London Training Enterprise Network

Journey of LTEN 1999–2011

ANNUAL REPORT

2 l THE JOURNEY OF LTEN 1999–2011

19992003 2005

20062007

2008

2009

20102011

2001

200420022000

LTEN is incoroporated as ITN in August 1999

Grant fundingachieved exceeds £1 million

Increasing trans-national collaboration

Co-financing introduced

Charitable statusachieved

Skills4work and Upskill for work projects generate 549 jobs

Investors in People renewed

Changing from ITN to LTEN

Mission Statement and introduction 3

1999 – In the beginning 4

From local to regional 5

Extending our reach into Europe 6

Milestones and distance travelled 7

Innovative practices 10

Impact of LTEN’s achievements 11

Going forward – Future challenges 12

Staff and Board Members 13

Acknowledgements 13

Statement of Financial Activities 14

Balance Sheet 15

Journey of LTEN 1999–2011

THE JOURNEY OF LTEN 1999–2011 l 3

19992003 2005

20062007

2008

2009

20102011

2001

200420022000

LTEN is incoroporated as ITN in August 1999

Grant fundingachieved exceeds £1 million

Increasing trans-national collaboration

Co-financing introduced

Charitable statusachieved

Skills4work and Upskill for work projects generate 549 jobs

Investors in People renewed

Changing from ITN to LTEN

Mission Statement

London Training and Employment Network (LTEN) is committed to increasing the

sustainability of Voluntary and Community Organisations promoting social and

economic inclusion.

LTEN celebrates 11 years of dedicated work and commitment to strengthening

the economic sustainability of Voluntary and Community Organisations (VCOs) in

London. VCOs make a vital and valued contribution to urban regeneration and social

cohesion by providing much needed services to many individuals and communities

who struggle to make their voices heard. LTEN’s membership base reflects the

amazing diversity of London as a world city.

We take this opportunity of sharing with our members and the wider network some

of our experiences of this exciting and often difficult journey.


The partnerships were established in all London boroughs, with the remit to build capacity of the voluntary and community sector (VCS), to enable them to access ESF in recognition of their long experience and expertise in reaching the ESF target groups (e.g. the disadvantaged and furthest away from the labour market) and the delivery of appropriate, holistic services due to the VCS understanding the needs of these groups and their communities.

The initial remit was not clearly defined and each partnership developed and operated differently but continued to meet on a regular basis to address issues of mutual concern and share best practice, an activity co-ordinated by LVSTC (London Voluntary Sector Training Consortium).

However, after the end of the ESF Objective 3 1998 –2000 programme, very few of the partnerships survived and four including LTEN were later legally incorporated and became independent membership organisations with members designating their senior staff to occupy the board and assume directorships. LTEN was incorporated as ITN in August 1999 and achieved charitable status in February 2000.

From its inception, LTEN realised that the inability to access funding as well as the complexity of administering such funds were the pressing challenges to effective participation of the VCS in both ESF & other funding streams.

Therefore, LTEN began its work by developing a framework for joint working by establishing themed cross-sectoral networks including small and large VCS organisations with the local further education college, the university and the local authority. This approach encouraged collaboration and bidding for successful projects in Islington.

Besides, this model helped to create a supportive structure within which smaller VCS organisations could flourish and sustain their provision.

1999 – In the beginning

LTEN is one of the borough-based training and learning partnerships in London which evolved

from the second tier capacity building partnerships established in 1998 under Priority 4 European

Social Fund (ESF) Objective 3 1998–2000 funding in London.


From local to regional

The emergence of co-financing in 2002 brought with it different models of delivery. Two key

changes happened; the need for match funding (as ESF would pay part costs not total) was

removed and a move to an output/outcome funded model.

Prior to 2002 all ESF applicants needed to source match funding to access ESF for the delivery of projects. In 2002 the UK approach changed where, under the direction of Department of Works and Pensions (DWP), organisations such as the Skills Funding Agency (SFA), the Regional Development Agencies and London Councils would act as co-financing organisations (CFOs). The role of the CFO is to match ESF with domestic funds and issue calls for proposals in line with their own and ESF priorities at 100 percent of the contract value.

The CFOs had regional priorities which required working across boroughs at regional and sub-regional levels.

It was at this point that LTEN decided to expand its membership and geographical base to cover the whole of London in order to meet priorities of CFOs and continue to access funding.

This move has enabled LTEN to have the reach and diversity of provision to continue to meet new ESF funding priorities, which finally led to the name change in April 2010 to reflect the regional nature of its membership and work.

LTEN is now a successful network and the only remaining Priority 4 partnership which is still operational. It continues to employ a twin track approach of direct resourcing (i.e. winning statutory bids and leading delivery partnerships); and capacity building activities designed to promote quality, performance and sustainment.


Extending our reach into Europe

LTEN has collaborated over the last nine years with UK and European partners on a number of

successful trans-national projects across Europe funded by Equal and Daphne programmes. It has

worked with and built positive relationships with partner organisations from the Czech Republic,

Denmark, France, Germany, Holland, Hungary, Italy and Spain.

LTEN has contributed to cross-cultural learning through bringing its expertise and experience of working with BAMER including refugee communities in shaping and implementing good practice in social inclusion and in combating discrimination in the labour market.

The work of LTEN and partner organisations in EASI (Empowering Asylum Seekers To Integrate) focused on the integration of asylum seekers through orientation and preparation for the labour market by promoting volunteering and by building capacity of Refugee Community Organisations (RCOs).

The implementation of the concept of direct engagement of beneficiaries is a key element of the work carried out within the Equal programme.

LTEN’s work under the Daphne programme has promoted human rights and social justice for women:

• By strengthening and promoting the position of Somali women in Europe by preventing and combating Female Genital Mutilation (FGM)

• By highlighting the impact of domestic violence policy and practice for Minority Ethnic, Refugee and Roma women at national and European levels through conducting research by engaging and giving a voice to the survivors.


Membership based second tier organisations such as LTEN are an important part of this social infrastructure.

LTEN’s core business is promoting social and economic inclusion in disadvantaged communities. LTEN continues to draw membership from all the key sectors e.g. Local Authority, Further Education /Higher Education institutions, private organisations, with the majority coming from the VCS.

LTEN coordinates the submission of funding proposals and absorbs much of the administrative burden associated with funded projects allowing VCS organisations to channel more resources towards service delivery.

LTEN acts as a focal point and resource for its members and the wider constituency in facilitating partnership development.

The aims and achievements of projects illustrate LTEN’s commitment to increasing opportunities, widening participation and access to labour market for people from a range of diverse communities who face different barriers in realising their full potential.

The broad themes of LTEN’s work are:

l Working with young people

LTEN’s work with young people, including those not in education, employment or training (NEET) has achieved both quantitative and qualitative outcomes which has resulted in young people turning their lives around by giving them access to opportunities for learning and developing skills.

Generating Opportunities (GO) project, funded by the London Development Agency (LDA) and ESF, through provision of alternative learning contexts, is re-engaging young people with mainstream education provision. GO has supported nearly 900 young people in various positive activities including skills development; and over 200 have progressed into further education and 199 into employment.

l Moving forward – developing skills and qualifications and enhancing access to employment

LTEN with its partners have delivered integrated employment and skills programmes to workless people in London, so that they are able to gain the relevant skills and qualifications required to compete for jobs in key sectors such as the health and social care, construction, security, admin, IT, finance and childcare.

LTEN’s work addresses complex and multiple needs of beneficiaries such as lack of confidence and motivation, lack of practical skills and deskilling and limited knowledge of the labour market. This is exacerbated by further barriers such as language, cultural or religious, mental health issues, lack of recognition of overseas qualifications and discrimination.

LTEN and it’s partners in-depth up to date knowledge of beneficiaries’ needs has enabled them to develop appropriate methodologies of engagement, enabling them to break the cycle of benefits dependency. They have been provided with bespoke training and intensive employment support such as embedded language and basic skills support; work experience opportunities and in-work support to ensure continuous motivation and ability to retain jobs.

Milestones and distance travelled

Just as strong and effective physical infrastructure is essential for the development of vibrant and

dynamic cities, social institutions which are transparent, representative and accountable make

up the social infrastructure which is equally important for developing and strengthening thriving

communities and engaging individuals.


Other support measures have included flexible learning, childcare costs, travel, subsistence and other specialist support.

Skills4work and Upskill for Work projects, funded by ESF and the LDA in 2009 and completed in 2011, supported 1460 unemployed people in London of which 500 received training in construction, creative and service industries and the health & social care sectors and successfully generated 549 jobs.

l Strengthening capacity of the membership and the wider network

LTEN’s model of capacity building has always been within the context of service delivery.

Through resourcing and targeted support which ranges from needs analysis and self-assessment, business planning to developing quality assurance systems, LTEN has strengthened the sustainability of members and partner organisations.

LTEN is not solely a vehicle for members to access funding, all delivery partners become actively involved in the capacity building and the sharing of good practice, which helps to develop their organisations and individuals within them as well as those within LTEN.

Quality of delivery should always be about putting the beneficiary first.

Projects such as the Quality Agenda Programme, SIED (Supporting Inclusion in Enterprise Development), SKEIN (Skills for Economic Inclusion Network) and PQP (Promoting Quality and Performance) demonstrate our success in using this approach.

l Regenerating Communities, Regenerating Enterprise

It is now widely recognised that the diversity of the UK’s minority ethnic population is an asset in making a major contribution to the vitality of the economy. London is prime example of this. It is where almost half of UK’s minority ethnic population lives and where a large percentage of businesses are owned by such communities.

LTEN’s approach recognises that individuals belonging to groups and communities set up networks, associations and organisations which play a key role in acting as promoters of social cohesion.

This is particularly true of recently arrived communities during transitional stages of orientation and developing connections to the majority society.

LTEN has worked in partnerships with embedded community based organisations as key stakeholders in delivering business and enterprise support to a diverse range of minority ethnic businesses.


LTEN is one of the founding partners in two major projects funded by ESF-Community Initiatives Equal Programme which developed and tested innovative models of promoting start-ups and growth of minority ethnic businesses.

The models have developed processes and cross-cultural approaches which recognise plurality as a strength. They seek to enhance assets and realise potential through creating opportunities and progression routes.

Cultural Business Investment (CBI) project, funded by the European Regional Development Fund (ERDF) has successfully supported 250 creative and cultural businesses through working with sector specialists, business to business networking and collaborations to business improvement, ‘meet the buyer’ and procurement workshops.

Within the present context of severe economic downturn the project is supporting business growth within shrinking and competitive markets and has so far succeeded in creating 25 new jobs, enabled the retention of 60 jobs, generated new sales of over £1million and secured 4 joint international ventures/contracts.

All of LTEN’s work promotes the following cross cutting themes:

l Sustainability

Our experience shows that VCOs are the strength and roots of their communities. LTEN has therefore provided a platform to launch innovative social partnerships to engage under-represented groups.

Moreover, LTEN works in partnership with members to continue to extend its remit of identifying funding opportunities for their delivery of programmes and projects to their users and communities.

Such approaches contribute to the sustainability of member organisations, allowing community leaders and volunteers to access and develop further knowledge of the needs within their communities. This also includes researching and piloting new approaches which can be shared, thus better positioning members to understand and contribute to government policy at varying levels.

l Widening participation

LTEN brings together leaders, staff and volunteers from frontline VCOs in London that target disadvantaged groups including BAMER communities. LTEN’s membership opens up opportunities for VCOs to learn and understand government policy and practices through identifying how they directly or indirectly affect their communities and at the same time encourage economic and social inclusion. Understanding policy and practice encourages communities to effectively plan and engage in decision making, widening their contribution to building the ‘Big Society’.

l Equalities

LTEN is committed to equality of opportunity and recognises the importance of modelling and sharing good practice in terms of its policies, practices and operations. Our underlying themes are social equity and justice, valuing individuals and empowerment.


l Achieving Quality Standards

The shift towards a commissioning and contract culture and payment against demonstrable outputs has been one of the key drivers in LTEN undertaking the work to develop and strengthen quality standards in VCS organisations.

LTEN has played a critical role in the promotion of quality standards through its Quality Agenda programme and a number of innovations such as:

• commissioning an evaluation of the piloting of the quality mark “Customer First” for a cohort of Community Based Organisations (CBO). This was the first time that CBOs, whose primary function was not business support delivery, were enabled to achieve this accreditation with a success rate of 100%.

• setting up a cross-sectoral Quality Steering Group with representatives of all major awarding bodies.

• The work of this group was instrumental in reducing the cost of applying for multiple Quality Marks by streamlining the overlaps and promoting joint assessments for Matrix and Investors in People.

l Policy development

LTEN set up the Community Policy Forum with the purpose of increasing the capacity of small community organisations to influence policy making processes. It was intended to open up a "thinking space" where policy making is demystified and redefined.

Innovative practices

Over the years LTEN has engaged with challenges of a changing economic and policy landscape

by developing innovative practices in sustaining and ‘helping organisations grow’.


Fundraising

The graph shows LTEN’s success over the years in bidding for major public sector contracts through working in partnership with members.

Beneficiary figures graph 2000–2011

The core principle of all our thematic work has been promoting diversity and combating discrimination through strengthening social and economic inclusion. The graph illustrates the average figure per annum of people and VCOs who have received specialist information, advice and guidance, support and training. The average figure of beneficiaries per annum is 1,400–1,500.

Impact of LTEN’s achievements

0

500000

£689,172

£689,172

£555,689

£1,833,426

£2,336,503

£2,403,887

£2,700,304

£2,213,134

£2,018,912

£573,120

£1,133,016

£1,686,243

1000000

1500000

2000000

2500000

3000000

Funds

Year 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

Women 60%

BAMER 80%

People with disability 22%

Young people 40%

VCOs – in 11 years over 400 VCOs have been supported

900

1,200

330

over 400

600

Percentages of 1,500


In the past, LTEN has worked well with members to attract significant funding to develop skills and employment programmes for those disadvantaged in the labour market. However, changes to the commissioning strategy of funders in particular, the move towards prime contracts, which require high levels of financial capital mean that VCOs can no longer rely on government grants. Government commissioning strategy in conjunction with the current uncertainties in the economic climate are adversely affecting the overall income of the VCS. This is evident from LTEN’s experience of fundraising as demonstrated by the previous graph. What has become apparent is the contract culture, where funders support substantial partnership bids, displaying the ever increasing demand in raising quality standards, assessment of impact and income generation leading to self sustainment.

LTEN is working towards developing formal and strategic partnerships and collaboration with Prime contractors and larger sub-contractors of DWP,

Skills Funding Agency, Local Authorities and other infrastructure agencies to broker new contractual and funding relationships for VCS organisations delivering employment and skills and business and enterprise services.

LTEN will continue to explore further opportunities to enhance and diversify its income base, so that they are supported to enhance and maintain the quality of their services. As a partnership LTEN aims to achieve and sustain the quality levels needed to meet government funding and accrediting body standards.

LTEN will continue to develop more evaluation and research funding proposals and further build on its European work thus raising its profile and promoting its model and values.

Finally, if the experience of the last eleven years is anything to go by, LTEN predicts an exciting future and looks forward to working with members and partners in ‘helping organisations grow’.

Going forward – Future challenges

The main challenge which LTEN faces continues to centre on securing funding from government

and other agencies to enable member organisations to sustain their service provision.


Staff and Board Members

Board Members

Rebecca Brown (Chair)Comfort ArthurKim PowellAzar Sheibani

Interns

Dhilruba Begum (Oct–Dec 2010)Hasham Hanif (Oct–Dec 2010)Victor Osuigwe (June–Oct 2010)Amrish Sookun (March–Aug 2011)Parminder Amit Sookun (Oct 10–June 2011)Michael Travih (June –July 2010)

Staff Members

Toyin Fagbemi Chief Executive Officer

Cynthia HymanOperations Manager

Sumita DuttaProject Manager (Research)

Marina D’ArcoInformation Officer

Lola OsuntuyiProjects Administrator

Nicole Weis (Retired June 2011)Monitoring Officer

Chibuzo OkpalaFinance Manager

Florence OlasehindeFinance Officer

Alpha MackieProjects Finance Officer

Acknowledgements

We would like to thank all our funders, partner organisations, members and associates for their

continuing support and contribution towards LTEN’s success.


Statement of Financial Activities

FOR THE YEAR ENDED 31 MARCH 2011 Unrestricted Restricted Total Total funds funds 2011 2010 £ £ £ £INCOMING RESOURCESIncoming resources from generated fundsActivities for generating funds 39,943 – 39,943 26,781Investment income 8,871 – 8,871 12,347

48,814 – 48,814 39,128

Incoming resources from charitable activities 13,749 1,623,680 1,637,429 1,093,888

Total Incoming resources 62,563 1,623,680 1,686,243 1,133,016

RESOURCES EXPENDED Costs of generating funds Investment management costs 6,531 – 6,531 6,222

Charitable activities Contracts and projects 20,590 – 20,590 2,501 Grants distributed to member organisations 76,967 1,481,336 1,558,303 889,199

Total charitable expenditure 97,557 1,481,336 1,578,893 891,700

Governance costs 8,800 – 8,800 8,813

Total resources expended 112,888 1,481,336 1,594,224 906,735

Net (outgoing)/incoming resources (50,325) 142,344 92,019 226,281before transfers

Gross transfers between funds (29,635) 29,635 – –

Net (outgoing)/incoming resources (79,960) 171,979 92,019 226,281

Other recognised gains and lossesGains on investment assets 16,885 – 16,885 12,487

Net movement in funds (63,075) 171,979 108,904 238,768

Fund balances at 1 April 2010 621,058 235,776 856,834 618,066

Fund balances at 31 March 2011 557,983 407,755 965738 856,834

The statement of financial activities also complies with the requirements for an income and expenditure account under the Companies Act 2006.


AS AT 31 MARCH 2011

2011 2010 £ £ £ £Fixed assetsTangible assets 5,377 7,167Investments 566,000 546,887

554,054 571,377

Current assets 846,306 708,434

Creditors: amounts falling due withinone year (392,802) (328,928)

Net current assets 453,504 379,506

Total assets less current liabilities 1,024,881 933,560

Creditors: amounts falling due aftermore than one year (59,143) (76,726)

Net assets 965,738 856,834

Income fundsRestricted funds 407,755 235,776Unrestricted income funds 557,983 621,058

965,738 856,834

The accounts were approved by the Board on 13 September 2011C Arthur TrusteeR Brown TrusteeCompany Registration No. 03821783

Balance Sheet

Independent Auditors Statement to the Trustees of London Training and Employment Network

In our opinion the summary financial statement is consistent with the full financial statements of London Training and Employment Network for the year ended 31st March 2011.

Mr Mark Cummins FCCA (Senior Statutory Auditor), For and on behalf of Russell New Limited, Statutory Auditors.

The Courtyard Shoreham RoadUpper Beeding, Steyning West Sussex BN44 3TN

3 Highbury CrescentLondon N5 1RNTelephone: 020 7715 0300Fax: 020 7697 9064Email: [email protected]

Registered in England and Wales at the above address.Company no. 3821783. Registered charity no: 1079584.

Where to find us

LTEN is supported by

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