Annual report2014/2015Octopus Community Network

Caxton House129 St John’s Way, IslingtonLondon N19 3RQ

t: 020 7263 7095

www.octopuscommunities.org.uk

Registered Charity Number 1128394Company Number 4490634

Pledge and Donate Octopus as a registered charity pro-actively seeks donations to make what we do amazing! You can simply TEXT WAWP12 (and the amount you wish to donate) to 70070. You can also visit our website to see a few examples of what money, time and resources means to us.

Funders and Supporters

Directors and TrusteesColin Adams, MBE ChairPaul Furze TreasurerRobert Drinkwater Trustee/DirectorDavid Vandivier Trustee/DirectorMartyn Craddock Trustee/DirectorIrene Winter Trustee/DirectorRobert Hamilton Trustee/Director

Staff and Freelance TeamJulie ParishDevelopment Manager (Freelance)

Anita GracieWild Places Development Officer

Hilary TaylorWild Places Development Officer

Michael BuryWild Places Development Officer

Volunteers Special thanks this year to the following people whose time and dedication has been very much appreciated.

Rosie Apperley, Marilyn Collins, Geoffrey Reeve, Gemma Wood, Gemma Dunn, Ana Toneato, Maria Elena Brady, Katrina Zaludkova, and Jessica Kyriacou

Members of the Hubs Network

Caxton House Community Centre Hub

Elizabeth House Blackstock Trust Hub

Finsbury Park Community Hub (Andover Community Centre)

Hanley Crouch Community Association Hub

Highbury Roundhouse Hub

Hilldrop Area Community Association Hub

Holloway Neighbourhood Group (The Old Fire Station)

Hornsey Lane Estate Community Centre Hub

Mildmay Community Centre Hub (Mildmay Community Partnership)

The Peel Centre Hub (The Peel Institute)

St Luke’s Community Hub (St Luke’s Parochial Trust)

Community Hub Bemerton (Team Cally)

Whittington Park Community Hub (Whittington Park Community Association)

Since becoming Chair of Octopus in 2012, I’ve learned an awful lot about what makes Octopus ‘tick’ and how it differs, immensely so, from an umbrella or membership organisation. Over the past 4 years, it never ceased to amaze me how innovative, resilient and brilliant the team are, and how success is driven by the commitment and determination that they bring to the organisation. Basically, they all have a deep passion for multi-purpose community centres and the role that they play in our diverse and demanding community.

The model of Octopus is as unique as it was when it was established back

in 1999. Back then, a group of people got around the table to exchange information but also jointly problem solve and work together to become solution-providers. Not much has changed since then, other than that we are legally formed – in 2002 as a Limited Company by Guarantee and 2004 as a Registered Charity, which I think demonstrates the commitment the network has to the model and its purpose.

We need to make sure that all local residents are aware of the Community Hubs Network and know what we do and how they can get involved in either using our range of services or volunteering. That is why ‘Community Centre week’ is so important in raising awareness of what we do and how to get involved. We’ve been so impressed by how many community centres around the UK have been getting involved so there’s a feature on CCWeekUK in this year’s annual report.

This ‘Hub and Spokes’ model is one that is being considered by many others up and down the country, and some have drawn upon the Octopus team to better understand what works and does not work. In terms of the Community Hubs in Islington, the model Octopus has developed helps connect the Community Hubs (multi-purpose community centres) and fosters their coming together to share information, exchange good practice, collaborate on projects, and jointly fundraise.

It’s an excellent example of what can be achieved if like-minded organsations work together.

We’ve had a good year in terms of project development and funding

secured. Initiatives include involvement in the successful Community Buildings project with Voluntary Action Islington; a brand-new partnership with Islington Working for Parents (Islington Council), CENTA and St Luke’s Community Centre to develop and deliver an ESF London Councils project to help parents start their own business; continuation of the highly successful Urban Wild Places project; collaborations with Islington’s Resident Engagement Team to help residents get access to ICT facilities; and with Islington Law Centre to offer a brand-new model of advice services in the borough.

Octopus would not be the success that it is without the on-going commitment of its Trustees, which drive the quality and on-going development of the organisation. So, I take this opportunity to thank them all (in particular Paul Furze) for their time and efforts.

My biggest thanks goes to Julie Parish and the Wild Places team of Anita, Hilary and Michael for all their hard work and support over the past year. Without your “can do” attitude, flexibility and dedication, we would have not made the progress we have.

We know that over the next two or three years, we will witness the most unprecedented cuts in community services due to the reduction of central government funds.

We will learn to grow, develop and adapt our services to ensure that all our users (which include some of the more marginalized residents’) have the support they need.

Colin Adams, MBEChair

About CCWeekUK by Rosie Apperley

Community Centres have always been something that I’ve used, going to play groups, homework clubs, and making the most of the trust library at my local. It wasn’t until I began working with Octopus that I came to properly appreciate them. From the outside, they look pretty easy to run. It is not until you really start to experience Community Centres that you realise that running one isn’t that easy. Where does the money come from? How do they find such willing and resilient people to run their services and activities? How do they reach out to and engage local residents and make them all feel welcome?

In 2014, I was working with Octopus as a Volunteer. I first got to know Octopus as a 15-year-old; I spent a week with the team for work experience. I never looked back! After my GCSEs were over, my first Volunteer assignment was CCWeekUK – a social media campaign to raise the profile of Community Centres. Initially, this was targeted to

Islington, however, with social media we soon went global and CCWeekUK was born.

Why did I get involved? Well, basically, when the opportunity came for us to share our appreciation for Community Centres, I jumped at the chance to be a part of it. A whole week just to talk about these places that we love, great! Community Centres are founded to be ‘all embracing neighbourhood organisations’ (Broady et al 1990) and that’s exactly what they are; they provide a home from home for many people, they are a safe space, a place where communities come together, something that is dearly missed in many areas today. A huge 235,000 people take part in the running of community centres in the UK today (Charity Commission 2004), all of these people are vital, and we want them to be able to showcase their work. Community Centre Week is a great opportunity to do this whilst raising the centres’ profile.

So, CCWeekUK was founded in 2014, running from 19th to 25th July, and it was a great success! We were speaking to the whole country about Community Centres through social media; we used the hashtag #loveyourcommunitycentre and encouraged people to share their own messages and stories about what their community centre means to them. We made 6,135 impressions on Twitter, and had an average engagement rate of 5.45%. Put simply, we reached a lot of people. We were overwhelmed by how many communities were getting involved, this idea that was born in Islington was reaching people in all parts of the country. Not only did they share their stories and run their own events, but also they were keen to be involved in 2015, they wanted to know more

about CCWeekUK, and Octopus itself. This success definitely made me realise that we had done the right thing. CCWeekUK was something definitely needed, people were desperate for the chance to raise the profile of a centre close to them, and to give something back to the 235,000 staff, letting them know that they really do appreciate the work that they do, day in, day out. In 2014, Rosie went on to win the Voluntary Action Islington ‘Highly Commended’ Award for Young Volunteer of the Year.

inspiringCommunity Centres

community centre

I love my

More information on CCWeekUK can be found here: http://www.octopuscommunities.org.uk/our-projects/inspiring-community-centres/@CCWeekUK #loveyourcc

chair’sEnd of Year Report 2014

Twitter Engagement Rate

CCWeekUK 5.45% Twitter brand average 2%

FUSE Results

Engagement Rate

6+ hours of support 100% Sustained employment 5% Self employed/employed 15%

Access to funding is considered one of the major barriers for those making the transition into self-employment from long-term unemployment. FUSE offered a good example of how partnerships can collaborate to add-value to a project once it is funded. The relationship with the city-based legal firm Slaughter and May, ‘Firm Futures’, offered a package of a cash bursary (up to £2,000), access to a business mentor, and subsidized workspace.

I continue to be supported through the FUSE project. The team are helping me through my journey by keeping in contact to see how things are progressing. They are also helping me towards the prospect of exploring other markets and brand awareness. Jacquie Scally, Alexia’s Flowers

I have found FUSE to be very uplifting and thought provoking in terms of aspirations. I would recommend the workshops and support to anyone looking to develop their aspirations as the holistic approach is a great confidence giver and helps tackle the ‘big issues’ so that you can reach your goals.

Dwauen Ackerman, Project Participant

From unemployment to self-employment (FUSE) project, by Julie Parish

I was lucky enough to be referred to FUSE, and that’s where the journey for PRIDE OF RWANDA began. Under the guidance of both the amazing Lucan Richards and Esther Poyer I was able to set up in business. I even received additional funding. I can finally say “I am a proud business owner.

Assia Kanzayire

Strong evidence suggests that cultural, attitudinal factors, and social networks significantly influence both the likelihood of someone choosing self-employment and their chances of making a success of it. So, from the outset of the project the target participant group, ‘economically inactive or unemployed parents with 3 or more children for whom frequent use of childcare is unaffordable’, was considered potentially challenging. In particular, identifying a pool of eligible residents who demonstrated entrepreneurial characteristics.

There is a plethora of evidence to suggest that being self-employed and successful are much more likely among people with family backgrounds of entrepreneurship. There is also similar evidence that cultural factors contribute to the persistence of self-employment. FUSE is a good example of how to incorporate an innovative approach to start-up support, by offering highly personalized Life Coaching as part of the service. By doing so, participants were enabled to carefully consider the reality of self-employment. Including their options for attaining the right work-life-balance needed as parents of small children.

The Bloomin’ Gardeners – a new Community Garden for Caledonian Park, by Anita Gracie, Urban Wild Places

According to Age UK, 47% of those aged between 65 and 74 in England admit that they take less than the minimum amount of exercise for health, as encouraged by the NHS to prevent or improve conditions such as heart disease, stroke, cancer, arthritis and type 2 diabetes. Older people are more likely to suffer from these conditions.

When the Market Estate, which borders Caledonian Park, was redeveloped the Council Greenspace team was keen to re-connect the local community with the park after a long period of disruption due to the construction work. They had designated a large area of the park for use by community groups, but were struggling to get any take up. The Urban Wild Places team has been working with Greenspace for several years and we have been successful in attracting people to the parks who were not their regular users. Greenspace approached us and asked us to help find a group to take on a space. The Drovers’ Centre, a drop in centre for the over 55’s, run by Age UK Islington just opposite the park, seemed the obvious choice to approach. They already had a small group growing vegetables in space just in front of the centre. A conversation between Anita from the Urban Wild Places team, and Andrea the Art Tutor there, led to an idea for a new community garden to offer scope for some creative gardening as well as a space to show off some of the artwork that elders at the centre

created. And so the Bloomin’ Gardeners were born.

An enthusiastic group of over 60’s began meeting regularly at the Drovers’ Centre in autumn last year. Bhupesh, the Greenspace Parks Manager led a workshop to teach the group the basic principles of garden design, and ideas poured out. A panel of Anita, Andrea and Bhupesh chose elements of each to arrive at a simple outline for the space which was adopted. In the meantime, to get the garden underway, we planted some bulbs and started off some seeds of sweetpeas, marigolds and cornflowers.

The group has grown to a regular ten or so over 65’s including elderly gentlemen residents from the St Mungo’s hostel in Hilldrop Road. Gardening has been very hard work as the space was previously used for the storage of plant and building materials. The group has had the help of various corporate teams who have added much needed muscle from time to time. The garden has started to emerge, and funding has been applied for from the Mayor’s Capital Clean Up Fund to build planters and seating to be decorated with mosaics created by the group.

The garden has offered the opportunity for older people with a range of abilities or disabilities to come together to enjoy some exercise in the open air, join in with a bit of banter with the younger folk from the corporate teams and finish with a welcome cup of tea and biscuits after each session. Two of the group, Diane and Sharon, have become so enthused with gardening that they have taken on a small raised bed in nearby Rowstock Gardens, to grow some vegetables. To quote Diane: ‘Gardening does me the world of good. I love it!’

employabilityolder people

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We achieved 98 participants enrolled, 70 receiving 6+ hours of support, and supported 15 into self-employment or employment, with 5 sustained in self-employment by the end of the project. As we continue to work with the participants beyond the life of the project, we expect more to start-up and sustain their self-employment. Matt Garner, CENTA

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Without the valuable time given and skills brought to the community centres where would they be? Volunteers have an enormous impact in their community. Volunteering can also have positive impacts on those who volunteer, too. ‘The opportunity to volunteer can have the greatest impact on the most vulnerable or most excluded people in the community by making them feel part of mainstream society.’ (Unlocking the Potential’ the Cripplegate Foundation). This report goes on to say that ‘There is a role for volunteering in bringing together those who might not otherwise meet to deliver a common goal’.

Over the past year Octopus has focused on fostering collaboration with those supporting young people, and engaging local businesses as part of our commitment to building resilience. This work has included:

NCS Powered by The Challenge

The National Citizenship Service is open to all 15-16 year olds in England regardless of ability, income, ethnicity, faith or background. It runs in the spring, summer and autumn. It provides a fantastic life experience for young people. In Islington, we’ve been working with The Challenge on the ‘social action project’ aspect of the programme to introduce young people to new experiences and develop new skills. For us, this included engaging a group of young people developing ‘unloved spaces’ on estates to encourage wildlife in collaboration with the Peel Centre. Our pièce de résistance was the creation of the orchard at Hilldrop Community Centre, which was designed and planted by a group of 12 young people.

The Big Alliance

We’ve developed a really productive and impactful relationship with the Big Alliance as they can effectively match the interests and abilities of local employees with community need. Some of the areas of support Octopus members have benefitted from include, business planning, accountancy and financial advice, human resource management, marketing and legal advice. Irene Winter and Colin Adams are two of the Community Centre Managers who have benefitted.

Give & Gain

Give & Gain day celebrates employee volunteering across the world, establishing a link between business and

communities. Run by Business in the Community, employees are given the chance to lend their time, energy and skills to benefit local organisations; building relationships, while providing real help. In 2014, employees from Trainline worked with Octopus to improve the green space at Caxton House Community Centre. This was a great success and the front of the building was greatly improved after a day of hard work! These relationships are invaluable to Octopus, as they enable us to work with skilled professionals from local businesses, gain contacts, and share what we do with them. We look forward to being a part of many more Give & Gain Days in the future!

The financial year April 2014 to March 2015 has been another outstanding year for Octopus Community Network and has seen us continue to deliver a thriving Urban Wild Places project across four of the Hubs with funding from the Big Lottery, Reaching Communities. We have continued to develop and direct the progress and expansion of the services of the Community Hubs Network, including information sharing to increase effectiveness of impact monitoring, joint training for staff and volunteers, implementing referral systems between Network members and priorities for bidding for funds to improve the range of service provision by Network members.

This year, we have again seen the reconfiguration of the Octopus staff team with one staff member leaving and two new members joining on a job share. The resource gap created by this change has allowed another staff member to extend their hours for more effective service delivery and has in turn, increased savings on costs. A special thanks to City Bridge Trust for their funding and support of the Urban Wild Places Project and to Islington Green Spaces for their match funding towards this project too. We will continue to pursue additional funding streams to enable this project to be sustained in future years.

Islington Council has extended the funding they provide to Octopus Community Network to allow us to continue to fulfill a vital role of Community Hubs Network Coordinator. This funding

will continue until March 2016 and represents excellent value for money for Islington Council, the various Community Hubs and the communities we work with. This funding continues to be essential in our work with the Community Hubs, especially in terms of fostering greater collaboration between the Hubs, identifying and taking forward joint working opportunities, and leading on collaborative projects that benefit the neighbourhoods in which the Hubs are based.

Volunteering Report

The future continues to hold funding uncertainties for many groups including Octopus Community Network. At our away day in April this year, we put together an action plan for the growth and work of the Network and together with our robust business plan and fundraising strategy we will use these to continue to work towards a sustainable funding base for our long term development.

Paul Furze, Treasurer

I have for the past several months, been mentored by Ketan Shah who works for the Mitsubishi group. We meet every month and I have found his support/advice and guidance extremely helpful. I feel more confident and better prepared to overcome the various challenges you face in the voluntary sector. I would strongly urge all my colleagues’ in the sector to take up the opportunity and I will guarantee that you will find it incredibly helpful from both a personal and business perspective.

Colin Adams, MBE, Hanley Crouch Community Association

“ “inspiring treasurer’s

Incoming resourcesVoluntary IncomeInvestment Income

Total incoming resources

Resources expendedCharitable ProjectsGovernance costs

Total resources expended

Net income/(outgoing) resources

Reconciliatiom of Funds

Total Funds brought forward

Total Funds carried forward

Restricted Funds2015

£

107,9220

107,922

95,6132,298

97,911

10,011

38,843

48,854

Unrestricted Funds2015

£

700151

851

701216

917

(-66)

34,274

34,208

TotalFunds2015

£

108,622151

108,773

96,3142,514

98,828

9,945

73,117

83,062

TotalFunds2014

£

125,744115

125,859

81,4133,866

85,279

40,580

32,537

73,117