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ADDING VALUE

Capturing the economic impact and value we deliver

2 Shepherds Bush Housing Group Adding value

Consolidated Impact ReportOur homes and services make a real and lasting difference to our residents’ lives but we wanted to understand our impact on the wider economy.

We commissioned CAN Invest, a leading UK social impact advisor, to measure the wider value we delivered for residents, service users and external organisations in 2014/2015.

CAN Invest assessed the value we create:

Fiscal The cost savings our work makes to the public purse.

Economic The contribution our work makes to the UK economy.

Social The additional value experienced by people who use our service and the wider community.

How we deliver valueDirect: what we directly create Outcomes and value delivered through activity directly delivered by us. For example, in providing affordable homes, the value is the difference between market rent and the subsidised rent that we offer.

Indirect: how our supply chain boosts the economy Outcomes and value delivered through our involvement with suppliers and contractors.

For example, our spend on local suppliers leads to a boost in the local economy.

Enabled: what happens as a result of what we do Outcomes and value delivered by another individual or organisation that are made possible due to our activity. For example, in providing affordable homes, we allow residents to live in an area that they would otherwise not be able to.

Estimated economic impact SBHG directly added £25,958,630 in Gross Value Added (GVA), with a further £19,268,822 in GVA enabled via its supply chain.

SBHG and its supply chain together directly supported 542 FTE jobs.

The average GVA/expenditure ratio for the UK economy is 29%. Our average across our supply chain was 50%. This means we create greater value for the UK economy per £1 than the average UK company.

Estimated social impact SBHG directly created approximately £96,386,000 in social, fiscal and economic value for specific stakeholders.

SBHG enabled other stakeholders to create a further £14,684,000 in social, fiscal and economic value for specific stakeholders.

From this CAN Invest created a Cost Benefit Ratio (CBR) so we can understand the benefit of the service versus the cost. A CBR of more than £1 means the benefits outweigh the cost of delivery.

Shepherds Bush Housing Group Adding value 3

Project by project...Project What we did in 2014/2015 Cost benefit ratio Page

1. Affordable homes 3,227 rental homes in 11 boroughs. £1.90 4

2. Shared ownership 942 shared owners who part buy/part rent. £3.30 5

3. Private settled accommodation 485 homes managed on behalf of private landlords.

£1.60 5

4. Supported housing for elderly 73 flats which allow independent living. £2.10 6

5. Supported housing for young people

57 self-contained flats, with support worker to help them into education, training and employment.

£2.10 7

6. Accommodation for homeless young mothers

30 mothers given a home and support to live independently.

£3.50 8

7. Home Improvement Agency * Aids and adaptations for 169 disabled and elderly residents.

£2.90 9

8. Small repairs service * Small repairs provided to 1191 low-income households.

£1.60 9

9. Housing, debt and welfare advice service *

Advice to 1290 people facing financial difficulties.

£5.10 10

10. Furnish * Collected and distributed furniture for 3,900 low-income families and runs re-use shops.

£1.20 11

11. ASB specialist service 206 cases resolved. £2.60 12

12 Domestic violence IMPACT service

416 women feel safer, are at reduced risk of abuse, and helped to navigate the criminal justice system.

£2.10 13

13. Respite carers support (Kiloran Trust)

Subsidised rent for a charity that gave city breaks to 131 carers.

£1.10 14

14. Early intervention service Supported 75 vulnerable residents to avoid debt and ultimately avoid evictions.

£1.70 15

15. Employment, training and volunteering

Supported 281 people to gain new skills for jobs and careers.

£4.80 16

16. Apprenticeships 26 apprentices given two years’ of practical experience.

£1.10 16

17. InComE Supported 70 adults to secure employment, move out of overcrowded housing, then build salary to move into private housing.

£7.30 17

18. STEP Support to 119 people to secure education, qualifications and employment.

£7.70 18

19. Welfare reform support 103 residents helped to reduce debt, maximise income and avoid eviction and homelessness.

£5.00 18

* A project run by Staying First, a registered charity and social enterprise that is part of SBHG.


Affordable homesWhat we do

SBHG manages 3100 homes for general needs housing, provided to tenants at a social rent level and 127 homes at Affordable rents (higher than social rent) below the market value.

Outcomes include

The savings that tenants make in renting from SBHG, namely the difference between SBHG rents and median values of private sector market rents.

The savings that Affordable rent tenants make; the difference between the SBHG rent and private sector market rents.

A straightforward social outcome is housing (‘a roof over one’s head’). The annual rents are used as an estimate of the value this creates, on the assumption that ‘willingness to pay’ is a minimum estimate of value.

A separate outcome is the well-being value of being able to pay for housing without difficulties. This is particularly important given the increasing unaffordability of living in London. We have estimated this as 50% of the 1,971 residents who both (a) live in SBHG’s general homes provision (i.e. excluding ‘affordable’ housing which charges at up to 80% of market prices), and (b) did not have any rent arrears. This equates to 986 residents. This outcome was valued at £6,636 for residents in London.

With total costs of £19,965,000, SBHG’s delivery of affordable housing directly creates £36,939,451 in value (including £9,916,721 in economic value and £27,022,730 in social value).

This represents a direct CBR of £1.90.


Shared ownership What we do

SBHG’s shared ownership helps people seeking to step onto the ‘property ladder.’ Of 942 households, 716 (76%) held at least 50% equity stakes in their homes, and 226 (24%) have since acquired 100% ownership over the leasehold.

Outcomes

Holding equity that is likely to increase in value in line with the property market, and that can be sold at any time, valued at £11,988,365.

Improved tenure security, resulting in reduced property moves, valued at £113,040.

Access to housing on a non-shared basis, valued only at the rental costs to residents, namely £4,600,000.

The value of holding appreciating property was estimated as the difference between renting and the paper profit of a 1-year rise in property value (assuming an average equity stake, and average property value rises in the relevant local authorities over the past 10 years) less mortgage and part-interest payments.

These outcomes are enabled economic value, as SBHG provides a scheme that residents can access only if they are able to secure sufficient finance to purchase at least a 50% equity stake in their homes, either through their savings and/or from a (mortgage) lender.

These figures imply a direct value CBR of £0.92, but augmented by an enabled value creation at a CBR of £2.42.

Private settled accommodationWhat we do

SBHG manages 485 homes on behalf of private landlords to provide families or individuals who are in need, with quality homes, using neighbourhood officers to help tenants. This includes maintenance and managing commercial aspects of the programme that bear no relevance to social impact.

Outcomes

16 tenants were helped with anti social behaviour problems.

1 tenant was helped with alcohol abuse issues. 2 unemployed tenants were helped into volunteering opportunities.

60 tenants were supported at Notice of Seeking of Possession (NOSP) and Court stages where payment/payment plans were made, preventing further action and allowing tenants to sustain their tenancies.

15 vulnerable tenants were helped to sustain tenancies (non NOSP).

Other outcomes, for example for volunteering and support, are captured in valuations of other projects.

Valuations The cost per incident of ASB is £648 in fiscal costs to the police and the justice system and £6,403 in social costs to the perpetrator, victim and others.

We have estimated 75 tenants helped to sustain tenancies, avoiding eviction, at a value of £8,492 per tenant.

14 stopped in engaging in ASB, with a total enabled value of £49,357 for 14 incidents avoided, incorporating £4,536 in fiscal value and £44,821 in social value.

With estimated costs of £425,400 to deliver the impact components of the service, it creates £636,900 in direct value, and enables a further £49,357 in social value.

This implies a direct value CBR of £1.50 and a further enabled CBR of £0.10.


Supported housing for elderlyWhat we do

SBHG’s sheltered housing developments for elderly people consist of 73 one bedroom flats at three developments in the London Borough of Hammersmith and Fulham.

Some are specially adapted for disabled living. All meet the Government’s Decent Homes standards. A site manager co-ordinates a range of services for the residents, such as reporting repairs, sending information and organising events and meetings.

Outcomes

Rents charged by SBHG are similar to those of other supported housing services in the area so the value of the service is therefore comprised of two amounts:

The amount an individual is willing to pay to have ‘a roof over their head,’ namely the rent paid.

The saving in rent between SBHG supported housing for the elderly and median values of private sector market rents in the relevant boroughs.

There is little evidence of outcomes for services specifically targeting older people with high support needs within a sheltered accommodation environment. However evidence suggests supported housing models can promote self-determination, safety/security, privacy to conduct personal relationships and opportunities for wider social interaction.

Factors that may improve or reduce quality of life include:

personal factors (e.g. regular contact with family, ongoing community involvement, longer-term disabilities versus those acquired later in life);

accommodation (e.g. space standards, location); on-site service provision (e.g. scheme manager/support model, quality of staff);

availability of additional care/support (including specialist support; e.g. for people with a learning difficulty).

With total costs of £534,000, this service directly delivers social value of £1,145,828.

This represents a direct value CBR of £2.10.


Supported housing for young peopleWhat we do

Supported housing is a preventative measure providing interim accommodation with higher rent than standard. It helps up to 42 young people at any one time prepare for independent living by offering semi-independent accommodation, at three different locations in Hounslow.

The housing is self-contained flats, with dedicated support workers providing regular, individual sessions and mutually-agreed, bespoke programmes to help them into education, training and employment as well as general life skills. There is a resettlement service to support them when they move on. The intention is that young people can maintain their tenancies after they move on.

There were 45 referrals from Hounslow Council, 57 young people supported, and 28 tenants moved on. Of the individuals supported all were in employment (47%) education (32%), training (21%) or volunteering (5%).

Outcomes

Young people having accommodation for the duration of their stay and support.

Young people develop skills to successfully manage a tenancy independently after the scheme, and avoiding the need for supported housing in future.

Referrals to STEP (see page 18) for employment and education outcomes.

Reduced involvement in gang activity and unhealthy social behaviour (not assessed).

Of the 28 tenants that moved on, 6 went into supported housing, 22 avoided supported housing by moving into a local authority tenancy, renting privately or moving back home.

The value of young people avoiding local authority temporary housing is £80,939 in direct fiscal (to local authorities) and £1,860 in direct social benefits avoided. Additional direct economic benefit is represented by the value tenants place on having a roof over their head, which is estimated by the rent payable at £833,850.

These benefits are on top of those achieved through entering employment and training.

With total costs of £436,000, this service directly delivers value of £916,648.

This conservatively represents a direct value CBR of £2.10.


Accommodation for homeless young mothers What we do

SBHG provides accommodation and support for up to 30 young mothers who are homeless or at risk of homelessness. SBHG manages two houses in Hounslow; mothers are referred by their respective local authority.

Residents usually move in when they are around six months pregnant and stay up to two years, until they find permanent housing. They are provided with a safe and stable environment. Most of the mothers supported are aged under 21.

Residents are supported to develop the parenting and domestic skills they need to live independently, receive any eligible entitlements/benefits, access health and community services as required, and potentially to get back into work or education.

Outcomes

20 of 30 young mothers maximised their income through accessing the benefits to which they are entitled.

7 of 30 individuals with debt reduced their debt levels.

9 of 30 maintained their tenancy safely. 13 of 30 secured access to settled accommodation.

The over-arching benefit of this work is a sustained tenancy. It is estimated that SBHG helped 4 young mothers avoid adult homelessness. Research suggests that serious childhood adversity can raise the likelihood of adult homeless from 2% to 12%. This would suggest support to homeless young mothers may help a further 1 infant avoid adult homelessness. The project is therefore estimated to help approximately 5 mothers and infants to avoid adult homelessness. This is valued at £154,687 per person.

With total costs of £234,000, the project directly creates £649,686 in value and enables a further £154,687 in value creation for infants avoiding adult homelessness (including £145,566 in social value and £9,121 in fiscal value).

This represents a direct value CBR of £2.80, and an additional enabled value CBR of £0.70.


Home Improvement AgencyWhat we do

When someone becomes elderly or their health fails, it can often mean moving home. The Home Improvement Agency, delivered by Staying First, helps people, often on low incomes, to continue living in their homes, delivering home improvement and disability adaptations. The service can also carry out surveys, produce specifications and drawings, apply for planning permission and manage the adaptation process.

An SROI study found that adaptations costing an average of £2,800 delivered:

A potential saving to government of £7,500 through reduced need for publicly funded care home provision;

A potential saving to government of £1,100 saving through increased safety and reduced hospitalisation of tenants;

A potential saving to government of £1,700 saving through reduced need for social care provision;

A potential saving to tenants of £4,700 saving through reduced need for self-funded care home provision; and

Well-being benefits to tenants valued at £1,400.

The total value for both government and tenants of each adaptation was therefore calculated as approximately £17,056.

Outcomes

The Home Improvement Agency completed 169 adaptations for an average cost of approximately £7,385 each. It is assumed, therefore, that these adaptations would secure similar, if not greater, outcomes for SBHG tenants and residents of other housing associations. Staying First spent £998,000 to deliver the service.

This results in an overall value generated of £2,882,464, and a direct CBR of £2.90.

Small repairs serviceWhat we do

Thousands of small repairs are completed each year, every one of them making life easier for someone. Of the 1191 clients supported, 77% were on means tested benefits and therefore do not pay for the small repairs service. Clients are generally aged over 60 years or vulnerable, living in either the Royal Borough of Kensington and Chelsea or the City of Westminster. More than 400 were aged over 76. Carpentry, odd jobs, plumbing and minor electrics make up 83% of the work.

Outcomes

£205,763 was spent on the service. The valuation of outcomes was estimated using two methods:

Direct market substitution, where clients were charged for the service.

Wellbeing valuation of an improved home environment, for those on means tested benefits.

Assessing these, the small repairs service represents a direct value of £327,272, the majority of which (estimated at £252,000) is for clients who do not pay for the service.

With a total service cost of £205,763, the combined value results in a direct CBR of £1.60.


Housing, debt and welfare advice serviceWhat we do

Staying First provides free, independent and confidential housing advice, debt advice and/or welfare benefits advice to tenants and owner occupiers.

1,290 clients were referred of which 468 clients experienced tangible financial outcomes, such as increased welfare and housing payments or reduction in debts, valued at £567,377. However, these payments are likely to ultimately ‘net off ’, as they flow from one of SBHG’s stakeholders (e.g. government, housing associations, other landlords), to another (clients).

Outcomes

Financial outcomes. Social and economic outcomes for clients and government including health and wellbeing,

stability of finances and housing, improved relationships and avoidance of associated costs to government through reduced usage of services.

As SBHG does not currently track outcomes beyond financial, a study has been used to estimate the likely value of this service. To remain conservative, we applied an attribution of only 50% for enabled outcomes, and added an additional measure of deadweight: how likely it is that a client would receive a similar advice service if they were the tenant of another housing provider. A Chartered Institute of Housing report identified that approximately 80% of members offered this service so we have assumed deadweight of 80%.

With total resources expended of £233,684, this represents a direct value CBR of £2.40, and an enabled value CBR of £2.70.

Type of advice Outcome Value chain Value type Monetary value

Debt/welfare advice

Social outcomes Direct Social £460,701

Government outcomes Direct Economic £100,696

Social costs averted Enabled Social £307,411

Government costs averted Enabled Economic £157,545

Housing advice Social outcomes Direct Social £N/A

Government outcomes Direct Economic £N/A

Social costs averted Enabled Social £79,674

Government costs averted Enabled Economic £81,375

Total £1,187,401


FurnishWhat we do

Furnish is a furniture and appliance re-use enterprise, owned and operated by Staying First. Furnish enables local residents and organisations to access re-use and recycled items and offers a generous discount system for low-income and disadvantaged households. It collects unwanted furniture from homes as well as commercial and public sector organisations. By re-using furniture, Furnish reduces the need for landfill.

Furnish offers volunteering and employment opportunities, in addition to taking on those participating in community service or are in the probation system. In the past year, the scale of Furnish’s operations has increased dramatically through the delivery of the Social Fund.

In 2012, SBHG commissioned a Social Return on Investment report. This identified £2,195,918 in social, environmental and economic value.

The figures have been updated in line with growth estimates.

These outcomes are collectively valued at £2,861,724 in direct value and £477,816 in enabled value with total responses expended of £2,747,744.

Furnish is estimated to deliver a direct CBR of £1.00 and a further enabled CBR of £0.20.

Outcome category Value Chain Value Type Monetary value

Government savings: Social care, health, reduced JSA, criminal justice system

Enabled Fiscal £394,871

Government savings: Furnish as cheaper supplier and landfill savings

Direct Fiscal £326,236

Social landlords: Sustained tenancy and maintenance savings

Enabled Economic £82,944

Other collection clients’ savings: Furnish as cheaper supplier (e.g. offices)

Direct Economic £50,328

Customer savings from shop Direct Economic £68,911

Customers’ wellbeing Direct Social £1,033,392

Childrens’ wellbeing Direct Social £105,456

Customers’ sustained tenure at home Direct Social £1,222,426

CO2 value: Landfill and new manufacture Direct Environmental £16,398

Gigajoules value: New manufacture Direct Environmental £4,340

Staff wellbeing benefit Direct Social £27,024

Volunteers wellbeing benefit Direct Social £7,213

Total value £3,339,540


ASB specialist serviceWhat we do

SBHG have two antisocial behaviour (ASB) officers who deal with ASB complaints or reports on SBHG sites, and investigate all reports and take action. The aims of the service are to prevent and deter ASB, tackle the causes and deal with the consequences, support complainants and witnesses, take appropriate action against the perpetrators; and achieve results that will last.

There were 189 new cases and 206 cases resolved/closed. Actions taken included 209 early interventions and 33 enforcements (legal action). There were 105 referrals to support services.

Outcomes

The benefit is that those engaged with will cease their ASB. It is estimated that 130 individuals will engage in one less serious case of ASB.

The average cost per incident of ASB is £648 in fiscal costs to the police and the justice system and £12,784 in social costs to the victim, perpetrator and others.

This implies a total enabled value created of £528,869 for the victims, perpetrators and society for incidents avoided, incorporating £25,515 in fiscal value and £503,354 in social value.

With a total service cost of £205,000, this represents an enabled CBR of £2.60.


Domestic violence IMPACT serviceWhat we do

This is a four year (2013–2017) multi-agency collaboration, funded by the London Mayor’s office, SBHG, and Hammersmith and Fulham.

It improves integrated working between partners to improve the outcome for victims of domestic abuse and their children and hold perpetrators to account. The project partners are:

SBHG. Hammersmith and Fulham. Three agencies within the justice system (Metropolitan Police, Crown Prosecution Service, Probation Service, Courts).

Two third sector organisations: ADVANCE Independent Domestic Violence Advocacy (IDVA) Service and Standing Together Against DV.

The primary people supported are female victims of domestic abuse aged 16+ living in Hammersmith and Fulham. This violence could include intimate partner or ex-partner abuse, abuse within a familial relationship context, honour-based violence or forced marriage.

Output and outcomes

Support is offered in ways including advice on police and criminal and civil court processes, referrals to solicitors and helping clients to obtain an injunction themselves, supporting women through the criminal justice system and helping make client’s feel safer at home by making referrals to sanctuary scheme.

If a client does not want to remain in their own home, Impact can help them to access refuge spaces, emergency accommodation and advocate on their behalf with local councils.

The key activity and outcomes were: The IDVA service received 740 eligible referrals, with 416 women were engaged on an ongoing basis.

Police made 179 charges and prosecutions, resulting in 173 convictions.

91 women self-reported as being at reduced risk of harm as a result of their involvement with the project.

102 women self-reported as feeling safer as a result of their involvement with the project.

The value of the project is based on: 91 women now face reduced risks posted by perpetrators and feel safer. This direct social value is £12,470 per person.

A further estimate that 10% of these women will also experience one less major incident of domestic violence. The fiscal cost per incident of domestic violence to police, local authorities, the criminal justice system and the NHS is £13,832.

This implies a total of £208,728 in social value and £20,028 in fiscal value directly created by the project.

Based on costs of £98,000 to SBHG, this represents a conservative estimated CBR of £2.10.


Respite carers support (Kiloran Trust)What we do

SBHG provided free accommodation for a small respite charity, Kiloran Trust. The Trust provides subsidised residential respite breaks for full-time unpaid carers who look after a loved one at home. Carers come from all over the UK to the Trust’s house in west London. The Trust provides carers with listening, home cooking, empathy and companionship, as well as occasional arranged activities and outings. Kiloran Trust supported 131 people at its respite home, of which 98 were women and 20 were men.

Outcomes

Outcomes for Kiloran Trust

SBHG provides a rent-free space creating direct economic value of £60,198, which is the market annual rent value. If this property were rented at market price, it would therefore represent approximately 34% of the Trust’s £117,126 expenditure. This allows SBHG to claim ‘credit’ (attribution) for 34% of the outcomes delivered by Kiloran Trust.

Enabled outcomes for end users

111 home stays with full meals, valued at £46 per night in economic value (£80 average cost for a 2-star hotel in London, an estimated £30 value for 2.5 meals per day, less a £64 fee per night for carers).

131 sessions of 1-1 support for all visitors to the respite home valued at £52 each in social value.

With total equivalent costs of £60,198, this implies a total direct economic value of £60,198, and additional enabled value of £4,046.

This suggests a direct CBR of £1.00, and a further enabled CBR of £0.10.


Early intervention serviceWhat we do

In October 2014, SBHG started a new service to help prevent vulnerable residents, such as care-leavers, to avoid debt, rent arrears and ultimately eviction. An early intervention officer works closely with the SBHG lettings team to support potential residents as a single point of contact, from pre-tenancy and sign up, through the first 10 weeks of their residency. Specific support provided includes:

Affordability checks: Assisting applicants with budgets, applications for housing benefit payments, and advice on utility bills.

Support with moving in: Helping residents access services from the local Credit Union, grants for home furnishings via Furnish, and links to social services and floating support services as appropriate.

Ongoing support to ensure rent is paid and any issues are resolved.

Outputs and outcomes

The service supported 75 people; 39 were helped with affordability checks and guidance, 13 secured grants for home furniture, totalling £19,500 and 13 were referred to other organisations and agencies for further support.

Only 15 of the 39 people (38%) who were helped with affordability checks and guidance were in rent arrears. This compares favourably with a historical benchmark rate, that 85% of care leavers resident in SBHG properties had rent arrears at some point in the past.

Significantly, none of the 39 people supported have been evicted. This compares favourably with a similar historical benchmark rate, that 19% of care leavers who once resided in SBHG properties have since been evicted.

7 residents were helped to avoid eviction. 18 residents were helped to experience relief from having a debt burden.

The £19,500 grant payments, while valuable to residents, are excluded from valuation, as residents’ gain is a loss to the public purse and are therefore subject to 100% displacement.

With service costs of £26,495, CAN Invest estimates a direct value of £44,059 through helping residents avoid debt and eviction, including an economic gain of £29,722 from avoided evictions and a social gain of £14,337 from relief from debt.

This represents a direct CBR of £1.70.


Employment, training and volunteeringWhat we do

SBHG’s employment, training and volunteering service consists of a volunteering programme, computer skills training and work experience.

SBHG supported 84 volunteers, of which 42% were SBHG residents. Only 5% were in employment when they started volunteering and 25% were looking for work.

Computer skills training (139 attendees of which 77% of which were SBHG residents) offers the opportunity to enjoy the benefits of being online. SBHG worked with social enterprise Student@Home to help increase access and ability to use the internet for offline residents. Targeted residents were offline, in rent arrears and claiming housing benefit.

The offer includes giving offline residents the chance to receive a free refurbished computer and a 1-2-1 lesson at home. Work experience was offered to pupils from three secondary schools.

Outcomes

Volunteering 40% (34) of those who finished volunteering moved into employment. In absolute 20% were SBHG residents. 56% of volunteers who moved into work were employed by SBHG as staff, apprentices, through temporary contracts and through the Volunteer Into Work Programme.

Computer skills 139 people attended 29 training sessions, of which 77% were SBHG residents.

20 received free refurbished computers. 21 already had computers at home and received free one-to-one lessons on these (100 sessions overall).

Other outcomes 58 people benefited from free, half-day first aid courses, usually costing £30 per person.

With costs of £155,168, the service delivers enabled value of £510,918 through supporting people into employment and training and a direct (social) value of £226,934.

This represents a direct CBR of £1.50, and a further enabled CBR of £3.30.

ApprenticeshipsWhat we do

SBHG offers practical experience and training opportunities for two years while apprentices study towards a recognised qualification. 26 apprentices were supported and five left. One completed the full two years of their apprenticeship and moved into employment.

The programme delivered direct economic value to apprentices, valued at £18,437.50 in wages per apprentice. It also offered an enabled value of £15,206 through supporting people into employment and training, including:

A fiscal gain to public authorities over four years of £10,000. The majority (88%) of the fiscal

savings flow back to DWP with another 10% falling to the NHS and 1% to local authorities.

An economic gain to the individuals over four years of £3,765.

A social gain over four years of £1,441. This is conservative as it is based on the increased confidence/self-esteem of the apprentices and does not include separate valuations of reduced isolation and/or increased emotional well-being.

With total costs of £295,000, this represents a direct CBR of £1.00 and a further enabled CBR of £0.10.


InComEWhat we do

InComE (independence, accommodation and employment) tackles overcrowding by offering housing and training and employment support to adult non-dependents living in overcrowded social housing. It breaks dependency on social housing and benefits and increase people’s aspirations and career expectations so they understand ‘work pays’. Clients are offered an assured shorthold tenancy for two years in a housing association flat if they are in, or willing to start college/training or work.

There are three stages: Assessment of skills and career aspirations for each client.

‘Ready to view’: once a client is enrolled on a course or job, caseworkers contact partner housing associations to identify a suitable one bedroom flat or studio.

‘Housed clients’: caseworkers provide tenancy support and a discretionary furniture allowance. Caseworkers provide on-going monitoring of the tenancy and attendance and performance at college and work.

150 people were provided with housing since 2008 and at least 470 supported with employment support, money advice and housing advice. 125 clients have moved on and 59 clients have moved into the private rental sector, shared ownership or outside of London.

Outcomes

During 2014/15, 70 people were supported; 10 remained on benefits and 60 were helped into full or part time employment. Many of those in part time employment will also be in education.

A previous cost-benefit analysis (CBA) of the InComE pilot (Young Foundation, 2010) was based on 38 clients that were housed in the first 10 months. The analysis calculated an actual saving of £1.5m.

By supporting NEETs (people not in education, employment or training) into study or work the analysis calculated a further lifetime saving of £12m through intensive support and early intervention.

The report predicted that if the scheme was rolled out to 100 clients an actual saving of £6m to the public purse would be achieved and a further £35m if the lifetime costs of NEETs was taken in to account.

CAN Invest provided an updated CBA using the New Economy Manchester model. CAN Invest estimates a total direct value created of £152,750, which is comprised of:

A fiscal gain to public authorities over four years of £83,244. The majority of the fiscal savings flow back to DWP.

An economic gain to the individuals over four years of £46,508. This is a relatively low financial gain to work for individuals, compared to the gain to public authorities, as the net gain to the individual of increased income is offset by reduced benefits.

A social gain over four years of £22,998. This again is conservative as it is based on the increased confidence/self-esteem of adults and children and does not include separate valuations of reduced isolation or/and increased emotional well-being.

With project costs of £21,000, this equates to a CBR of £7.30.


STEPThe Support To Employment Programme (STEP) provides confidence and the skills to help people move closer to the labour market. It gives group training sessions and individual support. This helps develop CVs and career prospects, improve interview skills, build confidence and communication skills and find jobs, apprenticeships, work experience and training opportunities.

STEP helped 119 people, with 350 session attendances. It is estimated that 73% of these were SBHA residents, 15% were volunteers, 6% were apprentices and 12% were clients of the InComE project (see page 17).

Outcomes and valuation

43 moved into work and 15 accessed further education or voluntary opportunities. 35% had previously been employed for one year or more.

CAN Invest estimates this delivers enabled value of £231,250 through supporting people into employment and training, including;

A fiscal gain to public authorities over four years of £114,667 (from those entering employment). The majority of the fiscal savings (88%) flow back to DWP with another 10% to the NHS.

An economic gain to the individual over four years of £53,750 (for those entering employment)

A social gain over four years of £62,833 (for those entering volunteering, education and employment). This again is conservative as it is based on the increased confidence/self-esteem of adults and children and does not include separate valuations of reduced isolation or/and increased emotional well-being.

With total costs of £30,000, this represents an enabled CBR of £7.70.

Welfare reform supportWhat we do

The welfare reform support service is new. Dedicated staff help residents cope with the impact of welfare reform. The service has supported 103 residents. This includes six helped to move to a smaller home and 23 supported to access charitable funds.

Outcomes and valuation

22 residents are helped to avoid eviction, valued at £8,492 in direct economic benefit.

53 residents transition from having ‘unmanageable debt’ to ‘manageable debt’ burdens. This is valued at £1,593 in direct social value to each resident.

21 residents experiencing relief from heavy burdens of debt. This is valued at £8,492 in social value to each resident.

Monetary transfers from government to residents, such as through discretionary

payments, are excluded from valuation, as residents’ gain is a loss to the public purse and are therefore subject to 100% displacement.

This delivers direct value of £328,033.

With a project cost of £65,734, this represents a direct CBR of £5.00.

££


MethodologyAll methodology data and report sources are available at www.sbhg.co.uk

Contextual and comparison dataContextual information was used to establish how the outputs compare to relevant populations and local markets. This data is available at www.sbhg.co.uk

Cost dataCost data for each project was derived from annual SBHG income/expenditure budgets. Costs of operating the general housing schemes, such as Affordable housing and private settled accommodation were estimated from annual operating costs, and excluded capital items such as costs of finance and asset depreciation/appreciation.

Estimates based on output dataThe output data used in this report was provided by SBHG, and no independent verification of this data was undertaken by CAN Invest. A number of the outcomes are estimates only, and have not been verified through tracking data on end users and/or others experiencing these outcomes. As such, the valuations in this report are estimates only.

Impact Discount FactorsCAN Invest adopts an SROI-style stance to ensure that estimates of value created by SBHG are conservative (The SROI Network, 2012). Specifically, estimates of value for each outcome were discounted after consideration of several ‘impact discount factors’:

Attribution The extent to which any outcomes achieved are due to the work of SBHG rather than other agencies or organisations.

Deadweight The extent to which identified outcomes would have happened anyway, without the intervention of SBHG.

Displacement The extent to which any outcome achieve results in a direct, corresponding negative outcome elsewhere.

To be conservative, we assume that SBHG takes at most 50% of the credit or ‘attribution’ for value created within many programmes, given that the people SBHG support will also receive support from other organisations.

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Shepherds Bush Housing Group Mulliner House Flanders Road London W4 1NN Telephone 020 8996 4200 Email [email protected] www.sbhg.co.uk

SBHG has been part of the west London community since 1968. Our 5000 homes give people an affordable home from which they can build their lives. But we are much more than a landlord. We invest in people and places. We’re here to give extra support when needed; whether it’s to get into a job or to get online. We’re here to be a responsible neighbour with services that support the wider community.

Our mission is summed up through one of our business plan objectives of social heart, business head, local impact

Our social heart means that we support those that need it most, investing our own money in services.

Our business head means that we drive efficiency and value for money to do that.

Our local impact is the homes and services we provide that build communities and have a positive impact on the local and national economy.

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