Hammersmith United Charities

Business Plan 2016/17

Design for the present with an awareness of the past for a future which is essentially unknown.”Norman Foster

“

Wood

Lane

Scrubs Lane

Shepherd’s B

ush R

d

Uxbridge Road

Askew

Road

King Street

Harrow Road

Westway A40

Goldhawk Road

West C

ross Route

Old O

ak Road

Emlyn R

oad

Sinclair Road

Gol

dha

wk

Rd

British G

ro.

Chancellors

Road

HAMMERSMITH

SHEPHERD’SBUSH

STAMFORDBROOK

EASTACTON

WILLESDENJUNCTION

Wormwood Scrubs

Shepherd’s Bush Green

H’sm

ith B

ridge

Great West Road

John BettsHouse

John BettsHouse

SycamoreHouse

SycamoreHouse

AREA OF BENEFIT

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CONTENTS

PageIntroduction 4Statementofpurpose 5TheBigConversation 5Strategicaims 62015/16headlines 7

Detailedplansfor2016/17:

1. Sustainanddevelopwhatwedo 102. Developa5yearfinancialplanto2020/21 113. Continuetoraiseourprofile&develop400thanniversaryplans 134. Developlinksandpartnershipswithhousingassociations 145. Developlocalgiving,collaborationandpartnershipsthat 15

meetidentifiedneedAppendices

1. Grantsawarded2015/16 16

2. Localdeprivationstatistics 19

3. TheCharity’speople–boardmembers&staff 22

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INTRODUCTION

Progressandevolution,buildinguponlastyear’splan.

TheCharityhasdonemuchworkduring2015/16tobuildonthegroundworkdoneatthefirstBoarddayinNovember2014.ThesecondBoarddayinJanuary2016gaveanopportunitytostandbackandtakestock,andtodiscussanddevelopseveralkeystrategicareasinmoredepthandbreadth.ItalsogavetimeforTrusteesandmanagerstocontinuedevelopingconstructiveworkingrelationshipsandmutualunderstanding,andtodevelopasharedvisionforthefuture.

ThesecondBoarddayalsoprovidedtimeforreflectiononthelearningfromthecontentandprocessoftheBigConversation,theopportunities,nextsteps,andourinitialthoughtsonhowweshouldbuildonwherewehavegotto.Wewereaidedbythegraphic(reproducedbelow)oftheinitialfindingsfromtheBigConversation(seepage 5)usingthatasastimulustosharingexperiencesandideas.

WeintendtofeedbacktotheparticipantsoftheBigConversationusinggraphicfacilitationwhichisapowerfulvisualmediumtosharewhatwehaveheard,whatwearedoingasaresult,andcontinuetolistentoreshapeourplansinlightofresponses.

TheoutcomesoftheworkofthesecondBoarddayare:

• Arefinementofourstatementofpurpose,setoutbelow

• Arestatementandreframingofthestrategicaimssetoutinour2015/16businessplan,whichcontinuetoholdgood

• Detailedplansfor2016/17,under5mainobjectives,whichtakeintoaccountfeedbackfromtheBigConversationandorganisationallearningduring2015/16.

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STATEMENTOFPURPOSE

“HammersmithUnitedCharitiesinvestsinthepeopleandcommunitiesinthe8northernwardsofHammersmith&Fulhamtotacklepoverty,deprivationanddisadvantage,buildingonourlegacies,wisdom,learningandexperiencegainedover400years.Wesupportlocalpeopletobuildtheirconfidenceandresourcefulness,developtheirowntalentsandskills,connectpeopletogetherandstrengthenrelationshipsandneighbourlinesswithinandacrossdiversecommunities.Weachievetheseaimsby:

• fundingacommunitybasedgrantsprogramme

• managingvibrantshelteredhousingcommunitiesforolderpeople

• creatingsafe,beautifuloutdoorenvironmentsmanagedbytheCharity'scommunityhorticulturalistwiththeresidentsforpeopletoshareandenjoyasneighbours

• matchfundingtheWormholt&WhiteCityBigLocalwiththeLottery;and

• byworkingwithlocalpeople,organisationsandbusinessestomakeHammersmithagreatplace.

THEBIGCONVERSATION

TheBigConversationisaprogrammeofdialogue,asweapproachour400thanniversary,designedtoinformandsupportusin:

• BetterunderstandingourAreaofBenefit-itsneedsinalltheirdiversity–andtherichnessofcommunitygroupsandorganisations,activitiesandleadershipwithinit

• Betterunderstandinghowwemightbestbeabletoworkwithotherstoaddressthoseneeds

• Developingstrongernetworks,relationshipsandpartnerships

• Ensuringwelearnfromexperienceandpractice

• Makingsureothersknowwhoweareandwhatwearedoing.

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STRATEGICAIMS

1. Developarangeofrelevant,inclusive,innovativecommunitybasedresponsesto

thespecific21stcenturyneedsoftheAreaofBenefit,builtontheexperienceandsuccessesofthecharity’sextensivehistory.

2. Embedthecharity’sreputationasTHEleaderinreliefinneedandhousingforolderpeopleacrosstheborough.

3. Ensuretheforthcoming400thcelebrationsprovideaplatformgeneratingnewpartnerships,newprojects,newresourcesandnewprofile.

4. Enablethedevelopmentofmorehighqualityaffordablehousingforolderpeopleunilaterallyandinpartnership.

5. Consolidateandenhanceourfinancialpositiontoenableustomaximiseourinvestmentinourcommunityandattractexternalfunds(includingadditionallegacies).

Underpinningprinciples

• Sustainwhatwearegoodatwhilstbeingopentochange.

• Maximisethereturnonourinvestments;managefinancialresourcesprudentlyandoperatewithabalancedbudget.

• EnsuretheworkoftheCharityisembeddedinitscommunityandactivelyresponsivetoit.

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2015/16HEADLINES

Makingconnectionsbetweenlocalpeopleandlocalorganisations.Beneficiaries

• Our£250kgrantsprogrammefunded31projects,reachingatotalof2047adultsand2057children(seeAppendix1fordetails)

• Wegave5micrograntsforcausesrangingfromsupportinganindividuallonemotheraccesshairdressingtrainingtoprovidingaChristmaspartyforhomelesspeopleatalocalchurch

• ThenewgreenhouseatSycamoreHousewaslaunchedbyaresidentandwe

managedapopupcaféentertainingvisitingneighbours

• NewwindowswereinstalledatJohnBettshousewhichwillsaveinenergybillsandcontributetotheimplementationofourgreenerlivingscheme

• ResidentsbrokewithtraditionanddonatedtheirChristmasgiftfromthecharityto

twogroupschosenfromamongstourgrantees.Thissawthestartofanewrelationshipbetweenresidentsandoneoftheorganisations

• Wewelcomed4newresidentstoourshelteredhousingschemes,andcelebrated14

birthdaysofresidentsover85

• 18emergententrepreneursfromWhiteCitygraduatedfromthefirstBigLocalcourseforpeoplewantingtostarttheirownbusiness;themayorwasguestofhonourattheirgraduation

Raisingourprofile

• TheBigConversationencompassed30organisationsandindividuals

• TheCharity’sgardensandgardenersswepttheboardattheLondonGardenSocietyawards–JohnBettsHousecame3rdinthesmallcommunitygardencategory,SycamoreHousewontheChallengeCup(forthesecondyearrunning)andaresidentatSycamoreHousecame2ndintheindividualgardencompetition

• OurfirstGrantsConference,withDanCorryaskeynotespeakerattracted31localcommunityorganisations,andshowcasedhowtheCharityhadbroughtgroupsandpeopletogethertoworkcollaboratively

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• Ourcelebrationofage,communityandindependentlivingatSycamoreHousewithDameSallyGreengrossaskeynotespeakerconnectedolderpeople,residentsandstafffromothershelteredhousingschemes,andolderpeople’sorganisations

• 140peoplevisitedthegardensatJohnBettsHouseandSycamoreGardensaspartofOpenGardensSquares

• WedisplayedphotographyandstoriesfrombeneficiariesatTheCubeat

Hammersmith&FulhamTownHallaspartoftheH&FArtsFestival.SupportingtheCharity’svision

• WeconsolidatedourofficebasesenhancingthesenseofcommunitybetweenallstaffandresidentsandprovidingastrongerfocalpointatSycamoreHouseforshowingourworktovisitors

• WeupgradedourITsystemandintroducedmorerobustcommunicationtechnology.

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DETAILEDPLANSFOR2016/17

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1. SUSTAINANDDEVELOPWHATWEDO

Sothatwedon’tbecomecomplacentandcontinuetochallengeandadaptwhatwedoandhowwedoitinlightofachangingworld.

Ourplansfor2016/17 Timetable

1.1 Residents:Developco-productionasawayofcontinuingtoengagetheCharity’sshelteredhousingresidentsintheCharity’swork,plansandpriorities.

Q1–Q4

1.2 Impact:DevelopourunderstandingoftheimpactofourgrantsacrosstheboardmakinguseoftheexpertiseandinsightsgeneratedbythejointlyfundedLondonSouthbankUniversityPhDstudentappointedtoevaluatetheimpactoftheCharity’sfundingofartsprogrammes

Q1–Q4

1.3 Propertymanagement:Implementphase2ofthepropertymanagementreview,carriedoutbyPaulGoodenAssociates

Q1(reviewQ2)

1.4 Capitalprogramme:ReviewthecapitalprogrammewithCongreveHorner,thenewlyappointedsurveyors

Q2

1.5

Staff:

• Implementnewmanagementstructurewithnewroles–HeadofCommunityPartnerships;HeadofHousing&Property;andHeadofFinance&Investment

Q1

• Strengthenourfinancialmanagementcapacitythroughappointmentstonewrolesinthefinanceteam–part-timeHeadofFinance&InvestmentandfulltimeFinanceOfficer

Q1-2

• Developstaffsupport,learninganddevelopmenttoenablestafftodelivertheCharity’splans

Q1-Q4

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2.DEVELOPA5YEARFINANCIALPLANTO2120/21

Sothatsufficientresourcesareaccessiblebythenextgenerationsofpeopleinneed.

Ourplansfor2016/17

Timetable

2.1 Arriveatabreakeven2016/17budget,asfaraspossiblefromazerobase,tobreakthepatternof5yearsofdeficitbudgeting[Thishasbeenachievedwithasmallbudgetsurpluscomparedwithabudgeteddeficitin2015/16of£261,457].

Q1

2.2 Forecastoutturnagainstthebudgetinallfuturemanagementaccountreports.

Q1-4

2.3 Takepayrollbackinhouse,andimplementSAGEHRsystemtoenabletheimplementationofpensionauto-enrolmentinSeptember2016

Q1

2.4 Developarobust5yearfinancialplan.[Wehavepreparedthefirstiterationofa5yearfinancialplan,whichwillberefinedastheyearprogressesbasedonexperience].

Q1-4

2016/17budget–keypointsIncomeRents:UnderpressurefromtheNationalHousingFederationandAlmshouseAssociationtheGovernmenthasannouncedaconcessionontheproposed1%rentcut.However,weanticipateannualrentcutsof1%willbeimplementedin2017/18until2020/21.Savingsplan&newrevenuestreamTheplanincludes:

• costsavingonofficeoverheads• costsavingfrombringingpayrollinhouse• costsavingfrombringingthemanagementofoneofour

investmentpropertiesinhouse;and• additionalincomefromrentingtheCharity’sofficesat

GlenthorneMews.

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ExpenditureStaffing:Therestructuringofthemanagementteamandfinanceteamsiscostneutral.Thebudgetprovidesfora2%costoflivingandprovisionforpensionauto-enrolment-matchedemployercontributionsbetween1%and3%.Grants:Thereisanadditional£5kforthegrantsprogrammereflectingthenewmicrograntsprogrammeintroducedin2015/16.BigLocal:SignificantworkhasbeenundertakenbythePartnershipBoardinlightoftheexperienceofworkingwithWhiteCityEnterprise.TheCharitywillcontinuetocontribute£100kperyear.ThePartnershipBoardareproposinganoverallbudgetof£200k–ascalingbackfromthelasttwoyearswhenthebudgetwasfrontloadedtokickstarttheprogramme.£200krepresentsabudgetwhichissustainableoverthefulltenyearterm.The£40kwhichwehavepreviouslypaiddirectlytoWhiteCityEnterprisewillnowberingfencedfortheCommunityManager’ssalary.TheCharitywillcontinuetotakedirectresponsibilityforthefinancialmanagementoftheverysuccessfulenterpriseandemploymentstrandofwork(£20k),andassumeresponsibilityforcommissioningandadministeringotherstrandsofwork(£40k).Investmentinorganisationaldevelopment:ThefollowinginvestmentswillenablethecontinuingdevelopmentoftheCharityandsupportour400thanniversaryplans:

• £20kdevelopmentbudget(whichwasincludedthe2015/16budget)

• £8ktowardsanewwebsiteinanticipationofour400thanniversary;and

• £20kcontributiontowardsthedevelopmentoflocalgivingin

anticipationofleveringinpartnershipfunding,forexamplefromCityBridgeTrustandHammersmith&FulhamCouncil.

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3.CONTINUETORAISEOURPROFILEANDDEVELOP400THANNIVERSARYPLANS

BuildingontheBigConversationandinfurtheranceofouraims.

Ourplansfor2016/17Timetable

3.1 Securefundraisingandmarketingexpertise(tocomplementourrangeofotherconsultantsandadvisers)

Q1–Q2

3.2 Reviewmarketing,howwepositionourselves&whatweareaskingothersfor(money,resources,theirtimeetc.)anddevelopanewwebsite

Q1–Q2

3.3 DevelopaCircleofFriendsofHammersmithUnitedCharitiestosupportourworkandactaslocalambassadors

Q3

3.4 HoldBigConversationfeedbackevent

Q2

3.5 PlanandconductnextBigConversationvisitsandincludemoreprivatesectororganisations

Q1–Q4

3.6 Planforanopencelebratoryannualgeneralmeeting

Q1-Q2

3.7 PlanforafilmfestivalattheLyrictoshowcasetheworkoflocalorganisationstheCharityhasgrantfunded

Q3

3.8 Develop400thanniversaryproposalsandplansinfurtheranceoftheCharity’saims,andengagetheCharity’sresidentsdrawingupontheirinsights,connectionsandlocalhistoriesofHammersmith

Q1–Q4

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4.DEVELOPLINKSANDPARTNERSHIPSWITHHOUSINGASSOCIATIONS

Sothatwesecuremorehousingforlocalolderpeopleinneed.

Ourplansfor2016/17

Timetable

4.1 BuildontheCharity’spositionastheonlysmallerhousingassociationrepresentedontheCouncil’scabinetmemberandofficerlevelforum“AffordableHousingChallengesinHammersmith&Fulham”

Q1–Q4

4.2 DevelopapartnershipwithShepherdsBushHousingAssociationandagreeonareasofmutualconcerntoworkontogether

Q1–Q4

4.3 Completefeasibilitystudy,planningandfinancialappraisalstoenableproposalstobemadetoHammersmith&FulhamCouncil

Q1-Q2

4.3 RespondtothepublicconsultationbytheMayorofLondonandOldOakandParkRoyalDevelopmentCorporationtomakethecaseforwell-designedsafeandsecureshelteredhousingforolderpeople,sothatthenewcommunitiesthatarecreatedareinclusiveandfullyreflectedthemake-upofthelocalcommunity

Q1–Q4

4.4 CapitaliseonthedevelopmentofproposalsforanOldOakNeighbourhoodPlantoidentifypotentialsitesforhousingforolderpeople

Q1–Q4

4.5 ExploreandresearchmodelsofOlderPeople’sCo-HousingthroughtheBigConversationandothermethods

Q1–Q2

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5.DEVELOPLOCALGIVING,COLLABORATIONANDPARTNERSHIPSTHATMEETIDENTIFIEDNEED

Sowehavemoreimpact,securenewresources,extendourreach&influence.

Ourplansfor2016/17

Timetable

3.1 Developlocalgiving(withDrEdwardsandBishopKings,Sobus

andHammersmith&FulhamCouncil)toraisetheprofileoflocalneed,andenhanceourcollectivecapacitytomeetit.Realisethebenefits:

• Beclearwhatthemoneyisforandalignwithgivers• Developaclearstatementofwhatweareraisingmoney

for• Considerwhatinvestmentisrequiredforthebestreturn

Managetherisks:

• TakeownershipoftheprocessofsettingupofLocalGiving(leadtheprocess)

• Increaseresourceandhavededicatedresourcetomanagethis(money,staff,etc.)

• Ensurethatdevelopmentisfoundedinpartnership• Takebestpracticefrompartnersandotherswhohave

beensuccessful• Sharebenefitandrisk

Q1–Q4

3.3 Developapproachestoneighbourhoodneedarisingasaresultofnewstatisticsondeprivation(seeAppendix2):OldOak;EdwardWoods;andWormholt&WhiteCity(sharingsuccessesandlearningfromtheBigLocal)-tofocusonkeylocalitieswithsubstantialneed

Q1–Q4

3.4 Identifyandproposeanchororganisations-toenableafocusondevelopinglongertermrelationships

Q1–Q4

3.5 ExplorepotentialroleinWoodLanewithWhiteCityForumgroupofdevelopersandHammersmith&FulhamCouncil

Q1–Q4

3.6 TaketheopportunityoftheOldOakandParkRoyalDevelopmentCorporationconsultationprocessestomakethecaseforcommunityspaces

Q1–Q4

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APPENDIX1GRANTSAWARDED–2015/16

GrantsAwardedJanuary2016

Organisation Amount Purpose

ProtectionApproaches £10,000 Foraprogrammeofworkusingphotographytogivemarginalisedyoungpeopleavoice

TeamUp £6,000 Towardsthecostofamentoring/tutoringprogrammeinPhoenixSchoolinvolvingundergraduatesworkingwithYear11

H&FFoodbank £8,000 Towardsthecostofthemanager’ssalary

StPaul’smoneyadvice £10,000 Forrunningcosts

Doorsteplibrary £5,000 ToprovideaprogrammeofvolunteerledinhomereadingsessionswithfamilieswithyoungchildreninOldOak

CityMission £5,000 ForaprogrammeofESOLclasses

Lyric £6,000 Forthepre-startcourse

FlyingGorillas £7,000 Foraprogrammeofartsactivitieswithgypsytravellerchildrenandothers

Originalclub £3,000 Tocovertherentforthistaekwondoclub

Communitychampions £10,000 ForaprogrammeofactionresearchwithyoungpeopleontheEdwardWoodsEstate

EastEuropeanAdviceService

£8,000 Foradropinpeersupportadviceproject

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GrantsawardedMay2015

LunchClubfortheBlind £1500 Towardsthecostsofaweeklysocialclubforblindpeople

ArtWestOpenStudios £1000 SupportforanopenstudioseventtopromotecommunityinalargelyindustrialareaoftheAOB

CommunityEducationForum

£5000 Foraproject(“DustingforGold”)tacklingdomesticabuseintheSomalicommunity

AlAnsarFC £3000 FundingforpitchfeesandothercostsassociatedwithayouthfootballprogrammetargetedattheSomalicommunityinWhiteCity

ActiononDisability £14000 Foraninclusiveyouthclubfor16–25yearoldsbasedattheMasbroCentre,offeringDofE,andvolunteeringopportunities.

LidoFoundation £8000 Tocoverthecostsofsessionaltutorsforthesecondyearofthesupplementaryschool

GoodEffortForHealthandWellbeing

£6400 TocoverthecostsofaprojectworkerforaprojectbasedinWhiteCitytoraiseawarenessofandundertakeindividualcaseworkonissuesaroundFGM

WhiteCityYouthTheatre £5000 Towardstherunningcostsofthisgroup

RiverHouseTrust £7000 TocontinuetheadviceserviceofferedtoolderpeoplewithHIV/Aids.

PainFreeLiving £5000 FornervereflexologytreatmentforolderpeopleexperiencingchronicpainandlivingonorneartheEdwardWoodsEstate

ChickenShed/Masbro £3000 Foraprogrammeofinteractiveperformance,rhyme,songsetcforveryyoungchildrenandtheirparents

SolidaritySports £4000 ToenabletheparticipationofdisadvantagedchildrenfromourAOBinaresidentialadventureholidayontheIsleofWight

OldOakChildren’sCentre

£6600 Tofundtwoweeksofaproposedfiveweeksummerholidayprogrammeforchildrenaged5–12.

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GrantsAwardedOctober2015

Organisation Amount Purpose

FamilyWorks £11,000 TowardsthecostsofrunningafamilygroupprogrammeinOldOakprimaryschool

CaraTrustandRiverHouseTrust

£15,000 ForaseriesofworkshopsandrelatedactivitiestosupportpeoplewithHIV/AIDSintotrainingandemployment

Grovetoddlersgroup £3,500 Supportforannualrunningcosts

PetitMiracles £10,000 Toenablelocalentrepreneurstobeofferedsalesspace,mentoringandothersupport

GlassDoor £5,000 TowardstheoperationalcostsofprovidingacoldweathernightshelterinthreeHammersmithchurches

DanceWest £3,840 Foraprogrammeofcontemporarydancewitholderpeople

Mind £15,000 Pilotprogrammeofworkwithsecondaryschoolstopromotegoodmentalhealthamongst13-16yrolds

MaleekaSchool £2,500 TosupporttheprovisionofEnglishLanguageclassesforwomen

TheUpperRoom £5,000 Towardsthecostsofthemealsservice

StKatherine’sTaekwondoClub

£1,500 Forfreemembershipsforchildrenandfreewhitebeltassessments

Anti-TribalismMovement £5,00 TowardsthecostsofafurtherLeadandBeLedprogrammeforyoungSomalimen

BushTheatre £1,500 Ticketsubsidyforacommunityproduction

Grovefolkartgroup £1,000 Toenablesubscriptionstoremainaffordableandtoallowtheclasstocontinueonadropinbasis

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APPENDIX2LOCALDEPRIVATIONSTATISTICS

Introduction

TheGovernmenthasrecentlyreleasedthestatisticsrelatingtodeprivationfor2015.Atthesametime,updatedhealthinformationisalsoavailable.ThisenablesustoupdateourunderstandingofneedinourAreaofBenefit.

Indicesofdeprivation

The2015updateprovidesinformationataBoroughlevelandLowerSuperOutputArealevelratherthanatwardlevel.Eachwardhasabout7LowerSuperOutputareas(LSOA).Theinformationprovidedcovers

• Income(includingseparateanalysesofchildpovertyandpovertyaffectingolderpeople)

• Employment• Education,skillsandtraining• Healthanddisability• Crime• Barrierstohousingandservices• Livingenvironment

HammersmithandFulham–overallpictureofdeprivation

Ataboroughlevel,HammersmithandFulhamhasbecomemoreaffluentsincethesefigureswerepreviouslyissuedin2010and2007.Of326localauthorities,itisnowrankedthe76thmostdeprivedcomparedwithbeingthe31stmostdeprivedin2010.Theoverallpositionhidessomeverydifferentoutcomesondifferentmeasures.Thustheboroughisthe7thmostdeprivedforLivingEnvironment(housingstockquality,airquality,accidentsaffectingpedestriansandcyclists);crime–39thmostdeprivedandincome–75thmostdeprived.But,incommonwithLondonasawhole,itdoesverywelloneducation,skillsandtraining(educationattainmentandskillslevels)–20thleastdeprivedandreasonablywellonemployment(180thleastdeprived).InrelativetermswithinLondon,theboroughisalmostexactlyinthemiddleofthetableofdeprivation.

HammersmithandFulham–deprivationbyLSOA

AtanLSOAlevel,thepictureismuchmorediverse.Theboroughhas113LSOAsofwhich8areinthecountry’smostdeprived10%ofLSOAsandafurther13areinthe20%mostdeprivedLSOAs.Bycontrast,only3areintheleastdeprived20%andnoneareintheleastdeprived10%.

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Themapofdeprivationrevealsfewsurprises.ThemostdeprivedLSOAsareWormholtandWhiteCity,EdwardWoods,CharecroftestateandAshcroftSquare(AndClemAttleeestateinFulham).The17inthenext20%ofdeprivedareasaremoreevenlyspreadthoughconcentratedinHammersmithratherthanFulhamandfocussedonotherclustersofsocialhousing.

HammersmithandFulham–deprivationbythemeandLSOA

Lookinginmoredetailattheindividualthemeswithinthedeprivationindicesreveals

a) Somestarkerinequalitiesacrosstheboroughandb) Ashiftinggeographicalpictureintermsoflocationofdeprivation.

Asanexample;12LSOAs(stronglyconcentratedinWormholtandWhiteCity)areinthebottom10%nationallyforincomewhilst5areinthetop10%nationally.4LSOAsareinthe10%mostdeprivedforhealthwhile3areinthetop10%.Furthermorewhenincomedeprivationisbrokendownintochildpovertyandolderpeoples’povertythoseinequalitiesarecompounded.26LSOAsareinthemostdeprived10%nationallyforchildpovertyand21forolderpeoples’poverty.Afurther17and21LSOAsrespectivelyareinthenext10%ofdeprivedareasnationally.Bycontrast2LSOAsareinthetop10%forchildaffluenceand1forpensioneraffluence.

Itprobablyfollowsthatfurtherinequalitiesarerevealedbyamoredetailedbreakdownofdeprivationbyage.Incomedeprivationmoststronglyaffectsnearly11%oftheboroughpopulationbut15.5%ofthepopulationaged15orunder(10.5%ofthepopulationaged65orolder).Employmentdeprivationmostseverelyaffects1.65ofthetotallocalpopulationbut2.2%oftheunder15s.Healthdeprivationaffects3.4%ofthetotalpopulationbut4.9%oftheunder15s(and3.1%oftheover65s).

Geographically,theconcentrationsofdeprivationareinteresting.EdwardWoodsestatefeaturesinthebottom10%ofeveryindicatorexcepteducation(wherenoareaintheboroughisinthiscategory).NotablyitistheonlypartofourAOBwhichfallsintothebottom10%ofLSOAsnationallyforemploymentdeprivation.Itisalsoastrikinglyconcentratedareaforhealthanddisabilitydeprivation,sharedwithaclusteralongUxbridgeRoad(butoutsideWhiteCity)andanareawithinRavenscourtParkward.TheoldOakestatebycontrastisinthebottom10%onlyforlivingenvironment,althoughitisinthenext10%formostindicatorsexceptemployment,educationandhealth.WormholtandWhiteCityfeaturesmoststronglyindeprivationaroundincome(includingchildrenandolderpeople)andcrime.Inaboroughwhichgenerallyscoreswelloneducation,thisistheareawhichscoresleaststrongly(butisstillnotwithinthebottom20%).ShepherdsBushexperiencesanumberofseriousproblemsincludingbarrierstoaccesstohousingandservices,healthandincomedeprivation(allgroups).

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Health

Overalllifeexpectancywithintheboroughisaveragecomparedwiththerestofthecountrybutastrikinginequalityremainsbetweenlifeexpectancyofthemostandleastdeprivedmenwhichstandsat9.2years(forwomenitisonly3.2years).Themainlocalhealthproblemsare

• Obesityinchildren• Smokingrelateddeaths• TB• Sexuallytransmitteddiseases

UnderlyingissuesaffectinghealthwheretheboroughisinasignificantlyworsepositionthantheEnglandaverageare

• Childreninpoverty• Homelessness• Violentcrime• Obesityinchildren• Smoking• Opiatedruguse• TBandSTIs• Under75scardiovascularmortalityrate

LittleofthisinformationisbrokendownbyethnicitybutitisinterestingtonotethatthepercentageofhospitaladmissionswhichwereemergencieswashigherinHammersmithamongstwhitepeopleandthoseclassedas“other”thaneithertheoveralllevelorotherethnicgroups.

Sources;

PublicHealthEngland;HammersmithandFulhamprofile(June2015)

Hammersmith&FulhamBriefingformembers;indicesofdeprivation2015(October2015)

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APPENDIX3–THECHARITY’SPEOPLE

BOARDMEMBERSMikeSmith(Chair)

Charteredaccountantandformerbanker

JulianHillman*(DeputyChair)

ChairofHammersmith&FulhamMencap

IainCassidy* Hammersmith&FulhamCouncillorandCaseworkerforAndySlaughterMP

SamDeards(ChairofGrantsCommittee)

SurveyorandjointorganiserofHammersmith&FulhamArtsFestival

CharlieDewhirst* Hammersmith&FulhamCouncillorandFreelanceinstrategiccommunications

RevSimonDownham+ VicarofStPaulsChurch,Hammersmith

RichardEnnis(ChairofFinanceCommittee)

ExecutiveDirectorofFinanceandCorporateServices,HomesandCommunitiesAgency

ChrisHammond#

FormerAssistantHeadMasterLatymerUpperSchool.Chair,TheIndependentMonitoringBoardHMPWormwoodScrubs

RhiannonLavin(ChairofHousingCommittee)

DirectorofOperationsInternationalLongevityCentre&PersonalAssistanttoBaronessSallyGreengross

JohnLittle

RetiredHRDirector

VivienneLukey Hammersmith&FulhamCouncillorandCabinetMemberforHealth&AdultSocialCare

WilliamWates Chair,WatesFoundation

Appointees*Hammersmith&FulhamCouncil;#LatymerFoundation;+BishopofKensington

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STAFF

JackieThompson CommunityGardener/Horticulturalist(part-time)

EniyalSahadevan FinanceOfficer

MelanieNock HeadofCommunityPartnerships(part-time)

RitaNath-Dongre HeadofHousingandProperty(part-time)

DavidMurphy ReliefSchemeManager(part-time)

CatherineLehane SycamoreHouseSchemeManager

NoraLaraki Administrator(part-time)

JillHampson JohnBettsHouseSchemeManager

TimHughes ChiefExecutive&ClerktotheTrustees

Vacant HeadofFinance&Investment(part-time)

CONTACT

www.hamunitedcharities.com facebook.com/hamunitedcharities

@HamUnitedSycamore HouseSycamore GardensLondon W6 0AS

Registered Charity No. 205856

Hammersmith United Charities