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Download from One Manchester’S Website Social Accounts Full Report 1 April 2018 - 31 March 2019 Our mission is: Creating opportunities. Transforming communities. Changing lives. Acknowledgements One Manchester’s Social Accountants Anton Schultz and Sarah Harrison would like to thank our SAN accredited Auditor Liz Allen (from The Connectives), and our panellists Mavis Holt (from the One Manchester Tenant Scrutiny Panel), Christine Connaughton (from local VCSE sector partner 4CT), and Colette Humphrey (from Wythenshawe Community Housing Group) for auditing our accounts. We would like to thank all of the staff and volunteers involved in delivering our social investment objectives, and all of the partner organisations we have worked with over the past year. Contact details One Manchester Lovell House Archway Hulme Manchester M15 5RN Contact Tel: 0161 230 1033 Email: [email protected] 2 Contents Introduction/foreword 3 9 Improving Places and Reducing Environmental Impact. 52 1. Background Information 4 9.1 Energy Efficiency 52 1.1 One Manchester and Our Social Accounts 4 9.2 Reuse and Recycling 53 1.2 Our Communities and “Place” 4 9.3 Green Spaces and Environmental Improvements 54 2. Vision, Mission, and Values 5 9.4 Impacts of Work towards Improving Places and Reducing 3. Scope of the Social Accounts 6 Environmental Impact 56 3.1 Sociwl Value 6 3.2 Social Investment Objectives 10 Healthier, Happier People and Activities 6 in Our Communities 56 10.1 Cultural, Sport and Leisure Activities. 57 4. Stakeholder Analysis 8 10.2 Youth and Family Activities in 2018-19 57 5. Methodology 9 10.3 Wellbeing Support 59 5.1 Recording Outputs and Outcomes 9 10.4 Food Projects 63 5.2 Key Stakeholder Consultation Methods 10 10.5 Projects to Support and Rehouse 5.3 Tenant Representatives Focus Group 12 Manchester’s Rough Sleepers 64 10.6 Anti-Social Behaviour 65 6. Report on Performance and Impact 13 10.7 Impacts of Work towards Healthier, Happier People in Our Communities 66 6.1 Report on Values and Reputation 13 11 Our Investment 67 7. Creating Stronger More Resilient Communities. 14 12 Compliance 7.1 Advice and support activities 14 13 Plans for Dialogue with 7.2 Grants and Commissions 18 Stakeholders 7.3 Community Events 25 14 Plans for Next Social 7.4 Resident Volunteers 26 Accounting Cycle 7.5 Impacts of work towards creating stronger more resilient communities. 29 8 Creating a Stronger More Resilient Local Economy. 31 8.1 Apprenticeships 32 8.2 Employment Support 33 8.3 Financial Advice 37 8.4 Supporting Local Businesses 40 8.5 The Economic Effects of our Supply Chain 50 8.6 Impacts of Work towards Creating a Stronger More Resilient Local Economy 51 3 Foreword One Manchester’s work to deliver our Social Investment Strategy is equally as important as our core work of managing, investing in and building homes. Here, in the second edition of our Social Accounts, we are able to see the year on year difference that our social investment is making, whilst ensuring that we are still performing well against our objectives. Our objectives are aligned with our strategic partners, Manchester City Council and the GM Combined Authority and we have seen that by working in partnership with members of our community and a wide range of organisations across our place areas, we are able to make the greatest difference. We also gather regular feedback from our communities, to ensure that we doing the right things and to find out what we could do better. This report includes much of that feedback, along with other key measurable performance indicators. “This support Following in depth research with our residents, the overwhelming feedback is that ‘life is hard’ for the people could not be delivered living in our place areas and our mission to build thriving, without the outstanding resilient communities needs to be diverse and wide ranging to really make a difference. We are also open to new and work and commitment of innovative solutions and the launch of social innovation calls and our involvement in the Be Well social prescribing our people” service are great examples of new ideas that are already helping those that need support. The involvement of our staff in creating social value and delivering impact has increased from last year in its variety, depth and coverage. This is a clear priority for One Manchester and we have an expectation that all staff will contribute to this work, allowing us to make a real difference to our residents and places. I would like to take this opportunity to thank everyone on behalf of the Board and myself, for the difference that they are making in improving our places and the lives of people living in them. I hope that you enjoy this report. Dave Power Group Chief Executive 4 Social Audit Statement SOCIAL AUDIT STATEMENT: One Manchester The Social Audit Panel has examined the draft Social Accounts submitted to us and discussed them in detail with Anton Schulz at the Social Audit Panel meeting held on 28th June 2019. I have examined the revised Social Accounts which were prepared following the Social Audit Panel meeting and which have taken into account various points identified in the commentary of the Social Audit Panel Meeting. We also examined a sample of the data and the sources of information on which the Social Accounts have been based. We believe that the process outlined above has given us sufficient information on which to base our opinion. We are satisfied that, given the scope of the social accounting explained in the revised draft and given the limitations of time available to us, the Social Accounts are free from material mis-statement and present a fair and balanced view of the performance and impact of One Manchester as measured against its stated values and objectives and the views of the stakeholders who were consulted. In the notes of the Social Audit Panel meeting we identified a number of important issues to be taken into consideration during the next social audit cycle. In particular we would refer to the following: • Seek to expand the number and range of stakeholders engaged in future accounting cycles by including training provider • Include an enumeration of spend with social enterprises along side local enterprises in the One Manchester supply chain • Seek to report in more detail on the environmental performance of projects specifically around re-use and recycling of waste The members of the Social Audit Panel were: a) Liz Allen (Chair, Director of The Connectives) b) Collette Humphrey (Wythenshaw Housing Trust) c) Mavis Holt (One Manchester Tenant Scrutiny Panel member) d) Christine Connaught (4CT Ltd) Signed: Dated: 15/07/19 Chair of the Social Audit Panel The notes of the Social Audit Panel meeting form part of the social accounting and auditing process and may, by arrangement, be inspected along with the full social accounts at the offices of One Manchester, Lovell House: Archway 6, Hulme, Manchester,M15 5RN. Members of the Social Audit Panel have acted in an individual capacity. 5 Section 1 Introduction, Context and Methodology 1. Background Information 1.1 One Manchester and We believe that our responsibilities go much further than Our Social Accounts just providing homes; that we have an important role in developing and working with communities to improve the places where we operate. Our Social Accounts aim to report One Manchester is a provider of housing and community on, and evaluate this work. To do this, we use our Social services. We manage a portfolio of over 12,000 properties. Investment Strategy as the basis of the Accounts, reporting As an experienced and trustworthy landlord, we provide on work carried out by the business towards four social good quality homes that are safe, secure, warm and priorities: affordable. We provide: • Stronger, more resilient communities • Housing for social rent (including Independent Living Schemes for older people). • A stronger, more resilient local economy • New developments for home ownership, through • Improved places and reduced environmental impact shared ownership and rent-to-buy schemes, making • Healthier, happier people in our communities owning a home financially accessible to more people in our communities. For 2018-19, we have also increased the level of involvement • Properties to rent at market rate which, as a not-for-profit of our social housing tenants, and other housing customers, in company, allows reinvestment back into the rest of our the accounting process, with preliminary reporting from our operations. social accounts being presented to a tenants and residents’ focus group before audit. 6 1.2 Our Communities and “Place” One Manchester works across East, Central and South Manchester. The majority of our housing stock and the focus for much of our locally focussed social investment and community development work are within the following areas. Municipal Ward One Manchester Place Team Ancoats and Beswick Beswick Ardwick Ardwick Clayton and Openshaw Clayton and Openshaw Fallowfield Fallowfield Gorton and Abbey Hey Gorton and Abbey Hey Hulme Hulme East and Hulme West Levenshulme Levenshulme Longsight Longsight Moss Side and Whalley Range Moss Side Rusholme Rusholme One Manchester takes a place based approach to our work, Every One Manchester employee is affiliated to a place and has established teams that relate to the distribution of team. Place plans have been developed, informed by local our housing stock, with consideration of the geographic priorities and work with communities. Each place has a communities with which local people tend to identify. Some Coordinator who oversees day-to-day coordination of both places have well defined and thriving district centres, and housing services, and OM’s involvement in community others are more residential without these central hubs.
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