{"id":2062,"date":"2016-12-30T11:33:02","date_gmt":"2016-12-30T11:33:02","guid":{"rendered":"http:\/\/onenorbiton.org.uk\/?page_id=2062"},"modified":"2024-11-28T00:11:13","modified_gmt":"2024-11-28T00:11:13","slug":"catalysing-conviviality-one-norbitons-bid","status":"publish","type":"page","link":"https:\/\/onenorbiton.org.uk\/?page_id=2062","title":{"rendered":"One Norbiton’s bid- “Catalysing Conviviality”"},"content":{"rendered":"

CATALYSING CONVIVIALITY<\/strong>
\n\u201cFROM SOCIAL HOUSING TO SOCIABLE HOMES\u201d
\nMike D\u2019Souza & Jill Preston -One Norbiton 26\/10\/2016<\/p>\n

The One Norbiton collated response<\/p>\n

1.1 What types of innovative methods and mechanisms would you use to build, develop and increase the capacity and ability of Kingston tenants and leaseholders to engage with the Council and do more for their communities?<\/em>
\nThe key innovation that we propose is to create more active and supportive communities by employing a personal and convivial approach to all residents living in RBK\u2019s housing stock who contribute to the HRA.
\nTo do this, we will employ a range of new and old strategies, flexibly adapting our approach according to their comparative success and take great care in using only those staff who have right personal skills to interact warmly with residents.
\nResident participation could, in future, become one of the keys to improving publicly provided services. However, at the moment, it appears that it is viewed by the public as strangers doing expensive tick box surveys that focus on demonstrating that residents have been statutorily consulted. Community engagement is the core activity for which One Norbiton was founded and it has spent 6 years costing very little to the taxpayer exploring how to tackle this difficult problem.
\nWe now believe that a much smaller scale personal approach like Postcode parties are the best and most economic option if the aim is to do real transformative engagement that generate both the contacts and the willingness to cooperate and that getting voluntary organisations to organize these has special advantages other radically reducing price. (We also recognize that apathy towards change may be a wholly appropriate indication of contentment with the status quo!)<\/p>\n

1.1a Innovative Methods<\/em>
\nPostcode parties This approach has already been piloted by One Norbiton on the
\nCambridge Road Estate. These have generated an attendance from 30% of the residences invited and leafleted. (cf. 2% response to other sorts of meetings). This response will further increase by door to door knocking and generates 18% email\/mobile contacts. This is essentially built on the known success of street parties at getting neighbours to meet each other. Our staff will only act as catalysts to get a system going that recruits local organizers
\nwithin a single Post Code (<100 dwellings) Additional activities such as Neighbourhood Watch schemes and WhatsApp groups that can be built around these. The objective being to gradually evolve urban village atmospheres across RBK with active and supportive neighbourhoods reducing social stress and the current need for and reliance on expensive and overstretched public services. Additional to our hubs venues could be the existing RBK Halls Piper, QMH, Kingsnympton Estate etc.
\nWelcome Packs. The existing packs will be revised to include where possible named
\nneighbourhood contacts. Regular Postcode Parties may be an opportunity to set up a resident welcome scheme, particularly to identify the elderly, isolated and disabled in the locality. A natural human concern then operates, spontaneously, the main task is sometimes to prevent this from becoming intrusive and a nuisance. Newcomers with limited English would be introduced to charities such as LEAH (Learn English at Home). New babies also would be considered newcomers and their arrival would provide the neighbourhood with the opportunity of supporting families with preschool children.
\nCascaded Training. By the second or third Postcode party potential neighborhood organizers
\nmight be identified. These can be recruited to not only contact their immediate neighbours but also undergo training to interview and to cascade their training on to others. If this is targeted first in areas where regeneration is being actively contemplated such as the CRE, then
\nCo-design and co-production might be launched with the help of these organizers at very little extra cost. This increased capacity will facilitate Lots 2 and 3
\nPublic Meetings. These, sometimes, have difficulties in becoming quorate. We will
\nexperiment with Digitally attended and extended meetings. Open face to face meetings may
\nbe difficult for the shy or for the very busy to attend. Using face time broadcast technology, venues can become digitally open to external contemporaneous attendance. By having them podcast they can be accessed for voting during a block of time e.g. Seven Days. These podcasts can in themselves become the minutes of a meeting and reduce the need for paper records that may be contentious and a burden to prepare. Voting on important issues is often the minimal level of engagement we would seek. Eventually, all Voting, even at the meetings could become digital using electronic identity. This will require IT expertise that could be outsourced to the University or elsewhere.
\nNewsletters These could be produced much more cheaply by phasing out paper and as digital contacts increase substitute it with Blogs from the local Postcode communities and the central community group meetings; e.g. One Norbiton and One Chessington etc.
\nComplaint handling seeing this as an opportunity to engage and learn. Employ a
\nsympathetic approach by right. Publicly timing their resolution might encourage a more effective system as this will highlight those doing a good job.
\nDigital Champions \u2013We will provide access to digital champions who may assist the disabled in their own homes. Where available local Hubs may provide free internet access. Both these would be opportunities to encourage people to engage personally.
\nDigital methods \u2013 Texts; email, Facebook Twitter WhatsApp, e-Democracy – One Norbiton
\nalready provides most of these in Norbiton. As more volunteers are recruited e-Democracy
\nwill be spread across RBK. We also will try a new App to encourage the competitive earning of CareCreds for taking better care of oneself and one\u2019s community.
\n1.2 How would you enhance the capacity of already existing groups of tenants and leaseholders to engage (e.g. residents associations and community groups)?<\/em>
\nWe will engage with the seven Resident Associations (RA\u2019s) and other community and Special interest groups (who meet RA constitutional governance criteria) in the Borough. The chairs of these groups will be invited to quarterly Strategic meetings at Borough Level hosted and chaired on a rotational basis. 1Kingston will represent RBK and the other members the statutory voice of the Residents. The existing funding for individual Associations and Community Groups who meet the necessary criteria will continue. One Kingston will also have the responsibility to look after the interests of and represent all residents who have no formalized representation.
\nTraining for groups
\nWe will offer all groups training in Health and Safety, Food Hygiene, First Aid and Safeguarding. This will enhance their confidence and encourage them to catalyze social activity in their areas. In addition, we will encourage a co-operative approach to sharing equipment such as gazebos, for events like Fun Days etc.to reduce the financial overheads for such events.
\nWe will work in close conjunction with Wellbeing, ECET, LEAH and Refugee Action to help with marginalised groups.<\/p>\n

1.3 How would you build and develop new groups and their capacity to engage? <\/em>The development of new groups is a key part of our programme. However representative groups have proved difficult to set up and have their own problems. Too often the leadership, if successful, becomes central to everything and unintentionally discourages further involvement by others. One Norbiton is anxious to get more individuals to represent themselves online. This has particular advantages for the shy etc. and those too busy to attend meetings. So we will try to develop more online meetings. Recruiting individuals through the social events organized has proved to be an effective method as volunteers are more willing to come forward when they have enjoyed personal interaction.
\nThere is also scope for encouraging special interest groups to become involved. Many currently exist outside of the recognized system but have been \u2018ring fenced out\u2019
\nWhat are we proposing to do?
\nIn brief we propose to recruit volunteer home based long-term disabled community organizers. We will train them how to catalyze postcode parties in the main council house areas of Kingston using our electoral roll local posters same design branding in local venues. After these parties we will encourage the development of new neighbourhood groups who hold recurrent parties and then progress to form ward- wide groups similar to One Norbiton. Thus reviving the former strategic aim of realizing ONE Kingston for which One Norbiton was a
\npilot. These Ward based organizers will meet in person and hold electronic meetings.<\/p>\n

1.4 What kinds of community-led initiatives would you enable to bring about improved wellbeing for residents and their neighbourhoods?<\/em>
\nWe have already mentioned our proposed borough-wide Post-code parties and Family Fun days. As well as these CREst organizes Christmas Galas, Half-term Horrors and supports Resident involvement in annual Family Learning Festivals. Coach trips have also proved to be very popular. By taking advantage of the RAKat mini-buses and volunteer drivers these are cost effective, encourage families the elderly and isolated residents to enjoy a day out and result in rewarding new friendships with fellow travelers. We have also found these to be ideal for informal information gathering during the return trip. We propose that all these activities continue and are extended on a Borough-wide basis, help being provided to the new community groups by our organizers to set up their own community-led initiatives.<\/p>\n

2.1 Please provide an Operational Plan with key milestones for setting up and delivering services in Lot 1. This should set out in full supporting details of the staff and other resources which will be utilized. The Operational Plan should detail the Contractor\u2019s management and control processes, which clearly indicate how you propose to manage the quality of the service (please refer to any quality management systems you propose to use during the term of the contract).<\/em>
\nPlease see Attached Table
\n2.1 One Norbiton 26\/10\/2016
\nAIM
\nINCREASE RESIDENT
\nOUTPUT TIME OUTCOME FRAME
\nAdministered by
\nOne Norbiton
\nBUDGET POSSIBLE
\nPARTNERS OTHER NEEDS
\nCommunity Events Special Interest Groups
\n3+ years Reduced Isolation Increased community
\n\u00a345,000 Rewards* KVA \u00a3500 Posters RBK
\nD& B CHECKS SAFEGUARDING
\n3-year OPERATIONAL PLAN
\nTRAINING &
\nPARTICIPATION
\nCAPACITY BUILD VOLUNTEERS
\nCOMMUNITY GROWTH
\nINCREASE HEALTH AND WELLBEING
\nREDUCE LONLINESS AND ISOLATION
\nINCREASE DIRECT COMMUNICATION
\nSTRENGTHEN RESIDENT CAPACITY
\nGENERAL ADMIN COSTS
\nTOTAL Costs for 3 years
\nPost code parties Local Groups
\nQuarterly meetings Training Schedule Regular Communication
\nCreate events calendar
\nAdvertise major events through print and media
\nInitiate CareCreds Competition including QoL
\nElectronic Communications
\nCommunity Newsletter
\nInformation bulletins and posters
\nImplement \u2018Circle of Communication\u2019
\nownership
\nImproved relationship with RBK
\nGreater cultural understanding
\nReduced ASB
\nGreater Community Spirit Better relationship with residents
\nReduced Loneliness and Isolation
\nGreater attendance at events
\nEnhanced awareness Increased Neighbourliness
\nIncreased Health Improved Quality of Life Reduced Health & Care costs
\nIncreased Neighbourliness Reduced Loneliness and Isolation
\nGreater Community Spirit Better relationship with residents
\nGreater local awareness Better engaged residents Increased feedback
\nIncreased resident participation
\nBetter informed residents Greater inclusiveness Enhanced community cohesion
\nCompany
\nOne Norbiton Company
\nPromotions co- ordinator & Outcomes surveys
\nOne Norbiton Company
\nPromotions co-ordinator
\nNewsletter Editor
\nChair of Chair\u2019s Group\/ One Norbiton Company
\n\u00a3111,300.00
\n3 years
\nThree times per year for 3 years
\n3 years
\nEvery 3 months for 3 years
\nQuarterly \u2013 after Housing Committee
\nMeet Quarterly for 3 years
\n3 years
\n\u00a3 \u00a3
\n\u00a3 \u00a3
\n\u00a3
\n\u00a3
\n2100 Training 1300 Kindles
\n15,000 Rewards 1500 Adverts
\n500 \u2013 Trophies
\n5000 Rewards
\n\u00a3500 Transport \u00a36300 RA grants \u00a34500 Refreshments
\nFED
\nECET
\nAfC
\nRefugee Action LEAH
\nKRiSP
\nKVA RBK FED ECET
\nKVA
\nRBK
\nFED ECET Wellbeing NHS
\nWellbeing Service ECET
\nLocal Community Group or RA
\nKVA
\nRBK
\nFED
\nECET
\nKRiSP
\nLocal Groups Specialist Groups Elected members Local Community Group or RA Elected members
\nGOVERNANCE Food hygiene Health and Safety First Aid
\nHealth & Safety Food Hygiene First Aid
\nEvent Planning
\nDesign and computer training
\nD&B
\nData input CareCreds App
\nDigital Champions Internet Cafes
\nEditorial \/ website training ( KVA)
\nD& B CHECKS SAFEGUARDING Minute taking etc.
\n\u00a31 500 Photocopier \u00a3 1000 Consumables
\n\u00a3250 Travel
\n\u00a3100 Consumables
\n\u00a330000 ON Costs
\nRewards* = Vouchers and other payments
\nto participants (long term disability has limits on additional income levels before benefits are reduced)
\n2.2 Please include a Business Continuity Plan to ensure service delivery for the entire term of the contract. This should include partner organisations, the skills and experience of the key members of staff delivering the plan, how the service will be resourced to ensure continuity of resources throughout the contract term, staffing levels and other resources\/assets that will be required.
\nClick on Smart sheet link below
\nSMARTSHEET FOR ALL RELEVENT CONTINUITY DOCUMENTS
\nA. RESIDENT PARTICIPATION FORWARD PLANNER B.CALENDAR
\nC POSTCODE PARTY PROCEDURE KIT
\nD POSTCODE PARTY PLANNER
\nE DRAFT AGENDA FOR COMMUNITY GROUP AND RA CHAIRS
\nHere’s a quick update on these attachments.
\nChild Protection Policy Statement.1.doc (78k)
\nEquality and Diversity Monitoring.doc (168k)
\nMinutes Template.doc (96k)
\nAgenda Template.docx (53k)
\nTraining needs form.docx (22k)<\/p>\n

2.3 Working with other Lots 2 and 3<\/em>
\nThe logic of having three lots is clear. In Lot 1 we are developing new capacity across the borough for RBK residents to engage in the co-design and then co-production envisaged in Lot 2. Lot 3 will embed evaluation throughout the process \u2013 starting with establishing base-lines.
\nSubject to data protection rules we will share data with the bid winners in Lots 2 and 3. And we will participate in surveys wherever possible and are happy to share our simple QoL Thymometry tool.
\nOur philosophy is built around each partner working to their strengths in each Lot. However, we also need to cover the essentials of the existing RP job description with respect to the the rest of the Council and dovetail into the role of the RAs. Our One Kingston proposal deals with this role in relation to the necessary dialogue with residents.<\/p>\n

2.4 Please describe any risks in relation to delivering the service\/s required for the contract term and how you would seek to address them.<\/em>
\nResidents\u2019 engagement is a notoriously difficult task. As with many previous strategies, our major risk will be poor response from the target population.
\nLike Street parties, Postcode Parties have intrinsic benefits irrespective of whether they generate a large population who are prepared to co-design and co-produce. We would not consider even approaching the attendees to help until they had come previously for purely social reasons; to do otherwise would be rightly construed as manipulative. Filling in tick boxes and questionnaires has long been seen as an annoyance as well as a risk of loss of confidentiality that somehow might threaten security of tenure etc. This can only be offset If personal approaches that generate trust and guarantee confidentiality and if the help requested is interesting and creative and of obvious relevance to their families\u2019 future.
\nOur promotion of a convivial atmosphere by having a third-party like CREst and One Norbiton there will not be so threating to people who usually like to avoid contact with officialdom.
\nLegislation such as the Housing Act 2016 will have to be complied with and our existing policies for safeguarding equality and equal opportunities are attached. We are covered by CREst \u2018s insurance (Morton) for all the various events we will be organising.<\/p>\n

2.5 Please describe what legislative requirements and national policy changes you see affecting current and future service delivery.<\/em>
\nThe growing national and local shortage of adequate affordable housing may well attract future legislation. The recent 2011 Localism Act should help with our approach to empower residents and this fits in with RBKs Strategic Housing Policy 2015-2020. The concept of localism that we are promoting across the Borough has cross-party support. However, the handling of Brexit could create tensions given that RBK\u2019s BME ethnic population is 37%. and we must remain flexible particular with regards to pace of change.
\nWe must take due note of the Housing and Planning Act 2016 which may present big problems for leaseholders. Its intention is to increase the size of the housing stock but is not seen as favorable to Social Housing. However, it makes widespread changes to housing policy and the planning system that are statutory. It introduces legislation to allow the sale of higher value local authority homes, introduce starter homes and “Pay to Stay” and other measures intended to promote home ownership and boost levels of housebuilding. The Act has been subject to a number of criticisms by those opposed to the loss of social housing promoted, the extension of right-to-buy to housing associations and possible work disincentives under “Pay to Stay”.
\nThe real threat this poses to our \u201cconviviality approach\u201d is that people often blame the administrators of law for the legislation and need convincing that they had no power
\nthe administrators of law for the legislation and need convincing that they had no power
\nover framing it.
\nThere may however be opportunities for innovation in this situation e.g. To frame
\nschemes whereby people can earn more security of tenure or more choice about where they live by linking healthy and socially responsive behavior to this (see our CareCreds scheme).
\nAlso One Norbiton is interested in intervening early for tenants getting into rental difficulties. We have links with Christians Against Poverty who train people to take better care of their finances. It seems appropriate behavior to export those local tenants who get into housing difficulties from the Boroughs duty of care.<\/p>\n

3.1 Please propose Key Performance Indicators, including baselines and targets, which will demonstrate effectiveness of service and contribute towards achieving this Lot\u2019s requirements and overall Outcomes detailed in Section 19 of the Specification. Key Performance Indicators should be SMART, and each must be addressed, and each Outcome must be addressed. Please note the guidance given in Table 2 of the Specification.<\/em>
\nIn RBK\u2019s Housing Strategy 2015-2020
\nStrategic Priority Three is Building resilient and sustainable local communities We have created our KPIs around the four Objectives under this heading i.e.
\nObjective 1 To increase the numbers of Active and supportive neighbourhoods amongst RBK residents
\nObjective 2 Increase the quality of life* for the vulnerable in the RBK Community Objective 3 Increase health and well-being in the RBK Community
\nObjective 4 Increase the numbers of local people involved in working together to tackle housing issues in RBK
\nAction: Our Resident Engagement techniques, Co-design and Co-production
\nKey Performance indicator: 1
\nBaseline 1 = number of Active and supportive neighbourhoods amongst RBK residents currently 0
\nTarget 1 More new Active and supportive neighbourhoods amongst RBK residents per year
\nOutcome 1: Measured increase in Active and supportive neighbourhoods amongst RBK residents
\nKPI: 2
\nBaseline 2 = Quality of life score for the vulnerable in the RBK Community currently?
\nTarget 2 quality of life for the vulnerable in the RBK Community closer to general population
\nOutcome 2: Improvement in quality of life for the vulnerable in the RBK Community
\nKPI: 3
\nBaseline 3 = health and well-being score for the general RBK Community currently?
\nTarget 3 health and well-being score for the general RBK Community closer to general population
\nOutcome 3: Improvement in health and well-being score in the general RBK Community
\nKPI: 4
\nBaseline 4 = the numbers of local people involved in working together to tackle housing issues in RBK. Currently?
\nTarget 4 Six community groups involved in working together to tackle housing issues in RBK (particularly in areas facing regeneration)
\nOutcome 4: Growing numbers of local people involved in working together to tackle housing issues in RBK and more established Community Hubs
\nIn addition to the above One Norbiton will be accessing publically available data to observe secular trends in its own desired outcome list. Viz. below
\n\u2022 Decrease local crime rates (Police)
\n\u2022 Improved local educational attainment (Schools)
\n\u2022 Reduction in local benefit claims (Local Statistics)
\n\u2022 Improvement in local health measures (NHS)
\n\u2022 Improvement in local quality of life* (we have already started measuring this in our
\nrandomly selected panel. (Ourselves)
\n\u2022 Reduced local family breakdown (Courts)
\n\u2022 ? Increased population stability (Housing surveys)
\n*Possibly Using Thymometry to measure QoL and well-being<\/p>\n

3.2 Please propose the frequency of reporting against your Key Performance Indicators. Please note that it is an additional requirement to produce an annual report, annual service user questionnaire and case studies. Your proposed performance measures may be included within these requirements.<\/em>
\nIt will be important to detect that any method of improving capacity is unlikely to work as soon as possible so that an alternative can be deployed. We therefore propose official reporting every six months of commencing our postcode parties but we will be aware of whether we are collecting more contact data as soon as the first parties have been held.
\nOne Norbiton 26\/10\/2016<\/p>\n

3.3 How would you ensure this lot works effectively with the rest of the Resident Engagement Function (Lots 2 and 3) as well as Council teams and contributes to corporate outcomes for resident engagement?<\/em>
\nWe intend to cover the essentials of the existing RP job description with respect to the the rest of the Council and dovetail our activities to share the role of the RAs. In our Quarterly One Kingston meetings.
\nSubject to data protection We will share Contacts with Lot 2 and 3.
\nPersuading residents to partner providers to engage in constructively criticize services is easier that getting them to co-design and co-produce. To get this engagement done requires staff who are warm and trustworthy.
\nWe will try to ensure that all staff, whether volunteer or paid, work together as a team with not just within a budgetary bunker. Our KPIs mirror Kingston\u2019s.<\/p>\n

3.4 How would you ensure you are flexible and able to adapt your approach to what is and is not working well as well as responding to changing priorities within resident engagement?<\/em>
\nEarly warning of failure of an approach must be balanced against premature withdrawal of a technique that would become successful if given time. This is a judgement call that is assisted by measuring small improvements. The yield of contact details accruing from postcode parties should be within the first quarter. If this does not occur at all then a review of strategy will apply.
\nThe next stage of Resident engagement in Lot 2 should be also observed within the first six months.<\/p>\n

4.1 Do you envisage partnership working with local agencies in delivering this Lot and how would you go about ensuring effective partnership working?<\/em>
\nYes. Building and effective collaboration between Residents Associations and Local Charities and coordinating their partnerships with RBK NHS and other public agencies so that we all work together as equal partners is crucial to our success in promoting integrated services.
\nThis was one of the original aims of One Norbiton. Please see our organizational plan.<\/p>\n

4.2 Please describe any additional social value (social, economic and environmental benefits) that your approach to this contract will deliver for the Kingston area?<\/em>
\nWe see Social value arising from the following areas mentioned in the Social Value Toolkit
\n– providing apprenticeships\/ training \u2013 Within our hubs and in the field helping with data gathering.
\n– getting marginalized groups back to work \u2013 We are keen to engage disabled and others is confidence building voluntary work – improving district centers
\n– developing community hubs
\n– reducing health inequalities and improving wellbeing
\n– making local communities safer \u2013 neighborhood watch groups and Police presence in our hubs
\n– improving the local economy \u2013 Incentivizing volunteers with local shop discount schemes
\n– reducing social isolation
\n– increasing community cohesion
\n– buying from local businesses
\n– improving skills and wellbeing of volunteers<\/p>\n

5.1 How would you encourage general involvement as well as target and develop capacity to engage among harder to reach groups and people made vulnerable by factors contributing to disengagement such as +disability, disadvantage, language barriers among others?<\/em>
\nAgain our personal approach to Residents would help. Our Fun Days use of Learn English at Home, Working with Refugee Action etc. We already have good relationships with Faith groups with a Director on the board who is a Mullah. We also have strong relationships with the NHS with a retired GP as a director who on a Design team linking social services and health. Our work with addicts and Street Drinkers would be continued and enhanced as this produces benefits to the wider community as well as the sufferers themselves. An important group are those with personality difficulties. They characteristically exhibit non-cooperative and sometimes offensive behavior to the detriment of their being readily accepted by their communities. Handling these people counter aggression and by lowering fear and is generally the most successful strategy.<\/p>\n

6.1 Please describe how you will incorporate safeguard considerations including training, acting on feedback, evidence of staff feeling confident to report safeguarding issues and procedures for staff escalating any safeguarding issues.<\/em>
\nOne Norbiton\u2019s core staff was already trained in Safeguarding prior to setting up the Community Hub. All newcomers will be offered training and one of our Directors is a Trainer working for Achieving for Children. See Directors profiles below
\nPRICING
\nTUPE NOT Applicable – PRICING SCHEDULE LOT 1
\nBidders should note the Pricing Evaluation will be based on the Total Annual Delivery Cost
\nPerformance area
\nBuilding, developing and supporting residents\u2019 capacity to engage
\nBuilding, developing and supporting the capacity of residents and Resident Groups to engage
\nBuilding, developing and supporting the capacity of residents and Resident Groups to engage
\nActivity (please list the LOT 1 Specific activities required to meet outcomes stated in the Service Specification)
\nCentral Administration
\nRecruiting & Training Local Volunteer Organisers and supporting RAs
\nYear one Area 1 & 2 & 3 plus the 7 existing RAs
\nYear two 1 & 2 & 3 & 4 & 5 with 7+ RAs
\nYear three 1 & 2 & 3 & 4 & 5 & 6 & 7 with 7+ RAs
\nOutcome-related Rewards Data analysis and Sharing
\nTotal Annual Delivery Cost \u00a3K LOT 1
\n7.5k 2.5k
\n27.1k
\nTUPE NOT INCLUDED \u2013 Total Average Annual Price \u00a337.1K
\nThis is based on maintaining Central Office at current costs plus adding in
\nsupported rewarded volunteer staff @ 10k p.a.
\nRewarding Volunteer Home based self-employed Locality Organizers* @ 5k p.a. each Resident Centre
\nThe target is to engage with at least 7 areas of RBK containing tenants and leaseholders in a variable number of Post-code neighbourhoods Payment to RA meeting governance requirements \u00a3300 p.a. per RA
\n* These rewards could operate as \u201cstepping-stone\u201d employment to help suitably skilled chronically disabled get back into work and may be eligible for additional funding from government schemes<\/p>\n

TUPE Applicable – PRICING SCHEDULE LOT 1
\nBidders should note the Pricing Evaluation will be based on the Total Annual Delivery Cost
\nPerformance area
\nBuilding, developing and supporting residents\u2019 capacity to engage
\nBuilding, developing and supporting the capacity of residents and Resident Groups to engage
\nBuilding, developing and supporting the capacity of residents and Resident Groups to engage
\nActivity (please list the LOT 1 Specific activities required to meet outcomes stated in the Service Specification)
\nAdministration
\nRecruiting & Training Local Volunteer Organisers and supporting RAs
\nYear one Area 1 & 2 & plus the 7 existing RAs
\nYear two 1 & 2 & 3 & 4 & 5 with 7+ RAs
\nYear three 1 & 2 & 3 & 4 & 5 & 6 & 7 with 7+ RAs
\nOutcome-related Rewards Data analysis and Sharing
\nTotal Annual Delivery Cost \u00a3K LOT 1
\n22.5k 2.5k
\n27.1k
\nTUPE INCLUDED -Total Average Annual Price \u00a352.1K (Not including any innovation cost supplement)
\nThis is based on maintaining Central Office at current costs plus adding in
\nsupported rewarded volunteer staff @ 10k p.a. and one Home and Office based
\nself-employed Secretarial staff member who would manage their own TUPE costs
\n(final rewards could be increased by innovation payments if these were made available)
\nRewarding Volunteer Home based self-employed Locality Organizers* @ 5k p.a. each Resident Centre
\nThe target is to engage with at least 7 areas of RBK containing tenants and leaseholders in a variable number of Post-code neighbourhoods
\nPayment to RA meeting governance requirements \u00a3300 p.a. per RA
\n* These rewards could operate as \u201cstepping-stone\u201d employment to help suitably chronically disabled get back into work and may be eligible for additional funding from government schemes<\/p>\n

Addendum Directors of CREst and One NORBITON
\nDr. Mike D’Souza MD FRCGP FFPHM FRSA (MBBS MRCS LRCP Dip Immunology, Dip Dermatology RCGP Dip in Addiction Care) Chair One Norbiton has worked in Norbiton Cambridge Estate since 1975
\nAddress: 28 Albany Park Rd Kingston Upon Thames Surrey KT2 5SW
\nSet up One Norbiton Company Ltd by Guarantee on 31 October 2012
\nBorn South Wales Married 3 Children 5 Grandchildren.
\n13 O levels. 5 A levels in Greek, Latin, Ancient History, Physics & Chemistry
\nQualified in Medicine at Guy’s Hospital 1966
\nLecturer in Community Medicine at St Thomas’s Hospital
\nMD Doctorate in Health Screening. Special interests Allergy, Mental Health and Addiction. GP in Kingston 1975 to 2011 Senior Partner 2010
\nGP tutor for Kingston
\nMember of Kingston Health Authority
\nJournalist on Daily Mirror and other national papers.
\nChairman and founder of Kingston & Richmond Multifund (precursor to present day CCG) Advisor to Secretary State for Health on Resource Allocation since 1997.
\nChair of Localism Project “One Norbiton”
\nFounder and Chair of TORCHE CC Ltd (A not-for-profit Research Company)
\nProducts: Tele-dermatology; Thymometry -QoL measure and
\nDIY addiction control App using CareCreds
\nAwards: Doctor National Award for CareCreds
\nAppointed Localism Champion by DCLG 2013
\nMayor of Kingston Award 2016
\nJill Preston – Chair of CREst and Company Secretary of One Norbiton
\nResident Cambridge Rd Estate for over a decade
\n61 Graveley, Willingham Way, Kingston Upon Thames, Surrey, Uk, KT1 3HY Appointed on 31 October 2012
\nSchooling: \u2013 13 \u2018O\u2019 Levels 3 A levels \u2013 Statistics; Physics and English
\nTraining: Institute Personnel Management Grades A \u2013 C (Assistant Staff Manager level)
\nExperience: Retail Office Management; Store Room Manager-Retail Food & Restaurant Management; Assistant Staff Manager All passed with distinction
\nEMPLOYMENT 1974 \u2013 1980
\nBHS: \u2013 1977 \u201378 Retail Management trainee
\nStudied Personnel, Office, Catering and Retail management
\nAssist\/ Manager\/ Acting Personnel Manager\/ Departmental Manager
\nBRITISH MOTORCYCLISTS FEDERATION 1981 \u2013 1996
\nOffice Manager incorporating:
\nAdmin, Marketing, Accounts, Minute taking and meeting admin, Event Planning and catering,
\nMagazine Distribution, BMF Rally co-organizer, International Motorcycle Show, National Rally
\nPromoted to General Secretary of Organization
\nManagement Planning and acting as Lead Event manager or key annual events such as AGM, Annual and regional conferences, Multi National Rallies and co-organizer of Annual Nation Rally Training students from local colleges. Coordinating bi-monthly Magazine. Mail-Sort and updating of computer data systems. Implemented the \u2018Regionalization\u2019 of National Federation creating systems to deliver services at both<\/p>\n

regional, local and national level.
\nFurther in-post Training
\n1992 Sage Accountant-Plus 1 week computer course Distinction
\n1995 Mensa \u2013 IQ 159 \u2013 Top 1%
\nChair of CREst A Community Charity on the Cambridge Rd Estate Since 2006
\nOther Training:
\n2006 Financial planning and KVA course Event management
\nFood Hygiene, Health and Safety, \u2018Outcomes\u2019 \u2018Creating a Website\u2019 \u2013 all courses accredited by KVA and passed. First Aid level 2 = Surrey Ambulance Service \u2013 Grade A
\nKey Achievements:
\n\u2022 Applied for funding and co-administered project to build new \u2018Play-scheme\u2019 on the CRE when \u2018Play builder\u2019 funding was withdrawn.. Included procurement, planning and project management.
\n\u2022 Organiser of CREst Fun Day, working with RBK and many other partner agencies annually.
\n\u2022 Received Mayors Award for Community
\n\u2022 CREst received Mayors Special recognition for work helping residents following Madingley Fire \u2022 Finalist in Team London Awards 2016.
\nCompany Secretary and Director of One Norbiton since 2012
\nRuns Weekly \u2018Surrey Save\u2019 credit union Foodbank distributor.
\nClive Clarke – Company Director One Norbiton
\nFlat 25, 82 Eaton Drive, Kingston Upon Thames, Surrey, England, KT2 7QZ
\nAppointed on
\n19 February 2015
\nNationality British
\nDirector JOEL COMMUNITY SERVICES (09140549) Appointed on
\n21 July 2014
\nRashid Ali Ismail Laher – Company Director One Norbiton
\n13 Dinton Road, Kingston Upon Thames, Surrey, England, KT2 5JT
\nONE NORBITON (08275614) ACTIVE Appointed on
\n19 February 2015
\nNationality
\nBritish\/Indian
\nRetired British Army Officer
\nAGE CONCERN KINGSTON UPON THAMES (02272550) Company status: Director
\nAppointed on
\n31 October 200
\nPhil Hutchinson Company Director One Norbiton
\n24 Eton Avenue, New Malden, England, KT3 5AZ
\nAppointed 28 October 2016
\nTrained geographer
\nRetired secondary Head teacher and consultant on school design.
\nOne previous c.v. claimed \u201cHis opinion is widely sought and published by the national and educational press and as far away as Finland and The Czech Republic.\u201d (based on the fact I have had articles in the national press and been interviewed for articles in Finland and The Czech Republic. I didn\u2019t write the cv \u2013 simply sent in bullet point information).
\nWorked co-operatively in those roles:
\nAs Head teacher \u2013
\n– Led on many inter school projects
\n– Established one of the first school, if not the first, twinning arrangements with the government\u2019s DfES – Set up twinning arrangement with sixth- form\/adult ed. college in Denmark
\n– Conference speaker
\nAs School design consultant \u2013
\n– Worked with architects, national\/international construction companies and local authorities – Worked with companies bidding to win contracts to build schools<\/p>\n

Currently:
\nWorking with a local Debt Centre and the local Credit Union to help alleviate debt and tackle deprivation
\nDelivering a money management course
\nTrying to work co-operatively by linking with other local organisations (e.g. Kingston Pound, Community Brain, Foodbank) Working with university on research project into poverty and deprivation
\nSpeaking at churches, local organisations on the debt centre
\nSkills\/Qualities: (provided by Jenny, my wife) Ability to work with others
\nLateral thinker, Sense of humour, Caring
\nDavid Ryder Mills – Company Director One Norbiton
\nAppointed 28 October 2016
\n1. 9 years\u2019 experience as a local Councilor – community engagement a key skill and component of the role.
\n2. 10 years employed as casework manager to a Member of Parliament – real hands on engagement working with Government Depts.,
\nLocal Authorities and other bodies to resolve constituents’ issues.
\n3. Experience as a school governor in 3 different schools – currently Governor at King Athelstan Primary school. All these are examples of how I have successfully engaged with the communities which I served and still serve.”
\nGeraldine Burgess Company Director One Norbiton & Treasurer One Norbiton and CREst
\n53 Windsor Avenue New Malden Surrey KT3 5H
\nAppointed 28 October 2016
\nI have worked in childcare for over 35 years, as a frontline worker in a school, disabled children’s team and now as a manager of a team of short break workers. Over this time, I have been a Children’s Nanny, Foster-Carer and Training Officer.
\nI am responsible for the supervision of 7 front line workers in children’s social care, this includes being aware of the risks that children and
\nyoung people are managing in their families.
\nI chair the Short Breaks Funding Panel for Achieving for Children in both the Kingston and Richmond Integrated Service for Children with Disabilities.
\nI am a budget signatory for several budgets within AFC and have responsibility for ensuring the funds given to parents as direct payment is used appropriately.
\nIn my home life I care for my husband who has a long term health condition, I volunteer for CREST and Spartan Swimming Club. I previously lived in social housing on the Cambridge Road Estate.
\nI also do the accounts for a youth club that I work on.<\/p>\n","protected":false},"excerpt":{"rendered":"

CATALYSING CONVIVIALITY \u201cFROM SOCIAL HOUSING TO SOCIABLE HOMES\u201d Mike D\u2019Souza & Jill Preston -One Norbiton 26\/10\/2016 The One Norbiton collated response 1.1 What types of innovative methods and mechanisms would you use to build, develop and increase the capacity and ability of Kingston tenants and leaseholders to engage with the Council and do more for … Continue reading “One Norbiton’s bid- “Catalysing Conviviality””<\/span><\/a><\/p>\n","protected":false},"author":4,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_mc_calendar":[],"two_page_speed":{"previous_score":{"status":"error_no_score"},"current_score":{"desktop_score":81,"desktop_tti":"0.9\u00a0","mobile_score":76,"mobile_tti":"2.2\u00a0","date":"24.11.2024 07:26:02 pm","status":"error_no_score"}},"footnotes":""},"class_list":["post-2062","page","type-page","status-publish","hentry"],"jetpack_sharing_enabled":true,"jetpack_shortlink":"https:\/\/wp.me\/P29YAy-xg","_links":{"self":[{"href":"https:\/\/onenorbiton.org.uk\/index.php?rest_route=\/wp\/v2\/pages\/2062","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/onenorbiton.org.uk\/index.php?rest_route=\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/onenorbiton.org.uk\/index.php?rest_route=\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/onenorbiton.org.uk\/index.php?rest_route=\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/onenorbiton.org.uk\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=2062"}],"version-history":[{"count":13,"href":"https:\/\/onenorbiton.org.uk\/index.php?rest_route=\/wp\/v2\/pages\/2062\/revisions"}],"predecessor-version":[{"id":2718,"href":"https:\/\/onenorbiton.org.uk\/index.php?rest_route=\/wp\/v2\/pages\/2062\/revisions\/2718"}],"wp:attachment":[{"href":"https:\/\/onenorbiton.org.uk\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=2062"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}