note the Terms of Reference for the Grants Committee (paragraph 1.2) and Grants Executive (Appendix 1) − note the programme of meetings (paragraph 3.1). 71 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 72 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: 2025-26 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) 26 November 2025 11:00 18 March 2026 11:00 15 July 2026 (AGM) 11:00 25 November 2026 11:00 24 March 2027 11:00 73 Grants Executive Time 17 September 2025 13:30 25 February 2026 13:30 16 September 2026 13:30 24 February 2027 13:30 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) 74 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 financial and budgetary information o progress of the programme via regular performance reporting − recommend to Grants Committee any changes to the present grants programme to maintain the overall integrity of the scheme objectives − review 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. 75 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 I n 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: − the ninth performance report on the two priorities of the 2022-26 Grants Programme, for the period April 2022 to March 2025 (quarters one to 12) Recommendations The Grants Committee is asked to note: a) outcomes at priority level to end of quarter 12: i) Priority 1, Combatting Homelessness, overall is on profile ii) Priority 2, Tackling Sexual and Domestic Abuse, overall is five per cent below profile b) The number of interventions delivered in the relevant period: Grants Committee Performance of Grants Programme 2022-2026 April 2022 – March 2025 (End of Year Three) Item: 12 Report by Feria Henry/Tilly Holmes Job title Grants Managers Date 16 July 2025 Contact Officers Feria Henry/ Tilly Holmes Telephone 020 7934 9529 020 7934 9862 Email Feria.henry@londoncouncils.gov.uk Tilly.Holmes@londonCouncils.gov.uk 76 i) Priority 1, Combatting Homelessness – 32,086 ii) Priority 2, Tackling Sexual and Domestic Abuse – 212,111 c) P roject level performance, using the Red, Amber, Green (RAG) performance management system (explained at Appendix 1): i) 13 projects are rated Green ii) 1 project is rated Red d) Performance Management including: i) An update on the London Refuges Data Collection Project (paragraph 3.10) ii) Request to amend outcome figures for the Pan-London Domestic and Sexual violence Helplines project (paragraph 3.18) e) t he link to the online committee dashboard which provides: i) Graphs showing outcome delivery again st p rofile by service area ii) London maps showing actual distribution of delivery by priority across boroughs iii) P rogramme delivery information, including borough outcomes, regular activities and highlights at both a pan- London and borough level iv) P roject contact information f) Policy and Programme updates - providing context and commentary to the programme such as policy updates (Appendix 2), and i) S uccesses and challenges at the end of the third year of the 2022-26 programme (Appendix 2) g) the annual performance report provided by London Funders (Appendix 3) h) The Grants Committee is asked to agree: a) The next steps regarding the final payment to Women’s Aid following the cessation of the London Refuges Data Collection Project b) an amendment to the four year target of one of the outcomes of the Pan London Domestic and Sexual Violence Helplines Project c) 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) 77 Appendix 1 RAG Rating Methodology Appendix 2 Policy and Programme Updates Appendix 3 London Funders Annual Report 2024-25 78 Page 1 of 43 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 have 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 On 27 March 2024, the Grants Committee agreed to fund a new project, initially for one year under Service Area 2.1 called Ascent Prevention Project, led by Women Resource Centre. The project commenced in April 2024. At their meeting on 26 February 2025, the Grants Executive agreed to fund this project for a second and final year, ending on 31 March 2026. 1.4 A list of grants is included below, in Table 1. Table 1: London Councils Grants Programme 2022-26 (Priority 1 and 2) Service Area1 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 £405,1592 2.1 Women’s Resource Centre (April 2024 – March 2026) £497,3653 2.2 Galop £642,295 2.2 Women and Girls Network £5,533,157 1 See paragraphs 2.1 and 5.1 for a brief description of the service areas 2 Total amount paid to AVA for delivery up to December 2023, original grant awarded was £944,987 3 See paragraph 1.3 and also Item 7, Proposal for funding for Service Area 2.1: Prevention (25/26) - Grants Executive meeting 26 February 2025 79 Page 2 of 43 2.2 SignHealth £1,047,148 2.3 Refuge £1,139,673 2.3 Women’s Aid Federation £100,000 2.4 Ashiana Network (April 2022 - March 2023) £840,0004 2.4 Ashiana Network (April 2023 - March 2026) £2,520,000 2.5 Women’s Resource Centre £799,5825 2.6 Asian Women’s Resource Centre £1,234,646 Priority 2: Tackling Domestic and Sexual Violence £14,759,025 Total £24,644,888 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 ninth 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 P riority 1: Homelessness Delivery 2.1 The Committee has allocated £9.9 million to five projects across the four service areas in 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 4 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 5 This figure includes the additional £41,493.75 that was novated from AVA to WRC for quarter eight 80 Page 3 of 43 - 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 third, and penultimate year of the programme, Priority one performance was on profile. Outcome targets have been surpassed in three out of the four service areas to the end of quarter eleven. The only service area that has performed below target (1.1 – Prevention and targeted intervention), is within the - 15 per cent performance tolerance. 2.3 Service area 1.2 (prevention and targeted intervention for rough sleepers) has exceeded the +15 per cent tolerance level. St Mungo’s Streetlink London Advice line’s overdelivery derives from several service improvements including improved partnership working, networking, collaboration, increased pathways for accessing accommodation and improved management of client expectations when negotiating stays with friends and family. Additionally, the project worked with a high number of vulnerable clients that required access / referral to relevant support services. 2.4 Service area 1.4 (support services to the Homelessness Sector) has exceeded the +15 per cent tolerance level. The London Plus project, led by Homeless Link, continues to deliver increased training to housing organisations and borough officers across London, making up for previous underdelivery in the programme. Bespoke systems practice work has also helped to improve outcome achievements , as well as contributing to increased knowledge about working effectively with housing and rough sleeper needs. 2.5 Specific information on achievement against outcomes by service area and at project level is available on the Priority one section of the committee dashboard. 2.6 Providers continue to support vulnerable and disadvantaged Londoners within the protected characteristics under the Equality Act 2010. Further information on the latest Priority one equalities figures being served by the programme, can also be found on the committee dashboard linked above. 2.7 The London Youth Gateway (LYG) project led by New Horizon Youth Centre reported 1,200, or 11 per cent of young people who have accessed their service since April 2022, declared a history of care experience 6. 6 “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. 81 Page 4 of 43 2.8 London Councils funds organisations to deliver services across London and our monitoring returns include an assessment of equalities. The grants team reports annually on the equalities performance of the programme. Performance Management 2.9 All five Priority one projects are currently RAG rated Green. 2.10 The HARP Connect project, led by St Mungo’s, which is under an action plan to support increased performance achievement, is now Green RAG rated. The instability in staffing which had affected project delivery throughout the programme has now settled. Another key driver in achieving the Green RAG rating has been the collaborative work between the Tenancy Sustainment Worker and the project volunteer , which has enabled increased and consistent contact with clients in addressing any issues affecting tenancy stability. This consistent engagement has played a vital role in preventing tenancy breakdowns and supporting clients to maintain their accommodation. There have also been significant improvements in the employment referral outcome. Measures such as engaging with the in-house Learning, Training and Education team to explore tailored support for clients have greatly increased outcome performance. Project staff have also increased their presence at local employment fairs to expand opportunities for service users and strengthen pathways into employment, education, and training. Grants team officers recently undertook a successful monitoring visit to Wormwood Scrubs Prison, where the HARP service delivers key project support. Officers will continue to meet with St Mungo’s to help to ensure that outcome delivery continues at agreed levels. 2.11 The London Youth Gateway project, led by New Horizon Youth Centre, although remaining just below 85 per cent delivery threshold, has improved delivery performance from the quarter 11 period. There has been an increase in outcomes performance and service user engagement figures. The project continues to experience difficulties in tracking long term tenancy sustainment when casework with young people has long closed and young people have disengaged and moved- on. However, the project is seeking to address this issue with the recruitment of a new Resettlement Worker with a commitment to supporting longer-term tenancy stability. 82 Page 5 of 43 3 Priority 2: Sexual and Domestic Violence Delivery 3.1 The Committee allocated £14.7 million to nine projects across the six service areas in Priority 2: Tackling Sexual and Domestic Violence for 2022-20267. - One (average annual value of £0. 2 million) was delivering against specification 2.1: Prevention (working with children and young people)8. - 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 9 (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 . At the end of quarter 12, overall performance was five per cent below profile. 3.2 For further information at a service area level please see the committee dashboard. 3.3 Outcome targets have been met or been surpassed in four of the six service areas. Of the two service areas that have performed below target (2.2, 2.3), both are within the +/-15 per cent performance tolerance. 3.4 Service Area 2.1 – Prevention continues to exceed the +15 per cent performance tolerance. In addition to overdelivery in a number of boroughs from the previous project which delivered under this service area, the Ascent Prevention Service has now also delivered above profile, due to the outreach work done in the first year of the project to engage boroughs that were less well served by the previous provider , now resulting in 7 This figure includes service area 2.4 which was extended for one additional year under the 2017-22 programme to 31st March 2023 8 There is currently one project delivering under Service area 2.1, the project led by Against Violence and Abuse (AVA) ceased delivery in December 2023. 9 See footnote 8 83 Page 6 of 43 bookings. In quarter 12, large pieces of work were delivered in a number of boroughs such as Barking and Dagenham, Croydon, Kensington and Chelsea and Greenwich. 3.5 Service Area 2.4 (Emergency Specialist Refuge Provision) has exceeded the +15 per cent performance buffer. This is due to cumulative overdelivery on outcomes for service users with more stabilised immigration status and improved mental health. Support from the sole provider in this service area, the Specialist Refuge Partnership project, led by Ashiana, has enabled women subject to domestic abuse to successfully secure indefinite leave to remain (ILR). Support and safe accommodation have also been provided to women suffering harmful practice (such as female genital mutilation). The project continues to deliver holistic, tailored support plans to address the complex needs of their service users. 3.6 Service Area 2.5 – support services to the VAWG sector, has exceeded the +15 per cent performance tolerance. Women’s Resource Centre leads the partnership, which is the sole commission in this strand. The partnership ’s performance is attributed to historic overdelivery as well as an International Womens Day special event that enabled many organisations to achieve the target. Moreover, as some of the partnership’s target numbers are quite small even a small overachievement presents a large parentage. 3.7 Providers continue to support vulnerable and disadvantaged service users within the protected characteristics under the Equality Act 2010. Further information on the latest Priority two equalities figures being met by the programme, can be found on the committee portal (under Priority 2). Our monitoring returns include an assessment of equalities and the Grants team reports annually on the equalities performance of the programme. Performance Management 3.8 At the end of quarter 12, 10 Priority two projects are RAG rated Green and one is RAG rated Red. 3.9 The ASCENT Prevention Project, led by Women’s Resource Centre (WRC) remains RAG rated Green, and in quarter 12 had a significant increase in their rating due to delivering some large pieces of work in boroughs such as Redbridge and Kensington and Chelsea. It continued to deliver in Hillingdon, building on work done in quarter 11, with secondary school children. 85 professionals working with children and young people were trained in Tower Hamlets; and in Newham, five workshops were delivered to a total of 120 students from Harris Academy . The work done on ( re)engaging 84 Page 7 of 43 boroughs after the closure of the previous provider is now being realised, and work is being booked for upcoming quarters e.g. in Bexley and Waltham Forest. For the second and final year of the project, they will now extend the offer to any London borough that requires the service. Women’s Aid Federation of England 3.10 The London Refuges Data Collection Project, delivered by Women’s Aid, is RAG rated Red at the end of quarter 12. The project had been RAG rated Amber for six consecutive quarters. 3.11 As regularly reported to this committee, the project’s RAG rating has suffered from not being able to gain feedback from borough officers. The team had discussed several solutions with the project which it had said it would implement, such as Mentimeter to stimulate borough officer engagement , which is the mechanism by which it demonstrates the success of several of its other outcomes. 3.12 Women’s Aid made a request to renegotiate (i.e. reduce) a number of its contracted outcomes which the grants team were carefully considering; one, to align the number of logins to better reflect changes to the functionality of Routes to Support, was agreed in November 2024, but initial thoughts were that the other proposals did not offer pan London delivery, or demonstrate adequate value for money and officers were seeking further information from Women’s Aid. No grant payments have been released since quarter 11, as the grants team were awaiting responses to queries arising from both the request to reduce outcomes and their quarter 11 return. The monitoring return submitted for quarter 12 indicates that other than the logins to the Routes to Support data, no other outcomes were met. 3.13 In April and May 2025, Women’s Aid requested two meetings with the London Councils grants team and informed them of its wish to withdraw from the 22- 26 Grants Programme, and that the project had in effect ceased delivery on 31 March 2025. 3.14 Women’s Aid have said it will continue to offer the complementary Gold book subscription and make the data dashboard available to boroughs until 31 March 2026. As at the end of quarter 12, 23 boroughs have taken up the offer over the three years of delivery. 3.15 Officers are proposing no further funds are released to Women’s Aid as per the agreed closure arrangements for the 2022- 26 programme. The calculation for underdelivery 85 Page 8 of 43 (see Table 2 below) shows that at the end of quarter 12, delivery was at 54.35 per cent, 30.47 per cent below the 85 per cent minimum delivery threshold set by the programme. Table 2: Calculation of underdelivery and reduction of final payment: TOTAL Profile at 31st March Q12 2025 (outcomes and new users) Total Actual at 31 March 2025 Q12 (outcome and new users) Delivery % as at 31 March 2025 Q12 RAG Q12 Quarterly Payment (£) Annual grant (£) % of under delivery (i.e under 85% threshold) Amount to reduce final payment by (£) 52,385 44,000 54.53 RED £6,250.00 25,000.00 30.47% £7,617.50 3.16 This percentage of underdelivery amounts to £7,617.50 of the project’s annual grant (£25,000). The outstanding grant instalment for quarter 12 is £6,250.00, which would mean that Women’s Aid would need to repay London Councils £1,367.50. 3.17 As per the decision at the Grants Executive meeting in February 2025 that officers keep Members informed as to project challenges and decisions regarding underdelivery, officers seek guidance from committee as to next steps: i. Request the return of the £1, 367.50 as per the programme’s agreed closure arrangements ii. Do not pursue the return of the funds as it is uneconomic. Refuge 3.18 The Pan London Domestic and Sexual Violence Helplines P roject, led by Refuge, is requesting a reduction to the four -year figure of one of their outcomes - Number of people referred to refuge. 3.19 The four year figure was originally set at 2, 340 over four years. However during pre- agreement work, the grants team agreed that a more meaningful level of referral was needed to evidence the outcome i.e. that the project should only be recording where they have referred a women to refuge as opposed to giving out phone numbers for the women to self -refer ( signposting). The quarterly profiled figures should have been reduced in line with this decision, but w ere not. This was spotted at mid programme review, and this request is now being made to reduce the final years profiled targets and better reflect project delivery. This will reduce the four year target to 586. Although this appears to be a significant reduction, the number will still be realistic and challenging, as these are survivors where the project has carried out work on the survivor’s behalf (with their consent) as opposed to the much larger number of survivors who are given numbers to self -refer ( which the project is counting under another 86 Page 9 of 43 outcome) – “ Survivor provided with information to enable self -referral to refuge accommodation” which they are currently delivering within profile. 3.20 The project has performed consistently well and had been RAG rated Green throughout this programme. This request to reduce will better reflect the delivery of the project and better reflect how the project should have been profiled from the beginning. 3.21 Committee are asked to agree this amendment to the project profiled outcome figures for the outcome - Number of people referred to a refuge from 2,340 to 586. 4. Risk-based performance management (RAG rating) – Project level performance 4.1 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 202110. The methodology for the system is set out in Appendix 1 of this report . The rating system shows whether a project’s performance is going up, going down or is steady across quarters. 4.2 The Committee will note that 13 projects are RAG rated Green and one is rated Red. The majority of the projects are delivering at a steady (many oversubscribed) level. Both priorities continue to be challenged by lack of available housing and supporting service users for longer periods of time, as well as the increase complexity of cases. Officers continue to carry out monitoring visits across the programme, in March officers visited Stonewall Housing and were able to see firsthand, the benefits of the housing advice service to vulnerable clients. 4.3 D etailed information on the RAG scoring methodology is provided in Appendix 1. 5. Value for Money 5.1 London Councils Grants Programme administers public money on behalf of, and with, the London boroughs and therefore must ensure value for money - the 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 10 Grants Programme 2022-26: Prospectus for the new programme, Item 14, 14 July 2021 87 Page 10 of 43 - Effectiveness: the relationship between the intended and actual results of public spending (outcomes) 5.2 At the end of the third year of the programme, the funded projects were asked to report on how they have ensured value for money over the third of the programme. Projects stated that their services reduced long term costs such as preventing women from becoming homeless, reducing reliance on benefits and supporting long term social integration. Projects such as the National Domestic Violence Helpline train volunteers which enable people to gain work experience in the VAWG sector. In the last year , six of their volunteers have taken up paid roles in Refuge. 5.3 Ashiana Network have secured an additional £387,680 of funding to provide wraparound services in their refuges. Rights of Women, a partner in the ASCENT Advice and Counselling project equate their costs at £51 per individual supported or trained. By their IDVA and ISVA services being provided on a pan London basis, Signhealth say this avoids boroughs the additional costs of having to pay separately for the service. 5.4 The Funding and Performance Management Framework (agreed by members in March 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 has required a new approach to annual budgeting, with projects adjusting budgets annually to match changes in costs, within the four year budget envelope. 5.5 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. 5.6 As reported at the March Grants Committee 11, it had been decided to pause the second phase of the evaluation of the 2022- 26 programme - Value for Money, in order to step back and further assess what was required to demonstrate this. Grants Managers have 11 Grants Committee 26 March 2025, Item 5 - Grants Programme Evaluation: Phase 3 Mechanics and Operation of the Grants Programme 88 Page 11 of 43 begun working with Envoy Partnership to understand the social value of the programme. Envoy is reviewing the 2022- 2026 programme outcomes and will be holding 1:1 meetings with groups in late July. Envoy will provide a value for money framework, a data audit and mapping report, an initial value for money analysis, initial access to their Social Value Manager tool, recommendations for the 2026-2030 programme and a final value for money report over the course of the year. 5.7 The reporting portal has been live since July 2022 and the funded projects submit quarterly reports via this medium . T he team continues to look for opportunities to streamline reporting, while balancing that with the need to adequately monitoring performance and ensure pan-London Delivery. 5.8 Dashboards: this paper now includes links to: − the committee dashboard. At the November 2024 committee meeting, the team was tasked with reducing the paper report and have moved the graphs and tables on to the new dashboard, introduced at the March 2025 committee meeting. This dashboard includes project contact information, Service area and outcome performance information. − It also includes a link to the more detailed borough dashboard where members and borough officers to see more detail about the services offered on both a pan London and borough basis and highlights of the work done in their borough. 5.9 All dashboards are updated before each Grants Committee meeting, enabling more up to date information to be accessed throughout the year. We continue to welcome member and officer feedback. 5.10 During the third year of the programme, the team planned a series of lunchtime sessions with the funded projects which comprised of an informal presentation and question and answer session. They were an opportunity to hear about funded services outside of Grants committee meetings. The first session was in December 2024 with Asian Women’s Resource Centre and the second took place on 11 March with St. Mungo’s HARP Connect. These sessions have been paused during the during the assessment period for the 2026-30 programme and will resume in the autumn. 5.11 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. 89 Page 12 of 43 5.12 At the end of the third year, grantees were asked about London Councils’ management of the programme. Grantees described it as clear, structured and responsive. They raised that relationships have been supportive, with open lines of communication and appropriate flexibility in periods of pressure. 5.13 Grantees were widely positive about the Superhighways portal, commenting on its usefulness for consolidating reporting, improving data clarity and enabling consistent tracking across quarters. They provided some suggestions for improvement , including around reducing repetitive data entry and enabling internal sign- off, which officers will explore further with grantees in July 2025. 5.14 Grantees also raised their appreciation for opportunities to network with other services through Cross Priority Group meetings. The grants team has scheduled quarterly meetings for the rest of the year, agenda planning with the steering group. Typical topics include policy updates, a grantee spotlight, opportunities to share successes and challenges, request s for help/ joint working and discussions with the grants team (including topics like expectations and tips around monitoring). 5.15 More successes and challenges reported by the projects in year three of the programme are included in Appendix 2. 6. Recommendations 6.1 The Grants Committee is asked to note: a) outcomes at priority level: i) Priority 1, combatting homelessness, overall is on profile to quarter 12 ii) Priority 2, tackling sexual and domestic violence, overall is five per cent below profile to quarter 12 b) the number of interventions delivered in the relevant periods: i) Priority 1, combatting homelessness – 32,086 ii) Priority 2, tackling sexual and domestic violence – 212,111 c) project level performance, using the Red, Amber, Green (RAG) performance management system (explained in Appendix 1): i) 13 projects are rated Green, and 1 is Red d) Performance Management including: i) An update on the London Refuges Data Collection Project (paragraph 3.10) 90 Page 13 of 43 ii) Request to amend outcome figures for the Pan-London Domestic and Sexual violence Helplines project (paragraph 3.18) e) t he committee dashboard contains the interactive borough map, project delivery information and contact details, as well as an update on outcome performance and a link to the borough dashboard. f) context and commentary to the programme, including policy updates, and i. successes and challenges at the end of the third year of the programme (Appendix 2). g) t he annual performance report provided by London Funders (Appendix 3) The Grants Committee is asked to agree: i. The next steps regarding the final payment to Women’s Aid following the cessation of the London Refuges Data Collection Project ii. an amendment to the four year target of one of the outcomes for the Pan London Domestic and Sexual Violence Helplines Project iii. 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 Policy and Programme Updates Appendix 3 London Funders Annual report 2024-25 Financial Implications for London Councils The London Councils Grants Committee considered proposals for expenditure in 2024-25 at its meeting in November 2023, and Leaders’ Committee agreed a budget at its meeting in December 2023. Legal Implications for London Councils None 91 Page 14 of 43 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 8, 26 March 2025 Proposal for funding for Service Area 2.1: Prevention (25/26) – Grants Committee Executive 26 February 2025 Performance Management Update: Against Violence and Abuse (AVA) – Item 7, 27 March 2024 New Proposal for Service Area 2.1: Prevention – Item 8, 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 92 RAG Rating Methodology Appendix 1 Page 15 of 43 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 per cent • Quality - beneficiary satisfaction 12, 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 achieve a Green rating was agreed at the March 2018 Grants 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 12 This previously included a self-assessment but will now integrated into a monitoring visit. 93 Policy and Programme Updates Appendix 2 Page 16 of 43 We have moved additional information about the Grants Programme such as policy and wider environment, Priority level updates and, for this paper, the End of Year Three report, - successes and challenges experienced by the projects delivering as part of the 22-26 Pan-London programme to this, for ease of reading. 1 Priority 1 – Combatting Homelessness Policy and wider environment 1.1 Spending Review – A number of announcements relating to homelessness were made at the Spending Review: - £39 billion for a successor to the Affordable Homes Programme over 10 years from 2026-27 to 2035- 36. Spending will reach £4 billion per year in 2029- 30 and rise in line with inflation subsequently. - Providing £950 million of investment for the fourth round of the Local Authority Housing Fund – to support local authorities in England to increase the supply of good-quality temporary accommodation and drive down the use of costly bed and breakfasts and hotels. - Alongside addressing the core drivers of homelessness through investment in social and affordable housing, the government is protecting spending on tackling homelessness and rough sleeping, and providing £100 million, including from the Transformation Fund, for early interventions to prevent homelessness. London Councils anticipates that the cross-departmental homelessness strategy will be published in the summer. 1.2 London Ending Homelessness Programme - I nitiated by London Councils and the London Housing Directors’ Group, the accelerator is a joint programme with the Greater London Authority, supported by the Centre for Homelessness Impact – to accelerate efforts to end homelessness in London. Currently in its design phase, the programme has engaged with London government and system stakeholders to identify the factors driving homelessness in the capital and barriers to prevention. Through this process, the team has i dentified systemic challenges that need to be addressed, and accompanying policy solutions. Based on this the following priorities for action are proposed: 94 Policy and Programme Updates Appendix 2 Page 17 of 43 - Preventing Londoners from becoming homeless and using temporary accommodation - Preventing and ending rough sleeping in London by 2030 - Providing temporary accommodation that offers best value for money and outcomes for all residents - Securing sustainable accommodation and supported housing for those who need it most - Establishing fit-for-purpose governance and commissioning. The programme is working to develop action plans around these priorities and the Mayor’s Rough Sleeping Plan of Action is the first of these, published in May 2025. Priority one updates 1.3 Funded projects under Priority one continue to report on the lack of housing options for service users under 35 years of age. Grantees highlight that as many do not qualify for full housing benefits or Universal Credit, securing private rented accommodation may be unaffordable, even with employment. Housing challenges also remain for former looked-after refugees, who may be placed in private rented accommodation outside of London, with minimal local authority support. Projects also report that LGBTQ+ young people leaving Home Office accommodation pos t-refugee status face severe housing shortages and benefit delays, worsening the financial instability for these young people. Limited housing stock results in a lack of sufficient levels of council housing, even for those with local connections - this includes those with wider care leaver experience, despite statutory legal requirements. 1.4 Housing casework has been increasingly complex. Issues include complex cases of mental health, unstable immigration status, low wage employment status, trauma and barriers to accessing services by those with protected equalities needs, including language and health barriers. These complex and multifaceted social, economic and financial issues, coupled with insecure funding, has also impacted on staff wellbeing, and retention. 1.5 A HARP service project worker met with the Pathway Homeless Team at Ealing Hospital, who were already familiar with the service. This meeting however provided an opportunity for the HARP worker to introduce themselves and establish a direct working relationship. The team has offered the option for the HARP worker to join future Multi - 95 Policy and Programme Updates Appendix 2 Page 18 of 43 Disciplinary Team (MDT) meetings remotely, which will help strengthen collaboration and improve support for clients with complex health and housing needs. 1.6 The volume of in-person support that Shelter is delivering through the STAR Partnership has significantly increased as a result of the project establishing new face- to-face outreach provision in Barnet, Southwark, Waltham Forest, and Croydon. The STAR Partnership has also encouraged referrals to their Section 21 eviction prevention workshops, from community partners where households were at risk of losing their homes. 1.7 The London PLUS Project, led by Homeless Link, has continued to deliver vital needs- led training to organisations and borough officers across London. In Greenwich for example, in-person workshops were delivered to the entire Housing Inclusion Services department. In Newham, an improving partnerships event coordinated by One Newham engaged partners from various sectors who work together to support people who are homeless. Additionally, in collaboration with Newham College, the London PLUS project planned and delivered a partnership workshop with over 25 partners. Systems practice work has also continued at pace, with London PLUS working with the Royal Borough of Kingston and the SPEARs outreach service to review the response to rough sleeping in the borough, and in the Royal Borough of Kensington and Chelsea to scope their temporary accommodation. London PLUS project staff also attended Homeless Link’s Parliamentary reception to promote project services. 1.8 In regard to borough service provision activities, the London Youth Gateway (LYG) 13, is working closely with London Borough of Haringey on a year -long best practice project looking into tackling youth homelessness across London, including leading communities of practice groups with other cross -sector members and local authorities. Delivery partner Depaul UK provided 114 safe nights for clients, also recruiting two new host households. Stonewall Housing was also able to continue to provide support to LGBTQ+ clients in securing safe housing and accessing mental health, financial, and intersectional support (for example, addressing the need for domestic abuse interventions, and conducting immigration case issues). 1.9 StreetLink London Advice Line reported increased demand since quarter 11, including a higher number of calls requiring a translator, which is likely due to people becoming homeless after being asked to leave their Home Office accommodation. StreetLink also 13 Led by New Horizon Youth Centre (NHYC) 96 Policy and Programme Updates Appendix 2 Page 19 of 43 note that it has seen Local Authorities exercise a higher threshold regarding the burden of proof needed to demonstrate eligibility to receive housing support. Key highlights: Priority One - Successes and challenges at the end of year three of the 2022-26 Grants Programme Successes 1.10 The HARP service has built positive working relationships with Accommodation for Ex- Offender (AFEO) teams across boroughs, as well as with a range of local services. These partnerships have been key to maximising the support available to clients and in creating more joined-up pathways of care and housing support. Staff have responded to significant external changes, such as the decommissioning and, subsequent recommissioning of remand services in prisons, early release (from prison) policy, changes to probation and accommodation schemes. 1.11 A key area of success for the STAR Partnership, project led by Shelter , has been the continued delivery and expansion of its housing rights awareness workshops across London. The partnership has offered these sessions to a wide range of community groups, voluntary agencies, and statutory bodies, helping the project to reach diverse audiences and improve housing knowledge London- wide. The core aims of these workshops are to upskill non-housing specialists so they can better support their clients, improve the quality of referrals into the STAR Partnership, and ultimately to ensure specialist housing support is targeted where it is most needed. 1.12 London Youth Gateway (LYG) partner Shelter continues to work with London boroughs Ealing and Tower Hamlets on systemic change to improve temporary accommodation standards. By working with these boroughs on health and safety issues regarding the condition of their properties, Shelter has been able to support the remediation of identified housing hazards. A digitised disrepair reporting system was introduced, to track repairs, set clear response times and improve the security and facilities for residents. This demonstrates how partnership with residents and councils can drive systemic improvements , ensuring safer housing for those in need. Delivery p artner Praxis has made progress in engaging the Home Office on the plight of homeless refugees and migrants and has established quarterly meetings with the Homelessness Escalations Service (HES) to identify systemic policy and procedural issues contributing to homelessness, while advocat ing for corrective measures. Stonewall Housing’s live 97 Policy and Programme Updates Appendix 2 Page 20 of 43 chat and digital referrals have helped the LYG to break down barriers for hard-to-reach young people, including young people who are LGBTQ+, improv ing LYG’s project accessibility, responsiveness, and inclusion. 1.13 StreetLink London Advice Line pivoted away from working with children and families (as that need should be addressed by social services) to working only with vulnerable adults who are less like ly to be eligible for immediate accommodation by the local authority. They have increased their pathways for clients e.g. being able to refer to Crisis at Christmas and also set up more referral routes into support services particularly for survivors of domestic abuse in response to a growing number of survivors accessing the service. Challenges 1.14 The HARP service has highlighted a number of challenges. The loss of the ‘ exempt supported housing’ status for existing providers, has directly impacted the project's ability to secure accommodation for clients aged under-35. HARP has relied on these providers to offer transitional accommodation for around three months, allowing clients to be exempt from the shared room rate. Additionally, HARP highlighted the limited availability of Discretionary Housing Payments (DHPs) to cover initial housing costs as another barrier. As a result, the HARP service is increasingly challenged to provide the financial support needed at the start of a client’s housing journey. HARP staff have had to rely heavily on external grants to help clients set up their homes, impacting on project staff capacity. It reports that it continues to be difficult to secure landlords. The high demand in the private rental market has led to a rise in refusals to house HARP clients, with no explanation provided, making it harder for project staff to identify and address the barriers to securing private accommodation for clients from landlords. 1.15 Managing the expectations of both clients and referring professionals also continues to be a challenge. New service users often have high hopes for accommodation in specific boroughs or housing types, which is rarely achievable given current market limitations. Part o f HARP’s ongoing work involves educating and guiding clients through these constraints while maintaining trust and engagement. Project staff have also increasingly been required to support clients with multiple and complex needs. Staff however continue to provide needs-led support. The ongoing cost of living pressures and welfare benefit reductions have also exacerbated the difficulties the project’s clients face. 98 Policy and Programme Updates Appendix 2 Page 21 of 43 1.16 The LYG project also highlighted the challenge of the external housing market making it harder to achieve positive outcomes for young people aged 18- 25. A shortage of affordable private rented accommodation, at the same time as a reduced availability of supported accommodation, has meant there are very limited accommodation options available for this cohort. Delivery partner Shelter also highlights that economic pressures within local authorities, including budget cuts, staff shortages and housing shortages that delay securing client accommodation and move- on pathways, make it increasingly difficult to achieve those positive outcomes. 1.17 In common with other priority one funded projects, the STAR Partnership, led by Shelter, has continued to experience difficulties in securing successful outcomes for tenancy sustainment. Tracking tenancy sustainment at the six and twelve months periods is resource intensive. The project has addressed this issue by engaging volunteers , as well as trialling text messaging as a means of capturing this outcome. Maintaining contact with some local authorities has also been challenging, with hinders the resolution of complex housing cases. 1.18 Engaging people in employment support continues to be a challenge for our priority one groups, as those in acute need may not view it as an immediate priority. Shelter have attempted to mitigate this by focussing on clients’ interests and transferable skills. 2 Priority 2 – Tackling Sexual and Domestic Abuse Policy and Wider Environment 2.1 The government has committed to halving the prevalence of violence against women and girls (VAWG) within a decade. As part of this pledge, a new cross -government VAWG Strategy is due to be published in summer 2025. However, the recent Spending Review made no mention of VAWG, raising concerns about how this ambition will be resourced in practice. 2.2 The Public Accounts Committee has published a report scrutinising the government’s efforts to tackle VAWG. It has found that progress has not kept pace with the scale and complexity of the issue, as departments still lack a full understanding of the extent and evolving nature of the challenges victim-survivors face. 2.3 The Crime and Policing Bill, currently progressing through Parliament, contains some measures relevant to tackling VAWG. These include tighter notification requirements for sex offenders, expanded powers to prevent them from changing their names and 99 Policy and Programme Updates Appendix 2 Page 22 of 43 strengthened provisions around Stalking Protection Orders. The Bill also introduces new legal measures to address spiking, intimate image abuse and indecent exposure. 2.4 The Mayor’s Domestic Abuse Safe Accommodation 2025- 28 strategy and Police and Crime Plan 2025-29 were published in March. A refreshed London VAWG Strategy for 2025-29 is expected to be published later this year, aligning with the Police and Crime plan. 2.5 Two London-specific reviews have been published, focusing on how statutory agencies manage the risk of high harm from domestic abuse and the often-overlooked issue of adult child-to-parent abuse. The reviews were led by SafeLives and Equality Collabs respectively. Work is now underway among partners to take forward the actions and recommendations. 2.6 The MPS published updates on their VAWG Action Plan in spring 2025. Key developments include action taken against over 1,600 officers and staff identified through Operation Onyx for past conduct linked to domestic abuse and sexual offences, and expanded use of Live Facial Recognition to help locate registered sex offenders in breach of conditions and those wanted for VAWG-related offences. Priority 2 updates 2.7 In quarter 12, the Prime Minister made the Netflix series Adolescence free for schools, opening up conversation about the online social environment and its influences on young boys and men, whilst highlighting the need to engage parents and carers with prevention work. The ASCENT Prevention Project, led by Women’s Resource Centre (WRC), was also concerned with the proliferation of VAWG in schools, with two recent reports detailing the extent of this, including one from Everyonesinvited.uk. T here are also concerns about secondary school age pupils passing on negative attitudes about women and girls to their younger siblings. 2.8 Service Providers aiming to tackle domestic and sexual violence under Priority 2 report a commonality in some of the issues raised which are detailed as follows: 2.9 Ascent: Support Services to Organisations’ , led by WRC, report that training opportunities for professionals have been impacted by the cost of living crisis. Small, specialist ‘by and for ’ organisations being particularly vulnerable. Delivery partner Respect reported significant difficulties in securing funding for training across London, 100 Policy and Programme Updates Appendix 2 Page 23 of 43 leading to frontline professionals having patchy and outdated knowledge of Domestic Abuse. 2.10 Therefore it is a strength that providers funded by this programme continue to provide free training to the sector, to both voluntary and community and local authorities. For example, SignHealth Deaf Domestic Abuse Service delivered h ealthy relationships sessions to both clients and organisations across London. The project has also provided essential information to refuge services on the needs of Deaf clients. Additionally, a workshop on domestic abuse was given to the Jewish Deaf Association in Barnet. As well as information provided to Barnet Citizens Advice Bureau on Deaf services. 2.11 The cost of living crisis has also had an impact on women and children impacted by VAWG as women may stay with an abuser due to the risk of homelessness. Moreover Ascent: Support Services to Organisations’ reported that demand for services like refuge spaces and outreach have increased. Chronically underfunded Black and minoritised VAWG organisations face increased strain on their already limited resources, exacerbating recruitment and retention issues across the sector. 2.12 Housing and accommodation issues continue to pose a significant challenge. Stonewall Housing, a partner in the LGBT + Domestic Abuse Partnership, report that there is limited housing available across London boroughs which has had a disproportionate effect on its trans+ clients due to limited availability of trans inclusive refuges. GALOP also reported challenges with staffing this quarter, due to the current unsustainability of funding. 2.13 The Pan-London Domestic and Sexual Violence Helplines Partnership reports success in its ability to deliver despite increased demand; for example, in London, the National Domestic Abuse Helpline (NDAH) reported a 12 per cent increase in successful responses on last quarter. 59 volunteers were active in delivering support to service users. Helpline volunteers contributed 1,343 operational hours, a 12 per cent increase on the previous quarter. Delivery partner RASASC 14 reported that the Support Line has achieved delivery targets despite challenging staff shortages and provided approximately 500 hours, on average, of support to survivors of sexual abuse each week. 14 Rape and Sexual Abuse Support Centre 101 Policy and Programme Updates Appendix 2 Page 24 of 43 2.14 RASASC also reported i ncreased disclosures of abuse from landlords and/or housemates, indicating that the cost of l iving and h ousing crisis is preventing people from easily moving out of abusive living situations. 2.15 Limitations in the capacity of external organisations continues to hinder the performances of voluntary sector service providers. RASASC advised that survivors are struggling with the length of time their case is taking to investigate, or the time taken to get a decision from either a police case or the Crown Prosecution Service ( CPS). Women in a mental health crisis report limited options for support and that they have been turned away from organisations that Helpline Advisors would normally signpost to. 2.16 The National Domestic Abuse Helpline (NDAH), part of the Pan London Domestic and Sexual Violence Helplines Project 15, reported an increase in the number of women asking for copies of their call records to use as evidence, potentially due to services such as housing departments asking for evidence of domestic abuse, and it being harder to get this from stretched local domestic abuse (DA) services. NDAH provided 46 per cent more call records in quarter 12 and 400 per cent more legal aid letters. 2.17 Where refuge is not suitable or there are no refuge spaces, users turn to the local authority for emergency housing. Helpline Advisors are reporting high levels of worrying practice; in particular, women are being encouraged to return to unsafe abusive perpetrators due to a lack of available housing. This increases the need for the NDAH to carry out complex and lengthy advocacy, to ensure that women and children are not homeless. With stretched local DA services not as able to pick up this work, the NDAH is having to do more of this enhanced support work, taking time away from the phones. Galop, lead partner of the LGBT Domestic Abuse Partnership, and Refuge have also reported similar increases in both demand and complexity of cases. Refuge reported a 40 per cent increase in demand for the service over quarters 11 and 12. It also reports an increase in service users with No Recourse to Public Funds (NRPF), especially in safeguarding and enhanced support cases. 2.18 Women and Girls Network (WGN), a partner of the Pan- London domestic and sexual violence helpline, advised increased complexity in caller's situations, including complex asylum issues, housing insecurity, and trauma, all of which require more extensive 15 Led by Refuge 102 Policy and Programme Updates Appendix 2 Page 25 of 43 support. WGN also report long NHS waiting lists and a lack of appropriate mental health services for survivors continuing to be significant barriers to support and recovery. 2.19 The rise of right-wing agendas and rhetoric was noted and described as contributing to a hostile environment 2.20 Community engagement and outreach remained a strong feature of the activities provided by service providers. The Ascent EHP report that. project partners contributed to several borough-level forums and pan-London events, such as Southwark Learning Fest and Hackney’s International Women’s Day event. Key Highlights: Priority 2 Successes and Challenges at the end of year three of the 2022-26 Grants Programme Successes 2.21 The Ascent Prevention Project has highlighted the success of the project from a standstill start to being oversubscribed in a number of boroughs . In the first year of delivery, the project has had over 2, 000 individual participants, and o ver 40 professionals have committed to e mbedding the learning into their areas of work. The project has been delivering in boroughs which were previously underserved, in alternate settings and has been training the Metropolitan Police Service. The project has also highlighted the preference for in-person training as opposed to online. Attending cluster meetings, where they can meet with education/VAWG professionals , was also attributed to the success of the first year of the project. 2.22 With a Community Engagement Worker in place, SignHealth’s Deaf Domestic Abuse Service has successfully delivered 63 workshops and sessions to the Deaf community and professionals from mainstream services in year three of the project. SignHealth has established good working relationships with refuges across London, especially with Women’s Aid and Hestia, where the project has delivered training. Specialist Deaf support from the project continues to be essential in addressing the barriers to services for Deaf victims of domestic violence, particularly around housing and attempts to secure police intervention. Without specialist support victims are more likely to remain in abusive situations. 2.23 As part of the Ascent Advice and Counselling Project led by Women and Girls Network (WGN), project partner Ashiana reported significant progress in expanding service reach, strengthening partnerships and improving outcomes for survivors of violence 103 Policy and Programme Updates Appendix 2 Page 26 of 43 against women and girls. Ashiana engaged in over 20 multi -agency forums across London, built over 100 professional connections, and delivered specialist training on harmful practices and culturally sensitive support. Its outreach to young people also grew, especially during the 16 Days of Activism, and client outcomes consistently showed increased safety and reduced fear. Clients were helped to build resilience through grounding techniques and develop self -validation. Sessions were also offered in Bengali, Hindi, Urdu, and Punjabi, ensuring accessibility. A Moving Forward Group was also successful in providing meaningful support to participants. 2.24 The Asian Women’s Resource Centre (AWRC) , who lead the Ascent Ending Harmful Practice (EHP) Partnership, celebrated the high-profile launch of their centre, attended by Her Majesty The Queen, which attracted substantial media attention. AWRC also conducted transgender consultations to enhance inclusivity. Multilingual o utreach and support, including Sinhala, has helped to engage women otherwise isolated from services. Project partners including the Chinese Information and Advice Centre (CIAC) EACH, Solace, Jewish Women’s Aid (JWA) and the Women’s Trust have successfully delivered mental health support and support for women and girls with complex needs . Delivery partner Nia has had success in addressing the risks of technologically facilitated sexual exploitation, including securing housing and stability for several survivors exiting exploitative environments. Partner Southall Black Sisters (SBS) has secured vital emergency support for women with no recourse to public funds (NRPF) . Partner, Latin American Women’s Rights Service (LAWRS) delivered critical training to raise professional awareness of harmful practices affecting the Latin American community, promoting better advocacy and support. London Councils officers attended the training as part of the grants programme monitoring requirements and can attest to the quality of the training provided. 2.25 Throughout the year, the ASCENT Specialist Refuge Partnership, continues to achieve positive results, with clients obtaining indefinite leave to remain ( ILR) and refugee status. Much of the casework continues to be extremely complex with matters that have required specialist advice. Project support has enabled clients to move forward with their lives in a more structured and positive way. Ashiana has also continued to see a surge in referrals and clients approaching the service from all over London, meaning the project has made significant progress strengthening networks across London and expanding outreach, particularly in boroughs such as Kingston, Sutton, Havering and Kensington & Chelsea, which previously had low engagement. 104 Policy and Programme Updates Appendix 2 Page 27 of 43 2.26 The LGBT+ Domestic Abuse Partnership, led by Galop, reported significant progress in broadening the reach of the Domestic Abuse Partnership. Through targeted outreach in boroughs that previously had no or very little referrals into the service, the partnership has started to see an increase in referrals. 2.27 The Pan- London Domestic and Sexual Violence Helplines Project carried out an informative and successful information sharing session to borough leads in quarter 12, where attended by representatives from 13 London boroughs. The Helpline partners discussed the essential work of their teams, how they could be contacted and who they support. The partners also discussed what they do to support domestic and sexual abuse survivors feel safer and more informed, and to access refuge accommodation and other emergency accommodation. 2.28 Ascent: Support Services to Organisations report a strong level of attendance and engagement with its training. In year three the project as supported 254 organisations, 43 per cent of which were new organisations . They have also recorded an increase in borough officers engaging with their activities. Challenges 2.29 As part of its work introducing the new service to the boroughs, the Ascent Prevention Project encountered some difficulties navigating other prevention services being delivered, some commissioned directly by the boroughs. However they have successfully navigated this by making good links with borough officers and school professionals in cluster meetings. 2.30 The project has also found online training for professionals challenging and have begun emphasising their in-person offer and introducing partnership agreements to minimise last minute cancellations. 2.31 Due to the close- knit nature of the Deaf community, it remains a challenge to SignHealth’s Deaf Domestic Abuse Service to reassure the community that the service is confidential and safe for them. Providing workshop sessions helps to ensure that Deaf clients and the Deaf community seeking services feel confident and safe to self -refer. Sourcing BSL interpreters is still a challenge for face -to-face work with hearing professionals. 2.32 Across the Ascent Advice and Counselling Service, a number of persistent challenges have impacted the support available to survivors. Partner Ashiana reported ongoing difficulty accessing legal representation for survivors with insecure immigration status, 105 Policy and Programme Updates Appendix 2 Page 28 of 43 with fewer solicitors available and many cases left unresolved. Housing remains another critical issue, with clients, particularly those with No Recourse to Public Funds (NRPF), left in unsafe accommodation due to eligibility barriers and delays from housi ng services. 2.33 The Ascent Ending Harmful Practice Partnership (EHP), identified obstacles when working to support survivors. The Partnership highlight s that not all local authorities have active VAWG forums, limiting opportunities for coordinated responses, shared learning, and integrated partnership work. Where forums do exist, such as MARACs 16, cultural awareness and specialist understanding of harmful practice is often lacking, leaving significant gaps in support for survivors of culturally specific abuse. Responses from statutory agencies such as the police and social services can also be slow or inadequate, delaying vital protection, potentially putting women and girls at continued risk. The decreasing availability of immigration solicitors offering Legal Aid representation has left many women in risky legal situations without adequate support. When project staff reach casework capacity, it becomes increasingly difficult to source urgent legal assistance for women facing immigration abuse – which is a tactic often used by perpetrators to exert control. The Ascent EHP Partnership has also ident ified that the housing crisis in London adds another layer of complexity to service delivery. Many survivors are left in temporary or unsuitable housing for extended periods. Furthermore, women with NRPF often cannot access refuge accommodation unless specific immigration concessions, such as MVDAC, are already in place—leaving them with few or no safe options. 4.1 Women’s Aid reported ongoing challenges around borough engagement. 4.2 The projects providing advice, counselling and support for survivors of domestic abuse and violence have all reported significant increases in referrals, calls and requests for help. - For example, GALOP , le ad partner for the LGBT+ Domestic A buse Partnership, has said the increase in quarter 12 which led to lengthy waitlists. Delivery partner, Stonewall Housing also reported that managing capacity 16 Multi-Agency Risk Assessment Conference - a meeting where representatives from various agencies (police, health, social services, etc.) share information and develop coordinated safety plans for individuals at high risk of domestic abuse. 106 Policy and Programme Updates Appendix 2 Page 29 of 43 against the volume of incoming referrals as a core challenge the service has faced this quarter. - The Pan-London Domestic and Sexual Violence Helplines Partnership report the following challenges: Demand for the NDAH increased by 40 per cent in quarter Q12 (The increase in demand may be attributed to media activity around International Women’s Day). All partners report staffing challenges including the capacity of staff in comparison to the increase in demand for services, managing the impact of staff in receipt of sexually abusive and discriminatory calls as well as low staff morale in the face of funding changes. - Access to counselling was also highlighted by several project partners as a challenge to project delivery. As are language barriers and delays in accessing translators, leading to longer waiting times and delayed support for women whose first language is not English. Project partners have also highlighted the difficulties of securing timely responses from external professionals such as police and social workers. The lack of safe reporting mechanisms for survivors with insecure immigration status and ongoing institutional discrimination were also raised as barriers. The lack of funding support and subsequent staffing pressures remains a constant theme. 107 London Funders Annual Report 2024-2025 Appendix 3 Page 30 of 43 London Councils Grant April 2024 to March 2025 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 2024-25 this included: over £4m through London’s Giving schemes (harnessing the power of cross- sector collaboration at a borough level); and through the Propel collaboration, investing a further £8m, bringing the total to over £44m (as part of a £100m programme secured to address the London Recovery Board missions). Headlines for 2024-25 • 170 members from across public, private, and philanthropic sectors; 115 events (on topics varying from ‘What will general election results mean for civil society and funders?’ to ‘Lessons from systemic change in action’); 2,164 attendees (including individuals from every London council). • Autumn conference – bringing local and international perspectives to 100+ attendees from across sectors celebrating communities and exploring building wealth, power and leadership, with speakers from two of London’s local authorities and the GLA. • Learning programme – focused on two learning questions ‘practising participation’ and ‘systemic change’, showcasing learning from London boroughs. • Festival of Learning – bringing 650+ colleagues to 40+ sessions themed across five areas: systemic change, participation, process, equity and collaboration. You can read about all the learning shared during the Festival in this report. • Big Network Day –creating a space for over 50 members to build stronger connections with each other and to foster collaboration between the eight thematic networks. • Mapping Funding for Social Welfare Advice in London– published a report for members, with data from 360Giving, and with the support of the GLA, mapping the funding landscape of social welfare advice in London, highlighting the financial contribution of local authorities. • Equity and Justice Infrastructure Research - we embarked on the mapping phase of this new programme, with an advisory group, to understand how funding for this sector has changed over the years, capturing the needs of communities across London for infrastructure support. • Due diligence – continued to work 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 – established a new subsidiary of London Funders, which is a space for funder collaboration – it can hold pooled funds to tackle issues facing our communities, uniting people and money together for change. • UKGrantmaking – Partnering with 360Giving, London Funders worked on the first iteration of UKGrantmaking the definitive annual publication on grant funding in the UK, helping to 108 London Funders Annual Report 2024-2025 Appendix 3 Page 31 of 43 dispel myths that London attracts more philanthropic funding than other areas of the country. • Artificial Intelligence (AI) – London Funders became a founding member of the Charity AI Taskforce, fostering a shared understanding of the challenges, opportunities and ambitions AI presents for the charity sector. • Insight Meetings – monthly meetings to ensure members are informed about how current events, demographic trends, and policy decisions affect the lives of the communities we serve. Topics have ranged from ‘what a ‘mission-driven’ government means for funders and civil society’ to ‘What do the rapid developments in the AI landscape mean for funders and the charities they support?’. • Establishing a new Resource Hub for Place Based Giving –The Hub will support and strengthen the place-based giving movement across London (now active in two-thirds of London boroughs) and will focus on supporting their reach, building their profile, harnessing their innovation and influence, and championing equity and justice, building on our ten year support for place-based giving in the capital. • Propel – gave 30 organisations grants to enable them to get ready for long term grants in 2025-26, whilst co-designing the seven year long term grant offer with grantees ready for launch in 2025. The funder partners have set a target of 75% of funding being distributed to organisations led by and for women and girls, LGBT+ communities, Deaf and Disabled people, and communities experiencing racial inequity, in every London borough. 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 thirteen new members join us: Hadley Trust, Global’s Make Some Noise, The Badur Foundation, The Paul Mellon Centre for Studies in British Art, Balcombe Charitable Trust, The Big Change Charitable Trust, Rayne Foundation, Sported, Money and Pensions Service, Social Business Trust, Locality, Westway Trust, St-Martin-in-the-Fields Charity. Summary of Outputs Activity Total Boroughs Individuals Events – Networks, Funder Forums & Roundtables Secretariat to Borough Grants Officer Forum 115 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 267 individual borough attendees Meetings – Bespoke support for London 3 Hounslow Funder Forums 2 Tower Hamlets Funder Forums 3 Kensington & Chelsea Funder Forums 11 boroughs & 59 borough attendees 109 London Funders Annual Report 2024-2025 Appendix 3 Page 32 of 43 Councils and borough members* 4 Southwark Funder Forums 3 Newham Funder Forums 3 Camden Funder Forums 2 Bexley & Greenwich Funder Forums 2 Hackney Funder Forums 2 Lambeth Funder Forums 2 Tri-Borough Funder Forums (Newham, Tower Hamlets and Hackney) 3 Westminster Funder Forums London Councils Email briefings 55 newsletters 10 Member-memo mailings 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. • 392 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 Yolande Burgess (London Councils) speaking at our July insight meeting: What will general election results mean for civil society and funders? At our Autumn conference we have two speakers from London Boroughs: Tara Flood, Strategic Lead for Co-production, London Borough of Hammersmith and Fulham and Mathu Jeyaloganathan, Chief Investment Officer – Community Wealth Fund, London Borough of Camden. • Alongside this we had talks and presentations from two boroughs (London Boroughs of Brent, Waltham Forest) as well as London Councils at our thematic networks, alongside contributions from London Borough of Newham to our learning programme with Q&A blogs on ‘practicing participation’. 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 • One-to-one advice to senior council officers and Councillors on new approaches to funding and engagement with civil society • Key stakeholder in the Violence Reduction Unit Partnership Board. 110 London Funders Annual Report 2024-2025 Appendix 3 Page 33 of 43 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 115 events in 2024-25. 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 2024- 25 have covered: Increasing cross-sector working to better resource the sector • 4 London Funders board meetings and 1 strategy away day 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. • 25+ 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 6 schemes across London looking at the governance of place-based giving in boroughs • 17 Member-led Networks across nine thematic areas • 12 Local funder forums, with 29 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 the agendas and focus with London Funders. Specialist services to meet the needs of London’s diverse communities • 9 insight meetings on topics including what funders can do about the rise in demand of funding, what the general and local elections mean for funders, and the current state of funding for equity and justice infrastructure. • 1 Funder briefing and 2 blog posts on supporting communities affected by racism, islamophobia and violence, following the race riots in the Summer of 2024. 111 London Funders Annual Report 2024-2025 Appendix 3 Page 34 of 43 • Focus on Equity at the Festival of Learning Ensuring London is a resilient city Representing funders on the new London Communities Emergencies Partnership • 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 Mapping Funding for Social Welfare Advice in London o Reflecting on our Festival of Learning 2024 o Mapping Equity and Justice Infrastructure: what we are learning o Getting beneath the headlines of rising demand: findings from our survey • 8 data insights for members on topics ranging from ‘Improving equity through participatory grant making practices’ to ‘What will general election results mean for civil society and funders?’ • 7 Learning blogs on our quarterly learning questions what it means for systemic change and practicing participation • 2 blogs on next steps for funder collaboration through Propel • 13 blogs with updates from the London Funders team to our members • 4 blogs on the general/local elections and what it means for civil society • 5 blogs on supporting equity and justice infrastructure • 2 blogs on supporting communities affected by hate • 10 Member spotlight blogs 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 four 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 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. 112 London Funders Annual Report 2024-2025 Appendix 3 Page 35 of 43 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. 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 a bi- annual member audit. This was updated and published in 2025 and showed that collaboration, equity and justice, increased transparency and supporting communities were high on the agenda for funders. Key outputs in 2024-25 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. We also established a new network the Resilience Network, in 2024/25. 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. 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 2024/25 has focused on areas that cut across our membership and which we know are high on the agenda for funders. We have homed in on what it means for funders to fund in a participatory approach which might help funding flow more equitably to communities, alongside looking at systemic change and what it takes to fund systems change. 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 Newham Council contribute to learning events and written blogs. Emergency Planning and Preparedness 113 London Funders Annual Report 2024-2025 Appendix 3 Page 36 of 43 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 and the British Red Cross 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. London’s Giving and Resource Hub A new Director for Place Based Giving was appointed to London Funders in May 2024. Their focus was on relationship-building and insight gathering, with the new lead engaging over 50 stakeholders across giving schemes, funders, and partners. A thematic analysis of these conversations identified five key priorities for the Resource Hub, including communications, learning, sustainability, network facilitation, and participatory approaches. Support was also provided to giving schemes applying for funding, particularly in under-resourced boroughs. This has led to the development of a structured annual workplan and communications strategy, alongside the launch of four new subgroups to support operational areas. Strategic learning and peer support were prioritised through a new learning programme, buddy scheme, and supplier list. A literature review helped broaden our understanding of effective place-based giving, informing the Hub’s evolving identity and advocacy role. In the later part of the year the focus shifted to vision development and systems change. A visioning exercise with 25 giving schemes, supported by community voices and impact consultancy, explored how place-based giving can transform systems through purpose, power, relationships, and resource flows. These insights shaped an emerging vision for the movement,. The next steps include finalising this vision, and exploring governance and legal structures to support the Resource Hub’s future. 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. The 114 London Funders Annual Report 2024-2025 Appendix 3 Page 37 of 43 focus is on supporting civil society infrastructure organisations to lead collaborations working on systemic change initiatives, with an additional priority 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. Through the Propel programme. the latest round of funding in the 2024-25 takes us to over £44m having 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 areas of 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 have also supported the development of the GLA's Civic Strength Index since 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. As the Index has migrated to a tool over the last year, London Funders have stayed engaged in the work and were invited to be one of the speakers at their ‘Funding Innovation, Innovating Funding’ event, talking about the power of collaboration to help drive systemic change. This year, with pan-London funders and social justice organisations on an advisory board, we received funding 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. At the end of 2024 we undertook two surveys of equity and justice organisations, and infrastructure bodies, to understand their funding and experiences of receiving and providing support. In January we shared a literature review which draws together available evidence about funding in this space. We are looking forward to sharing further learning throughout this process, with full reports expected in summer 2025. 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. • Rise in demand in funding – Through a short survey, we collected valuable insights into the challenges funders are facing in keeping up with high volumes of applications. The survey 115 London Funders Annual Report 2024-2025 Appendix 3 Page 38 of 43 confirmed what many in the sector have been observing: demand for funding is rising, but resources are not keeping pace. Stagnant funding pots and the impact of inflation are stretching existing grant programmes. While the results cannot represent every funder and every sector, they add more detail to the overall picture and help understand where further steps could be taken to bring change into the funding process. • Violence affecting young people - London Funders has continued to sit on the steering group of the London Violence Reduction Unit and has collaborated 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 2025-26 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 fifth Festival of Learning • Publish 50+ editions of our e-bulletin, a weekly member-exclusive email and reports from all our meetings (and a monthly newsletter for the wider sector) and our monthly member- memo • 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 the first pooled fund within Collaboration Circle • Continue mapping work looking at funding going to Equity and Justice Infrastructure organisations in London 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 info@londonfunders.org.uk For all the latest blogs, insights and funding news you can also follow us on LinkedIn and BlueSky @LondonFunders 116 London Funders Annual Report 2024-2025 Appendix 3 Page 39 of 43 Appendix – individual borough representation at events organised by London Funders Organisation Name Unique Attendees Total Attendances City of London Corporation 4 9 City of Westminster 6 10 London Borough of Barking & Dagenham 1 1 London Borough of Barnet 1 2 London Borough of Bexley 1 1 London Borough of Brent 5 15 London Borough of Bromley 2 2 London Borough of Camden 8 13 London Borough of Croydon 2 4 London Borough of Ealing 3 3 London Borough of Hackney 5 12 London Borough of Hammersmith and Fulham 2 2 London Borough of Haringey 1 1 London Borough of Havering 2 2 London Borough of Hounslow 7 22 London Borough of Islington 1 1 London Borough of Lambeth 13 32 London Borough of Lewisham 4 10 London Borough of Merton 1 1 London Borough of Newham 4 6 London Borough of Redbridge 4 5 117 London Funders Annual Report 2024-2025 Appendix 3 Page 40 of 43 Organisation Name Unique Attendees Total Attendances London Borough of Richmond and Wandsworth* 1 1 London Borough of Southwark 8 24 London Borough of Tower Hamlets 8 28 London Borough of Waltham Forest 6 9 London Councils 9 29 Royal Borough of Greenwich 3 6 Royal Borough of Kensington & Chelsea 6 14 Royal Borough of Kingston upon Thames 1 2 * The London Borough of Wandsworth shares grantmaking staff with the London Borough of Richmond 118 Grants Committee London Councils Grants Committee – Pre-Audited Financial Results 2024/25 Item no: 13 Report by: David Sanni Job title: Director of Corporate Resources Date: 16 July 2025 Contact Officer: David Sanni Telephone: 020 7934 9704 Email: david.sanni@londoncouncils.gov.uk S ummary : This report details the provisional pre-audited financial results for London Councils Grants Committee for 2024/25. The summary figures are detailed in the table below: Budget Actual Variance Revenue Account £000 £000 £000 Expenditure 6,732 6,720 (12) Income (6,668) (6,775) (107) Use of Earmarked Reserves (64) (101) (37) Surplus for the year - (156) (156) R ecommendations: London Councils Grants Committee is asked: • to note the provisional pre-audited outturn position and the indicative surplus of £156,000 for 2024/25, the third year of the current four-year programme of commissions; and • to note the provisional level of reserves at paragraphs 12 and 13. 119 Pre-audited Accounts 2024/25 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 2024/25 during July 2025 and present the accounts to the Audit Committee, along with the annual audit report, for approval. At its November 2025 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 2024/25 2. T he original budget for 2024/25 was approved by the Committee in November 2023 and was ratified by the Leaders’ Committee in December 2023. Table 1 below compares the provisional outturn figures for income and expenditure in 2024/25 which is the final year of the current 4-year programme of commissions. The audited outturn figures for 2023/24 are also shown for comparative purposes. 120 Table 1 – Provisional Outturn 2024/25 – Grants Committee 2023/24 Actual 2024/25 Revised Budget 2024/25 Actual 2024/25 Variance £000 Expenditure £000 £000 £000 % 314 Employee Costs 279 310 31 11.1 1 Change Management Costs - - - - 14 Running Costs 19 25 6 31.6 162 Central Recharges 137 112 (25) (18.2) 491 Total Operating Expenditure 435 447 12 2.8 6,176 Borough commissioned services including system development 6,173 6,153 (20) (0.3) 60 Membership fees to London Funders 60 60 - - - Programme evaluations - - - - - Trf to JC – Premises Move 64 60 (4) (6.2) 6,727 Total Expenditure 6,732 6,720 (12) (0.2) Income (6,173) Borough contributions towards commissioned services (6,173) (6,173) - - (495) Borough contributions towards the administration of commissions (495) (495) - - (95) Interest on Investments - (107) (107) - (125) Use of Earmarked Reserves (64) (101) (37) (57.8) (6,888) Total Income (6,732) (6,876) (144) (2.1) (161) Deficit/(Surplus) - (156) (156) - 3. The provisional underspend is attributable to: • a net overspend on operating expenditure of £12,000. Growth in the team required to manage the programme which commenced in 2023/24 resulted in a higher employee costs, along with maternity costs. However, this has been largely mitigated by a reduction of other support staff costs being charged to the committee, following the review of London Councils’ operating model; • an underspend of £20,000 on commissioned services, after accounting for the payment of held-back funds from 2023/24, which was covered by a transfer from earmarked reserves. Prior year underspends were 121 recovered within the year, resulting in a small net underspend. As part of the approved monitoring arrangements, officers review the financial information of funded organisations, including audited accounts, at the end of the year; • an additional sum of £107,000 from investment income has been received on Committee reserves, which was not included in the budget. This reflects higher returns on cash balances in 2024/25. Balance Sheet as at 31 March 2025 4. The summarised provisional balance sheet position as at 31 March 2025 is shown in Table 2 below, compared to the position at 31 March 2024: Table 2 – Balance Sheet Comparison 2024/25 and 2023/24 (inclusive of IAS19 adjustments). As at 31 March 2025 (£000) As at 31 March 2024 (£000) Current Assets 1,560 1,548 Current Liabilities (614) (651) Pension Fund (Liability)/Asset (1) - Total Assets less Liabilities 945 897 Represented by: General Fund 969 914 Pension Fund (1) - Accumulated Absences Fund (23) (17) 945 897 5. The main features of the balance sheet as at 31 March 2025 are as follows: • Current assets have increased by £12,000 from £1,548 million to £1.56 million, which is attributable to the net impact of: 122  an decrease of £111,000 in debtors due to an decrease in unpaid borough subscriptions. The balance of borough subscription outstanding at 31 March 2025 was nil compared to a £111,000 at 31 March 2024; and  and an increase of £127,000 in cash balances, largely due to the decrease in liabilities as detailed below. • Current liabilities have decreased by £37,000 from £651,000 to £614,000, which is predominantly attributable to a decrease of £43,000 in respect of amounts owed to S.48 commissioned services, due to the timing of the release of payments in 2024/25. • The above movements have resulted in an overall increase in the level of reserves to a balance of £945,000 as at 31 March 2025, 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. 123 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. London Councils has to obtain an IAS19 valuation report as at 31 March each year in order to make this required disclosure. This is done through the actuaries of the LPFA fund, Barnett Waddingham. The IAS19 surplus or deficit is allocated across London Councils three funding streams– the Joint Committee (JC), the Transport and Environment Committee (TEC) and the London Councils Grants Committee (GC) functions in proportion to the actual employer’s pensions contributions paid in respect of staff undertaking each function. IAS19 has a nil cash effect on the net position of income and expenditure for the year. However, the IAS19 valuation has to be reflected in the balance sheet in accordance with the standard. 11. The IAS19 net pension deficit attributable to the Grants Committee at 31 March 2025 was £1,000. This is after taking into account an overall asset ceiling of £459,000. The asset ceiling is included in the valuation because London Councils does not have any control or access to the pension assets. 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 124 an increase in the discount rate with the rate of inflation remaining at a similar level which has led to a decrease in the value of the pension obligation. 125 Committee Reserves 12. The pre-audited position on the Committee’s overall reserves, as at 31 March 2025, is detailed in Table 3 below: Table 3 – Grants Committee reserves as at 31 March 2025 General Reserve (£000) Earmarked Reserve (£000) Pension Fund (£000) Accumu- lated Absences Reserve (£000) Total (£000) Audited Balance at 1 April 2024 836 78 - (17) 897 Transfer between General and Earmarked (67) 67 - - - Transfer (to)/from Revenue Account - (101) (5) (6) (112) Movement on Pension Fund - - 4 - 4 Surplus for Year 156 - - - 156 Balance at 31 March 2025 925 44 (1) (23) 945 126 13. The pre-audited movement on the Committee’s Earmarked Reserves, as at 31 March 2025, is detailed in Table 4 below: Table 4 – Grants Committee Analysis of Earmarked Reserves as at 31 March 2025 Earmarked Reserve Grants Committee £’000 Premises Transition 4 Change Management 14 2023/24 held back funds 26 Total Earmarked Reserves 31 March 2025 44 127 Conclusion 14. The table above indicates that the Committee is projected to have a pre-audited general reserve of £925,000 at the end of March 2025. 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 £335,000 in respect of a budget of £6.711 million for 2025/26. The forecast level of uncommitted reserves of £925,000 is in excess of this benchmark by £590,000 which is 13.8% of the proposed budget. 16. As reported to the Executive in February, the start of the new four-year programme will incur additional expenditure during its initial phase and work will be undertaken to establish the full extent of these costs. Therefore, there will be a call on the uncommitted reserves to support this work. 17. 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. 128 Recommendations 18. The C ommittee is asked: • t o note the provisional pre-audited outturn position and the indicative surplus of £156,000 for 2024/25, the third year of the current four-year programme of commissions; and • t o note the provisional level of reserves at paragraphs 12 and 13. Fi nancial Implications for London Councils Fi nancial implications are included in the main part of the report. Legal Implications for London Councils N one E qualities Implications for London Councils N one B ackground Papers G C Budget File 2024/25; GC Final Accounts File 2024/25; GC Revenue Forecast File 2024/25. 129 Summary At the March 2025 meeting, Grants Committee agreed that London Councils should publish its prospectus for the 2026- 2030 Grants Programme and invite proposals for the following priorities: - Priority 1 Combatting Homelessness - Priority 2 Tackling Sexual and Domestic Violence Following scoring, moderation, and discussion with Grants Executive members - acting as the Programme Panel - recommendations for award of grant are made to Grants Committee members, with the exception of Service Area 1.1. Funding is recommended for the period 1 April 2026 to 31 March 2030. The total values of grant for recommended projects will be a maximum £22,980,000 over the lifetime of the grants (Priority 1 £8 ,800,000, Priority 2 £14, 180,000), subject to pre-a ward negotiations, annual Leaders’ Committee approval of the grants budget and partners fulfilment of terms of grant. Recommendations Grants Committee is asked to: - a gree recommendations for grant funding for Priority 1, Combatting Homelessness, and Priority 2, Tackling Domestic and Sexual Violence outlined in Table 1 ( and summary application information at Appendix 1) - agree that Grants Committee Executive, acting as the Programme Panel, use delegated authority to approve final funding decisions for Service Area 1.1 applications where status is currently Pending (Section 3 and Table 1) - following a review of the Equality Impact Assessment submitted to Grants Committee in March 2025, make recommendations to address any equalities gaps in the programme, with final decisions for any funding delegated to Grants Committee Executive, acting as the Programme Panel (Section 5) Grants Committee 2026-2030 Pan-London Grants Programme – Recommendations for award of grant Item 14 Report by Yolande Burgess Job title Strategy Director Date 16 July 2025 Contact Officer Yolande Burgess Telephone 020 79344 9739 Email yolande.burgess@londoncouncils.gov.uk 130 - note applications that are not recommended for funding set out in Table 2 - note the right to reply submissions for five applications that are not recommended for funding, and officer commentary, set out in Appendix 3. 131 2026-2030 Grants Programme - Recommendations for award of grant 1 Background 1.1 At the March 2025 meeting, Grants Committee agreed that London Councils should publish its prospectus for a new 202 6-2030 Grants Programme and put out a call for proposals. 1.2 The London Councils 2026-2030 Grants Programme prospectus , published on 31 March, called for project proposals to address two priorities , combatting homelessness, and tackling domestic and sexual abuse. 1.3 The total funding available through the prospectus for the life of the programme was £22,980,000; £8,800,000 for combatting homelessness and £14,180,000 for tackling domestic and sexual abuse. Funding was split across eight services areas, and each service specification indicated a maximum available budget. 1.3.1 Priority 1 – Combatting homelessness Service specification Annual Total 1.1 Wrap around support for individuals and families in temporary accommodation; targeted intervention and alternative pathways to secure housing (adults aged 25 and over) £1m £4m 1.2 Wrap around support for care leavers; targeted intervention and alternative pathways to secure housing (young adults aged 18 to 25) £1m £4m 1.3 Working with the housing and homelessness sector and borough professionals to innovate and improve the response to homelessness in London £200,000 £800,000 Priority 1 – Combatting Homelessness £2.2m £8.8m 1.3.2 Priority 2 – Tackling domestic and sexual abuse Service specification Annual Total 2.1 Specialist advice, counselling and support (for medium risk survivors (including post-IDVA/ISVA) and target groups not accessing general provision £1.75m £7m 2.2 Advice and support services to enable access to refuge and other secure provision/accommodation £300,000 £1.2m 2.3 Refuge services £970,000 £3.88m 2.4 Services for people affected by harmful practices £325,000 £1.3m 2.5 Working with the domestic and sexual abuse sector and borough professionals to innovate and improve the response to domestic and sexual abuse in London £200,000 £800,000 Priority 2 – Tackling Sexual and Domestic Abuse £3.545m £14.180m Total £5.745m £22.980m 132 1.4 The prospectus and service specifications are available on the London Councils website. 1.5 All applications needed to meet the principles for the 2026- 2030 programme, which are, services: 1.5.1 d eliver effectively and can meet the outcomes specified by London Councils 1.5.2 meet a need for services and support that complements borough and other local statutory and non-statutory services 1.5.3 are more economical and efficiently delivered on a London wide basis (services cannot reasonably be delivered locally, at a borough or sub- regional level), or where mobility is key to delivery of a service to secure personal safety 1.5.4 work with statutory and non- statutory partners and contribute to meeting the objectives of the Equality Act 2010. 2 Applications, scoring, moderation and programme panel 2.1 Seventy-six applications were received by the application deadline of 14 May, 12 noon. Applications were subject to a series of eligibility requirements for the programme. Sixty-one applications went forward for scoring. Ten applications failed the eligibility requirements, and five were duplicate submissions. 2.2 Of the applications that went forward for scoring, the value of grant being requested by priority and service area was: Priority and Service Area Applied for (scored) Available Service area 1.1 £32,599,356 £4,000,000 Service area 1.2 £10,329,905 £4,000,000 Service area 1.3 £4,024,880 £800,000 Priority 1 £46,954,141 £8,800,000 Priority and Service Area Applied for (scored) Available Service area 2.1 £34,368,258 £7,000,000 Service area 2.2 £1,198,808 £1,200,000 Service area 2.3 £3,880,000 £3,880,000 133 Service area 2.4 £4,943,716 £1,300,000 Service area 2.5 £3,154,523 £800,000 Priority 2 £47,545,305 £14,180,000 Total £94,499,446 £22,980,000 2.3 Scoring was undertaken by thirty -three people – twenty-two London Councils officers, six borough officers and five Grants Committee Members. 2.4 Each application was independently scored by two assessors. Where assessors scores differed by 25 per cent or more, an additional independent assessment was undertaken. Scores were then moderated through a formula (using an average that reduces the impact of outliers). 2.5 A programme panel, comprising the Grants Executive Committee, met on 3 June 2025 to review initial recommendations in the broadest context of the programme aims, ensuring that the projects considered for award of grant met the principles for pan-London grants (see paragraph 1.6), offered a cohesive programme within the available budget, c ould mutually add value, and enhance the services that Londoners and boroughs have available to them. The panel provided a steer to the grants team in respect of preliminary recommendations and next steps. 2.6 S ome of the requirements for the programme are defined in law (Section 48 of the Local Government Act 1985) and some are defined by Leaders’ Committee. The London Councils pan-London Grants Programme is a complex programme that places an emphasis on pan-London delivery. All boroughs contribute to the programme and have a reasonable expectation that as many of their residents as possible (with a relevant need) can benefit from it. 2.7 Moderated scores, a determination of ‘best fit’ for the programme, reflecting on the programme principles, criteria, and service specifications, alongside the need for deliver pan- London, were considered in making recommendations for funding. 3 Applications Pending Review - Service Area 1.1 3.1 As agreed by the Programme Panel on 3 June 2025 and outlined in Appendix 2, ten applications under Service Area 1.1 - Wrap around support for individuals and families in temporary accommodation; targeted intervention and alternative 134 pathways to secure housing (adults aged 25 and over) (lifetime grant budget of £4 million) - are currently Pending subject to further application review. 3.2 Following moderation, the Programme Panel concluded that additional analysis of the applications was needed to assess how applicants demonstrate: 3.2.1 e vidence and assurance of pan-London delivery 3.2.2 support for people and families in temporary accommodation 3.2.3 a lignment with Specification Outcomes 3.3 Officers are conducting a structured application review to support the Programme Panel in forming a final recommendation. Applicants were informed of the revised timeline ( see 4.4) with the review scheduled to conclude w eek commencing 14 July 2025. Grants Programme Panel Application Review P/S 1.1 Schedule Start End Applications, preliminary DD, scoring, moderation 16 May 2025 1 June 2025 Programme panel 3 June 2025 Second stage due diligence 30 June 2025 11 July 2025 Applicants informed of updated timeline for review P/S 1.1 08 July 2025 Review of shortlisted applications by Grants Programme Panel 14 July 2025 25 July 2025 Applicants notified of recommendation status 28 July 2025 Right to reply window 28 July 2025 11 August 2025 Right to reply responses/actions 12 July 2025 15 August 2025 Award approval (Grants Committee Executive - Programme Panel) w/c 18 August 2025 Award notification w/c 18 August 2025 3.4 As this review will complete after the scheduled meeting of the Grants Committee, Members are asked to agree that the Grants Committee Executive (acting as the Programme Panel) use delegated authority to approve final funding decisions for Service Area 1.1. This will ensure consistency with the rest of the programme, maintain pace, and enable timely mobilisation for delivery from April 2026. 135 3.5 A full report on the outcome of this review will be shared with the Grants Committee at the 26 November 2025 Grants Committee meeting. 4 Information to applicants and right to reply 4.1 Applications that are recommended for funding are set out in Table 1 below (a summary of the recommended applications is included in Appendix 1). 4.2 Due diligence checks were undertaken on applicants that are recommended for funding to ensure organisations are financially viable and have the capacity to deliver services (see the Funding and Performance Management Framework, for further details). 4.3 Applicants that are recommended for funding were advised that the final decision for award of grant rests with Grants Committee, and that, dependent on available budgets and pre-award discussions, the award of grant may not be the same as the amount of grant requested. 4.4 Applicants that are not recommend for funding are set out in Table 2. 4.5 Applicants that are not recommended for funding were advised accordingly and were given the right to reply to the reasons given for not recommending applications. In addition to the feedback on their application, each organisation received a copy of Alternative Funding Sources guidance document to support identifying other potential funding opportunities and support. Five organisations (for five applications) submitted a right to reply. 4.6 Right to reply submissions, along with officer commentary, are set out in Appendix 3. Grants Committee is asked to consider these submissions in making its decisions on recommendations for the grants programme. 5 Equalities considerations 5.1 The team will undertake a review of the Equality Impact Assessment presented to Grants Committee in March 2025 to identify any potential gaps in service provision for individuals with protected characteristics. 5.2 Should any gaps be identified, it is proposed that final decisions for any additional awards and funding are delegated to the Grants Committee Executive, acting as the Programme Panel. 136 5.3 Should the Programme Panel decide to recommend funding to address service gaps, this could be met u sing some of the unallocated £1.5 million 2026-2030 programme funding held for additional flexibility during the life of the programme, or uncommitted programme reserves. 137 Table 1: Applications recommended for funding, or pending Service Area Organisation Percentage of total score (135) Total requested grant Maximum available grant 1.1 (PENDING) St Mungo's 91% £662,170 Zacchaeus 2000 Trust 89% £617,908 Shelter, The National Campaign For Homeless People Ltd 86% £3,998,924 SPAPTAN Limited 84% £1,262,533 Caridon Foundation 82% £1,780,969 Afghanistan and Central Asian Association 80% £518,820 Bridges Outcomes Partnerships Limited 77% £3,994,346 London Gypsies and Travellers 73% £811,943 Veterans Aid 68% £1,000,000 Latin American Disabled People's Project 68% £2,271,329 1.2 New Horizon Youth Centre 89% £3,999,929 1.3 Homeless Link 96% £760,979 Priority 1: Combatting Homelessness £21,679,850 £8,800,000 2.1 Women and Girls Network 88% £5,703,503 2.1 Furnishing Futures 84% £1,272,098 2.2 Refuge 82% £1,198,808 2.3 Ashiana Network 88% £3,880,000 2.4 Asian Women's Resource Centre (AWRC) 80% £1,300,000 2.5 Women's Resource Centre 70% £799,876 Priority 2: Tackling Domestic and Sexual Violence £14,154,285 £14,180,000 138 Table 2: Applications not recommended for funding Service Area Organisation Percentage of total score (135) Total requested grant 1.1 Housing Justice 65% £1,930,883 Kineara CIC 42% £4,000,000 Latin American Women's Aid 60% £2,271,329 London Citizens Advice * 62% £3,934,943 Mama2Mama Baby Essentials 50% £1,789,713 Migrants Organise Ltd 52% £821,532 The Forward Trust 57% £932,014 1.2 Caridon Foundation 71% £3,827,407 Change Please Foundation 61% £637,455 ECPAT UK 66% £984,939 You Vs You CIC 62% £880,175 1.3 Justlife Foundation 79% £797,127 Single Homeless Project 60% £799,053 Standing Together Against Domestic Abuse 71% £671,861 The People's Recovery Project 42% £995,860 2.1 Agal Wellbeing Services 59% £181,829 Hourglass (Safer Ageing) 82% £1,507,297 Lasting Support Homes 50% £1,170,160 Lesbian, Gay and Bisexual Anti-Violence and Policing Group (Galop) * 78% £1,468,015 My Secure Mind Limited * 72% £1,040,000 Nafsiyat Intercultural Therapy Centre 85% £948,591 Noa Girls 58% £636,347 Rahab Project Ltd 57% £450,982 Roj Women's Association 81% £412,580 139 Service Area Organisation Percentage of total score (135) Total requested grant Safelives 50% £4,914,375 SignHealth * 81% £1,479,458 Suzy Lamplugh Trust 79% £875,519 The Happy Baby Community 82% £636,542 The Mary Dolly Foundation 35% £6,332,400 Treasures Foundation 58% £674,509 True You Today CIC 50% £874,440 UP Service London 50% £2,659,056 Women at The Well 65% £798,439 You My Sister 44% £332,118 2.4 Caridon Foundation 73% £1,343,208 Manor Gardens Welfare Trust Ltd 68% £1,347,634 Nafsiyat Intercultural Therapy Centre 77% £952,874 2.5 Act for Change 47% £800,987 Jigsaw4u * 50% £786,447 Silenced CIC (potential Right to Reply due to desk based review and delayed notification) 86% £767,213 *Submitted a right to reply - see Appendix 3 140 6 Next steps 6.1 Following decisions from Grants Committee, the grants team will work with those organisations that are to be recommended for award of g rant funding. Negotiations and checks will be undertaken during the pre- award period, including detailed scrutiny of delivery plans, budgets and outcome profiles. 6.2 P re-agreement meetings provide a safe, structured space for organisations , particularly those new smaller organisations delivering pan-London services for the first time , to ask questions, validate their plans, and receive guidance to support confident mobilisation. To support newer or smaller organisations and mitigate delivery risks, London Councils may propose a staggered payment model, subject to agreement during the pre-award phase. 6.3 Funding is not guaranteed at this stage: applicants must satisfy all pre- award requirements and either party may withdraw from the process. London Councils retains the right not to enter into a formal funding agreement. In the event that an applicant fails to satisfy pre-award checks, Grants Committee will be advised, and an alternative applicant may be recommended. 6.4 Applicants project budgets will be finalised and will not exceed the total budget agreed by Grants Committee (see paragraph 1.3). 6.5 On completion of pre- award negotiations, a funding agreement setting out the terms of grant will be issued. Funding will not be released until the grant agreement is signed. Projects will start delivery from 1 April 2026. Schedule Start End Award approval 16 July 2025 (Grants Committee) Award notification 17 July 2025 Pre-agreement workshop September 2025 Pre-agreement meetings 1 September 2025 31 D ecember 2025 Pre-agreement actions To be completed by 31 December 2025 Funding agreements signed 9 January 2026 O n completion of pre-agreement actions Advance payments On receipt of signed agreement Programme delivery commences 1 April 2026 141 7 Recommendations 7.1 Grants Committee is asked to: 7.1.1 agree recommendations for grant funding for Priority 1, Combatting Homelessness, and Priority 2, Tackling Domestic and Sexual Violence outlined in Table 1 (and summary application information at Appendix 1) 7.1.2 agree that Grants Committee Executive, acting as the Programme Panel, use delegated authority to approve final funding decisions for Service Area 1.1 applications where status is currently Pending (Section 3 and Table 1) 7.1.3 following a review of the Equality Impact Assessment submitted to Grants Committee in March 2025, make recommendations to address any equalities gaps in the programme, with final decisions for any funding delegated to the Grants Committee Executive, acting as the Programme Panel (Section 5) 7.1.4 note applications that are not recommended for funding set out in Table 2 7.1.5 note the right to reply submissions f or five applications that are not recommended for funding, and officer commentary, set out in Appendix 3. Financial Implications for London Councils A final decision on the funding for the first year of a 2026- 2030 programme (should it proceed) will be agreed by Leaders’ Committee in December 2025, and thereafter, a decision on the funding beyond 2025-2026 for the programme will need to be agreed annually by Leaders’ Committee. 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. 142 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 operating principles and funding 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. 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 2010 2, particularly the Public Sector Equalities Duty. Alongside other evidence and analysis which has been collated as to the operation of the current programme, and the factual and policy context, the consultation included an equality impact assessment which has contributed to decisions on the future of the programme. During the different stages of the development process evaluation of 1 Local Government Act 1985 http://www.legislation.gov.uk/ukpga/1985/51/section/48 2 Equality Act 2010 https://www.gov.uk/equality- act-2010-guidance 143 equality impacts has been undertaken, including in developing the specifications to deliver the funding priorities. London Councils’ funded services provide support to people 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 2026-30, Grants Committee, Item 6 ,26 March 2025 Grants Programme 2026-30, Leaders committee, item 11, 10 December 2024 Grants Programme 2026-30, Grants Committee, Item 5 ,27 November 2024 Grants Programme 2026-30, Grants Committee, Item 11, 18 July 2024 Grants Programme 2026-30, Leaders committee, item 18, 17 July 2024 Grants Programme 2026-30, Grants Committee, Item 10, 27 March 2024 144 Applications recommended for funding Appendix 1 Organisation New Horizon Youth Centre Service Area 1.2 Lifetime Grant £3,999,929 Partnership Yes Recommended New Horizon Youth Centre, 89 per cent - £3,999,929: (partnership) the application focuses on providing wrap-around support for Care Leavers and targeted housing interventions for young adults (18-25) experiencing homelessness. The application presents a cl ear and evidence-based articulation of need, with realistic activities aligned to address that need. It benefits from a well - developed partnership model involving experienced organisations equipped to support marginalised and minoritised communities. The outreach approach is robust, leveraging existing networks and infrastructure to support borough-wide delivery and ensure adaptability to local needs. However, the proposal lacks clarity on how service users will shape service development and delivery. While financial planning appears sound and inclusive delivery is addressed, greater detail on user involvement, borough-level tailoring, and how services will respond to fluctuating demand would strengthen the application. Target groups: Young adults aged 18 to 25 Partners: D epaul UK, Stonewall Housing, Akt, Praxis, Coram Voice, Settle Support and Centrepoint SUMMARY aim, activities, intended impact London Youth Gateway (LYG) aims to provide wrap-around support for Care Leavers and targeted housing interventions for young adults (18-25) experiencing homelessness. Our mission is clear: to ensure homelessness is prevented, rare, brief, and non-recurring. Building on 13 years of successful delivery, funded by London Councils, LYG has evolved to meet young people’s changing needs - always placing them at the heart of our work. Youth homelessness is complex, and no single organisation can tackle it alone. Through expert partnerships, we will deliver tailored support to those who need it most: • 15,679 young people accessing LYG services • 2,416 supported into crisis/short-term accommodation • 1,510 securing stable, long-term housing • 720 evictions prevented • 624 sustaining tenancies for six months Our pan-London coalition - led by New Horizon Youth Centre (NHYC) and including Depaul UK, Stonewall Housing, Akt, Praxis, Coram Voice, Settle Support and Centrepoint, specialises in supporting: • Care Leavers • Young people with No Recourse to Public Funds and/or insecure immigration statuses. • LGBTQ+ youth • Young women • Disabled young people • Young Refugees and Asylum Seekers • Those with non-crisis mental health needs We will prioritise young people with minimal local authority connections or those not deemed "high priority" for statutory support, including those fleeing violence or requiring specialist transitions to mainstream services. 145 Using a hub-and-spoke model, NHYC will act as the central referral hub, directing young people to partner services where appropriate. Our upgraded website and free phone line at Centrepoint will ensure seamless access. Key activities include: • Housing support including bespoke casework, private rental sector guidance, tenancy brokerage, access to crisis accommodation, long- term accommodation and eviction prevention. • Tenancy sustainment and supporting to resolve property issues. • Advocacy and support to access services. • Support for Refugees, Asylum Seekers, those with NRPF and insecure immigration statuses. • Basic needs access to ID’s, bank accounts, translation services and tackling digital exclusion. • Financial support including PIP/UC claims, housing benefit, debt advice and income maximisation. • Mental health counselling, substance misuse support, physical health support and youth coaching. • Support for Care Leavers to better understand statutory rights and entitlements. • Jobs, education, and training access LYG works alongside - not in duplication of - statutory services, easing pressure on public services while upholding Equality Act 2010. Through multi -agency collaboration, lived- experience-informed design, and robust evaluation, we will ensure flexible, high-impact support - even amid crises, ensuring homelessness is rare, brief, and non-recurring for young Londoners. 146 Organisation Homeless Link Service Area 1.3 Lifetime Grant £760,979 Partnership Yes Recommended Homeless Link, 96 per cent, focuses on improving the services delivered by frontline housing and homelessness organisations and professionals, and creating stronger connections across all London’s boroughs. The proposal demonstrates a strong understanding of systemic and operational barriers contributing to homelessness, including accommodation shortages, burnout among staff, and legislative complexities. It convincingly links proposed activities —such as workforce training, landlord engagement, and systems-change work—to these sector needs. The application draws on a wide range of credible data sources and provides clear evidence of how this informs service design. Its inclusive approach is evident through targeted interventions like autism co-production and borough-specific responses. Overall, the proposal reflects a coherent and strategic model focused on prevention and sector resilience. Target groups: London-wide: voluntary sector frontline housing and homelessness organisations (small/medium sized), including organisations funded by London Councils through this programme, housing professionals (in statutory and non-statutory services) and social and private landlords Partners: Shelter SUMMARY aim, activities, intended impact Aim: To ensure that homelessness is rare, brief and non- recurring by improving the services delivered by frontline housing and homelessness organisations and professionals and creating stronger connections across all London’s boroughs. Background: Homeless Link and Shelter have partnered to deliver London PLUS since 2010. Over the past 15 years we have developed and refined an impactful programme of support for housing and homelessness sector and borough professionals across London to improve outcomes for people experiencing homelessness. From Apr 2022-25: • Supported 507 professionals in total from across statutory and voluntary sectors. Already securing 112% above our four-year target, within the first three years. • Engaged 443 different statutory and non-statutory organisations across every borough of London Activities: We will continue to deliver our comprehensively tested programme for local authorities, housing professionals and voluntary sector organisations across pan-London (Tier 3), sub- regional (Tier 2) and local level (Tier 1). Our 2026-30 London PLUS programme will have a renewed priority on ensuring homelessness is prevented, brief and non- recurring in response to the rising numbers of people living in temporary accommodation across the capital. We will deliver support to 600 organisations: • Assessment of sector to establish understanding of local needs, prioritising organisations supporting people in TA, care leavers and underserved groups. • Specialist Training & Advice covering a range of topics including legislation and policy, income generation, impact measurement, workforce resilience. • Developing alternative pathways to housing, supporting ad brokering relationships with 780 landlords and housing professionals. • Collaboration events to build connections, share best practice, address common challenges, co-develop solutions 147 • Targeted sessions bringing together organisations working on specific themes: cross - borough, commissioners, frontline workers, care leavers, people in TA. • Co-production activities with people with lived experience of housing/homelessness services and from underserved groups • Supporting Structured Engagement and Impact & Collaboration Exchange Events • Development and dissemination of best practice resources, 200 regular briefings on developments that impact the sector. • Bespoke sessions with 15 boroughs to introduce and apply a 'Systems Thinking' approach to better understand individual challenges, improve collaboration, and develop systemic responses to prevent homelessness. • Adapting activities in response to market demands and changing needs, including alignment with the Towards Ending Homelessness accelerator programme and other strategic London initiatives. • Monthly newsletter and development of new online London Plus hub Impact: Our 2026- 30 programme has been developed in direct response to the increasing challenges faced by the sector, to deliver the following impact: • Prevention of homelessness by supporting frontline voluntary sector organisations to improve the quality and expertise of their services through increased knowledge of housing and homelessness legislation, policy and best practice in service delivery, and improved working relationships with local authority statutory services. • Increased housing options for people across London by supporting housing professionals, social and private landlords and other relevant local services to build and strengthen working relationships, increase knowledge of housing and equalities law, legislation, policy and best practice for client support. • Frontline voluntary sector organisations are more resilient through increased understanding of funding opportunities, improved ability to demonstrate impact and develop impactful partnerships. 148 Organisation Women and Girls Network Service Area 2.1 Lifetime Grant £5,703,503 Partnership Yes Recommended Women and Girls Network, 88 per cent, focuses on developing its track record of delivering services across London by deploying an updated delivery model that will feature expanded ISVA/IDVA support. The application presents a generally strong and well -structured approach, though it lacks specific detail in some critical areas. It does not clearly explain how services will be shaped by data or lived experience, and there is little discussion of formal systems for tracking and adapting based on borough -level outcomes. While some plans appear realistic a nd well thought through, areas such as organisational values, monitoring of equalities data, and staff turnover planning are underdeveloped. There is an absence of detail on how user feedback will inform outreach or how protected characteristic data will be systematically gathered and used to shape service improvements. Overall, the bid is sound but would benefit from greater clarity on adaptive delivery, data use, and equalities monitoring. Target groups: Women and young women Partners: Solace Women’s Aid, Ashiana Network, Asian Women’s Resource Centre, Chinese Information and Advice Centre, EACH Counselling and Support, IKWRO Women’s Rights Organisation, IMECE Women’s Centre, Jewish Wome ns Aid Limited , Latin American Women’s Rights Service, The Nia Project, Rape Crisis South London (working name “RASASC”), Rights of Women Incorporated, Southall Black Sisters, Woman’s Trust SUMMARY aim, activities, intended impact Aims Ascent Advice and Counselling (AAC) aims to develop its track record of delivering services to 18,680 women across all 32 boroughs and the City of London since 2022 by deploying an updated delivery model that will feature expanded ISVA/IDVA support and an improved digital platform that will: • develop and strengthen platforms and access points across London • address the urgent need for trauma- informed, culturally responsive, and accessible support services for women and girls affected by domestic and sexual violence (DV/SV) • enable a tailored, intersectional approach leveraging the 15 partner’s specialisms for those experiencing barriers in underserved groups • enable AAC to work with statutory and community partners to deliver a service that can meet the changing needs at a pan-London and local level. Activities 1. Crisis advice and information: Our two advice hubs and specialist spokes provide emotional support, information and guidance, legal advice, and referrals/pathways to support services for women and girls across London. To improve delivery for 2026-2030, we will develop a dedicated AAC website/digital platform to act as a first point of access for victims/survivors (V/S). This platform will include: • Online and telephone helpline • Online resources (e.g., referral guidance) • Pathways to AAC partners and statutory support • Legal and personal safety awareness (e.g., ‘Know Your Rights’ modules) 2. Crisis services: Our Crisis Hub, situated within the Advice Hubs, will provide tailored support for acute crises through: • Telephone and online helpline 149 • Brief ISVA/IDVA support • Risk assessments and bespoke safety planning • Up to 5 crisis counselling sessions for those in high risks situations • Online legal rights workshops (led by Rights of Women) 3. Individualised empowerment services: Specialist caseworkers and advocates will provide wraparound support, including: • Mobile satellite outreach and drop-in sessions • Legal advocacy • Housing and refuge support/access to safe accommodations. • Specialised support for NRPF • Specialised support for prostitution • Financial advocacy • Connecting survivors with mental and physical health services, including GPs and mental health specialists 4. Therapeutic interventions: We will offer up to 20 sessions of trauma-informed 1:1 BACP accredited counselling and access to EMDR, delivered within each borough and in over 20 languages. We will provide culturally competent therapy for marginalised communities. 5. Group work: Online and in-person group sessions will promote recovery and increase understanding of abuse, including our ‘Moving On’ group that provides 6 weeks of trauma and VAWG informed sessions. Intended Impact Through these activities, we aim to have the following impact across London: • V/S being empowered to make safer choices through: • Greater feelings of safety, with robust safety plans in place • Improved awareness and understanding of their rights through legal resources and advice  • Improved awareness and understanding of DV/SV • V/S feeling supported to sustain a new life: • Increased confidence and self esteem • Improved mental health and wellbeing • V/S feeling enabled to be more independent through: • Help securing tenancies receiving support with housing needs • Improved financial health • Improved health and access to health care • Support to access employment opportunities • DV/SV is prevented and reduced • Professionals have access to resources and wrap around services to support survivors’ recovery journeys. 150 Organisation Furnishing Futures Service Area 2.1 Lifetime Grant £1,272,098 Partnership No Recommended Furnishing Futures, 84 per cent, focuses on delivering safe, trauma-informed, fully furnished homes as a key component of holistic resettlement support for women and children who have fled domestic abuse. The application provides a clear description of its core activity— provision of furni shings—with relevant qualitative evidence and attention to the needs of survivors of domestic abuse. It demonstrates strong links with advocacy groups and an awareness of cultural sensitivity and language needs. However, assessors noted vague references to assisted referrals and emotional support and raised concerns over unsupported data claims. The proposal lacks clarity on how service users will inform delivery or how services will be tailored for disabled individuals. Greater detail on user engagement, borough-level adaptation, and outcome measurement would enhance the submission. Target groups: Women / Survivors of Domestic Abuse Partners: N/A SUMMARY aim, activities, intended impact Healing Homes for Survivors is an innovative, pan-London project designed and delivered by Furnishing Futures to provide safe, trauma- informed, fully furnished homes as a key component of holistic resettlement support for women and children who have fled domestic abuse and been placed in empty social housing. Through strategic partnerships with the interiors industry, we fill a gap in existing service provision by transforming unfurnished accommodation into dignified homes while providing holistic support as survivors rebuild their lives. This unique combination of trauma-informed interior design and holistic resettlement support offers survivors the foundation they need to recover in comfort and safety, often once other services have withdrawn. Furnishing Futures is the first and only organisation in London offering this unique type of resettlement support, and our proven ‘healing homes’ model has scaled rapidly due to demand. During 2024-25 we created 48 healing homes supporting 190 women and children, and in 2025-26 we aim to deliver 90 homes supporting around 300 women and children with homes and support services. By the end of this four -year project, we aim to scale to 300 homes per year, supporting a total of 2,850 women and children over four years, operating through a hub-and-spoke model with mobile delivery across all 32 London boroughs and the City of London by 2030. The project’s core activities include: • Providing wraparound holistic resettlement support including needs assessments, safety planning, advice and advocacy • Creating professionally designed, trauma- informed furnished homes that sustain tenancies and support survivors’ wellbeing and safety • Delivering essential furniture to those in need, including white goods, beds, mattresses and other essential furniture Healing Homes for Survivors is an innovative intervention that combines survivor -centred support with the provision of practical fully equipped homes, aligning with London Councils’ priorities to reduce domestic abuse, enhance safety, and promote long-term independence. During the four -year project we aim to fill this urgent gap in resettlement support by furnishing homes using trauma-informed, biophilic design principles, whilst providing holistic 151 resettlement support to beneficiaries. The project will increase survivors’ safety, sustain tenancies, reduce financial and emotional stress, enhance wellbeing and build independence by ensuring survivors have everything they need to rebuild their lives after domestic abuse. 152 Organisation Refuge Service Area 2.2 Lifetime Grant £1,198,808 Partnership Yes Recommended Refuge, 82 per cent, focuses on providing 24/7 access to confidential, non-judgmental support/advice for London- based DA or SV victim/survivors, and empowering victim/survivors through tailored housing and rights/options support, to access safe accommodation. The application presents a strong case study highlighting how the proposed intervention meets identified needs, particularly for diverse and underserved groups. However, the broader evidence base, including reference to published research, could be stronger. The proposal outlines a clear pan-London approach with a strong focus on outreach, but greater detail is needed on how borough-level data will be captured and used. The outcomes framework is well designed but includes some targets that appear overly broad or loosely linked to intended outcomes. Specificity is also lacking in how equalities data, especially on protected characteristics, will be collected. While the staffing plan meets basic requirements, concerns remain about its adequacy to deliver a t the proposed scale. Overall, this is a solid application that would benefit from strengthened evidence, clearer data strategies, and increased delivery capacity Target groups: People of all genders, including women and girls age 13+, men, and LGBT+ victim/survivors subjected to domestic and/or sexual violence (SV), current or historic. Third parties (including friends, family and professionals) concerned about someone subjected to domestic and/or sexual violence. Partners: Galop, Respect, Women and Girl’s Network SUMMARY aim, activities, intended impact Aim • 24/7 access to confidential, non-judgmental support/advice for London-based DA or SV victim/survivors • Empowering victim/survivors through tailored housing and rights/options support, to access safe accommodation (SA) • Referrals to emergency SA: refuges and alternatives to refuge • Enhanced short-term casework support for victim/survivors requiring additional housing support • Share data with London Councils, identifying emerging support needs and victim/survivor barriers Activities: • Empowering callers with housing rights/options information, enabling access to SA via Section 7 of the Housing Act. • Dedicated ‘refuge referrals’ caller option, run by Refuge • Enhanced support via Refuge HESC and Galop HSSC for women and LGBT+ victim/survivors facing additional barriers to accessing refuge/SA, providing critical insight to Borough professionals. Caller referral criteria includes: o Language barriers  o Disability  o No phone access o No recourse to public funds (NRPF)  o Requires urgent local DA support  o Age of caller (young/elderly) 153 • Free, 24 -hour confidential DA support for women. Free, confidential support for any woman/girl (13+), male victim/survivors, or LGBT+ victim/survivors. Includes emotional support, risk assessment, safety planning, and information on rights and options e.g., legal rights, child contact • Pathways into general services e.g., welfare, housing, and/or specialist services e.g., DA services, counselling. • Digital support options including online Live Chat, email support, web content – informed by partner expertise regarding perpetrators’ use of technology to abuse. • Refuge and Galop's HESC and HSSC work with victim/survivors and borough professionals to meet victim/survivors’ accommodation needs. • Accessible Helpline support: British Sign Language (BSL) and Language Line interpreters; Helpline Advisers/volunteers who speak multiple languages; translated web content. • London-wide awareness -raising. Online offer for local authorities and targeted communications where the partnership sees less borough- engagement from residents/professionals. • Capacity-building, smooth partnership referral pathways, including mutual training sessions. Regular meetings to share best practice. Recent meeting topics include: supporting Frequent Enquirers, supporting remote- working teams, managing challenging callers, managing demand • Data collection and dissemination: informing VAWG service planning and identifying emerging needs/barriers facing London’s victim/survivors. Impact: • Empowering survivors with information on rights/options, demystifying complex statutory systems. Survivors able to make informed decisions about their accommodation options. • Marginalised victim/survivors supported into safe accommodation by HSSC/HESC caseworkers, increasing safety. • Supported pathway into DA and SA services, providing life- saving support, when survivors are most at risk of homicide. • Support local authority VAWG work, providing victim/survivor access to refuge/ other support services. • DA prevention: on-the -spot crisis support; risk assessments; safety planning; safeguarding. Helping survivors understand DA risks by unpicking abuse dynamics, reducing isolation, increasing trust in local authority housing and statutory services through advocacy/signposting • Reducing pressure on public services through expert support, empowering callers with safety plans; coping strategies; next steps; signposting to appropriate onward services. • Contribute to public understanding of DA/ SV through London-based awareness-raising and one-to-one interventions. Supporting callers to understand VAWG power dynamics/root causes. This supports the Mayor’s Office for Policing and Crime London work, to reduce VAWG and change the VAWG-enabling culture. 154 Organisation Ashiana Network Service Area 2.3 Lifetime Grant £ 3,880,000 Partnership Yes Recommended Ashiana Network, 88 per cent - £ 3,880,000: (partnership) the application focuses on established work relieving homelessness and reducing and addressing the harms of domestic abuse on Londoners by providing routes to safe and appropriate accommodation for women underserved and/or excluded from other safe routes to accommodation. The application presents a clear and well -articulated overview of service delivery and its inclusive approach, supported by strong qualitative detail. However, it would benefit from more quantitative evidence and reference to published research to strengthen the case for need. The proposal demonstrates broad London- wide reach with a thoughtful delivery model across sectors, but examples of systems change were anecdotal, lacking a clearly defined strategic or procedural framework. The performance management approach is robust and well -established. While outcomes are articulated, there is a tendency to focus on service delivery rather than preventive interventions. Overall, the bid is well-constructed but could be enhanced through more systemic analysis, research evidence, and a stronger focus on prevention. Target groups: Domestic and Sexual Violence survivors with complex needs: mental - health, no-recourse to public funds, problematic substance use, sexual-exploitation (exiting prostitution/trafficking), harmful practices, Black & minoritised women and women with disabilities. Partners: IKRWO, nia, Solace Women’s Aid SUMMARY aim, activities, intended impact Our project aims to continue our established work relieving homelessness and reducing and addressing the harms of domestic abuse on Londoners by providing routes to safe and appropriate accommodation for women underserved and/or excluded from other safe routes to accommodation. By continuing our work we contribute to pan-London effectiveness in reducing revictimization, harm and homelessness. We are an established, proven partnership of four of London’s most experienced, networked and innovative specialist refuge providers. Our project provides three services, of which refuge is the core. We have been delivering this work for London Councils since the grant’s inception in 2013 – supporting 1,445 women and training 4,601 professionals. We will provide 33 specialist refuge and second-stage accommodation bedspaces to the most marginalised women across all London’s boroughs: women with no recourse to public funds (NRPF); Black and minoritised (B&M) 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. A Group Worker (PT) will offer workshops and activities in Solace refuges. Our OISC level 2 Immigration Solicitor assists in widening safe accommodation access by regularising immigration status of survivors. Ashiana has applied for level 3 accreditation at which point we will be able to take on appeals. We train and support professionals across all boroughs to understand the harms, needs, rights and pathways of the women we support, who otherwise face frequent exclusions / barriers to service access. We will support 298 women from all boroughs who are otherwise excluded / poorly served by safe accommodation. We will support 116 survivors to regularise their immigration status so they can also access safe accommodation. This safe housing and the wraparo und 155 support we offer will give women access to their rights, and to informed choices, and therapeutic and social recovery. Amongst these women, 159 will be supported to move on from refuge in a planned way during the grant period. Throughout the grant, all 33 London boroughs will be able to refer into the services through clear and accessible pathways. The impact of these positive outcomes will be continuing reduction of demand pressures on London’s statutory services, including open referral pathways and co-working opportunities with every London borough. Achieving positive outcomes with our cohort help s women avoid unplanned and crisis presentations at housing, health, and frontline commissioned services. Our positive outcomes for women help them present to services in planned ways, support their sustained and positive contact with services, and support women’s readiness for longer -term independence and reduction in demand over their lifetimes, including a reduction in hidden and known homelessness and housing insecurity in London. 156 Organisation Asian Women's Resource Centre (AWRC) Service Area 2.4 Lifetime Grant 1,300,000 Partnership Yes Recommended Asian Women’s Resource Centre, 80 per cent focuses on support to victims and survivors to live better lives. The applicant outlines a broad programme aimed at addressing domestic abuse, including activities and accessibility considerations. While the need is established, the response lacks detail on how the programme will specifically reduce incidents of abuse or how research and feedback will shape delivery. Borough coverage and outreach plans are not clearly defined, and user feedback mechanisms are underdeveloped. The approach to reviewing uptake or addressing low engagement is not included. Monitoring and evaluation are touched on with good examples, but future implementation plans are vague. Equalities are broadly addressed, though methods for capturing and using protected characteristic data are missing. Staffing and governance structures require more clarity, especially around recruitment processes, leadership roles, and contingency planning. The risk register is weak, with overly high likelihoods and little mitigation detail. Financial planning shows consortium-wide oversight, but lacks a clear breakdown of costs, value for money narrative, or unit cost calculations. Target groups: Partners: AWRC, Ashiana Network (Ashiana), FORWARD, IMECE Women's Centre (IMECE), Iranian and Kurdish Women s Rights Organisation (IKWRO), Latin American Women's Rights Service (LAWRS), Southall Black Sisters, Women and Girls Network (WGN). And Africa Advocacy Foun dation (AAF). All are CIOs reporting to Charity Commission. SUMMARY aim, activities, intended impact “I got lots of support from your group. They taught me to live better life and keep be positive in life. So, thanks for this positive support.” "Thank you for your incredible help, unwavering support, and heartfelt concern for my children, my family, and myself. Your kindness has meant everything’ The Ending Harmful Practices Partnership (EHPP) aims to prevent, identify and improve service provision in London for those affected by harmful practices, specifically, Female Genital Mutilation, ‘honour’ based abuse, forced marriage, spiritual abuse, and other harmful practices, through the provision of high-quality front- line services to survivors and those at risk, and training to voluntary and statutory professionals. In doing so the EHPP will enable London’s boroughs to provide better outcomes for more survivors and those at risk. The EHPP is a pioneering partnership of nine specialist organisations addressing harmful practices led by and for Black, minoritised and migrant women. We are the incumbent provider with a long-standing positive relationship with London Councils and over-exceeding our targets in sequential grants under which we have supported 1,571 women (16% over - performance). Last year we trained 469 professionals (116% overperformance). We also lead MOPAC’s parallel P&ACT pan-London harmful practices prevention project. The EHPP will continue to provide intense support to 498 women and girls annually affected by harmful practices, including lesser - known harmful practices such as acid attacks, menstrual huts, “corrective” rape, dowry and caste abuse, across all London boroughs. EHPP activities will include: 1) 1:1 advice and information on rights and entitlements: 2) casework and advocacy support which will include accompanying women and advocating 157 their needs to social services 3) therapeutic support groups and counselling provision to 50 women a year 4) raising awareness of the impact of harmful practices within communities and other voluntary and statutory agencies through delivering workshops, tr aining and presentations and 5) specific work with young women on FGM through the delivery of workshops to support peer mentoring and youth advocacy. The EHPP will improve safety, reduce risk, and improve identification of survivors and those at risk of harmful practices. It will support survivors and those at risk to understand and access their rights and choices and support their emotional and practical recovery and safety. Our wraparound, strengths-based, needs-led support will enable greater social and economic independence, enabling them to integrate into and contribute towards their local communities and wider society. The positive impact will, therefore, be felt much more widely in the longer term, reducing costs associated with trauma, isolation, poor psycho-social and physical health, and economic inactivity. All EHPP partners are specialist in harmful practices and have established track records demonstrating we already have in place the necessary knowledge, skills and experience to continue to provide an excellent service, combined with the infrastructure, relationships and pathways required to ensure that the project delivery is integrated and seamless. We have played a key role driving understanding and profile around harmful practices, including influencing the shift in norms around FGM in affected communities, and awareness across London’s statutory sector. 158 Organisation Women’s Resource Centre Service Area 2.5 Lifetime Grant £799,876 Partnership Yes Recommended Women’s Resource Centre, 70 per cent focuses on strengthening the capacity, expertise and impact of services responding to domestic and sexual abuse in London. The applicant outlines an ambition to engage diverse and underserved communities but lacks clarity on how this will be achieved in practice. There is minimal information on how support will be tailored across boroughs or how referral pathways will function specifically. While monitoring systems are briefly described, there is limited explanation of how outcome data will be used to impr ove services at a local level. Activities listed are broad and seem to be linked to multiple outcomes without clear justification. Equalities and organisational values are referenced but not well developed; detail on implementation or staff engagement is lacking. Staff support and management processes, including training and response to staff turnover, are not clearly set out. Overall, responses tend to be high level and would benefit from more concrete examples and detail. Target groups: Partners: Women’s Resource Centre (WRC), Rights of Women (ROW), Imkaan, Respect, and Women and Girls Network (WGN) SUMMARY aim, activities, intended impact Ascent Support Services to Organisations project is a partnership of five organisations: Women’s Resource Centre, Rights of Women, Imkaan, Respect and Women and Girls Network. Aim The project aims to strengthen the capacity, expertise and impact of services responding to domestic and sexual abuse in London. Drawing on our diverse and specialist expertise, and working closely with professionals across London boroughs, the project offers a comprehensive support framework structured around four key pillars outlined below. Annual Activities: Building Resilience and Sustainability Through Knowledge and Evidence This pillar includes 3x research reports on the needs of frontline organisations, tracking VAWG funding, and a landscape mapping of Black and minoritised 'by and for' VAWG organisations. It also encompasses 4x sustainability sessions focused on equitable funding (including meet-the- funder events) and professional resilience. The online knowledge hub includes 10xdigital toolkits and resources on Equality Act 2010, equality impact assessments, working with perpetrators and male victims, fundraising, demonstrating impact, partnership working, and wellbeing, alongside best-practice briefings and e-newsletters providing sector updates and VAWG legal education. Providing Specialist Expert Led and Accredited Training on Policy, Legislation and Best Practices This pillar includes 3x webinars covering perpetrator accountability in healthcare and best practices (survivor safety, multi -agency work) and the Equality Act 2010. 4x Accredited training cover suicidality, supporting Black and minoritised women affected by VAWG, and 159 trauma-focused recovery from sexual violence. 16x Expert-led training cover understanding perpetrators, Domestic Abuse (DA) accountability for housing, an overview of the DA Act 2021, immigration and VAWG, DA concessions, forced marriage/FGM, specific issues for Black and minoritised women and sexual violence, culturally responsive intersectional practice, and harmful practices. Fostering Pan-London Collaboration and Networking (Sector and Cross Sector): This pillar includes a roundtable on commissioning; 3xpeer support sessions for VAWG professionals on perpetrator programmes and supporting victims of DA; and 7xnetworking events covering DA and perpetrator accountability, as well as cross-sector and sub-regional borough engagement to support London Councils Structured Engagement Activities and Impact and Collaboration Exchange. Coordinating Strategic Partnerships and Policy Engagement This pillar includes providing 4x strategic leadership support sessions to Black and minoritised organisations and 4x workshops to coordinate 4x responses to policy consultations, as well as 4x engagement in key policy forums, and 4x meetings with policy offices at London Councils, the Mayor’s Office for Policing and Crime, and the Domestic Abuse Commissioner. Impact: • Enhanced Knowledge and Evidence Base: Improved understanding of the needs of frontline organisations and the specific challenges faced by Black and minoritised communities, informed by specialist expertise. • Increased Sustainability and Resilience: Stronger and more sustainable VAWG organisations with improved capacity to secure funding and support their staff. • Improved Practice and Service Delivery: More skilled and knowledgeable professionals delivering consistent, effective, and survivor-centred support, grounded in specialist knowledge. • Increased Collaboration and Networking: Stronger connections and coordination among VAWG professionals and across sectors, leading to a more integrated response. Strengthened Strategic Partnerships and Policy Influence: Greater influence of the VAWG sector on policy development, resulting in more supportive legislation and resource allocation, and ensuring the voices of marginalised communities are heard. 160 Applications pending review Appendix 2 Organisation St Mungo’s Service Area 1.1 Lifetime Grant £662,170 Partnership Pending Review St Mungo’s, 91 per cent focuses on assessment and move on planning for rough sleepers and delivers this via a phoneline. The application offers a well -developed and detailed account of service need and delivery, with strong alignment to borough priorities and a clear explanation of referral pathways and multi -agency working. It demonstrates a thorough approach to accessibility and inclusion in outreach. However, assessors noted some gaps in how the service will be shaped by user voice and data, as well as how it will monitor service uptake and adapt where engagement is low. More clarity is also needed on how outcomes will be tracked and improved at the borough level, and on the processes for capturing service user feedback throughout their journey. The commitment to equalities is evident, though a clearer explanation of how this will translate into borough-specific delivery would strengthen the proposal further. SUMMARY aim, activities, intended impact Aim StreetLink London takes the fundamentals of assessment and move on planning for rough sleepers and delivers this via a phoneline. By doing so, it provides a rapid intervention to identify and facilitate pathways away from the street for people into sustainable housing without the need for them to be verified by a street outreach team. This reduces demand on statutory and commissioned services and improves the client journey. Street Link London is staffed by a team of Assessment and Reconnection Workers (A&R) alongside volunteers, and open between 9am and 9pm, 7 days a week. Client Journey Activities 1. Client phones StreetLink London Caller triaged - must be rough sleeping or at imminent risk of in London to be eligible. Staff will use sector tools i.e. MHCLG Rough Sleeping Risk Assessment alongside professional judgement to ensure service is provided to target groups. (Callers - not at imminent risk of rough sleeping will be directed to appropriate services) 2. Client assessment and identification of a move on offer Using the St Mungo’s (StM) assessment tool (used by outreach and assessment centres e.g. No Second Night Out), A&R worker will complete an assessment of clients’ needs and wishes, including reason for homelessness and accommodation and support needed. Tailored pathway into accommodation will be identified and agreed with the client, including: • Private rented sector • S188 accommodation under Pt 7 Housing Act • Mediation with family or friends • Voluntary sector pathways • Home Office Accommodation • Accommodation under Care Act If client is rough sleeping, work is recorded on CHAIN, so outreach teams have awareness and duplication of support is avoided. 161 3. Action Planning and Intensive Casework A&R Worker will identify an action plan, provide SMART actions and advice, including making a universal credit claim, referrals into accommodation. Support is provided until homelessness is resolved. Client will be referred to specialist services depending on needs, including: • Social Care • Immigration advice • Mental Health support • ESOL and Employment Services Added value; client will have access to StM services: • Legal advice • Welfare Rights Service including debt advice to enable income maximisation • Immigration Advice OISC Level 1 EUSS • Learning, Training and Employment offers Intended Impact In 2024/25, two London Councils funded A&R Workers at StreetLink London supported 271 homeless people to secure accommodation and/or support across 32 London boroughs. In line with the specification, StreetLink London team (based on 7 A&R workers) will prevent and reduce rough sleeping for the target groups by: • Rapid assessment and identification of a tailored pathway into accommodation and specialist support to 980 clients per year. Wider impact • Reduce pressure on commissioned outreach teams; by providing casework to clients who are able and willing to engage in phone- based support, outreach can focus resource on clients who require more intensive, in person support. StM funding ask to London Councils Two A&R Workers, supporting 35 people each per quarter, resulting in an additional 1,120 people supported over the four-year grant period. 162 Organisation Zacchaeus 2000 Trust Service Area 1.1 Lifetime Grant £617,908 Partnership Pending Review Zacchaeus 2000 Trust, 89 per cent , focuses on direct support to individuals and families with intensive, person- centred casework, tailored housing advice, income maximisation support, and help to avoid or exit temporary accommodation. The application demonstrates a good understanding of need and outlines credible methods for identifying and engaging participants, with some positive reflections on inclusivity and track record. However, there are concerns about the realism of projected participant numbers and a perceived over - reliance on a Westminster-based delivery model. While systems and infrastructure appear strong, there is limited evidence of how delivery partners have been evaluated, and some uncertainty remains about the achievability of output targets and the project’s ability to adapt to new or unfamiliar borough contexts. SUMMARY aim, activities, intended impact Z2K’s project aims to reduce the scale and impact of temporary accommodation (TA) across London. We will support people at risk of homelessness and those already in TA to secure stable housing, understand their rights, and influence borough-level housing systems that perpetuate poverty and housing insecurity. This project combines intensive frontline casework with strategic influencing and research, grounded in the voices and leadership of people with lived experience. We will focus particularly on individuals and families most affected by structural inequality , including people from global majority backgrounds, disabled people, single mothers, and carers. Over the life of the project, we will deliver: • Person-centred advice and casework for at least 200 individuals and families per year (450 accessing activities annually), including income maximisation, support with Universal Credit and Local Housing Allowance shortfalls, eviction prevention, and tailored housing advice to help individuals avoid or exit TA. • Outreach advice clinics, telephone and digital support, and borough-based pop-up sessions to ensure accessible, pan-London delivery. • Research and advocacy to change policy and practice across the 33 London boroughs, with borough-level data gathered through FOI requests, surveys, interviews, and focus groups involving at least 50 people with lived experience. • Co-production of policy recommendations, briefings, and borough-specific influencing strategies with 10–15 trained Experts by Experience (EbyEs) per year. • At least 15 borough-facing influencing activities annually, engaging directly with local housing teams, councillors and officers. Our intended impact is fourfold: 1. Fewer individuals and families live in temporary accommodation, as people are supported to sustain tenancies or find alternative, stable housing. 2. Improved experiences for people living in TA through effective challenge of poor conditions and advocacy for better placements and support. 3. Increased knowledge and self-advocacy among people at risk of or living in TA, ensuring they understand and can assert their rights. 4. Tangible changes in borough-level policy and practice, with targeted influencing in 3– 6 boroughs annually from Year 2 and evidence of change in at least 10% of boroughs during the funding period. 163 Through this dual approach —supporting individuals and influencing systems —we will create sustainable change for Londoners in or at risk of temporary accommodation. 164 Organisation Shelter Service Area 1.1 Lifetime Grant £3,998,924 Partnership Pending Review Shelter, The National Campaign For Homeless People Ltd, 86 per cent focuses on support for adults at risk of homelessness and improving Londoners' abilities to acquire and sustain safe and secure homes. The application provides a broad overview of the proposed service and demonstrates an established presence, but assessors noted several areas lacking clarity or detail. The case for need could be strengthened with more specific research references, and key terms like the “STAR programme” require explanation. While some inclusive practices are referenced, there is limited evidence of how feedback from people with lived experience shapes the approach, and gaps remain in addressing accessibility for disabled users and nondigital access. There is also insufficient detail on how the service will respond to low uptake or staff loss, and how borough-specific pathways will be maintained. Although some accreditation is mentioned, the quality assurance framework could be more clearly articulated. Attention to protected characteristics was partial, and it is unclear how equality data would be used to improve delivery. SUMMARY aim, activities, intended impact STEPS is a unique partnership led by Shelter, working with Stonewall Housing and Praxis to support adults at risk of homelessness and improve Londoners' abilities to acquire and sustain safe and secure homes. STEPS will deliver an integrated service combining each partner’s specialisms, focusing in two areas: homelessness prevention, and support for people in Temporary Accommodation (TA). Our model is outlined below: HOMELESSNESS PREVENTION STEPS will work with Londoners to prevent homelessness, by providing a dedicated Helpline for London, with direct pathways into face-to-face or remote advice, guidance and casework. Specialist advisors from each partner will deliver interventions to resolve housing issues as early as possible, including: - workshops - outreach - community pop-ups - one-off advice - sustained casework - referral and signposting SUPPORT STEPS will deliver trauma-informed, person-centred wraparound support with people in TA to empower individuals to improve resilience, meet goals and widen options to learn, work and access move-on accommodation. Specialist workers from each partner will co-develop support plans with individuals and families, provide support and integrate services from the partnership organisations and the wider community. This will empower individuals to achieve goals while improving experiences in TA. ADDITIONAL SERVICES 165 These expert support and prevention teams will be supplemented by a range of additional services designed to maximise capacity and provide access to support that can be hard to access elsewhere (listed in the ‘added value’ section of the diagram above), including: - employment support from corporate partners including HSBC, B&Q, IKEA - support from DIY Skills Advisor - work placements for people with lived experience resettlement support from Shelter-funded Resettlement Support Coordinator, supported by a team of volunteers. 166 Organisation SPAPTAN Service Area 1.1 Lifetime Grant £1,262,533 Partnership Pending Review SPAPTAN, 84 per cent focuses on a cultural response to escalating housing needs (based on experience with residents of the Royal Borough of Greenwich, especially among the Black and minority ethnic population. The proposal presents a strong understanding of the needs of people experiencing homelessness, especially those in temporary accommodation and with no recourse to public funds. It outlines relevant and realistic support activities, including outreach, housing navigation, and trauma-informed, culturally competent services, that are clearly linked to the identified needs. The use of sector -relevant data adds credibility, though the link between the evidence base and the project design could be strengthened. Overall, the proposal is coherent and well -targeted but would benefit from clearer articulation of how cited data directly informs service delivery. SUMMARY aim, activities, intended impact Our project ‘You Deserve a Home’ is a cultural response to the dire housing needs of residents of the Royal Borough of Greenwich, which continues to escalate by the day, especially among the Black and minority ethnic population of the borough, which constitutes over 25% of the residents. This funding will be of support for adults aged 25+ in temporary accommodation, with a particular emphasis on addressing the distinct challenges faced by Black and global majority communities in the Royal Borough of Greenwich and other high-need boroughs. Our aim is to reduce and prevent homelessness by supporting individuals through targeted interventions that improve housing stability, personal well -being, and long-term independence. We recognise that structural inequalities, discrimination, and service inaccessibility disproportionately affect Black and minority ethnic communities. Therefore, our service model is grounded in lived experience and co-designed with trusted community voices through interventions which include: Tailored housing advice and alternative pathway support. For instance, through PRS access and family mediation. We aim to engage in tenancy sustainment through landlord negotiation, repairs advocacy, and local community support We will be providing debt advice and income maximisation through benefit access, budgeting, and hardship navigation. We will also use the project as an avenue for advocating for access to health, employment, and immigration support. We shall be organising peer -led workshops and social inclusion initiatives, which are designed to reduce isolation and rebuild confidence We aim to achieve a delivery that will be pan-London through a hub-and-spoke model, with a dedicated base in Greenwich to respond to borough-specific pressures, including high rates of temporary accommodation use, insecure immigration status, and mental health needs. Outreach will be coordinated with local Black -led organisations, faith groups, and community advocates who have established trust within marginalised populations. This funding will reduce evictions and instances of repeat homelessness for underrepresented communities and improve tenancy sustainment and access to culturally appropriate housing solutions for the benefit of the most deprived in the Royal Borough. It 167 will also build individual resilience through better financial health, life skills, and mental well- being, and foster more equitable access to housing support systems across London This project not only addresses the acute needs of adults in temporary accommodation but also works to bridge the systemic gaps that marginalise Black and global majority residents in the homelessness response. Services will evolve based on feedback from service users, borough officers, and frontline workers, and align with the Toward Ending Homelessness Accelerator and borough housing strategies. 168 Organisation Caridon Foundation Service Area 1.1 Lifetime Grant £1,780,969 Partnership Yes Pending Review Caridon Foundation, 82 per cent focuses on intensive, wraparound support to adults aged 25 and over who are experiencing or at risk of homelessness, with a particular focus on individuals and families living in temporary accommodation. The application presents a well- intentioned and ambitious project plan with a broad range of proposed activities and a borough-level engagement strategy. However, assessors noted that the case for need would benefit from more specific and varied evidence beyond general refere nces. The proposal would be strengthened by clearer identification of delivery partners and greater explanation of how feedback from people with lived experience will shape outreach. Questions were also raised about the implementation and resourcing of key digital tools, and the approach to measuring outcomes locally was considered underdeveloped. While the project demonstrates potential, more clarity is needed on operational delivery and impact tracking across boroughs. SUMMARY aim, activities, intended impact Our project will deliver intensive, wraparound support to adults aged 25 and over who are experiencing or at risk of homelessness, with a particular focus on individuals and families living in temporary accommodation across multiple London boroughs. The pr oject is designed to meet the complex and overlapping needs of marginalised groups such as those affected by poor mental health, insecure immigration status, financial hardship, or experiences of domestic abuse; through personalised, trauma informed suppor t that prevents homelessness and promotes long- term stability. Delivered by Caridon Foundation, the specialist supported accommodation arm of Caridon Group, the project leverages our established infrastructure and expertise in both housing management and frontline support. We are uniquely positioned through our operational relationship with Caridon Property, our private rented sector (PRS) partner, which gives us direct access to a portfolio of affordable homes and a network of landlords across London. This enables us to broker private tenancies, resolve tenancy issues, and secure long-term, sustainable accommodation for people in housing crisis. Key activities include: • Intensive, tailored casework offering trauma-informed support • Specialist housing advice and tenancy sustainment, including early intervention to prevent eviction • Move on support into appropriate, sustainable accommodation, including brokerage into the PRS • Income maximisation and benefits advice, including debt management • Access to health, employment, and welfare services to support wider stability • Support for people with no recourse to public funds, through OISC -accredited immigration advice • Community based interventions to reduce isolation, build resilience and promote wellbeing For families, we provide targeted support to reduce the negative impact of temporary accommodation on children’s wellbeing, education, and emotional development. Our interventions foster more stable home environments, while empowering parents to manage tenancies, access vital services, and improve their financial and emotional resilience. 169 The intended impact of the project is to: • Prevent homelessness through early, person centred intervention • Reduce repeat homelessness by helping individuals and families sustain accommodation for six months or more • Facilitate move on from temporary accommodation into long-term affordable housing • Improve health, wellbeing and personal resilience through holistic, trauma informed support • Increase access to community services that promote independence and social inclusion By combining Caridon Foundation’s frontline support expertise with Caridon Property’s housing delivery capacity, we are uniquely placed to deliver a seamless, joined-up service that addresses both immediate housing needs and long term stability. Our model directly contributes to London Councils’ aim of ensuring homelessness is prevented, rare, brief and non-recurring, through an evidence led, integrated and person-centred approach 170 Organisation Afghanistan and Central Asian Association Service Area 1.1 Lifetime Grant £518,820 Partnership Pending Review Afghanistan and Central Asian Association, 80 per cent, focuses on comprehensive, trauma-informed homelessness prevention and response. The application presents a well - structured and collaborative approach with a clear track record of delivery and a person- centred model suited to the target client group. However, both assessments highlight the need for greater clarity in several areas. Specifically, the proposal does not clearly link planned activities to identified needs or evidence, nor does it explain how user voice will inform delivery. There is limited detail on recruitment methods, particularly in boroughs where the applicant has not previously worked, and insufficient explanation of how the service will adapt if uptake is low. While the outcomes are broadly addressed, concerns remain about the achievability of targets — particularly those reliant on recruiting a high number of volunteers—and how progress will be measured and used to improve delivery at a local level. Beneficiary costs may need to be discussed as they appear high compared to salaries. SUMMARY aim, activities, intended impact Pathways to Stability is a comprehensive, trauma-informed homelessness prevention and response project led by the Afghanistan and Central Asian Association (ACAA). Operating across 32 London boroughs, this initiative is targeted at some of the most marginalised individuals—refugees, asylum seekers, and ethnic minority people—facing acute housing insecurity, including those with No Recourse to Public Funds (NRPF), survivors of domestic violence, and those experiencing mental health challenges. Our project is designed not just to respond to homelessness, but to prevent it— addressing systemic inequalities and empowering vulnerable individuals to secure stable, independent lives with dignity and confidence. The core aim of the project is to prevent and reduce homelessness by addressing its root causes through a person-centred, trauma-informed, and community - led approach. will empower people to understand their rights, navigate complex housing pathways, and build the skills and resilience to maintain long-term housing and independence. Activities to be Delivered: At the heart of the programme is a Wraparound Support Coordination model. Each client will be assigned a named caseworker to co- produce a personalised action plan following a trauma-informed intake assessment, covering housing, immigration, health, wellbeing, and language needs. Key service components include: • Tailored Housing Advice & Pathway Navigation: Culturally sensitive housing rights education, advocacy, and mediation with housing providers. Clients will be supported in navigating private rented, social housing, supported housing, and NRPF pathways. • Private Rented Sector (PRS) Brokerage: We will negotiate leases with landlords, support rent and deposit arrangements, manage relationships with landlords, and resolve disputes to ensure stable tenancies. • Tenancy Sustainment & Independence Building: Clients will access life skills coaching in budgeting, digital literacy, ESOL, and confidence- building. Tenancy education workshops will cover rights, responsibilities, and repair processes. Social prescribing and peer groups will support reintegration. 171 • Income Maximisation & Financial Resilience: We will deliver benefit access support, refer clients for accredited debt advice, and offer employment referrals and in-house ESOL to build long-term economic stability. • Specialist Immigration and Legal Advice: Our OISC -accredited advisors will support individuals with NRPF or insecure status, including survivors of violence, to regularise their status and access services through free legal clinics. • Mental and Physical Health Access: We will deliver holistic wellbeing support, with referrals to GPs, culturally sensitive counselling, mental health services, and social care navigation. • Volunteer & Lived Experience Involvement: Over 30 trained volunteers with lived experience of homelessness or migration will deliver peer support and outreach. A lived experience panel will co-design, monitor, and evaluate the project to ensure it remains community-led and relevant. Intended Impact Over 4 years, we will support more than 800 individuals, preventing homelessness for at least 250 people, and enabling 400+ to transition to stable housing. The project will reduce crisis presentations, improve access to services, and build long-term resilience. It will be a model of culturally responsive, preventative homelessness intervention— designed by and for the communities most at risk. 172 Organisation Bridges Outcome Partnership Service Area 1.1 Lifetime Grant £3,994,346 Partnership Yes Pending Review Bridges Outcome Partnership, 77 per cent, aims to support local authority partners and communities by delivering pan-London support and homelessness prevention services that complement existing local provision. The application outlines a thoughtful approac h with clear outcome targets and a good understanding of intersectionality. However, concerns were raised about the strength of evidence provided to demonstrate need, and the realism of some projected outcomes —particularly where outcome figures appear inco nsistent or overly specific. The monitoring and evaluation framework focuses primarily on the lead partner, with limited detail on how delivery partners will align or share data. While staff training and inclusive principles are addressed, some characteristics under the Equality Act are not specifically considered, and external quality assurance processes are not clearly defined. SUMMARY aim, activities, intended impact The London Boroughs Outcomes Partnership (LBOP) aims to support local authority partners and communities by delivering pan-London support and homelessness prevention services that complement, not duplicate, existing local provision. Our ability to find homes in the private sector is not driven by incentive payments. We therefore do not compete for homes with local authorities or government departments. We have instead created a unique offer meeting landlords priorities and positioned ourselves in the market as capable, responsive and flexible. We have taken the time to build trusting relationships with landlords and set clear expectations on property standards. Our core focus is providing person-centred, holistic support to adults aged 25+ and families, particularly those living in temporary accommodation and individuals from underrepresented or marginalised groups. This includes people with no recourse to publi c funds, LGBTQ+ individuals, refugees and asylum seekers, and survivors of domestic abuse. Led by Bridges Outcomes Partnerships (BOP), this programme brings together trusted delivery partners; Hestia, Refugee Council, and Micro Rainbow, to offer a coordinated, trauma-informed, and culturally responsive response to homelessness. Our shared mission is to help individuals build resilience, prevent homelessness, and sustain long-term housing. We will operate a central triage and assessment hub, managed by Bridges Outcomes Partnerships, to ensure all referrals are appropriately assessed and directed to the partner best placed to meet the individual's needs. This centralised model ensures a cons istent, equitable, and person-centred approach, helping prevent people from falling through gaps in service provision. Each partner will play a key role in the service delivery: • Bridges Outcomes Partnerships will manage referrals, triage and initial assessment across the programme. • Hestia will provide support for single adults and families in temporary accommodation. • Refugee Council will provide housing and support for single homeless refugees. • Micro Rainbow will provide housing and support for single homeless LGBTQ+ individuals. 173 Our experienced, trauma-informed caseworkers will deliver tailored support across a range of needs: housing advice, tenancy readiness, landlord engagement, and access to the private rented sector; as well as budgeting, benefits guidance, employment pathw ays, immigration and legal support, and access to health services and community networks. This holistic approach helps individuals stabilise their lives and move forward with dignity and confidence. To drive system -wide improvement, we will also establish a Pan-London Housing- Related Support Forum, a collaborative platform to share best practice, align services, and strengthen cross-borough pathways. This will ensure more joined-up working across the capital and a more effective collective response to homelessness. Intended Impact - Over four years, we aim to support over 5,000 individuals, with targeted delivery including: • 2,250 single individuals • 1,728 people in temporary accommodation • 576 single refugees • 480 LGBTQ+ individuals Our work aligns with London Councils' SHPS priorities by delivering: • Individualised, empowering support. • Sustained homelessness prevention and resolution. • At least six months of tenancy sustainment. • Improved resilience, wellbeing, and life skills. • Inclusive, equitable services shaped by lived experience. Through close partnership and shared values, LBOP will deliver compassionate, practical support that improves outcomes for individuals and adds real value for borough partners across London 174 Organisation London Gypsies and Travellers Service Area 1.1 Lifetime Grant £811,943 Partnership Pending Review London Gypsies and Travellers, 73 per cent, focuses on providing accommodation advice, support, and advocacy for Gypsy, Roma and Traveller (GRT) adults aged 25 and over who are at risk of homelessness or living in temporary, insecure or overcrowded accommodation. The application presents a well -considered and culturally responsive approach, with a clear rationale for how it will address homelessness within the target community. The proposal outlines relevant activities and demonstrates strong existing relationships with services in several boroughs. However, the assessors noted that the response exceeded the word limit, limiting their ability to evaluate the full content— particularly regarding inclusivity. While referral routes in existing boroughs are well explained, there is a lack of clarity on how new referral pathways will be developed in areas where the organisation has less presence. The inclusion of further research and a more detailed borough-level outreach strategy would have strengthened the submis sion. The number of FTEs in the budget needs clarifying. SUMMARY aim, activities, intended impact This project will provide accommodation advice, support, and advocacy for Gypsy, Roma and Traveller (GRT) adults aged 25 and over who are at risk of homelessness or living in temporary, insecure or overcrowded accommodation. We will support people to understand their housing rights, apply for housing, challenge poor decisions, manage arrears and sustain their tenancies. This work is delivered through weekly advice sessions (both in- person and by telephone), service, tailored tenancy skills workshops and sup port with navigating benefits and related systems, and community outreach to families living on caravan sites. This project delivers wraparound support aligned with Service Area 1.1, providing tailored housing advice and advocacy for Gypsy and Traveller adults aged 25+ in temporary or insecure accommodation. We support people who are overlooked or excluded by other services. Many are living in overcrowded or unsuitable accommodation, struggling in unaffordable private rentals, poor living conditions and overcrowding on council-run caravan sites, Other families living without amenities and are facing the constant threat of eviction on roadside camps. A significant number have faced negative experiences with statutory housing services or have been unfairly denied assistance. Traditional and mainstream advice services are often out of reach due to barriers such as low literacy, lack of digital access, or limited cultural understanding from the services. The project is delivered by an experienced team based at the charity London Gypsies and Travellers (LGT). We have been delivering this work for over 25 years and are well known and trusted across Gypsy, Roma and Traveller communities. In 2024, we supported 641 families in 31 boroughs. Most referrals come through word of mouth or trusted community routes. We work across all London boroughs and provide support in person, by phone, or remotely, depending on what people need. We track casework using Lamplight (CRM) and use the data to review outcomes, identify borough-level trends and inform service development. We also use insight from our front- line work on accommodation to feed into our wider campaigning and policy work. In recent years this has included highlighting failures in local connection criteria, unsafe site conditions, and barriers to support for people placed out of borough. 175 We particularly support people with minimal local authority connection, digital exclusion, or those who have been excluded from housing systems—priority target groups under Service Area 1.1. This project will build upon on our work with families in temporary accommodation, funded by TFL as part of their better temporary accommodation initiative. 176 Organisation Veterans Aid Service Area 1.1 Lifetime Grant £1,000,000 Partnership Pending Review Veterans Aid, 68 per cent focuses on combatting veteran homelessness across London, ensuring it is prevented, rare, brief, and non- recurring. The application outlines a strong commitment to supporting veterans and presents a range of relevant interventions . While many activities are clearly described and aligned with identified needs, some remain vague or lack implementation detail. The use of evidence is acknowledged, but clearer integration of data into the case for need would strengthen the proposal. Assessors noted an intention to serve diverse and marginalised groups, but the application lacks specificity about how services would be adapted to meet these needs. Referral pathways and mechanisms for tailoring services were not fully explained. Overall, the proposal demonstrates a thoughtful approach but would benefit from greater clarity and depth in how need is evidenced, how inclusivity is operationalised, and how delivery will be adapted and evaluated. SUMMARY aim, activities, intended impact Veterans Aid’s Pathways to Wellbeing programme aims to combat veteran homelessness across London, ensuring it is prevented, rare, brief, and non- recurring. Through rapid intervention, targeted housing support, and wraparound care, the project will provide sustainable housing solutions for veterans aged 25 and over and their families, preventing and addressing the devastating cycle of homelessness, addiction, unemployment, mental health issues and social exclusion. Activities Delivered To achieve these goals, Pathways to Wellbeing project will deliver: - Safe emergency accommodation & long-term housing support - Provide over 110,000 nights of accommodation at New Belvedere House (NBH) and elsewhere (hotels, B&Bs etc) over the next four years. - Swift, holistic and client -led support to cover the complex need of veterans living in temporary accommodation. - Holistic support services which aim to tackle the underlying issues that led to homelessness/crisis in the first place, things like childhood trauma, addictions, mental health issues, social isolation etc. - Holistic support includes, but is to restricted to: - Mental Health support and counselling, treatments and psychotherapy provided for as long as needed. - Detox & rehabilitation for veterans struggling with addictions irrespective of the addiction, drug, alcohol, gambling etc. - Employment & training programmes, ensuring long-term stability - -Support to secure long- term housing, that meets the financial means, location, size etc. of the client. All long- term accommodations are furnished and equipped with the necessary facilities for the client to make a new start and live comfortably. - Advice and peer support & well-being services, leveraging lived experience for veteran- to-veteran support and anything else clients need in order to successfully recover and minimise relapse. Intended Impact Through this programme, Veterans Aid will: - provide holistic support (including food, clothing and toiletries) to around 60 – 70 veterans and families living in temporary accommodation, every single night. 177 - provide mental health support to over 250 veterans. - support over 200 veterans through detox/rehab services, ensuring stability and recovery. - assist over 300 veterans with employment and training, ensuring long-term stability and independence. - place over 400 veterans into long- term, sustainable housing, preventing recurring homelessness. - contribute to significant taxpayer savings, reducing the burden on public services through effective interventions. - strengthen London’s homelessness support network by maintaining the only physically open veterans Operations Centre five days a week, with 24/7 remote support—a crucial service as other centres closed post pandemic. New Belvedere House, our accommodation facility which temporarily houses 66 veterans at any one time, stands as a model of success, officially reopened by HRH the late Duke of Edinburgh (Phase 1) and Mayor Sadiq Khan (final phase), both calling it inspirational. Through this funding, Veterans Aid will continue delivering life- changing interventions, ensuring that no veteran is left without the dignity, security, and support they deserve. 178 Organisation Latin American Disabled People’s Project Service Area 1.1 Lifetime Grant £598,388 Partnership Pending Review Latin American Disabled People’s Project, 68 per cent focuses on delivering wraparound support to Spanish and Portuguese- speaking adults aged 25+ who are in temporary accommodation or at risk of homelessness. The application presents a clear, well - evidenced understanding of the complex and overlapping needs faced by people in temporary accommodation, particularly around housing insecurity, mental health, and financial exclusion. Activities such as advocacy, immigration support, and wraparound services are closely aligned to these needs. The proposal draws on a strong range of data sources and demonstrates a rationale for service design tailored to different borough contexts. There is evidence of inclusive and culturally competent practice, although further detail on borough- level reach and proactive engagement methods would strengthen the proposal. Overall, the partnership shows potential but would benefit from a clearer articulation of delivery mechanisms and their effectiveness across London. SUMMARY aim, activities, intended impact LADPP’s proposal directly responds to Specification 1.1 by delivering wraparound support to Spanish and Portuguese- speaking adults aged 25+ who are in temporary accommodation or at risk of homelessness. Our holistic, pan- London model tackles the barriers this community faces, language, immigration status, digital exclusion, disability, and mental health, through tailored, culturally responsive advice, tenancy support, and cross - sector partnerships. Our infrastructure includes a dedicated advice centre in Southwark and a satellite hub in Lewisham, supported by trained bilingual staff and volunteers. LADPP is Advice Quality Standard (AQS) certified (2024) and has a strong track record of housing, welf are, and integration services, reaching over 1,800 clients annually. We bring legacy and sustainability to this work. From 2021– 2024, LADPP delivered the Community Welfare, Housing, and Representation Project, funded by Transport for London. Even after the grant ended, we continued the service using trained volunteers, proof of our resilience, deep community roots, and lasting commitment to addressing housing inequality. Our services support Spanish and Portuguese- speaking migrants from Latin America, Europe, and Africa, including Angola, Mozambique, and Equatorial Guinea, many of whom are excluded from mainstream systems and face multiple layers of disadvantage. Our aim is to make homelessness within our community rare, brief, and non-recurrent through a planned, preventative approach. We will provide early, culturally competent interventions, intensive support in temporary accommodation, and clear pathways to long- term housing. At the same time, we will help individuals build resilience and life skills, reduce barriers to services, and improve engagement with local authorities, housing associations, and private landlords. The project will deliver: • Wraparound casework in temporary accommodation, including needs assessments and action plans • Housing advice and tenancy sustainment, including support with PRS access, landlord mediation, and applications to social housing 179 • Welfare and NRPF support, guiding people through complex systems to increase income security and legal housing entitlements • Mental health and wellbeing support, via group workshops and internal referrals to LADPP’s mental health and isolation-reduction programme • Life skills and integration workshops, including English and digital literacy classes, financial education, prevention of fraud and income maximization workshops, and peer mentoring • Cross-sector collaboration, working with councils, legal providers, housing associations, the NHS, and community groups for joined-up support We aim to support over 2900 people each year over the programme lifetime, achieving: • Homelessness prevention for 980 individuals, including support with local authority applications and eviction avoidance • Long-term housing solutions for 660 people, including access to PRS, supported, or shared accommodation • Improved resilience for 700 participants, through wellbeing support, life skills, and stronger engagement with local services • Housing rights awareness for 560 individuals with insecure immigration status or NRPF • Reduced isolation and strengthened inclusion for disabled and vulnerable community members through culturally competent, multilingual care This project meets a critical need for tailored, specialist support across London. By working holistically and collaboratively, we will break the cycle of homelessness and empower our community to build safe, independent lives 180 Right to Reply – Submissions with officer commentary Appendix 3 Right to reply process Applicants were given 10 working days to submit a reply in respect of the recommendation made by London Councils for the 2026-2030 Pan London Grants Programme. Applicants were advised: - that London Councils would only accept one reply from applicant organisations. - that they had the right to reply against the recommendation if they considered that assessors had: • misinterpreted information submitted in your application • given incorrect weight (either too much or too little) to information submitted in your application • not considered information submitted in your application - that they must focus on at least one of these three reasons in their right to reply - new information that was not included in the original application will not be considered under this process - a reply because an organisation has been successful in the past will not be considered - that if applicants wished to exercise their right to reply, they should submit a letter no longer than two sides of A4, that focuses on the reasons they have for submitting a right to reply in relation to the feedback they received - that London Councils officers will consider replies and will present this information to the London Councils Grants Committee, alongside recommendations, on 16 July 2025 - that the decision of the Grants Committee is final. 181 OFFICER COMMENTS ON RIGHT TO REPLY Organisation London Citizens Advice Service Area 1.1 KEY POINTS IN RIGHT TO REPLY: - how your project will address those needs through its services and activities - your approach to inclusivity and adaptations for diverse communities and underserved groups - how you will reach out to the proposed target groups, particularly underserved groups - Awareness & Engagement: how you will ensure boroughs and local services are informed about your services and how you will maintain this awareness throughout the life of the project - how you will align with boroughs and local services to add value i.e. services complement and do not duplicate local services and/or they support boroughs to discharge statutory duties and adopt a multi-agency approach to delivering holistic support. - the methods you will have in place to gather feedback and satisfaction ratings from service users, ensuring their voices contribute to service improvement - how you will monitor and adapt services to ensure outcomes are achieved in every borough - how you will assess and ensure project staff (whether employees or volunteers) treat everyone the project supports with dignity and respect - whether these posts/roles are already in place or will require recruitment AND how your recruitment practices promote equal opportunities (fair and inclusive recruitment) - how you will manage recruitment and selection for project roles at the beginning of the project and as they arise through the life of the project - how you will ensure adequate training for the development and growth of project staff RESPONSE TO KEY POINTS: The application: - lacked borough-specific tailoring or new delivery innovations - limited practical detail on how specific adaptations would be made across boroughs or demographics. - lacked structured borough-by-borough engagement. - limited pan-London borough engagement coordination; lacked detail on ongoing borough-specific communications strategies. - l imited detail on multi-agency alignment and how statutory responsibilities would be supported - lacked detail on systematic feedback mechanisms or borough-specific learning - Content is included in the application and appropriately considered by assessors through the assessment process. - l acked practical mechanisms for assurance - Content is included in the application and appropriately considered by assessors through the assessment process. - l acked structured plan for recruitment cycles, adverts, interviews or borough-level coordination. - limited borough tailoring or continuous professional development structures. SUMMARY COMMENT: Officers do not propose any change to the recommendation. The assessment of key issues was made within the guidelines for the assessment process, including interpretation and weighting. The right to reply does not alter the original assessment of the application or the recommendation for Service Area 1.1 182 RIGHT TO REPLY SUBMISSION Right of reply to London Councils on combatting homelessness funding recommendations (Lot 1: Wraparound support, TA, targeted intervention, alternative pathways) The following replies highlight the aspects of our proposals that the information provided may have misinterpreted/overlooked or given too little weighting to in the initial assessment process. With reference to the feedback received we would specifically like to highlight the following. 1. Addressing needs, engagement, awareness Our response submissions to questions 3, 4, and 5 highlight how our project will address needs through our services and activities to reach diverse communities, target groups and underserved groups, promoting and delivering the services on an integrated locally embedded basis but with Pan-London reach in order to add value to existing services. London Citizens Advice, with our constituent local Citizens Advice, are already operating across London in addressing homelessness and housing needs in close relationship with London boroughs and local VCSE networks. The PHIL (Preventing Homelessness in London) model proposed is developed as additional specialist support on housing/homelessness issues focussed on those at risk of, or being placed in, Temporary Accommodation, and is structured on a similar added value basis to the GLA (Pan- London) funded Advising Londoners partnership which we described in our submission. We are clear in our proposed service approach description on prevention first, bringing in the whole wraparound and income maximisation support of CAB services to reduce the pressures on Housing Options teams. Our model tackles homelessness and the wider determinants and triggers of homelessness. So in our Q 4 response on outreach, engagement and access we give a full overview of our proposed London-wide service delivery utilising mixed teams of specialist housing caseworkers and generalist advisers. Our proactive engagement of locally patterned access, described from North East to South East, South West, West and Central London with named places of delivery and local outreach points and community based approach makes best use of our embedded infrastructure and community access. This model is in contrast to a remote centralised call- centre based model. Our locally embedded model, enables us, as we set out in our proposals, to establish a project which can take referrals from (i) our generalist services and contact lines, (ii) housing options teams, and (iii) our network of community partners. Across all three channels there is already very high awareness of Citizens Advice and our services in the community. We describe how through these embedded relationships, our trusted brand and contact points where homelessness needs are already present with high demand in excess of capacity, can absolutely ensure boroughs and local services are informed of our services.. We also describe how through our many community partnerships, and working specifically with the named partners in our proposals – Micro Rainbow, Justlife, Asylum Aid, Ealing Law Centre, that we can reach the target groups, diverse communities and underserved groups building on tried and tested approaches such as Advice First Aid with community partners, that have been demonstrated to be successful in the delivery of another Pan-London services that focuses on crisis prevention for underserved groups – ie., the GLA Funded Advising Londoners partnership. 2. Feedback from service users, engagement, co-production and adaptation to ensure outcomes are achieved in every borough 183 In our response to Q 6, we state how we will use volunteers to follow up on client outcomes, and obtain feedback from clients as one of the many mechanisms built into our proposals around ongoing engagement with service users . The key benefits of working locally, is that it enables services to adapt rather than requiring a one size fits all approach for all target groups and London boroughs. This adaptability is informed by local needs and engagement. Recognising the need to adapt services in different boroughs we set out in our answer to Q4 how we would work in partnership with Justlife (as learning partner) who have very specific expertise, track record, and insights into the lived experience of Temporary Accommodation in order to further adapt our services and to build in co-production. Giving consideration to the spec, we also weighted the distribution of resources towards boroughs with higher temporary accommodation challenges, thus ensuring we can achieve appropriate outcomes on a borough by borough basis. Finally our approach to adaptability of services to different boroughs is also highlighted in our ‘systems thinking’ initiatives about homelessness issues in such as the London Ending Homelessness Accelerator Programme (Centre for Homelessness Impact and London Councils, and how we are well networked in with the key specialist housing support, policy and advocacy groups. 3. Staffing support, recruitment and training model In the costing and partner templates we included all of the requested detail and more about the staffing capacity and inputs that each partner would be bringing into a unique partnership based service (25 named formal sub-partners in the bid, many beyond that we work collaboratively with). We identified in Q 9 the challenge of a challenging recruitment pool/market for specialist housing advice casework and support workers. We proposed an alternative “grow your own” model developing our existing advice workforce and homelessness expertise to give greater certainty that the project could be well staffed and the outcomes delivered. The training approach is also identified in different parts of the application, including • Training for community partners, and frontline housing staff using our “Advice First Aid” training capabilities • Bespoke training provided by Justlife on Temporary Accommodation issues • Bespoke training that will be provided across the project, working with key organisations and initiatives that we have built strong links with specifically with Cambridge House Safer Renting project (eg., on renters reform), and St Martin-in-the Field’s charity Frontline Network As set out in response to Q 9, responsibility for development of specialist training will be a core part of the Programme Manager’s role, with a central resource hub encompassing a suite of tools and resources, including new Housing Advice First Aid materials and a commissioned schedule of appropriate training. The hub would also include a central database of homelessness prevention resources, and pathway schemes out of homelessness, including tenancy brokerage schemes and portals. Our application demonstrates how our staff, volunteers and services treat everyone dignity and respect, and stress the application of robust equality policies (see Q 8 response), inclusion and engagement with underserved groups being a fundamental part of all our activities and providing a supportive and inclusive culture for all those who need our services. 184 OFFICER COMMENTS ON RIGHT TO REPLY Organisation SignHealth Service Area 2.1 KEY POINTS IN RIGHT TO REPLY: The applicant stated they consider that assessors had given incorrect weight, or not considered information submitted in the application. The applicant noted six key points: - How and where you will attract people to the services your project will provide - How you will reach out to the proposed target groups, particularly underserved Groups - How people from all London’s boroughs will access services - How you will monitor and adapt services to ensure outcomes are achieved in every Borough - How you will manage recruitment and selection for project roles at the beginning of the project and as they arise through the life of the project - How you will ensure adequate training for the development and growth of project staff RESPONSE TO KEY POINTS: The application: - Borough-specific targeting strategies are referenced, though content could be more clearly structured within the Q4 narrative. - Content is included in the application and appropriately considered by assessors through the assessment process. - Lacked borough-specific delivery planning or local variations in need and response. - L acked borough-specific outcome tracking. - Referenced recruitment planning, but lacked detail on processes across the project lifecycle was limited - Content is included in the application and appropriately considered by assessors through the assessment process. SUMMARY COMMENT: The Right to Reply introduces new or expanded details that were not included in the original application and has not been considered under this process. Officers do not propose any change to the recommendation. The assessment of key issues was made within the guidelines for the assessment process, including interpretation and weighting. The right to reply does not alter the original assessment of the application or the recommendation for Service Area 2.1 RIGHT TO REPLY SUBMISSION 1. How and where you will attract people to the services your project will provide We outlined our well-established referral pathways via police, NHS, and social care partners, alongside targeted outreach through deaf community networks and accessible BSL social media content. Over several years of delivering London Councils-funded services, we have built meaningful, trusted relationships across boroughs and within the deaf community, which underpin our ability to engage survivors who are often isolated or excluded from mainstream services. 2. How you will reach out to the proposed target groups, particularly underserved Groups Our application detailed a dedicated outreach post and partnership working with LGBTQ+ groups, deaf and disabled people’s organisations, and minoritised communities. We included evidence of our success in engaging deaf survivors from underrepresented 185 backgrounds - groups that are consistently underserved by general domestic and sexual violence services. Our longstanding relationships and reputation within the community have enabled us to build trust and reach people who might not otherwise seek support. As a deaf-led service and specifically designed to reach and support deaf victims and survivors, our entire model exists to reach the significantly underserved group of deaf people. We are concerned as to whether deaf people as an underserved group are being adequately supported by a replacement service, in their first language, BSL. 3. How people from all London’s boroughs will access services We described our remote-first delivery model and evidenced that our current and past caseload already spans all 33 boroughs. This ensures borough-wide accessibility without the limitations of physical service locations, particularly important for deaf users who face language and communication barriers. Our experience delivering pan-London support has been shaped by years of direct engagement with statutory and voluntary partners across the city. 4. How you will monitor and adapt services to ensure outcomes are achieved in every borough We outlined our approach to collecting and reviewing borough-level data, including outcome tracking and feedback mechanisms that allow us to adapt provision in response to local needs. Our strong relationships with local authorities and service providers across London mean we can remain responsive and contribute to shaping more inclusive, coordinated responses for deaf survivors at borough and pan-London levels. 5. How you will manage recruitment and selection for project roles at the beginning of the project and as they arise through the life of the project Our plan included phased, inclusive recruitment using deaf-specific platforms and networks, with processes that ensure linguistic and cultural fit. We also covered succession planning and flexibility to maintain service continuity across the programme’s life cycle. Our experience of recruiting and retaining qualified deaf staff across London further demonstrates our ability to deliver at scale. 6. How you will ensure adequate training for the development and growth of project staff We described mandatory trauma-informed training, regular reflective practice, and access to BSLaccessible training and support. We also highlighted how we’ve worked with mainstream domestic and sexual violence providers to make their training available in BSL. As a deaf-led organisation, we prioritise tailored development through BSL supervision and mentorship. Through our current London Councils funding, our team has become SafeLives Leading Lights qualified, and all new staff would receive the same training to maintain a high-quality, consistent service. We believe these areas were clearly and thoroughly addressed in our application, and we’re concerned that the feedback in Annex 1 does not fully reflect the strengths or detail of our proposal. This raises the possibility that some key parts of our submission may have been misinterpreted or not fully considered. Finally, we emphasise that the removal of long-term funding for deaf BSL users affected by domestic and sexual violence risks leaving a significant and marginalised group without safe, appropriate support. Our established relationships, reputation, and reach across London enable us not only to meet deaf survivors where they are, but also to bring their voices into mainstream conversations about policy and service design – something that generic services cannot replicate. We know that deaf people fail to access support from mainstream services because of fear, distrust and inaccessibility. Mainstream provision with support of an interpreter lacks the cultural awareness, language and insight to be able to engage, build trust and effectively support deaf survivors. 186 OFFICER COMMENTS ON RIGHT TO REPLY Organisation My Secure Mind Ltd Service Area 2.1 KEY POINTS IN RIGHT TO REPLY: The applicant did not specify whether they considered that assessors had misinterpreted, given incorrect weight, or not considered information submitted in the application. The applicant noted five key points: - how you will monitor and adapt services to ensure outcomes are achieved in every borough - how your project will be delivered over the four-year life of the programme - Risk Register - Q12 how you will demonstrate that the project is delivering value for money RESPONSE TO KEY POINTS: - The Right to Reply introduces new or expanded details that were not included in the original application and has not been considered under this process. - The submitted Right to Reply exceeds the two-page maximum set out in the guidance. SUMMARY COMMENT: Officers do not propose a change to the recommendation, the assessment of the key issues was made within the guidelines for the assessment process, including interpretation and weighting. The right to reply does not alter the assessment of the application or the recommendation for service area 2.1 RIGHT TO REPLY SUBMISSION Project Purpose: Meeting the needs of Medium-Risk Survivors Across London Safe Horizons is a Pan-London programme designed to provide trauma-informed, survivor-centred, and culturally responsive support to individuals affected by domestic and sexual abuse. Our focus is on medium-risk survivors—those who often fall between the cracks of existing support systems. Many of these survivors have moved past initial crisis intervention (IDVA/ISVA stage) but still face ongoing emotional trauma, housing instability, financial abuse, or cultural stigma. This programme helps them stabilise, recover, and regain control of their lives through counselling, advocacy, safety planning, and long-term wellbeing support. Monitoring and Adapting Services in Every Borough We recognise that each borough has different populations, service gaps, and referral pathways. Our approach ensures services are locally responsive, flexible, and accountable. A. Borough-Specific Needs Assessments Before delivery begins in any borough, we will carry out a local needs assessment to identify: • Key demographics (e.g. ethnic minority groups, migrants, LGBTQ+ survivors) • Service gaps • Existing referral routes and potential delivery partners B. Monitoring Outcomes by Borough 187 We will track the following outcomes: • `Number of survivors supported per borough • Self-reported improvements in safety, emotional wellbeing, and housing security • Engagement rates from groups who don’t usually access mainstream services • Reductions in repeat incidents or re-referrals Tools we will use: • CORE-10 for mental health outcomes • WEMWBS for wellbeing • Custom survivor satisfaction surveys • Borough-specific dashboards for performance tracking C. Local Coordinators and Teams Each borough cluster will have a dedicated coordinator. We will work closely with local professionals (GPs, housing officers, community leaders) to build trust and ensure services reflect the borough’s needs. D. Continuous Feedback & Adjustment We will hold quarterly borough- level reviews involving survivors, frontline staff, and local partners. Findings will guide adjustments using the Plan-Do -Study-Act (PDSA) model to improve outcomes. E. Survivor Voice We will establish advisory panels made up of survivors from different boroughs. These panels will review service relevance, safety, and cultural appropriateness and help co- design changes. Delivering the Project Over 4 Years (with Risk Register) A. Four-Year Delivery Plan 188 Demonstrating Value for Money We are committed to delivering impact efficiently: • Unit Cost: ~£1,200 per survivor per year (approx. 12–15 sessions, advocacy, follow- up) Comparison: Lower than £5,000+ annual cost per high-risk case • SROI (Social Return on Investment): Based on similar services, we expect an SROI of at least 1:5, reflecting reductions in: • A&E visits • Police and court involvement Children’s social care cases Additional Cost Savings: Shared digital tools and case systems reduce admin costs Joint training and supervision structure streamline expenses Pan-London coordination ensures no duplication of services Case Study - Real Example of Success Case Study: Yasmin’s Story (Name Changed) Background: Yasmin, a 34-year -old South Asian woman, had fled domestic violence and was living in temporary housing with two children. Though the immediate crisis was over, she was experiencing severe anxiety, housing insecurity, and reluctance to engage w ith statutory services due to language and cultural barriers. Support Provided: • Assigned a trauma-informed caseworker from her community • 12 sessions of culturally sensitive counselling in her preferred language • Support with benefits, school placements, and housing advocacy • Connection to a local peer support group for women from similar backgrounds Outcome: • Reported improved wellbeing (WEMWBS score rose by 14 points) 189 • Gained a permanent tenancy and enrolled in an adult education course • No repeat safeguarding concerns in 12 months • Now volunteers as a peer mentor in the same programme Yasmin’s story is one of many where medium -risk survivors, overlooked by crisis services, are supported to rebuild safe, independent lives. Conclusion Safe Horizons directly addresses the needs outlined in Priority 2, Service Area 2.1 by delivering a borough-responsive, trauma-informed programme that fills a critical gap in provision for medium-risk survivors. • We believe the project offers: • A clear, evidence-based delivery model tailored to each borough • Measurable, meaningful outcomes with strong monitoring • High impact and value for money • Proven success in reaching underserved communities 190 OFFICER COMMENTS ON RIGHT TO REPLY Organisation Lesbian, Gay and Bisexual Anti - V iolence and Policing Group (Galop) Service Area 2.1 KEY POINTS IN RIGHT TO REPLY: - how your project will address those needs through its services and activities - the referral pathways you have in place or intend to implement with all the boroughs and local organisations - any external quality standards, accreditations, or best practice you will apply to maintain high standards in project delivery - how you will assess and report on how effectively your services meet the needs of people with different protected characteristics - the posts that will form the project management team/steering group - how you will manage recruitment and selection for project roles at the beginning of the project and as they arise through the life of the project - how your project will be delivered over the four-year life of the programme - Risk Register RESPONSE TO KEY POINTS: The application: - lacked borough-level data or evidence of differential needs across localities. - limited borough-level coordination with statutory services. - detail on external standards and borough-level implementation - l acked detail on how data would inform borough-specific or group-specific adaptations - detail on succession planning, training cycles and partnership workforce distribution was limited. - Content is included in the application and appropriately considered by assessors through the assessment process. SUMMARY COMMENT: Assessors applied scores based solely on the content presented within each individual question response, in line with programme guidance Officers do not propose a change to the recommendation, the assessment of the key issues was made within the guidelines for the assessment process, including interpretation and weighting. The right to reply does not alter the assessment of the application or the recommendation for service area 2.1 RIGHT TO REPLY SUBMISSION • How your project will address those needs through its services and activities We have addressed this in our brief project summary at the beginning of the application. We have also addressed the services and activities we will deliver/provide in answer to Question 3 ‘Needs and Service Delivery, Question 5 ‘Collaboration and Partnership Working’ and Question 7 ‘Outcomes and Activities Table’. There is extensive detail in all answers to these questions addressing the services and activities we will build on from the current DAP and new services and activities we will pursue as part of LAP. • The referral pathways you have in place or intend to implement with all the boroughs and local organisations 191 We have addressed this in our answer to Question 4 ‘Outreach and Access’ and Question 5 ‘Collaboration and Partnership Working’ where we have given extensive detail of current referral pathways the current DAP project has in place as well as new referral pathways that will be explored during the LAP project. • Any external quality standards, accreditations, or best practice you will apply to maintain high standards in project delivery We have addressed quality standards, accreditations and best practice in Question 6 ‘Monitoring and Outcomes’; there is extensive detail on recognised quality standards and accreditations that staff working across LAP will hold. We address best practice and detail what this look like for LAP in Question 6 ‘Monitoring and Outcomes’ and Question 9 ‘Staffing and Management.’ • how you will assess and report on how effectively your services meet the needs of people with different protected characteristics We have addressed this in Question 6 ‘Monitoring and Outcomes’ where we have laid out the breadth of data we will collect, tools we will use to collect data and how data will be compiled and presented across the partnership to demonstrate individual outcomes as well as wider partnership outcomes. We have also covered how we will gather feedback to analyse the reach of LAP and any gaps in provision in Question 8 ‘Equality and Inclusion’. • The posts that will form the project management team/steering group We have addressed this in the staffing table in our answer to Question 9 ‘Staffing and Management’. • How you will manage recruitment and selection for project roles at the beginning of the project and as they arise through the life of the project We have addressed this in our answer to Question 9 ‘Staffing and Management’ where we cover recruitment during mobilisation and throughout the project in regular partnership meetings. • how your project will be delivered over the four-year life of the programme - Risk Register We have included a Risk Register as part of our submission and a Delivery Plan for LAP. 192 OFFICER COMMENTS ON RIGHT TO REPLY Organisation Jigsaw4u Service Area 2.5 KEY POINTS IN RIGHT TO REPLY: 1. the key needs your project intend to address 2. how your project will address those needs through its services and activities 3. the research and/or evidence used to identify need 4. your approach to inclusivity and adaptations for diverse communities and underserved groups 5. how people from all London’s boroughs will access services 6. how you will reach out to the proposed target groups, particularly underserved groups 7. Awareness & Engagement: how you will ensure boroughs and local services are informed about your services and how you will maintain this awareness throughout the life of the project 8. how you will align with boroughs and local services to add value i.e. services complement and do not duplicate local services and/or they support boroughs to discharge statutory duties and adopt a multi-agency approach to delivering holistic support. 9. the referral pathways you have in place or intend to implement with all the boroughs and local organisations 10. the methods you will have in place to gather feedback and satisfaction ratings from service users, ensuring their voices contribute to service improvement 11. any external quality standards, accreditations, or best practice you will apply to maintain high standards in project delivery 12. how you will monitor and adapt services to ensure outcomes are achieved in every borough 13. how you will continuously ensure that services are accessible to all, inclusive and free from bias 14. how you will assess and ensure project staff (whether employees or volunteers) treat everyone the project supports with dignity and respect 15. Your organisation’s experience of delivering a project of similar scale and nature RESPONSE TO KEY POINTS: The application: 1. Points 1 and 2 limited borough-level data or detail on specific needs of vulnerable cohorts across London 3. Lacked evidence of borough-level or population-specific demand beyond case volume summaries 4. L acked specific borough-focused outreach adaptations. 5. Lacked detail on how equitable access will be ensured in areas without a strong local CA presence 6. Lacked borough-specific outreach models 7. Lacked detail on borough engagement strategies beyond existing CA structures 8. L acked detail of formal partnerships or co-delivery agreements with statutory services 9. Lacked detail of borough-level cross referral protocols with local VAWG or housing teams. 10. does not describe how learning or adaptation will occur locally 11. Content is included in the application and appropriately considered by assessors through the assessment process. 12. Lacked borough-specific performance management. 193 13. Points 13 and 14 Content is included in the application and appropriately considered by assessors through the assessment process. 15. Experience of delivering specialist domestic abuse or homelessness services in par tnership with borough services is less clearly evidenced. SUMMARY COMMENT: Assessors applied scores based solely on the content presented within each individual question response, in line with programme guidance Officers do not propose a change to the recommendation, the assessment of the key issues was made within the guidelines for the assessment process, including interpretation and weighting. The right to reply does not alter the assessment of the application or the recommendation for service area 2.5 RIGHT TO REPLY SUBMISSION We respond to each point detailed in Annex 1 from our Application Feedback below, specifying which questions in our application directly answered the point: • the k ey needs your project intend to address – Q1, Q3, Q7 • how your project will address those needs through its services and activities – the research and/or evidence used to identify need – Q3, Q5, Q6, Q7 • y our approach to inclusivity and adaptations for diverse communities and underserved groups – Q1, Q3, Q4, Q5, Q6, Q8 • how people from all London’s boroughs will access services – Q4, Q5, Delivery Plan, Risk Register • how you will reach out to the proposed target groups, particularly underserved groups – Q1, Q3, Q4, Q5, Q8, Delivery Plan • how you will ensure boroughs and local services are informed about your services and how you will maintain this awareness throughout the life of the project – Q4, Q5, Delivery Plan, Risk Register • how you will align with boroughs and local services to add value i.e. services complement and do not duplicate local services and/or they support boroughs to discharge statutory duties and adopt a multi-agency approach to delivering holistic support – Q1, Q3, Q5, Q6 • the r eferral pathways you have in place or intend to implement with all the boroughs and local organisations – Q4, Q5, Delivery Plan, Risk Register • the m ethods you will have in place to gather feedback and satisfaction ratings from service users, ensuring their voices contribute to service improvement – Q2, Q6, D elivery Plan • any external quality standards, accreditations, or best practice you will apply to m aintain high standards in project delivery – Q1, Q3, Q5, Q6 • how you will monitor and adapt services to ensure outcomes are achieved in every borough – Q3, Q4, Q5, Q6, Q8, Delivery Plan, Risk Register • how you will continuously ensure that services are accessible to all, inclusive and free fr om bias – Q3, Q4, Q5, Q6, Q8 • how you will assess and ensure project staff ( whether employees or volunteers) treat everyone the project supports with dignity and res pect – Q1, Q3, Q4, Q5, Q6, Q8, Q9 • Y our organisation’s experience of delivering a project of similar scale and nature – Q11 Thank you for your time and consideration. We remain grateful for the opportunity to apply to the Grants Programme, and for the opportunity to submit a Right to Reply. Please do not hesitate to contact us if any further clarification or information is needed. 194