Essex Project Delivery Plan 2012 - 2017

BREC Building Resilience in Essex Communities

Althorne

Jaywick

Coggeshall /

Kelvedon

Canvey Island (Castle Point)

Funded by Big Lottery

Communities Living Sustainably

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Contents Section one: Executive summary ------------------------------------------------------------------ 3 Section two: Building Resilience in Essex Communities partnership --------------- 5 Section three: Project background --------------------------------------------------------------- 8 Section four: Strategic context --------------------------------------------------------------------- 12

I. Project aims -------------------------------------------------------------------------------- 12 II. Project outcomes ------------------------------------------------------------------------- 12

III. The need the project aims to address ---------------------------------------------- 13 Section five: Running your project --------------------------------------------------------------- 20

I. Equal opportunities ------------------------------------------------------------------------- 23

II. Project timetable ---------------------------------------------------------------------------- 25

Section six: Project resources --------------------------------------------------------------------- 27

I. Staffing resources ------------------------------------------------------------------------ 27 II. Management and supervision resources ------------------------------------------- 27

III. Volunteer resources --------------------------------------------------------------------- 28 IV. Community resources ------------------------------------------------------------------- 28

Section seven: Marketing and communications strategy --------------------------------- 30 Section eight: Monitoring your project --------------------------------------------------------- 32 Section nine: Evaluation and dissemination plans ----------------------------------------- 34 Section ten: Risk analysis --------------------------------------------------------------------------- 35 References & Websites ------------------------------------------------------------------------------- 39 Appendices: Supporting information ------------------------------------------------------------ 40

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“Through responding to the communities identified needs by using a combination of scientific and local knowledge1 we want to be able to assist people in assisting themselves and to do it in a collaborative, community based way utilising a range of activities involving interested supporters.”

Section one: Executive summary The overall vision of BREC is:

‘To make Essex communities more resilient and sustainable places to live by working together in

best utilisation of local resources, learning new skills and sharing experiences, information and

knowledge between communities and both county and national programmes to improve residents

quality of life.’

The approach is one of collaborative action with communities and their representatives. The importance of pragmatic action cannot be overstated. People want to see tangible results in terms of delivery for community initiatives and, as our stated aim is to increase involvement of those people, we must be seen to deliver. The “Test & Learn” phase has majored on community based activities where people can both learn about what is intended and actively influence those intentions. The main project is phased over 4 years, across 5 diverse communities in a large and populous county, and is budgeted at £1,189,496 of which £993,572 [84%] is being sought from Big Lottery and £195,925 [16%] has been secured from a number of the 16 partners. The project has is its roots in Durham University’s BIOPICCC project and aims to increase resilience through education, training and inclusive involvement. It also requires the communities to share learning and experience and, in some case, resources in order to meet the objectives. Resources are increasingly under pressure and it is incumbent on all to maximise them as much as possible. Society is also witnessing an apparent increase in an all encompassing reliance on central services be they national, local authority or “blue light” based. This tends to stretch resources even further and diverts those resources from the more important priorities. BREC will not tell people what they should do, provide some equipment and leave. Rather, it aims to meet the spirit of the Chinese proverb: ““Give a man a fish, and you’ll feed him for a day. Teach a man to fish, and you’ll feed him for a lifetime.” BREC will provide:

A range of direct training

“Train the Trainer” training

Equipment specific to achieving the outcomes

Community based improvements

1 Similar to the principles set out by Durham University: BIOPICCC and The Gilesgate Project:

www.dur.ac.uk/ihrr/vulnerabilityresearch/transcendingrisk/gilesgateproject

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Improved community communication

A wide range of community based initiatives

Dedicated, locally employed project resources to facilitate implementation Training will encompass First Aid plus additional specialist defibrillator training, energy efficiency, plus Train the Trainer to help perpetuate the knowledge in the community. There will also be energy awareness training. To maximise the effect of First Aid training, we will supply “Resusci-Annie” mannequins and a defibrillator to each community. Vulnerable citizens will be supplied with “Message in a Bottle” emergency information holder and will also be supported in obtaining flu & pneumococcal vaccinations. Each community will select a range of supplies to be kept in a “Grab Bag” in a community building to increase resilience in the event of an incident requiring the evacuation of homes. Engagement with, and education of, younger people in resilience and community caring will be carried out via the “Dawn Patrol” initiative whereby school children literally look out for alerts from vulnerable people on their way to school. Encouragement and support in producing community resilience plans will be a cornerstone of the project as will community engagement workshops. Citizens of student age will be encouraged to enter a specifically created design competition for energy efficient buildings. Encouraging both healthy eating and community involvement will be the aims of the Community Garden/Grow Your Own initiative whilst the successful “Fresh & Fruity” community-run delivery van service will be expanded. A focus on energy efficiency will be one of the hallmarks of BREC with energy audits, training for members of the community and supply of timers for audited properties. We will be looking at opportunities to increase water efficiency and will engage with both community and suppliers. In each area, the main community building will be energy audited and a retrofit of energy saving measure will be carried out utilising local support where possible, thus improving the building and saving the community money. Improvement in community communication is another objective via website development, purpose built external community notice boards and various other initiatives. The communities in question are Althorne, Canvey Island [Castle Point], Jaywick, Kelvedon and Coggeshall. A project manager will be recruited for the period of the project along with two Project Co-ordinators and a part-time Administrator/Evaluation Officer. Governance of the project will be via the Deputy Chief Officer of the lead partner working in conjunction with the Project Board and Project Sub-groups. The learning from this project will provide further supporting evidence to national and local agendas through sharing best practice with other Local Authorities through the BIOPICCC stakeholder network, National Adaptation Programme, Climate Ready, Climate Local and BREC partners specified in Section 3. The BREC project will be very much focussed on four specific outcomes, these being Resilience, Quality of Life, Sustainability and Efficiency.

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Section two: Building Resilience in Essex Communities Partnership Supported by:

(Lead Charity Partner)

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A partnership group called Building Resilience in Essex Communities (BREC) was established on 27 June 2011 (formerly known as the Essex BIOPICCC2 group), which consists of stakeholders representing the community and the public, private and voluntary bodies. BREC currently comprises of:

5 community representative bodies 4 Local Authorities 2 Parish/Ward (or equivalent) Councils 4 Statutory organisations 5 Charity/ voluntary organisations 1 Private sector business 2 Higher education institutions

It was recognised that all the partners are working towards a common goal to improve the lives of residents within the communities of Essex, whether it’s through contingency planning, health and wellbeing or providing greener choices. Each partner brings a wealth of experience that can help this project achieve its objective and address some of the needs of the communities, through resilience planning, education and skill development, community activities, and build upon existing and new resources. A Partnership Agreement was drafted and approved by the BREC partners with agreement to sign up on the outcome of the next stage of the project. The agreement sets out a common vision, roles and responsibilities by partners. A copy of the Partnership Agreement and partners roles and responsibility can be found in Appendix 2 and 2a. All partners are involved in the development and direction of the BREC project; however due to the number of partners it was agreed to implement, as from May 2012, the structure shown in Figure 1. The BREC Project Board is the final decision making body with the overall approval from CVST (the Lead Organisation) and has the overall responsibility for producing the Project Delivery Plan and for effective delivery and management of the project. It meets monthly to discuss and agree aspects of the plan. The five sub-groups meet regularly and are responsible for ensuring community involvement and learning is at the heart of the project. The sub-groups gather information, engage in community discussions and assist in the delivery of the plan. The sub-groups report to the Project Board allowing a two way communication and to ensure linkages have been made between and within the groups. This process ensures that communities and partners help continually shape the project and share in the learning. Our Marketing and Communication strategy will make sure that BREC is open and accountable to the wider community, mainly through press releases, website and agenda items at various community and statutory forum meetings (i.e. Parish/Town/Ward Council meetings, Essex Risk Intelligence Group and Essex Resilience Forum). Awareness and updates of the BREC project has been provided to Jaywick Community Forum, Jaywick Neighbourhood Team, Althorne Parish Council meeting, Essex Health Resilience Partnership, Coastal Renaissance Partnership Board, and the BIOPICCC team at Durham University.

2 Building Infrastructure of Older People’s care in Conditions of Climate Change

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Section three: Project background

BREC3 was initially developed in partnership with Essex County Council (ECC), Environment Agency, National Health Service (East of England & North Essex), Tendring District Council and Durham University. This was in response to early discussions between Durham University and ECC between March and June 2011 on an Essex stakeholder-led involvement in the university’s programme “BIOPICCC” (Built infrastructure of Older People’s care in Conditions of Climate Change). BIOPICCC is a three year research project (1 of 14 government research projects) and part of the wider research network of ‘Adaptation and Resilience to a Changing Climate’4. Durham University and research partners have developed a prototype toolkit to support local level resilience planning and strategies ensuring the health and social care infrastructure and systems supporting older people will be sufficiently resilient to withstand harmful impacts of future climate change.5 The BREC group agreed to explore the opportunity of adapting the BIOPICCC toolkit to apply to the whole community and to get a real understanding of the area and how the community manages in an emergency caused by severe weather events, such as flooding. In order to do this the partnership was widened to those mentioned in Section three: BREC Partnership. The following timeline gives the steps the BREC project has taken to date:

Figure 2: BREC timeline:

3 Formerly known as Essex BIOPICCC group

4 http://www.dur.ac.uk/geography/research/researchprojects/biopiccc/

5 BIOPICCC Research Team (2012) Prototype BIOPICCC Toolkit Draft 4, Durham University and Heriot-

Watt University.

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Discussion with the partners identified a real need for community level contingency planning and continually improving coordination of multi-agency (i.e. Essex Resilience Forum) planning, improved communications in making sure the correct information is reaching everyone and understanding of how the community support those they identify as vulnerable. These discussions drove progress with testing the feasibility of the project and interest within the communities of Essex. The premise behind the project was that those communities that have spent time working with multi-agencies to plan, prepare and put in adaptive and mitigating measures are often better able to cope with, and recover more quickly from, extreme weather events and other emergencies. The aim is to conduct a comparative case study to compare urban and rural communities, coastal and inland communities, those communities at risk from coastal and river flooding and to compare their social cohesion, practices and resilience plans. Based on this and levels of vulnerability (age, disability, health and Index of Multiple Deprivation), five communities in Essex were selected: Canvey Island (Castle Point Borough), Jaywick (Tendring District), Althorne (Maldon District), Kelvedon and Coggeshall (Braintree District)6. Other risks that were common to the five communities include drought, extreme high and low temperatures.

On 31 January 2012, the BREC Partnership submitted an Expression of Interest to the Big Lottery, Communities Living Sustainably and, on 6 March 2012, was awarded £10k development funding to develop the BREC project concept. The funding helped with further research and community participation. The research was done formally through local participatory workshops in Jaywick and Althorne

conducted by Essex Sustainability Institute (ESI) from the University of Essex (UoE), and Canvey Island workshop was conducted by Groundwork South Essex. The aim of the ESI/UoE workshops “was to engage the communities of two wards of Essex in a snapshot consultation on how major climatic incidents affect their areas and how the community resilience during these times could be increased in the future”.7 Findings from the workshops [Appendix 3] will be discussed in the next section under the heading ‘The need that BREC aims to address’. While the Canvey Island workshop was to primarily work through the Community Assessment Tool (CAT), the other communities also completed CAT reports [Appendix 4] and climate change risk assessment [Appendix 5]. These findings were used to produce a community focused Local Climate Impact Profile produced by University of Essex [Appendix 6]. This research also provided a baseline which outlined where experiences can be shared, highlighted gaps in understanding of climate risks and confirmed what information is currently available or known to the different communities.

6 For the purpose of this project, location within Braintree District and similarity in need Kelvedon and

Coggeshall will be grouped together. 7 Bragg, R & Colbeck I (2012) Building Resilience in Essex Communities: Phase 1 Participatory workshops,

A short report for Tendring Community Voluntary Services and Essex County Council, Essex Sustainability Institute and Department of Biological Sciences, University of Essex

The climate event and response matrix at Althorne: sourced UoE report

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Due to the Jaywick community having previously undergone several surveys from other organisations on various topics which resulted in less than optimum outcomes, it was important to provide residents of Jaywick with something beneficial now to demonstrate the benefits the project will provide in the long-term. For this reason, Climate Energy (Consulting) Ltd delivered energy efficiency training, “Train the Trainer” training to residents and community groups on how to save money on their energy bills and five energy audits on resident’s homes. A short Home Energy Audit video of Climate Energy staff installing an energy meter at a local resident’s property can be viewed on the CLS Learning Hub. Representatives from the other communities were invited to take part in the training at Jaywick to get an insight of what can be delivered in their community. The general feedback on the training was positive, and led to a future idea of drop-in energy surgeries, which the residents thought, was an excellent idea. Details of the feedback on the training by Climate Energy (Consulting) Ltd can be found in Appendix 7. Other research that has informed and shaped this project includes:

Essex LCLIP [Local Climate Impact Profile] and Braintree and Tendring District Council LCLIPs

ECC “Adapting to Climate Change” Action Plan [Above were requirements to meet levels of the National Indicator 188 – Planning to Adapt to Climate Change]

UK Climate Change Risk Assessment and East of England report

SHAPE – Strategic Health, Asset Planning and Evaluation is a Department of Health web enabled, evidence based application, which informs and supports the strategic planning of services and physical assets across a whole health economy.

BIOPICCC Prototype Toolkit

BIOPICCC Research Briefing 1– Mapping future risk of extreme weather and growth in older populations in England

BIOPICCC Networking Events 21 October 2011 (London) & 9 May 2012 (Durham)

Durham University Gilesgate Project

UK Climate Impact Programme – UK Climate Projections 09

Essex Joint Strategic Needs Assessments 2011

Essex Resilience Forum Vulnerable People’s Plan

District and Borough Council Risk Registers

Althorne Emergency Plan

Kelvedon & Coggeshall Emergency Plans

Residents of Jaywick participating in the Energy Workshop: sourced UoE report

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Whole Essex Community Budget will see public sector partners work together, delivering services that improve the lives of Essex residents whilst also cutting waste and duplication.

Essex “Warm Homes, Healthy People” Programme

The findings from both the development ‘Test and Learn’ phase and previous research has helped to identify critical service provisions and supporting infrastructures and areas for improvement. Examples of good practice that can be shared within and between each community is also a vital component. These findings will also be presented at the strategic level to inform multi-agency planning (i.e. Essex Resilience Forum Vulnerable People and Community Resilience Plans, Shoreline Management Plans, EU Interreg Floodcom project, Health Services), looking to bring together other networks in an innovative way to work towards the same resilience agenda. The overall outcomes and learning from the BREC project will contribute to national research agendas, such as National Adaptation Programme and Climate Ready [Defra], Climate Local [Local Government Association), share examples of best practice with other Local Authorities, Durham University BIOPICCC project, ‘Adaptation and Resilience to a Changing Climate’ research network and to Sustainability East who is responsible for reporting on the East of England climate change risks of the UK Climate Change Risk Assessment.

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Section four: Strategic context

I. The project aim The overall vision of BREC is: ‘To make Essex communities more resilient and sustainable places to live by working together in best utilisation of local resources, learning new skills and sharing experiences, information and knowledge between communities and both county and national programmes to improve residents quality of life.’

II. Project outcomes In order to achieve the vision, the BREC project is divided into four key themes, each with a clear project outcome as shown in the ‘Outcomes Table’ below.

Outcomes Table

Outcome 1

Resilience: Communities are more resilient and better able to support themselves and their vulnerable people in the event of environmental crisis situations e.g. drought, flooding, heat wave, cold weather.

Outcome 2 Quality of Life: Improve the quality of life of local residents including vulnerable people in the local community

Outcome 3

Sustainability: Communities maximising the use of their social, financial and natural assets & resources to make their communities more sustainable.

Outcome 4 Efficiency: Raise awareness of resources availability to drive, enhance resilience and increase sustainability within the local community.

These four themes and outcomes aim to address the real needs as identified through the community participatory workshops and Community Assessment Tool of the development ‘Test and Learn’ phase of this project. These project outcomes will help Communities Living Sustainably achieve their outcomes for this initiative of:

1. Communities are better prepared for environmental challenges and longer term environmental change and understand the improvements they can make to live more sustainably.

2. Vulnerable people affected by the impacts of climate change are able to make greener choices to help improve their quality of life.

3. Communities maximise the use of their assets and resources to create new economic opportunities and live more sustainably by, for example, using the skills and knowledge of individuals within their community to create green social enterprises and jobs.

4. Communities have a greater understanding of, and more opportunities to use, natural resources more efficiently.

This will be achieved through a pragmatic programme of community based activities designed to engage directly with communities in a way which encourages them to take the

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initiative, ownership and allow local development. Some examples of the intended activities are:

Community based contingency plans.

Targeted energy efficiency training with sustainable “Train the Trainer” approach.

Educational programme aimed at developing understanding and appreciation from a very young age.

Shared learning with Community Living Sustainably online Learning hub. III. The need that your project aims to address 1. Cause It is anticipated that the increasing unpredictability of our climate and weather patterns in recent years will continue to have an effect on our communities, whether they are rural, urban or/and coastal.8 Essex encompasses an area approximately 337,000 hectares and recorded a population of 1.712 million9 in 2008. The majority of the county is low lying land, a considerable part of which is located on the Thames Estuary with extensive networks of roads and inland waterways. It also has one of the longest coastlines in England at 350 miles with ecologically important areas and numerous coastal communities.10 11 The recent UK Climate Change Risk Assessment report published January 2012 has highlighted water scarcity, sea level rise and flooding as the key risks specifically to the East of England. The region has been identified as the driest in the country but, paradoxically, Essex has a large number of properties and infrastructure components at risk from river and/or coastal flooding.12 According to the 2009 projections produced by the UK Climate Impacts Programme, by 208013 Essex is projected to experience more wet and mild winters, with unpredictable occurrences of cold spells, hotter and drier summers [leading to water scarcity], occurrence of heatwaves like that of 2003 and even summer flooding. A rise in sea levels of 36cm causing an increased risk of coastal flooding and erosion is also predicted.14 Compounded by the significant development pressures (e.g. it is expected that, by 2031, Essex will have absorbed an extra 324,000 residents which equates to a 19% increase15), these underlying conditions create a state of vulnerability in the communities in Essex, especially to those residents most vulnerable, such as older people, those living with a health condition and a disability or/and living in fuel poverty.

8 HR Wallingford, Climate Change in Essex – The evidence base and priorities for a countywide action plan

Part 2 – Recommendations for Climate Change Action 2005. 9 Office for National Statistics, Sub-national population projections, 2008

10 HR Wallingford, Climate Change in Essex –The Evidence base and priorities for a county-wide action plan Part 1

– Project Report, Report no EX 5210, 2005 11

Calder, A. Essex LCLIP, University of Essex & ECC, 2010 12

Climate UK (2012) A summary of Climate Change Risk for East of England: To coincide with the publication of the UK Climate Change Risk Assessment (CCRA) 2012, Sustainability East 13

This is based on the medium emissions scenario and relative to the period of 1961 to 1990 14

UKCIP, (C) UK Climate Projections 2009 15

Essex Health and Wellbeing Board

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The Index of Multiple Deprivation, Health and Disability Deprivation, Neighbourhood Statistics (from the Office for National Statistic) highlighted various levels of deprivations within the five target communities in Essex. The communities and government can identify vulnerable components within the community, so it is important these are understood in conjunction with existing resources and adaptive capacity which enables these communities to overcome any vulnerability. Jaywick and areas of Canvey Island have high levels of unemployment and low income; while Althorne has limited physical access to services (including health) due to:

a high percentage of the population being over 65 years old

dependency on transport

no health services within the parish16.

Levels of deprivation are highest in Jaywick which has been identified as the most deprived area in England (Low Super Output Area) due to:

high levels of unemployment

very low number of businesses locally,

geographical isolation [particularly if the few roads become damaged or blocked]. However there are also areas of deprivation within Canvey Island and Althorne. These communities have also been identified at great risk from climate change, these being coastal (Jaywick and Canvey Island), river flooding (Althorne and Kelvedon/Coggeshall), thermal discomfort from extreme hot and cold temperatures (all) and drought (all). Example of profiles on the communities can be found in Appendix 9.

The significant event many of the older populations of the communities remember is the flood of 1953, which had a devastating effect, killing 112 people in Essex, with a further 13,088 displaced from their homes. The primary reason that the flood defences failed was due to overtopping, which resulted in 22,000ha of flooded land. A programme of flood defence has been ongoing. In Kelvedon and Coggeshall, heavy rainfall in April 2012 caused river banks to burst, closing roads and isolating communities. Essex Fire and Rescue Services and Local Authority Emergency Planning departments have a statutory duty to produce a District and Borough risk register, but there is no real requirement for Parishes/Town or wards to do so. Emergency Planning have been trying to work with communities with varying success to raise awareness of the risks and the benefits. However failure to engage will result in increased vulnerability from these risks. With all these factors it would suggest that it is important for the services serving the communities, such as health and social care, as well as the communities themselves to adapt to the impacts of a changing climate and severe weather events. And as a result of the project learn more effective ways of engaging and communicating with residents. There has been great emphasis placed upon communities to identify ways to live more sustainably in the belief that, amongst other things, this will improve the quality of life of their residents, whilst addressing the issues from climate change in the future. It is therefore essential that the potential impacts from climate change and extreme weather

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Supporting information sourced from SHAPE

Flooded road, Essex 2012 Picture: Stephen Huntley/Daily

Telegraph

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events on all these different communities are understood, monitored and evaluated to help the communities [and their residents] build upon their community resilience.

This project is designed to benefit the whole community but with a focus on older people, those persons with chronic health needs or disabilities, young families and those on low incomes.

2. The community needs

The BREC Project aims to address the four key themes identified in the outcomes:

Resilience

Quality of Life

Sustainability

Efficiency

Durham University completed a national scale mapping exercise using the latest UK Climate projections (2009) and the outputs from the UK Government’s Foresight Flood and Coastal Defence Project (2004) to map the changes in heatwaves, coldwaves and flooding up to 2050. The demographic projections for the older age group (65 years and older) were then mapped at the local authority level for the period 2006-2031 to identify local authorities projected to experience an increase in the occurrence of climate-related hazards and the most rapid increases in the older population.

It was revealed that the East of England was one area that will experience the most rapidly changing hazards that also has a large and growing proportion of older people, especially in the oldest age groups (85 years and older) who are particularly vulnerable to weather-related hazards.

The proportion of people in UK aged 65 and over is projected to increase from 16% in 2006 to 22.2% in 203117 and in Essex the number of people aged 85 or over will more than double from about 31,000 to 77,000 people. These extra years of life will often involve poor health, dementia or disability18 and combined with low incomes or unemployment the number of households living in fuel poverty is expected to rise due to the rise in energy costs.

3. Evidence Gathering

The participatory workshops were held in the communities identified with the aim of understanding the impacts from extreme weather in the past and what the communities could do in the future, how they can help identify the resources and develop their adaptive capacity to overcome the problems and vulnerabilities that may result from future extreme weather events in the future. In order to understand the contribution that this BREC project can make to the communities and organisations involved, Figure 3 provides an overview of the links

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BIOPICCC Team, BIOPICCC: Making infrastructure for older people’s care more resilient to climate change: joining up environmental, social and engineering perspectives 18

Essex Health and Wellbeing Board

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between climate change, population and adaptation and mitigation for services serving communities. Figure 3: Conceptual model showing the links between climate change, population ageing and adaptation

to built infrastructure for older people’s care. 19

The main approach taken was through the modification of the process within the BIOPICCC Prototype Toolkit which is shown in Figure 4:

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BIOPICCC Team, BIOPICCC: Making infrastructure for older people’s care more resilient to climate change: joining up environmental, social and engineering perspectives

Risk assessment

Responses

Vulnerability of frail Older people: age composition Health care ‘need’

Physical Vulnerability: location Design

features Prevailing climate

Built Infrastructure

Ageing Population

Climate Change

More frequent extreme weather: heatwaves coldwaves floods

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Figure 4: Key steps20

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BIOPICCC Research Team (2012) Prototype BIOPICCC Toolkit Draft 4, Durham University and Heriot-Watt University (k.j.oven@dur.ac.uk)

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The exploratory participatory workshops in Jaywick and Althorne, facilitated by the Essex Sustainability Institute from University of Essex, provided a snapshot consultation on how major climatic incidents affected their community and how community resilience during these times could be increased in the future. The workshop focused on the following weather events and those in bold were the priority concerns for the two communities:

extreme cold, snow and ice,

heavy rain,

high winds,

tidal/river flooding,

heatwaves, Some of the responses from the workshops are reproduced below (more detail can be viewed in the report in Appendix 3):

Extreme cold, snow and ice Tidal/river Flooding

Event and effects

o Frightened to go out in case I slipped over and hurt myself

o Heavy snow – I was virtually trapped inside my house for 3 days – it was lucky I had stocked up in anticipation

o Couldn’t get out for appointments and food etc - need to clear ice and snow from Station Rd so people can get out

o If there’s flooding and icy conditions there would be no escape as the hill is not gritted

o River flooding problems are twofold – i.e. access gates are poorly maintained allowing water to pass from .5 metres from high tide - one hour before/after and ii) when tide goes over seawall it is game over.

o Smugglers estate have 3 particularly vulnerable residents – if flooded we could be completely cut off

Responses o We keep an eye on elderly neighbours and we offer a hand

o Ice – local people go out and clear ice and snow but get worried about being sued if someone falls etc

o Snow – chairman and wife phoned vulnerable people to see if they needed anything – food or essentials etc

o No responses available

In the future

o Neighbourhood watch – we could widen the remit so that it’s not just about security – could rename it ‘Community Watch’ – extreme weather happens all over Jaywick, not just in one area.

o Could have a central telephone number to call if we are stuck in our homes – e.g. someone in Brooklands resource centre, someone at Golf Green Hall etc – can get people together so they are not feeling isolated

o A grit store for snow was offered but nowhere to store it so was refused – but we have problems if there is heavy snow – grit bins in side streets would help residents to take charge

o Give Floodline your name address and telephone numbers

o Not enough information given about any help – Council need to inform us

o Residents to prepare grab-bag with valuables etc for easy access for departure

o Future plan for Smugglers community – staging/rally post on Ford’s Coaches car park, mobile caravan could be moved up there if danger of flood – can make teas and coffees for displaced residents

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4. Other relevant projects: The BREC project will aim to both complement and add value to existing mainstream activities, projects and programmes locally and nationally. For instance, Essex has been involved in the “Warm Homes, Healthy People” initiative and learning will be integrated. Meanwhile, BREC will support the awareness of the Floodcom project which is an EU Interreg Project through the 2 Seas Programme, led by Essex County Council. It looks to tackle the issues of how to raise awareness of flooding for those who are at risk but have not yet suffered in a flooding incident. BREC will also take into account the projects mentioned in Section four: Project background. Examples of current partner’s projects relevant to BREC are shown in Appendix 8. The learning from this project will provide further supporting evidence to the East of England Climate Change agenda and local community resilience agendas. Sharing best practice with other Local Authorities through the BIOPICCC stakeholder network, Climate Ready and Climate Local as mentioned in Section Four: Project Background. The development phase alone has triggered learning leading to action within the participating communities. By bringing together representatives from each community and talking through the past and present impacts from severe weather and what each community currently has in place has helped Althorne to consider climate risk in a way they have never thought of before. As such, this has already helped to improve their community emergency plan and has resulted in them updating their plan accordingly. It is recognised that changing people’s behaviour and reliance on different service providers in an emergency will take time and effort to accomplish, but that continuous, small steps in the right direction will result in tangible benefit to individuals and communities. Through responding to the communities identified needs by using a combination of scientific and local knowledge21 we want to be able to assist people in assisting themselves and to do it in a collaborative, community based way utilising a range of activities involving interested supporters.

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Similar to the principles set out by Durham University: BIOPICCC and The Gilesgate Project: www.dur.ac.uk/ihrr/vulnerabilityresearch/transcendingrisk/gilesgateproject

Community Planting at Bumble Bee Park, Canvey Island

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Section five: Running your project

I. Delivery Programme The work undertaken to date through the development ‘Test and Learn’ phase has shown that each of the communities have a wealth of knowledge and experiences that they can share with each other, as well as a range of problems that this project, over the next 4 years, will help to address. From the baseline research it can be seen that a range of activities will be required to address these issues, fill in the missing gaps to build improved community resilience and for residents to live more sustainably. There are some significant strengths within each of the communities which will need to be developed and supported, to ensure the opportunities and benefits BREC will present for these communities are realised. The project will be delivered in the surrounding neighbourhood of the following:

Location Target Users & No reach22

Percentage reach

Jaywick 4977 total population

2489 reached

50% of population reached

(24% of project total participants)

Althorne 1200 total population23

1200 reached

100% of population reached

(14% of project total participants)

Canvey Island 38941 total population

3894 reached

10% of population reached

(38% of project total participants)

Kelvedon 5149 total population

1287 reached

25% of population reached

(12% of project total participants)

Coggeshall 4911 total population

1228 reached

25% of population reached

(12% of project total participants)

The Activities Table provides a summary list of activities for each year of the project. More detailed information on the activities for each year is set out in the Detailed Budget Table in Appendix 11

Activities Table:

When Activity

Year One

Project launch and set up project management, resources and

communications/media, including developing community website & newsletters.

Hold first annual review meeting at end of year.

Provision of community based training in practical first aid and energy

efficiency, supply of community equipment and domestic energy audits.

Participatory workshops facilitated by University of Essex in

Kelvedon/Coggeshall and Canvey Island.

Conduct community buildings energy audits and retrofits within two of the

communities, develop community contingency plans.

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Latest ONS data from 2001 Census 23

This figure based on specific population within targeted part of Althorne ward (ONS population figure is 4259)

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Provision of materials for the community garden in Jaywick, commission design

competition24

and launch “rest centre grab bags”.

Undertake feasibility study to expand the “Fresh and Fruity” service to all

targeted communities and establish ‘dawn patrol’ schools service25

and ‘flu jabs’

service.

Year Two

Conduct community buildings energy audits and retrofits within three remaining

communities, conduct further domestic energy audits and introduce water

efficiency measures.

Provision to establish and supply materials to all community gardens.

Provision to expand the Fresh and Fruity service (SME) to all targeted

communities.

Maintain/refresh community website & newsletters, and continue community

engagement.

Roll out ‘train the trainer’ training (energy-efficiency), provision of ‘message in a

bottle’, refresh ‘rest centre grab bags’, continue ‘dawn patrol’ and ‘flu jabs’

service.

Review shared learning between each community and annual meeting /

evaluation and regular communications / media.

Year Three

Conduct further domestic energy audits and further water efficiency measures.

Continue ‘dawn patrol’ schools service and refresh “rest centre grab bags”, and

‘flu jabs’ service.

Conduct further energy efficiency training.

Continue to supply materials to all community gardens.

Provision to expand the Fresh and Fruity service (SME) to all targeted

communities.

Review shared learning between each community and annual meeting/ evaluation

and regular communications / media, maintain/refresh community website &

newsletters. Develop new services as required.

Year Four

Conduct further domestic energy audits, further water efficiency measures and

further ‘train the trainer’ training (energy efficiency).

Continue ‘dawn patrol’ schools service and refresh “community rest centre grab

bags’ and ‘flu jabs’ service, refresh first aid training and supplies.

Continue to supply materials to all community gardens.

Provision to continue “Fresh and Fruity” service (SME) in all targeted

communities.

Maintain/refresh community website & newsletters, complete community

contingency plans.

Review shared learning between each community and annual meeting / overall

final project evaluation, video and communications.

24

A design competition for flood and climate change resilient housing with categories for coastal and fluvial flooding 25

Dawn Patrol service which is intergenerational and engages children to look out for a sign placed in a window of a frail or elderly person. If the sign is correct no action is taken, if the sign is missing then the child reports it to their school who contact the Red Cross who then check if everything is OK.

22

Community training will be an important element of the project and will ensure that people have the necessary skills to play their part in becoming a more resilient and sustainable community through energy efficiency training and basic first aid. The project will explore the means to share learning from successful schemes within the communities to understand what works elsewhere. The first year of the project seeks a balance between responding to each of the community’s immediate priorities for improvement by demonstrating on the ground that things are happening and laying the foundation for the work over the life of the project. By 2016 (based on four years) the activities outlined within this plan will have brought about substantial changes in community resilience, quality of life (Health and Wellbeing), community sustainability and resource efficiency. BREC will be key to develop and ensure that local people have the capacity and confidence to continue the momentum and sustainability beyond the life of the project. Figure 5 provides an example from a selection of activities and how they link to the project outcomes.

Figure 5: Diagram that documents the linkages between program activities, impacts and outcomes.

Dig for Jaywick Community Garden

23

II. Equal opportunities 1. Statement of Intent

CVST has an Equality and Diversity Policy that takes account of the Equalities Act 2010 and which includes the following statement of intent: CVST recognises that many people in our society experience discrimination or lack of opportunity for reasons which are not fair. These include: race, religion, creed, colour, national and ethnic origin, political beliefs, gender, sexual orientation, age, disability (including mental illness), HIV status, marital status, responsibility for dependants, appearance, geographical area, social class, income level or criminal record.

CVST will challenge discrimination and lack of opportunity in its own policy and practice and will help other organisations and individuals to do the same.

CVST aims to create a culture that respects and values each others’ differences. CVST sees these differences as an asset to our work as they improve our ability to meet the needs of the organisations and people we serve. All volunteers, employees, committee members and member organisations must declare their support for the objectives of this Equality and diversity policy. Failure to do so may result in disciplinary action and/or ineligibility for membership. 2. Equality and Diversity in Practice Upon signing the BREC Partnership Agreement partners will agree to adhere to CVST policies which will include the Equality and Diversity Policy. In practice, CVST will ensure that equality and diversity is embedded into the delivery of all BREC services and activities through a variety of means including:

- Identifying and understand the needs of beneficiaries and potential beneficiaries of the service.

- Ensuring that consideration is given to location, physical access, communication and timing as an integral part of service delivery

- Making use of the Big Lottery guidance on equality ‘Equality Matters – A Good Practice Guide’ http://www.biglotteryfund.org.uk/equality_matters.pdf

- Staff and volunteer induction, ongoing training and regular supervision.

- Ensure that a variety of publicity and promotional methods are used to attract all sectors of the community (including specifically targeting marginalised groups and those people who are socially isolated).

- Building on CVST’s existing networks of local community groups and special interest groups that are already working with vulnerable people that the project is aiming to target.

- Encouraging members of the local community to get involved in the planning and delivery of the project through sub-groups and volunteering opportunities.

24

- Regular monitoring to be carried out throughout the lifetime of the project to enable accurate records to be kept of staff, volunteers and beneficiaries.

- A robust complaints procedure.

3. Equality and Diversity in Recruitment CVST has an HR Policy which is a commitment to equal opportunities. All new posts will be advertised as widely as possible (subject to budgetary restrictions) and throughout the voluntary and community sector via established networks. CVST recognises that the delivery and development of a high standard of service to service users is dependent upon having the right people in the right place at the right time and therefore regards the operation of an effective recruitment and selection policy as an essential management tool. CVST is committed to operating a selection processes that ensures fair and equitable treatment for all applicants. Our recruitment policy is carried out in accordance with the CVST Equality and Diversity Policy and in compliance with relevant legislation to ensure all appointments are free from discrimination. Our values and principles include but are not limited to:

- A belief in the equality of opportunity and social justice for all

- A belief in the right of individuals to work collectively to participate in decision-making

- To ensure that recruitment and selection is fair and promotes equal opportunities

- CVST is committed to an Equal Opportunities policy and welcomes applications irrespective of sex or marital status, racial background, disability, age, sexual orientation, language or social origin or other personal attributes, including beliefs or opinions such as religious or political beliefs

25

III. Project timetable

The following gives a summary of the project timeline. A more detailed "Project Plan Timeline [Gantt Chart]" can be viewed in Appendix 10.

BREC Timeline Summary

Yr 1 Yr 2 Yr 3 Yr 4

Activities

Project Initiation Period Sep-Nov 12 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Project initiation

Recruitment

Training

Practical first aid training [Yr 1]

Practical first aid training [Yr 4]

"Save A Life" training

Train the Trainer [Yr 2]

Train the Trainer [Yr 4]

Energy efficiency training [Yr 1]

Energy efficiency training [Yr 3]

Equipment Supply

Defibrillators

Resusci-Annies [Yr 1]

Resusci-Annies [Yr 4] "Message in a Bottle" emergency information initiative

Rest Centre "grab bags"

26

Rest Centre "grab bags" Restock Yr 2

Rest Centre "grab bags" Restock Yr 3

Rest Centre "grab bags" Restock Yr 4

Timer switches for audited properties

Initiatives "Dawn Patrol" school children/vulnerable people check initiative Community Resilience & Contingency Plans

University of Essex Research Flu & Pneumococcal Vaccination Promotion Community Garden project/"Grow Your Own" "Fresh and Fruity" local fruit & veg delivery initiative (expand to other areas)

Domestic energy audits

Thermal Imaging and Report

Water efficiency measures/feasibility

Community development/engagement Energy audit and retrofit community buildings

Community Noticeboard

Design Competition

Communications

Evaluation & Reporting

27

Section six: Project resources I. Staffing resources The establishment of a Project Management Team will be essential to the overall coordination and management of the project. The existing partnership will be retained for the duration of the project and recruitment at the beginning of Year 1 by CVST will include a Project Manager, two Project Coordinators and Administration/Evaluation Officer, all full-time posts. CVST will seek to appoint those with the appropriate skills and experience, whilst aiming to maximise opportunities for local employment. A recruitment budget of £1,500 has been allowed to cover this cost. Appendix 11 provides information on the four staff posts to be funded by Big Lottery CLS fund. Further funding contributions will be towards services for a Finance Officer (5%) and Senior Manager overview of project and of the Project Management Team (7.5%), which will be delivered through existing roles within CVST. Figure 6 gives a staff structure of existing and new posts within the partnership. The Project Manager, Project Coordinators and Administration/Evaluation Officer will be an integral part of BREC and will initially be based at CVST Resource Information Centre in Clacton-on-Sea, Essex and opportunities to work in the targeted project communities via Local Authorities and other partner buildings as required. The CVST centre will act as the main access point for the project, providing a range of support, computer facilities and information for the communities. Figure 6:

II. Management and supervision resources

The staff shown above will be managed by the CVST Deputy Chief Officer (DCO) who will be responsible for overseeing the project. The DCO already manages CVST’s existing

Deputy Chief

Officer

CVS Tendring

BREC Project

Manager

[New Role]

BREC Project

Co-ordinator 1

[New Role]

BREC Project

Co-ordinator 2

[New Role]

BREC

Administration/

Evaluation

Officer

{New Role]

BRECBuilding Resilience in Essex Communities

Structure Chart

BREC Project Steering

Board

Tendring Project

Sub-group

Althorne Project

Sub-group

Kelvedon/

Coggeshall Project

Sub-group

Canvey Island

[Castle Point]

Project Sub-group

Finance Officer

CVS Tendring

[Existing Role]

Partners

Deputy Chief

Officer

CVS Tendring

BREC Project

Manager

[New Role]

BREC Project

Co-ordinator 1

[New Role]

BREC Project

Co-ordinator 2

[New Role]

BREC

Administration/

Evaluation

Officer

{New Role]

BRECBuilding Resilience in Essex Communities

Structure Chart

BREC Project Steering

Board

Tendring Project

Sub-group

Althorne Project

Sub-group

Kelvedon/

Coggeshall Project

Sub-group

Canvey Island

[Castle Point]

Project Sub-group

Finance Officer

CVS Tendring

[Existing Role]

Partners

28

Accounts and Systems Officer to ensure the effective day to day running of CVST’s finances. The CVST Financial Systems Policy directs the daily, weekly and monthly activity required and is followed stringently. CVST uses the Quickbooks Accounting System which allows for all projects to be individually identified, managed and reported on efficiently and effectively. Monthly management accounts are produced and submitted to the CVST Treasurer (a retired GP fundholder). Management accounts are also scrutinised by CVST’s Audit Committee and at each Board meeting. CVST has managed budgets in excess of £1.6 million over the past 5 years and through prudent financial management has sufficient reserves to meet unexpected contingencies. With the support of the proposed BREC Project team and the BREC Project Board, there is sufficient capacity within CVST’s existing systems to fully cover the financial requirements of the BREC project. CVST has in place a number of policies and through the partner organisations. Within the BREC Partnership Agreement partners upon signing will agree to adhere to CVST policies and statutory acts. These policies are available on request.

III. Volunteer resources CVST follows the Compact Code of Good Practice for volunteering in relation to the identification, recruitment and utilisation of volunteers. Volunteers will be recruited as required via the local media, from beneficiaries of the various services and activities, Volunteer Centres and CVSs across Essex and from the local communities via Job Centres, Libraries and existing CVS networks. CVST has in place a Volunteer Policy including guidelines for the rights and responsibilities of volunteers. Volunteers will be recruited following our Volunteer Recruitment Procedure. It is expected that various volunteering roles (BREC Ambassadors) will be identified and created from the project including but not limited to:

Community gardening teams

Community first aiders

Energy efficiency trainers

IT volunteers

Community rest centre teams

Sub-committee representatives Volunteers who meet the specifications of these roles will be engaged and subsequently provided with induction, training and ongoing support which is CVST standard practice. Volunteers will be expected to participate in joint training sessions in order to ensure that learning and good practice across all communities and all project areas is shared and that signposting between different areas and activities is encouraged.

IV. Community resources

As part of the work already undertaken through the Essex BIOPICCC Project, some local community groups have been identified or have registered an interest in supporting their communities to live more sustainably. The subsequent work of the BREC partnership, funded by the Communities Living Sustainably Development Grant, has built on these

29

relationships and has started the engagement process in order to gain a buy-in from local residents in the future. Representatives of these local community groups will help to form the membership of the Partnership sub-groups and a community member from each sub-group will sit on the Project Board. The community sub-groups will have a critical role on the ground working with the Project Coordinators to ensure the activities are being implemented and are delivering what the community needs and wants in order to meet the project outcomes. The involvement of Althorne Parish Council, in particular, has demonstrated the value that such community groups can add to the process. The work that has been undertaken by this energetic and committed local community has helped to shape some of the activities that the BREC project will deliver in the future. The skills and experience that the Althorne community have gained through developing their community emergency plan will provide essential inter-community learning across the other communities where the project will be delivered. Community groups in Jaywick have also contributed significantly during the development phase in terms of consultation and research and have made a commitment to continue to support BREC in the future. Possible opportunities for inter-generational projects will be explored in order to take advantage of the wealth of knowledge and experience that the growing elderly population within these local communities possess. The project team will be encouraged to support these groups to lever in additional funding from other grant funders and charitable trusts for projects that fall outside the eligibility for funding from Communities Living Sustainably. The development phase of the project has already seen activity taking place in local community buildings including Althorne Parish Hall and Jaywick Community Resource Centre. In order to ensure that BREC services and activities are embedded in the local communities, the project will continue to utilise community buildings for workshops, training and other areas of activity.

30

Section seven: Marketing and communications strategy

The corporate marketing and communications strategy for the organisations uses a range of media and methods of communications in order to share information, impart knowledge and inform stakeholders about relevant areas of activity. Many of the partners on the Project Board also have considerable experience in these areas at a local, national and international level. As lead partner, CVST will build on this to ensure that a bespoke strategy for BREC is able to:

Ensure that BREC achieves the overall aim as expressed in section 5 of this plan.

Engage effectively with stakeholders and ensure that all stakeholders understand what BREC is trying to achieve

Demonstrate its success

Change behaviour and perceptions

Monitor and measure the effectiveness of the BREC Project communication Key to community engagement and involvement will be effective two-way communication, supported by timely and reliable information. It will be essential for the BREC Project Board to ensure that its marketing and communications strategy provides a framework for effective communication at all levels, through informing, involving and obtaining buy-in from all partners for the duration of the project. There are a number of issues to consider when thinking about the marketing and communications strategy for this project, not least of which is engaging with and promoting the programme to four diverse communities which vary considerably demographically and cover four District/Borough Councils, four Town/Parish Councils and a distance of almost 60 miles between the areas covered. The key objectives of the marketing and communications strategy will be to:

1. Increase local residents access to information

2. Provide opportunities for improved communication within and across the various neighbourhoods (starting at street level)

3. Create opportunities for all stakeholders to share their experiences of the project

4. Raise awareness of the key issues that the project is trying to address: ‘Resilience, Quality of Life, Sustainability and Efficiency’

In order to achieve this, the Project Board has initially identified the following stakeholders, key communication channels and key communication messages that will need to be targeted as part of the project:

31

Stakeholders Channels Purpose of Communication and Key Messages

Local residents: Young people Older people BME communities All

Electronic and social media including email, text messaging, website, Facebook, Twitter, Instagram. Also through schools. Newsletters (including town and parish magazines), community notice boards, community groups including social clubs and special interest groups such as older people’s forums and email and website. Community and special interest groups, social networks, places of worship, newsletters including foreign versions as appropriate All of the above, plus leaflets, flyers, invitations to events, posters, notices and via local media including local press and radio including accessible versions

- What BREC is and who is involved

- What new services are available

- How to get involved with those services

- Volunteering opportunities - How to access project

staff - Where to go for advice

and information - Practical tips for saving

money - How to access training

and resources - How and where to get

support to improve community cohesion

Voluntary and community groups

Websites, events, through the CVS networks, newsletters, e-bulletins

As above with the intention of ensuring that those groups promote the project to their service users, members, staff, volunteers and trustees

BREC partners Email, website, minutes of meetings, sub-group meetings

To be kept up-to-date and to ensure that key issues and activities are promoted within partner’s organisations

BREC staff and volunteers

Regular briefings and supervision, email To ensure that all staff and volunteers know and understand the overall aim of the project and actively promote the project in a positive way

Councillors and MPs Press releases, events, website, newsletter

What policy changes, if any, may be needed

Local media Press releases, photos, events - What BREC is and who is involved

- Promotion of services available

- The projects successes

Other stakeholders including statutory agencies, private sector organisations and local businesses not already involved with the project

All of the above As above (local residents, voluntary and community groups and local media in particular)

32

In addition, the marketing and communication strategy for BREC will need to ask and answer the following questions:

Stakeholders – Have we identified them all? What do they need from us? Are their needs changing? What do they think about the project?

Culture - Do we have a strong communication culture? Does our internal communication support external communication?

Skills and resources - Do we have the skills and resources we need? If not, how can this be improved?

Messages - Do we have the messages we need? Are they clear? Does everyone in the organisation and the partnership know what they are? How do our stakeholders perceive the messages we are trying to get across?

Branding – Does the project have its own brand? Is it effective in identifying who we are and what we are trying to achieve?

External environment - What aspects of the external environment have a positive or negative impact on our communication? What can we do to make the most of the positive and mitigate the negative?

The BREC Project Manager with the support of the Project Board will ensure that a strategy is put into place that not only answers these questions but that also continually monitors its effectiveness. The Board will regularly review and evaluate the success of the strategy to make certain that data is being collected to measure the effectiveness of the communication and to ensure that the key messages are getting across to all stakeholders.

Section eight: Monitoring your project

The project applied the SMART (specific, measurable, achievable, realistic, timed) approach to identify its project outcomes. The indicator table below gives a list of indicators to measure and track levels of success for each of the project outcomes. Progress of these indicators will also be captured through the evaluation process discussed in Section twelve: Evaluation and dissemination plans. In tracking progress yearly against the indicators the monitoring information will be used to inform the project evaluation, identify areas for improvement and allow changes to the project to be made. Monitoring information will be collected in various ways: such as, by questionnaires or feedback forms; annual update of the CAT, keeping databases of attendees at workshops; keeping a log of new contacts made across the life of the project and through the use of a monitoring tool such as the ‘Outcomes Star’. The ‘Outcomes Star’ is a set of tools that can be used for supporting and measuring change when working with vulnerable people. The new post of Administration/Evaluation Officer will co-ordinate this activity and, where necessary, carry out specific relevant tasks.

33

Indicators table

Project Outcome Indicator Level Timescale

Outcome One The extent of resident’s ability to improve their resilience in an emergency.

A total of 250 residents receive support in creating individual contingency plans to aid them in a case of an emergency.

By the end of year one

The level of awareness by Young people about contingency planning in their area

450 young people reporting an increase awareness of the important of contingency planning

By the end of year three

The number of volunteers & local residents take up first aid training.

500 volunteers and local residents report new or improved skills in first aid.

By the end of the project

Outcome Two The number of local residents receive Flu immunisation

500 additional flu vaccines will be delivered over life of project.

By the end of the project

The extent of household’s ability to improve their living conditions.

120 households receive the provision and installation of small scale energy efficiency measures and the training to self-support.

annually

Number of local residents participating in “grow your own” and similar schemes (which equates to benefiting from local green space)

A total of 100 additional residents accessing these schemes

By the end of the project

Outcome Three The number of communities sharing their experiences and learning from each others successful community schemes.

All 5 communities will share best practice and learn from each other e.g. use of community websites and events.

By the end of year one

The level of reduction in energy consumption by residents

70% of those individuals who participated in energy efficiency training are confident in conserving energy

By the end of the project

Number of local residents participating in practical Energy

270 local residents learning new skills through participating in

By the end of the project

34

Project Outcome Indicator Level Timescale

Efficiency Training and gaining new skills

Energy Efficiency training

Outcome Four All 5 communities report a better understanding of their community’s capacity through local resources and assets and where to access further support.

250 people are aware of the facilities available in their community

By the end of the project

All 5 communities have completed a community contingency plan

5 plans complete By the end of the project

The number of people accessing the new community information sharing website.

Number of hits equates to 10% of the population per community

annually

Section nine: Evaluation and dissemination plans

A self-evaluation framework will be established to ensure knowledge and results (in the form of a report) are shared regularly with the BREC partnership, the five communities and the wider Essex communities, National BIOPICCC Project and Communities Living Sustainably Learning Hub. The framework will include a review of achievements against the original baseline position captured by the Community Assessment Tool and showcase our achievements. Through continuous evaluation of the project it will ensure the partnership learns from what works and doesn’t works, in order to shape future activities. The Project Manager, Project Administration/Evaluation Officer and Durham University will develop the evaluation plan and to provide a framework for the evaluation of the work to be performed, the questions that will be addressed, and the criteria by which the success of the project will be judged. The plan will be approved by the BREC Project Board and the evaluations will be undertaken by the BREC Project Management Team, supported by Durham University with participation from BREC partners and the communities. A full review of progress towards achieving the project outcomes will be undertaken, particularly at years, one, three and four. The initial evaluation format will be formative and will be carried out during the project to improve the work in progress and likelihood that it will be successful. The aims include:

Assess progress towards meeting the project aim and outcomes. Assess how effectively activities are contributing to meeting the project’s aim. Gather and disseminate best practice between the communities, partner

organisations and Big Lottery Communities Living Sustainably. Identify any gaps and issues.

35

Raise awareness of the programme and stimulate discussion within the communities.

Ensure programme outputs are meeting stakeholder needs. All activities funded through this project will also have an exit strategy, prior to approval by the Partnership. Thus a summative evaluation and project video will be produced near the end of the project to provide evidence of the overall achievements and success. The aim will include:

Assess whether the project achieved its aim and outcomes. Assess the impacts, benefits, and value of the overall BREC project. Identify achievements and stimulate discussion between and within the

communities. Share knowledge from the project and lessons learned feeding in to local, regional

and national programmes, Such as Essex Resilience Form Plans, East of England Climate Change Risk Assessment and National Adaptation Programme and BIOPICCC Project.

Identify areas for potential future development work.

The method of evaluation will be conducted through a questionnaire to local residents, community groups and BREC Partners, focus group interviews, update of the Community Assessment Tool reports, development and improvement of the Community Contingency Plans and monitoring of new website usage (once developed). The factors we will consider during the evaluation of the outcomes, activities indicators and the questions we will use as guidance can be viewed in Appendix 13.

Section ten: Risk analysis

The Risk Assessment in the table identifies, characterises, prioritises and documents a mitigation approach and specifies the lead person responsible relative to those risks [which are identified prior to the start of the project]. The Risk Assessment will be continually monitored and updated throughout the life of the project. Time at each BREC Project Board meeting will be allocated to review and identify new risks and to discuss mitigation action.

36

BREC Project Risk Assessment

Description

Describe the risk.

Impact

What would the

impact be if the risk

happened? Rate the

impact as high,

medium or low.

Probability

How likely is it that

the risk will

happen? Rate the

probability as high,

medium or low

Existing Controls

What controls do you

already have to manage

this risk?

Action required

What will you need to do to put

controls in place or to enhance

existing controls and by when?

Lead

Responsibility

Who is responsible

for managing the

risk?

Data sharing is not

enabled due to

concerns around data

protection and lack

of awareness

Medium

Project outcomes not achieved; failure of multi-agency working

Low Essex Trust Charter and

supporting processes allow

multi-agency data sharing

Promotion of the Essex Trust

Charter Essex Information Management Group & BREC project board

Organisational

policies may not be

in place for all

agencies or may

conflict with multi-

agency policies

Medium

Lack of project progress No sign up to the policies of one agency

Low CVS Tendring policies to

be adhered to, included in

partnership agreement (and

will be supplemented by

partner’s policies as

needed)

Communicated at project meeting

that CVS Tendring policies would

not conflict with polices of other

agencies.

CVS Tendring to be shared

Lisa Andrews

Insufficient

stakeholder

engagement

Medium

Project does not meet communities’ needs, failing to be inclusive

Low CVST, ECC, Borough and

District Councils have

existing stakeholder

engagement processes

Stakeholder engagement via locality

workshops and membership of the

Project Board

Project Manager

Project outcomes

achieved but no

legacy

Medium

Good work and community engagement lost

Low Each agency has a number

of links with communities

and voluntary sector

Project Plan supports and enables

community participation and

engagement which will become

embedded with shared learning and

resilience continuing after project

closure

Lisa Andrews,

Jayne Rogers &

Project Manager

Project activities

exceed funding

High

Project outcomes not achieved

Medium Robust financial

management and reporting

in place

Project costed

Project outcomes prioritised to ensure project opportunities maximised

Lisa Andrews,

Finance Officer

37

Description

Describe the risk.

Impact

What would the

impact be if the risk

happened? Rate the

impact as high,

medium or low.

Probability

How likely is it that

the risk will

happen? Rate the

probability as high,

medium or low

Existing Controls

What controls do you

already have to manage

this risk?

Action required

What will you need to do to put

controls in place or to enhance

existing controls and by when?

Lead

Responsibility

Who is responsible

for managing the

risk?

Duplication of work

across agencies

Medium

Opportunities not maximised

Low Existing links between

LAs, voluntary sector and

communities

Project mapping to ensure no

duplication and appropriate links

made

Lisa Andrews,

Jayne Rogers &

Project Manager

Project outcomes not

delivered

(Resilience; Quality

of Life;

Sustainability;

Efficiency)

Low

Failure to build

increased community

resilience

Low Robust and inclusive project

planning encompassing cultural

diversity and equal

opportunities. Project planning is

focussed around the 4 outcomes.

BREC Project

Management Sub-

Group

Stakeholder expectations exceed scope of project

Low

Negative reputational impact on all agencies

Low Local Authorities and Lead Partner have experienced communications processes/teams in place

Communications and Marketing Strategy to manage expectations and communicate activity

Lisa Andrews CVS

Tendring

Project delivery fails to meet timescales and/or quality standards

Low

Negative reputation

Failure to fully develop community resilience, failure to meet agreed CLS outcomes

Low Project Management and Project Board has monitoring processes in place

Through project monitoring and evaluation, Project Manager will report issues to the Project Board. Project Board membership confirmed

Project Manager &

BREC project

board

Funding not managed to ensure effective delivery over 4 years'

Low

Negative reputation

Failure to meet project requirements

Low Project Management and Project Board has monitoring processes in place

Through project monitoring and evaluation, Project Manager will report issues to the Project Board. Project Board membership confirmed

Project Manager &

Finance Officer

38

Description

Describe the risk.

Impact

What would the

impact be if the risk

happened? Rate the

impact as high,

medium or low.

Probability

How likely is it that

the risk will

happen? Rate the

probability as high,

medium or low

Existing Controls

What controls do you

already have to manage

this risk?

Action required

What will you need to do to put

controls in place or to enhance

existing controls and by when?

Lead

Responsibility

Who is responsible

for managing the

risk?

Organisational change of delivery partners

High Negative impact on project delivery

Low Partnership Agreement includes responsibility for all partners to report issues of crises

Project Manager to work with relevant partner to ensure succession planning, roles within project renegotiated by agreement

Project Manager &

Project Board

39

References BIOPICCC Research Team (2012) Prototype BIOPICCC Toolkit Draft 4, Durham

University and Heriot-Watt University (k.j.oven@dur.ac.uk)

BIOPICCC Team, BIOPICCC: Making infrastructure for older people’s care more resilient to climate change: joining up environmental, social and engineering perspectives

Bragg, R & Colbeck I (2012) Building Resilience in Essex Communities: Phase 1 Participatory workshops, A short report for Tendring Community Voluntary Services and Essex County Council, Essex Sustainability Institute and Department of Biological Sciences, University of Essex

Calder, A. Essex LCLIP, University of Essex & ECC, 2010

Climate UK (2012) A summary of Climate Change Risk for East of England: To coincide with the publication of the UK Climate Change Risk Assessment (CCRA) 2012, Sustainability East

HR Wallingford, Climate Change in Essex –The Evidence base and priorities for a county-wide action plan Part 1 – Project Report, Report no EX 5210, 2005

HR Wallingford, Climate Change in Essex – The evidence base and priorities for a countywide action plan Part 2 – Recommendations for Climate Change Action 2005.

Office for National Statistics, Sub-national population projections, 2008

Websites:

Adaptation and Resilience in a Changing Climate - www.arcc-cn.org.uk CLS Learning Hub CVST Project Page:

www.communitieslivingsustainably.org.uk/project/tendring-community-voluntary-services

Essex LCLIP [Local Climate Impact Profile] ECC “Adapting to Climate Change” Action Plan

http://www.essex.gov.uk/Environment%20Planning/Environmental-Issues/Strategic-Environment/Pages/Sustainability.aspx

UK Climate Change Risk Assessment - http://www.defra.gov.uk/environment/climate/government/risk-assessment/

East of England report -

http://www.sustainabilityeast.org.uk/index.php?option=com_content&view=article&id=131&Itemid=54

SHAPE – Strategic Health, Asset Planning and Evaluation - http://shape.dh.gov.uk/

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BIOPICCC - http://www.dur.ac.uk/geography/research/researchprojects/biopiccc/ BIOPICCC Research Briefing 1 -

www.dur.ac.uk/resources/geography/BIOPICCC/BIOPICCCResearchBriefingfinalforwebsite.pdf

Durham University Gilesgate Project - http://www.dur.ac.uk/ihrr/vulnerabilityresearch/transcendingrisk/gilesgateproject/

UK Climate Impact Programme – UK Climate Projections 09 -

http://www.ukcip.org.uk/ukcp09/

Essex Joint Strategic Needs Assessments - http://www.essexpartnershipportal.org/pages/index.php?page=jsna

Whole Essex Community Budget - http://www.wecb.org.uk/ Essex “Warm Homes, Healthy People” Programme -

http://www.essex.gov.uk/News/Pages/Essex-County-Council-secures-funding-for-Warm-Homes-Healthy-People-Project.aspx

Big Lottery guidance on equality ‘Equality Matters – A Good Practice Guide’

www.biglotteryfund.org.uk/equality_matters.pdf

Outcomes Star - www.outcomesstar.org.uk

Appendices: Supporting information

Appendix items are within separate Appendices documents.

Appendix 1: CVS Tendring Organisational structure

Appendix 2: Partnership Agreement

Appendix 2a: Partners completed Partnership Agreement Appendix 1: Partner details, roles and

responsibility

Appendix 3: Bragg, R & Colbeck I (2012) Building Resilience in Essex Communities:

Phase 1 Participatory workshops, A short report for Tendring Community Voluntary Services and Essex County Council, Essex Sustainability Institute and Department of Biological Sciences, University of Essex

Appendix 4: Community Assessment Tool Reports

o Jaywick o Althorne o Canvey Island o Kelvedon/ Coggeshall

Appendix 5: Community Risk Assessment

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Appendix 6: Community Local Impact Profile

Appendix 7: Climate Consulting Training Feedback Report

Appendix 8: Community Profiles

Appendix 9: Examples of Partner’s projects

Appendix 10: Project Plan Timeline [Gantt Chart]

Appendix 11: Detailed Budget Table

Appendix 12: Staff Post Information

Appendix 13: Evaluation process (factors & questions)

Building Resilience in Essex Communities Partnership

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(Lead Charity Partner)

Project Contact:

By Post: Essex County Council Planning, Environment & Economic Growth County Hall Chelmsford CM1 1QH

By Telephone: 0845 603 7624 By email: spatialplanning@essex.gov.uk Visit our website: www.essex.gov.uk