Gentoo Living Social Accounts - The Social Audit Network

151 Pages·2013·4.41 MB·English

by  Julie Gowland

Social Accounts
October 2011 to September 2012

Gentoo Living
Akeler House
1 Emperor Way
Doxford International
Sunderland
SR3 3XR
0191 525 5000

Email:
SOCIAL AUDIT STATEMENT
The Social Audit Panel has examined the draft Social Accounts submitted to us and discussed them
in detail with Caroline Gitsham, Peter Harrison, Julie Gowland, Trish Dodds, Sean Wilson and
th
Michelle Meldrum from Gentoo Living at the Social Audit Panel meeting held on 16 April 2013. I
have examined the revised Social Accounts which were prepared following the Social Audit Panel
meeting and which have taken into account various points identified in the notes* of the Social Audit
Panel Meeting. We also examined a sample of the data and the sources of information on which
the Social Accounts have been based.
We believe that the process outlined above has given us sufficient information on which to base our
opinion. We are satisfied that, given the scope of the social accounting explained in the revised
draft and given the limitations of time available to us, the Social Accounts are free from material mis-
statement and present a fair and balanced view of the performance and impact of Gentoo Living as
measured against its stated values and objectives and the views of the stakeholders who were
consulted.
In the notes of the Social Audit Panel meeting we identified a number of important issues to be
taken into consideration during the next social audit cycle. In particular we would refer to the
following:
i) Gentoo living should consider taking a more strategic approach on the delivery of services
and thus understand local priorities better
ii) Suggest a review of methods used to consult with people identifying the most appropriate
method to suit the stakeholders
iii) Include more appropriate targets
iv) Consider sharpening up the Aims and Objectives as there currently are a lot of words under
each objective and there are overlaps
v) Consider increasing the outcomes fully achieved to 70%
vi) Consider carrying out a full stakeholder analysis looking at relationships and not just a list of
stakeholders

The members of the Social Audit Panel were:
 Alan Kay (SAN Approved Social Auditor, Panel Chair)
 Matt Leach, Chief Executive, HACT
 Jo Boaden, Chief Executive, Northern Housing Consortium
Graham King, Head of Strategic Commissioning, Health, Housing and Adult Services,
Sunderland City Council
Signed: Dated: 10/06/13
Chair of the Social Audit Panel

* the notes of the Social Audit Panel meeting form part of the social accounting and auditing process and may, by
arrangement, be inspected along with the full social accounts at the offices of Gentoo Living, Akeler House, 1 Emperor
Way, Doxford International, Sunderland SR3 3XR. Members of the Social Audit Panel have acted in an individual capacity

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Social Accounts October 2011 to September 2012
Contents
ITEM DESCRIPTION PAGE
Definitions 6
Acknowledgements 6
Glossary of Acronyms 7
List of Appendices 8
Executive Summary 9
1 Introduction 12
2 History and Background 13
2.1 Economic Climate 13
2.2 Deprivation 14
2.3 Ageing Population 14
2.4 Economic Activity and Unemployment 16
2.5 Health 17
2.6 Gentoo Living’s Response 18
3 Who is Gentoo 20
3.1 Gentoo Group Business Streams 20
3.2 Gentoo Subsidiaries 21
3.3 Gentoo Group's Vision, Mission and Values 22
3.4 Gentoo Living 23
3.5 Gentoo Living's Fit with Gentoo Group 24
3.6 Gentoo Living's Aims, Objective and Outcomes 25
3.7 Governance 27
3.8 Key Aspects Checklist 27
4 The Scope of the Social Accounts 30
4.1 What is included in the scope? 30
4.2 Omissions 31
4.3 Recommendations and Actions from the last Social Accounts 32
5 Stakeholder Consultation 34
6 Consultation Methodology 35
7 Outcomes and Outputs for the Scope of the Social Accounts 37
8 Report on Performance 44
8.1 OLDER PERSONS SERVICE 44
8.1.1 Older Persons Support Service 45
8.1.1.1 The Service 45
8.1.1.2 Customer Consultation 45
8.1.1.3 Planned Outcomes 46
8.1.1.4 Unplanned Outcomes 47
8.1.1.5 Customer Service Standards 48
8.1.1.6 Additional Sources of information 49
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Social Accounts October 2011 to September 2012
 Social Accounts 2009/10
 Older Persons Service Review
 Social Return on Investment
8 .1.1.7 Summary 50
8.1.1.8 Recommendations 51
8.1.2 Older Persons Activities and Events 52
8.1.2.1 Customer Consultation 52
8.1.2.2 Planned Outcomes 53
8.1.2.3 Unplanned Outcomes 55
8.1.2.4 Customer Service Standards 55
8.1.2.5 What the Customers Have Said 56
8.1.2.6 Additional Information 57
8.1.2.7 Summary 57
8.1.2.8 Recommendations 58
8.2 YOUNG PERSONS INDEPENDENT LIVING SKILLS 59
8.2.1 Supporting Tenants Empowering People (STEPs) 59
8.2.1.1 The Service 60
8.2.1.2 Customer Consultation 60
8.2.1.3 Planned Outcomes 61
8.2.1.4 Unplanned Outcomes 63
8.2.1.5 Customer Service Standards 63
8.2.1.6 Additional Sources of Information 64
 Social Accounts 2009/10
 Young Persons Service Review
 Social Return on Investment Case Study
8.2.1.7 Summary 66
8.2.1.8 Recommendations 67
8.2.2 Young Persons Independent Living Skills 68
8.2.2.1 The Service 68
8.2.2.2 Customer Consultation 68
8.2.2.3 Planned Outcomes 69
8.2.2.4 Unplanned Outcomes 71
8.2.2.5 Customer Service Standards 71
8.2.2.6 What Customers Have Said 72
8.2.2.7 Additional Sources of Information 73
8.2.2.8 Summary 73
8.2.2.9 Recommendations 74
8.3 PEOPLE AND COMMUNITIES 75
8.3.1 Community Engagement and Empowerment 75
8.3.1.1 Background 75
8.3.1.2 The Approach 76
8.3.1.3 Service Review 76
8.3.1.4 Key Findings 78

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Social Accounts October 2011 to September 2012
8.3.1.5 Summary 79
8.3.1.6 The Future 79
8.3.2 Enterprising Futures 80
8.3.2.1 Customer Consultation 80
8.3.2.2 Planned Outcomes 80
8.3.2.3 Unplanned Outcomes 83
8.3.2.4 Customer Service Standards 84
8.3.2.5 Additional Sources of Information 84
 Social Accounts 2009/10
8 .3.2.6 Summary 8 5
8.3.2.7 Recommendations 85
8.3.3 Aspire 86
8.3.3.1 The Service 86
8.3.3.2 Customer Consultation 86
8.3.3.3 Planned Outcomes 86
8.3.3.4 Unplanned Outcomes 88
8.3.3.5 Customer Service Standards 89
8.3.3.6 Additional Sources of Information 90
 Social Accounts 2009/10
8.3.3.7 Summary 9 0
8.3.3.8 Recommendations 91
8.3.4 Generic Support 92
8.3.4.1 The Service 92
8.3.4.2 Customer Consultation 92
8.3.4.3 Planned Outcomes 93
8.3.4.4 Unplanned Outcomes 94
8.3.4.5 Summary 95
8.3.4.6 Case Study 96
8.3.4.7 Recommendations 97
8.4 Volunteering 98
8.4.1 Reading in Schools 98
8.4.1.1 The Volunteers 99
8.4.1.2 The Teachers 101
8.4.1.3 The Children 102
8.4.1.4 Summary Reading in Schools 103
8.4.2 Befriending 104
8.4.2.1 The Service 104
8.4.2.2 Consultation 104
8.4.2.3 The Volunteers 105
8.4.2.4 Customers - Individuals 107
8.4.2.5 Customers - Groups 109
8.4.2.6 Summary Befriending 110
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Social Accounts October 2011 to September 2012
8.4.2.7 Case Study 111
8.4.2.8 Customer Service Standards 112
8.4.2.9 Summary Reading in Schools and Befriending 113
8.4.2.10 Recommendations 113
8.4.3 Volunteering – Team Challenge 114
8.4.3.1 Consultation 114
8.4.3.2 Analysis 115
8.4.3.3 Summary 116
8.4.3.4 Recommendations 117
8.4.4 Volunteering – Action Days 118
8.4.4.1 Customer Consultation 118
8.4.4.2 Planned Outcomes 119
8.4.4.3 Unplanned Outcomes 121
8.4.4.4 Customer Service Standards 121
8.4.4.5 Summary 122
8.4.4.6 Recommendations 122
8.5 BUSINESS DEVELOPMENT 123
8.5.1 Partners Supported Accommodation 123
8.5.2 Customer Consultation 124
8.5.3 Planned Outcomes 124
8.5.4 Unplanned Outcomes 125
8.5.5 Customer Service Standards 126
8.5.6 Summary 126
8.5.7 Recommendations 126
9 EXTERNAL STAKEHOLDERS 128
9.1 Consultation 128
9.2 Summary 138
9.3 Recommendations 138
10 INTERNAL STAKEHOLDERS 139
10.1 The Group’s Executive Directors 139
10.1.1 Consultation 139
10.1.2 Summary 144
10.1.3 Recommendations 145
10.2 Gentoo Living Staff 146
10.2.1 Consultation 146
10.2.2 Conclusion 146
10.2.3 Recommendations 147
11 Director’s Response 148

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Social Accounts October 2011 to September 2012
Social Accounts
October 2011 to September 2012

Definitions

Gentoo Group, and hence Gentoo Living, use the following definitions as part of its
business planning and performance measurement process. In order to avoid confusion,
the following definitions are used throughout the process of preparing a social accounting
plan.

AIMS the change or benefit we want to achieve
OBJECTIVES things we do to achieve our aims
OUTCOMES the changes or benefits that actually happen

Acknowledgements

Thanks to all staff involved in data gathering, analysis, writing and editing – Julie Gowland,
Sean Wilson, Trish Dodds, Alan Laine and Zoumiya Kouache, and all respondents who
took the time to contribute to the consultation exercise.

Thanks also to all those who agreed to be interviewed, or who responded to questionnaires
and other requests for information as part of the social accounting process.

Special thanks to Alan Kay (Social Audit Network), Matt Leach (HACT), Jo Boaden
(Northern Housing Consortium) and Graham King (Sunderland City Council) for taking part
in the Social Audit Panel.

Caroline Gitsham
Director
Gentoo Living

th
16 April 2013

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Social Accounts October 2011 to September 2012
Glossary of acronyms
BITC Business in the Community
EFQM European Foundation for Quality
FINCAN Financial Inclusion Capability North East
FN Focused Neighbourhoods
HACT Housing Associations Charitable Trust
HHAS Health Housing & Adult Services
HMRC Her Majesty’s Revenue and Customs
IiP Investors in People
ILS Independent Living Skills
IMD Indices of Deprivation
LSOA Lower Super Output Area
NAM Neighbourhood Assessment Matrix
NCFE Northern Counties for Further Education
NECA North East Councils on Addictions
NEET Not in Education, Employment or Training
NOCN National Open College Network
PCT Primary Care Trust
SAN Social Audit Network
SES Social Enterprise Strategies
SMART Specific, Measurable, Attainable, Realistic, Timely
SROI Social Return on Investment
STEPs Supporting Tenants Empowering People

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Social Accounts October 2011 to September 2012
List of Appendices

Appendix Description
1. Specific Domains of the IMD 2010
2. Gentoo Group Governance Arrangements
3. Key Aspects Checklist
4. Gentoo Living Service Directory
5. 09/10 Social Accounts Recommendations
6. Stakeholder Analysis
7. Social Accounts SMART Action Plan
8. Outcome Matrix Methodology
9. Consultation Details
9a. Older Persons Service
9b. Older Persons Service – Service Review
9c. Older Persons Activities & Events
9d. Young Persons Service – STEPs
9e. Young Persons Service – Service Review Actions
9f. Young Persons Service – SROI Study
9g. Young Persons ILS –
9h. The Neighbourhood Assessment Matrix Description
9i. Focused Neighbourhoods Annual Report
9j. Focused Neighbourhoods Service Review
9k. People & Communities – Enterprising Futures
9l. People & Communities – Aspire
9m. People & Communities – Generic Support
9n. People & Communities – Reading in Schools
9o. People & Communities – Befriending
9p. People & Communities – Team Challenge
9q. People & Communities – Action Days
9r. Partners Supported Accommodation
10. External Stakeholders – Feedback and Analysis
11. Internal Stakeholders – Executive team - Feedback and Analysis
12. Internal Stakeholders – Gentoo Living Staff – Group Staff Survey Results
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Social Accounts October 2011 to September 2012
Executive Summary

As a business Gentoo Group aims to have a tangible, positive effect on the way people and
communities live, develop and improve. Our ambition is to improve the lives of the
people, communities and the environment in which we operate by investing in people, the
planet and property, what we call ‘the Art of Living’. As a ‘profit for purpose’ organisation, we
use any profits from our commercial activity to reinvest back in towards achieving this.

About Sunderland
The overall multiple deprivation assessment for 2010 places 34 of Sunderland’s 188 lower
super output areas (LSOA’s) among England’s top ten percent most deprived LSOA’s. This
equates to 17% of the city’s residents.

Some key challenges faced by Sunderland residents include;
 Sunderland has more unemployment, fewer full time employees, and slightly more
part time employees than the regional and national figure.
 The general health of the population of Sunderland is also worse than the regional
and national average, as is life expectancy.

These statistics, together with the adverse effects anticipated in relation to welfare reform
present Gentoo with a very challenging and uncertain future. Never before has it been so
appropriate to empower and enable people to take control of their own future.

Listening to customers, staff and partners about what is required to meet the challenges that
lie ahead generates a wealth of information and a foundation with which to build upon.
Consulting with stakeholders should not only be about finding out if we have achieved what
we hoped to, it should be about investigating, understanding, interpreting and responding to
what people tell us.

Gentoo Living
Gentoo Living helps the Group to deliver its vision and mission by delivering a range of
people focused programmes to instigate a positive and fundamental change in people’s
lives. We deliver a range of services and programmes to over 10,000 people; these include
support services, independent living skills programmes, business start-up advice,
volunteering and community engagement and empowerment.

Measuring Impact
It is recognised that as a ‘profit for purpose’ company it is important to measure the impact
that these programmes and services have on people. In 2009 we adopted an outcome
measurement approach to help support this, with the objective; to prove and improve. This

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Social Accounts October 2011 to September 2012