public forum - Bristol City Council

CABINET - 8 FEBRUARY 2007
PUBLIC FORUM BUSINESS
A. PUBLIC FORUM REPRESENTATIONS NOT RELATING TO AGENDA ITEMS
None received.
B. QUESTIONS FROM LOCAL RESIDENTS
None received.
C. PUBLIC FORUM REPRESENTATIONS RELATING TO AGENDA ITEMS
Re: Agenda item no. 5 - Home Care Futures
1. Anne Crabtree, Bristol Senior Citizens Forum - written statement.
2. Stephen Eastment - written statement (forwarded on Mr Eastment's
behalf by Jenny Smith).
3. Jackie Fleming, UNISON - written statement.
4. Alan Beynon, T&GWU - written statement.
5. Councillor Mark Brain - written statement.
6. Roger Berry MP, Kerry McCarthy MP, Doug Naysmith MP,
Dawn Primarolo MP - written statement.
7. Rowena Hayward, GMB - written statement.
Re: Agenda item no. 9 - Community Development Voluntary Sector
Investment Budget 2007/08
8. Howard Skull, Bristol Families & Friends - written statement.
9. Linda Bell and Abdullah Ali-Ahmadi, St Werburghs Community
Association - written statement.
1

10. Kieran Doswell, The Trinity Centre - written statement.
11. Jeff Walker, Bristol Lesbian, Gay and Bisexual Forum - written statement.
12. Mahmoud Matan, Amana Education Trust - written statement.
13. Doug Coombs, Knowle West Development Trust - written statement.
14. Councillor Peter Hammond - written statement.
D. QUESTIONS FROM COUNCILLORS
None received.
2

~~-q16
Y
(PLr~3.
~. H~?~ ~~ Gn;,(r
Bristol 011l~ 3S 3' l K-I-
Senior Citizens Forum
c

- \
Bristol
Senior Citizens Forum
J '-0 0v> w~l CC1\J.u..etl\ar ~ J~
hcw'Z &"~-'\r~1 ~ ~ '1 lb ~~cl.a,-~
~\--WJ-d l.u.1 w-QcJ- CCI\Lu.

lan Hird - home-care servic~s
, ~... -- - -........--
From:
To:
Date:
Subject:
Kirk Eastment
2/5/07 1:50pm
home-care services
To, Jenny Smith
My name is Mr. Stephen
Eastment.
I am a severly disabled person, and as such rely on Home-Care services to do both my Personal
Care, shopping, collect medication and to also do my laundry.
Recently it has come to my attention that the Council of Bristol has voted that these services will be
closed down within the coming months.
I am writing to ask you if there is anything that you yourself can do that will prevent the closure of this
necessary service.
My Contact details if needed are as follows;
Phone:
01179642089
Address:
Stephen Eastment
3 Privet Drive
Hartcliffe
Bristol
BS139RN
No need to miss a message. Get email on-the-go
with Yahoo! Mail for Mobile. Get started.
http://mobile.yahoo.com/mail

HOME CARE FUTURES
Cabinet 8 February 2007
Agenda Item 5
UNISON is appalled that the Cabinet would make such a drastic decision about the HCBU
especially without first testing an EMS (Electronic Monitoring System) which the trade unions,
during consultation on this issue, have been informed will have to be introduced within the
contracts of the private providers as well as the HCBU.
ACC officers through their research nationally, where this system has been introduced, have
concluded that private providers have been consistently overcharging local authorities realising
that there are no systems in place to monitor the costs they are charging. Once highlighted many
of the private providers have struggled and failed to remain in business.
The Home Care Futures Project has run parallel with the EMS project, therefore it seems
irresponsible to decide on one without testing the outcomes of the other. The EMS may provide
the level playing field best value philosophy demands which has always been sadly omitted from
the work done on the HCBU todate.
This report is just seeking to cut costs by privatising the bulk of home care provisions by directly
attacking the pay and conditions of locally employed women.
In our view this plan is flawed as staff will transfer under TUPE law and following the new
amendments to the legislation new staff employed will also have to have the same terms and
conditions to avoid a two tier workforce during the life of the contract.
Therefore the long term strategy that officers and politicians may be expecting is a false hope.
The stability for the private providers was very much part of Annie Hudson’s presentation to staff
as a major commissioning strategy to ensure that the current and expected future demands for the
service could be met.
Interestingly enough the same stability that should have been part of the management processes
within the in-house service never appears to have been a priority with the withering on vine
approach since the late 90s. This same stability could have had the required effect in-house as
well as the independent sector.
Annie Hudson recently made a point of praising the current HCBU management for reducing
down time, achieving rota changes to a more flexible work-pattern and significantly reducing
sickness absence to the Council average.
To pull the plug at this time leaves a feeling that the current management were indeed succeeding
and to acknowledge this could mean the privatisation agenda, the current Liberal Democrat
leadership appear to have, could be ruined.
1

In opposition a short time ago they had always made it clear they did not want to be a big
employer.
UNISON Supports Option 1
This could achieve all the outcomes discussed in the report especially in light of the tremendous
achievements the current management of the HCBU have achieved and could continue to
achieve. Not allowing the withering of the vine mentality from here on in would allow the
development of assessment/reablement and specialist care packages.
The more work the HCBU is able to undertake the less the unit cost.
Option 3 and 4
Where TUPE applies, if current thinking is ultimately to reduce costs by reducing terms and
conditions over time you need to understand that trade union recognition rights will follow and
the trade union membership is encouraged to all new workers. All the trade unions have
significant experience of representing members in the voluntary and private sectors.
As the HCBU employers mainly women on part-time hours we would expect a full and honest
equalities impact assessment to have been completed as part of this report not listed as an
outstanding piece of work.
As many homecare assistants live in areas of Bristol that are identified as regeneration areas the
impact on these parts of the city should also be subjected to an impact assessment especially if
HCA decide they don’t want to work in the independent sector.
2

SOUTH AND WEST
Regional Secretary ANDY FRAMPTON
Agenda Item 5 – Home Care Futures
We are fiercely against the recommendations in this report. It is a dismal piece of work calculated
to drive down terms and conditions of women care workers within the Bristol area. Should this
report be adopted by the cabinet, the T&G has clear instructions from its members to immediately
go into dispute and ballot for industrial action.
Homecare in Bristol has been badly managed by the Council for years. This bad management cost
the council dearly and the service became relatively expensive as a direct result. Despite
complaints from the trade unions (to politicians, to the press, to senior managers, to the chief
executive) the poor management carried on. We complained privately and publicly about the
massive downtime within the Homecare Business Unit and now, finally, the current management
have applied themselves to the problem. With the co-operation of the trade unions and the
Homecarers, downtime has been substantially reduced. Further efforts by this proactive and
enthusiastic management are certain to reduce it still. It is unacceptable for the council to exploit
the co-operation of its workers on the one hand and throw them overboard with the other.
These, almost exclusively, women workers were badly paid by Bristol City Council for many years
under a grading system which is now known to discriminate against women. No sooner than fairer
pay comes their way through the single status agreement, Bristol City Council gets rid of them at
the first opportunity.
Political parties of all colours have, of late, cried crocodile tears about women’s pay - despite nearly
forty years of equal pay legislation society has not closed the gap between male and female pay.
The discrimination is more pronounced when part time work is factored in. Inequality is still
further embedded in the private sector. Bristol’s Homecare workers are almost exclusively women
and predominantly part time. So, any politician supporting this report is doing so with the certain
knowledge that they support them driving down of pay and conditions for women workers in
Bristol. Women who care for and support our elderly citizens should be valued and applauded, not
dumped like baggage when the going gets tough.
These are women who provide an essential and very personal service to our elderly citizens and the
high quality of that service should be jealously guarded by the City Council. Handing over the
great bulk of the work to the private and independent sector is taking a risk with the welfare of
Bristol’s elderly and it is a risk which no responsible council should countenance.
The cabinet should throw out this report and allow the management of the Homecare Business Unit
to capitalise upon the efficiency gains which have already been made. The trade unions and their
Homecare members are committed to the support of the management in that task. However, if the
Cabinet proceed to adopt the report then trade unions and their members will oppose its
implementation by whatever means.
TRANSPORT AND GENERAL WORKERS UNION
Transport House, Victoria Street, Bristol, BS1 6AY. Telephone: 0117 923 0555 Facsimile: 0117 923 0560
General Secretary Tony Woodley Deputy General Secretary Jack Dromey

Statement to Cabinet on 8 th February 2007 by
Councillor Mark Brain
Recently I have been indirectly involved with the Social Services Department of a
neighbouring local authority. Before you take the decision to privatise Home Care in
Bristol I think you should consider the experience of someone who has the misfortune
to need their service.
My mother lives in North Somerset where the Tories privatised these services some
time ago. She is terminally ill and was assessed by their Social Services Department
as needing two services; one to shower her in the morning and one to arrive at
lunchtime to heat up her main meal of the day. These services were to be provided by
two different agencies. The agency that comes to wash her in the morning do a
fabulous job. They will change her bedding; do some shopping and many other tasks
if she asks them. The catch is that they have a price list, a bit like a menu in a
restaurant, and they charge for each service performed. Needless to say they are quite
keen to perform more and more services and are constantly asking if there is more
that they can do.
The agency that was assigned to take care of her lunch was a disaster. On the first day
two people arrived who seemed more interested in cracking jokes with each other
than in the needs of their client. They heated my mother's lunch in her microwave but
it wasn't cooked properly being cold in the middle. When they served it onto her plate
they used a spoon that was dirty and waiting to be washed up. My mother has cancer
in her stomach... the last thing she needs is a tummy bug! She told them that as ill as
she is she could still do a better job than them and that she did not want them to come
back. One week later they appeared again due to an administrative error. Not to heat
her lunch as they had previously been contracted to do but to do her household
cleaning which they had never been contracted to do.
I am not an expert on social services being an area of council activity that I have
rarely been involved with in my time as a councillor. But these recent experiences tell
me that privatising home care would be a mistake. I call upon the Liberal Democrat
cabinet not to take the Tory path, not to indulge in the free market nonsense that
characterised the failure of the Thatcher and Major Governments but instead to
consider first the needs of those who need this care as well as those who do the caring.
Mark Brain

Statement to Cabinet – Home Care Futures.
From Roger Berry MP, Kerry McCarthy MP, Doug Naymsith MP and Dawn
Primarolo MP.
As Bristol’s Labour MPs, we are deeply concerned at proposals to contract out
the provision of home care.
We accept that the City Council must always seek to provide excellent services
that are value for money. However, we believe that the proposals coming before
Cabinet today do neither.
Home care workers provide an invaluable service to thousands of people in
Bristol. We are concerned that this service will suffer if it is contracted out. It is,
for example, very important to many recipients of home care that they are able
to develop a relationship of trust with one carer. We are concerned that users
may have to change carers under these plans.
We note that the Council have suggested that they believe these plans could
save £2 million per annum. Together with the trade unions, we are sceptical at
this figure, and ask the Executive Member for Housing and Adult Community
Care for clarification. We would also like to know what steps he has taken to
maximise the effectiveness of in-house provision, rather than rushing to the
private sector.
Almost all of Bristol’s home care workers are women. The Government has
taken enormous steps to reduce the pay-gap, but disparities remain and these
plans will serve only to increase inequalities. The effect of your proposals on
workers will be immediate. New employees will not be guaranteed the terms
and conditions of those already in post, while current staff are sceptical that they
will receive adequate protection.
Following the recent changes to caretakers’ terms and conditions, we see this
scheme as yet another attack on low-paid workers by this Liberal Democrat
administration. You have an opportunity to stand up for home care workers and
those people who receive the service, who are some of the most vulnerable
people in Bristol. We urge you to reject option 3.

7 February 2007
GMB Submission to Cabinet – 8 th February 2007
Home Care Futures – Agenda Item No 5
The GMB wish to make the following statement in relation to the
Home Care Futures report:
We are dismayed at the proposal and decision to outsource over
300 home care workers who are one of the lowest paid in the City
Council and who are direct line workers.
This workforce have experienced a very difficult time due to senior
management incompetence (previous Director and head of
service) by starving the service of investment in order to make it a
sustainable business unit. Equally it has been the ‘cinderella’ in
when it came to the procurement team awarding work – preferring
to give the private sector the more lucrative packages and leaving
the not so lucrative care to the in-house teams!
We have repeatedly asked how the council is going to save £2m
by outsourcing these low paid part-time women workers. The
response is contained in the financial statement in relation to
‘assumptions’ based upon ‘indicative costs’ dependant upon the
final contract strategy.
Under the TUPE++ regulations which take into both TUPE regs
and the Code of practice for workforce matters in local authority
contracts, Local Government Act 2003 which the Council adopted
for the transfer of the grounds maintenance workers to Continental
Landscapes in 2004
This section shows the wording of the Office of the Deputy Prime
Minister's code of practice which applies to staffing and local
authority contractors. It is called the Code of Practice in Workforce
Matters in Local Authority Contracts.
1

This states quite clearly that any new employees being appointed
to a contract which has been transferred from a public authority or
delivers services on behalf of the local government will be
appointed on no lesser terms and conditions than those employees
who have been transferred for the lifetime of the contract.
How is the Council going to make this huge saving of £2m by
outsourcing our members on the basis that they will either leave or
retire thus enabling the contractor to engage staff on lower rates of
pay/terms and conditions.
How will TUPE apply? The workforce currently have generic job
descriptions – who is going to be appointed to stay and who goes?
An idea from management is to appoint specialist private sector
agencies to work with people with dementia or mental health
issues or with learning difficulties – how are staff going to be
divided up between these agencies when they have a generic job
description?
Quite frankly we see this an underhanded attack on the most
vulnerable of our society and workforce.
This is a shameful exploitation of our workforce and shameful of
this Council to come up with this disguised as ‘modernisation’ .
Rowena Hayward
Branch Secretary
2

~&\t\ilies ~
o ......
4J ~"
lA . . ",::?:F"f" _,' ' ';A
"I '., ..." '" '.
. ':S
.-
,,"
~ ~
n'''o:' "'. ~
.
as ( , 6r
cia: 8-10 West Street - DIdMarket - Bristol - BS2 oBH
Phone: (0117) 9504104/ (01454) 898644
7, Bindon Drive,
Brentry ,
Bristol, BSI0 6PJ.
7/01/2007
To Helen Ball, Head of Policy, Performance & Equalities,
Dear Colleague,
On receipt of your letter announcing the ending of Bristol
City Council funding for Bristol Families and Friends, the committee reacted
as hurt and angry in equal proportions.
You see, over the years we have been funded, money has been used
prudently, not wasted, and we have been very careful to work within the
money granted. We have always returned whatever information and
paperwork has been requested at the time required. We have never had a
paid employee, and I believe, the expenses claimed have been those
remembered which in no way compares with the personal monies used.
Because we are all service users (every one of use has gay offspring) we
have a much greater empathy with those distraught folk who come to us
having found nowhere else to go. They have already discovered that their
local G.P. or the Samaritans or similar have hardly any experience of dealing
with the parents/families problems when they feel so alone in the world.
If- heaven forbid- we are forced to fold, there is no other group doing our
work between Birmingham, London, and Truro. We may not be dealing with
multi-thousands of people, but neither are we asking for multi-thousands of
cash. In fact, what we have asked for is a drop in the ocean when compared
with most groups in the Bristol area.
Confirmation of no funding will, at the worst, condemn these distraught
parents to no help at all, or, at the best, force us to fund our work from our
own pockets- a situation which none of us can rightly afford.
Please rethink your decision
~tP--J iLl! !/ ~c" LL.
Chair, Bristol Families & Friends.
A support group for families and friends of lesbians, gay men and bisexuals
--

et
~~((\ilies
~ ~
4J
,,"
o .
~.
i
~
.2 f
ID .
'.
. UJ
cia: 8-10 West Street - DIdMarket - Bristol - BS2 oBH
Phone: (0111) 9504104/ (01454) 898644
Please can we have your assurance that the attached letter will be presented
to Cabinet on or before Feb 8th, and that we will be informed of Cabinet's
reaction and decision.
Thank you for your assistance,
A support group for families and friends of lesbians, gay men and bisexuals
- ---

St Werburghs Community Association
Voluntary and Community Investment 2007/8
St Werburghs Community Association (SWCA) wishes to appeal against the funding
recommendation from the Community Development Investment Budget 2007-8.
The request from SWCA was for £59.975; the officer recommendation was £55,763.
We requested a review but it had been decided to limit any increase to existing
organisation to an inflationary increase, as in previous years.
However, the services outlined below are at risk if we do not receive the funding
support needed at this crucial stage in our development.
The St Werburghs Centre
SWCA manages the centre as a community resource; there is no other similar facility
in the area. The centre is used by the communities of Ashley and Easton, as well as
communities of interest from across the inner city.
The Centre is open on average 75 hours per week, and closed only on Bank
Holidays. There are over 55,000 visits each year and 120 community member
groups represent a wide range of cultural, ethnic and activity groups. 60% of our
users are from black and ethnic minority groups. The centre provides office space for
three voluntary sector groups. There is a range of resources, photocopying, fax, free
internet access, and publicity for community use.
Projects
UK online. Recent project funding from UK online will allow us to increase the
number and range of classes. We also provide free public access internet. We are
working with Bristol Wireless to extend free computer and internet access across the
area
Transport Project. A grant from Bristol City Council Transport initiative has provided
community cycle and repair workshops.
Trade.Mark Design and Print. A new SWCA initiative to offer a cost effective
service to the voluntary sector. This new enterprise will aim to create a profit for
SWCA to reinvest in community activities.
The St Werburghs Alliance. SWCA are lead partners in a bid submitted to the
National Lottery Reaching Communities fund to create a Community Development
Project based at the centre. This three year project will increase the level of
consultation and encourage local community action.
Mina Matters Community Newspaper. Delivered free to every house in the area.
Building Refurbishment.
SWCA is developing a bid to the National Lottery Community Buildings fund.
Working with an architect (pro bono) we have developed a schedule of repairs,
improvements and an extension which will enable us to increase our sustainability.
SWCA’s efforts are currently focussed on the redevelopment of the building,
increased space and improved facilities will ensure a more sustainable future for the
organisation. Insufficient funding at this stage will mean that a decision to cut back
either staff or services will have to be made. This will affect our ability to take forward
1

our plans to become a more effective and sustainable community resource. We
therefore request that our funding application is met in full.
2

Kieran Doswell
The Trinity Centre
Trinity Rd
Bristol
BS2 0NW
Email: Kieran@3ca.org.uk
Mobile: 07900427902
February 6 th 2007
Dear Cabinet members
This letter is to put into context the attached letters from the review of Trinity
Community Arts (TCA) application to the Community Development 2007/08 fund
both from TCA and Bristol City Council. The application was for financial
assistance of £33,681 to make possible the employment of a Centre Manager at
the Trinity Centre and a further £6,100 to provide a budget for Community
Outreach for the Centre Manager including £4,000 for language translation to
help engage and develop activities more closely with local residents.
After reading the per report by Head of Policy, Performance and Equalities, titled,
Community Development Voluntary Sector Investment Budget 2007/08 for the
Cabinet it has become apparent that TCA is application was "not scored" on the
basis of the Trinity Centre being an Art Centre and has been referred to Culture
and Leisure services. In my opinion considering the nature of this application it is
unlikely that Culture and Leisure services will fund this post. However TCA
operate the Trinity Centre providing services in three key areas, these are
Community, Young People and Arts. Often these services overlap so as to be
effectively delivered. Any assistance with provision for Young People and the
Arts from the City Council would be very much appreciated, although TCA's
extensive research has not found any avenues to explore. The Trinity Centre
hosts very distinct Community activities and has helped facilitate numerous
Community Cohesion activities.
TCA’s application should have been scored as it is an application to assist a
resident led Community Development from one of Bristol major Community
Centre’s. It seems that TCA are being discriminated against for also delivering
art activities along side Community service provision. Having just read the
officers' recommendations for the organisations to fund, I have found them
inconstant with the decision not to score TCA’s application as I am aware of
several organisations on this list that also provide Community services along side
Youth and Arts provision and operate in a similar way to TCA in different parts of
the City and these groups have been put forward to you for funding. Although for
1

these, it is continuation funding being recommended. However at least one of
these has been in a similar situation to TCA having recently reopened a
community centre whose previous administration fell into financial difficulties and
this Centre was granted new/ continued funding to manage that Community
Centre last year when TCA was informed that no new orginisations were to be
funded and were declined funding on that basis.
The Trinity Centre’s previous administration was in receipt of funding from
the City Council to fund its Centre Managers. Considering the performance of
TCA in providing a massively improved accessible, inclusive and engaging
Community Centre within the Trinity Centre and the fact that TCA has been and
will continue to significantly refurbish the Trinity Centre, a Council owned asset, it
seems appropriate to support the continuation of TCA’s work.
TCA would like to ask for this application to at the very least be scored and fairly
assess as a Community centre. The Trinity Centre and this application certainly
fulfils the community development priorities of a focus for community activity,
challenging discrimination and promoting diversity, infrastructure support,
promoting social and economic inclusion, innovation in local service provision,
Community cohesion and integration.
Why should the Community Development fund this application?
• The Trinity Centre is a key community service provider in one of the most
deprived wards in the South West delivering services to a population of
existing and new communities including a significant number of asylum
seekers and refugee’s.
• TCA applies innovation and joined-up thinking in its community service
delivery and community engagement strategies.
• In the year prior and 3 years since TCA reopen the Trinity Centre for
community use, TCA has worked closely with a range of voluntary sector
networks providing services for and in partnership with a range of
voluntary sector Community organisations and has been facilitating the
work of and engaging with Neighborhood Renewal in attaining local
priorities and national floor targets for Easton and Lawrence Hill
• The Trinity Centre provides a uniquely culturally neutral place and
engaging activities to facilitate Community Cohesion and Integration in
one of the most diverse areas of Bristol which has been recognized by
Easton and Lawrence Hill Neighborhood Renewal forum.
• TCA provides regular employment opportunities both directly and through
contractors for 20 local people.
2

• TCA provides engaging activities to encourage disengaged local young
people back to work and education.
• TCA has been providing local infrastructure to support local people.
• TCA challenges discrimination by providing accessible and inclusive
services.
What is at risk if Community Development does not fund that this
application?
• Local library service provision
Efectiveprovisionof ComunityservicesfromtheTrinityCentre
• New educational facilities and resources
• The involvement of local people
• That national funder’s will not commit funds for the Trinity Centre's longterm
future development as a building and as a community service
provider with out seeing financial investment from the local authority.
Why TCA can not afford to pay for a Centre Manager?
• TCA does not receive any revenue funding.
• TCA is responsible for the costs of maintaining, developing and restoring
one of Bristol's most prominent Grade 2* listed landmarks and local green
spaces and rare inner-city wildlife havens.
• The service contracts TCA delivers have been secured on the basis that
the income paid to TCA covers the cost of the services being delivered
and can not include the provision of a Centre manager.
• TCA already finances the full-time post of the Trinity Centres Activity
Administrator for 30 hours a week and several part-time activity
supervisors.
Why TCA in needs a Centre Manager
• To involve, engage and facilitate a more diverse and greater range of local
people in the operation, management and ownership of the Trinity Centre
as their Community Centre.
• To manage one of Bristol’s most culturally diverse and Thriving
Community Centre’s
3

• To develop Community activity with local people
• To increase the capacity of the centres Council of Management by
relieving them of Centre Manager duties. TCA has been held back by
increasingly lowering levels of capacity due to the committee acting in the
place of a Centre Manager and has been unable to fully deal with its
development plans to enhance and further develop the Centre's facilities
and activities for and with the local community. A full-time, paid Centre
Manager is required to increase this capacity in a way that involves more
residents and brings in more national funding.
The following is an extract for TCA's application submitted on 27th of October
2006.
"TCA are determined to develop the Trinity Centre into a resource the whole
community can be proud of and to a large extent this is being achieved. In 2007
TCA plan to further develop the Centre upstairs hall and bring it into full
community use for the first time with the installations of a disabled access lift,
toilets and 3 new training rooms part funded by EU Objective 2 funds among
others. The Garden is now in constant use by the Garden of Easton project that
are helping TCA develop its space as a prime out door community resource and
the ground floor has been refurbished and is now fully accessible and in high
demand with a range of community, youth and arts activities regularly provided.
With plans for further development of new facilities to ensure Trinity's long-term
self sustainability. This means there are potential large capital applications to The
Big Lottery and Heritage Lottery Fund looming and there are doubts that this
growth can be sustained with out a skilled Centre Manager. Especially with the
operation of the Trinity Centre largely depending on volunteers, that will have
changing priorities. In summery an urgent need for direction and a central
manager has been identified for The Trinity Centre's long-term development,
growth and sustainability."
The residents in the immediate area around the Trinity centre would be relatively
isolated from Community service provision without the Community services
currently being delivered and planned from the Trinity Centre, therefore a Centre
Manger is not only essential to the sustainability of the Trinity Centre but also to
Community service delivery with these residents and to support the wider
Community.
I will be attending the Cabinet meeting at 6pm on Thursday the 8 th of February. If
you have any questions feel free to call or email me on the above contact details.
Yours Faithfully
Kieran Doswell
(On behalf of TCA)
4

Bristol Lesbian, Gay and Bisexual Forum
82 Colston Street
Bristol
BS1 5BB
0117 922 0741
Email: info@bristol-lgb-forum.org.uk
www.bristol-lgb-forum.org.uk
Leader & Cabinet
Bristol City Council
The Council House
Bristol
7 February 2007.
Dear Counsellor,
I am a newly elected trustee of the Bristol Lesbian, Gay and Bisexual Forum and
was surprised to hear at a recent meeting that Bristol City Council officers had
recommended a cut in the funding for the forum.
This proposed cut will significantly impact upon the work of the Lesbian, Gay and
Bisexual forum – the only such forum representing the views of and meeting the
needs of the LGB community within Bristol.
I understand that the reason given for the cut is based insufficient monitoring returns
during the past financial year. If this is the case, then the proposed cut to our budget
is wholly disproportionate. I would hope the City Council would first attempt to
support the forum to identify any areas where improvements could be made. In line
with the aspirations of the Bristol Compact, I would expect a partnership approach to
resolving this issue.
I am aware that the LGB Forum did undergo some difficult times in second quarter
of the 2006/2007 funding period which did result in a more inward focus of the
forum. I believe that the work of trustees to resolve internal issues was carried out
in a professional manner and has resulted in a stronger forum. LGB community
confidence in the forum was confirmed at the recent agm, with an excellent turn out
and the election of numerous new trustees, including myself, with a diverse range of
experiences and expertise. In my case as the Director of Bristol Mind, I am keen to
support the LGB Forum develop it’s work with members of the LGB community who
experience mental or emotional distress and/or have substance misuse issues.
I feel that the new trustees will be in a position to ensure that the LGB forum not
only meets its targets for 2007 – 2008, but exceed them, with exciting new ideas for
improving and developing the work of the forum. This can only be possible if our
level of funding is not cut and rises in line with funding to other organisations.
I would appeal to the Cabinet to reject the recommended cuts to our budget and
allow the organisation to take forward it’s work into 2007. I regret that due to prior
commitments at Bristol Mind, I will be unable to attend the Cabinet meeting to speak
1

to this letter, however I would urge positive consideration of our appeal that the
Cabinet do not take forward the recommendation to reduce our funding.
May I take this opportunity of thanking you for considering our letter.
Yours faithfully,
Jeff Walker
Tel: 0117 9142541
Email: director@bristolmind.org.uk
2

Representation to the Bristol City Council, Cabinet Meeting 8 th February
2007 from Amana Education Trust (Amana)in relation to the Officer
review of funding applications to the Community Investment Budget
2007 -08
Amana wish to appeal against the judgement that our organisation does not
meet the strategic priorities of the fund for community development funding.
The funding priorities include:-
Strengthening Local Communities
Challenging
Discrimination
and Promoting
Diversity
Black and Minority Ethnic and other
Equalities led organisations and Faith
organisations providing non–religious
services* that enable people to overcome
cultural, language and other barriers to
access services.
* please see application guidance notes
for a further explanation
Services which combat discrimination
against, and harassment of Equality
groups through individual casework,
representation and partnership working
with other agencies.
Work to improve participation by
communities of interest in regeneration
initiatives
Innovation in
local service
provision
Promoting social
and economic
inclusion
Community organisations and /or
partnerships providing creative solutions
to community issues.
(Funding provided for a maximum of two
years)
Agencies and organisations which
provide high quality advice and advocacy
services.
Development Trusts.
Community led organisations working to
support excluded people.
New ways of delivering effective
community services.
Generalist and specialist advice and
advocacy services and campaigning
that improve the quality of life and
opportunities for socially and
economically excluded people.
Providing support to achieve social
justice and overcoming poverty.
A range of community services that
enable people to fully participate in
everyday life.
Building a Thriving Social Economy
Improving skills
and quality of
employment
Organisations providing:
Signposting and access to employment
advice
Management development and support
Actions that lead to improved
recruitment and retention of staff
Actions that improve business
leadership skills in the sector
We feel that Amana as an organisation already delivers against these
priorities as the following examples illustrate. Amana provides: -
• A mentoring service funded by the Home Office working with local
BME youth to reduce gun and knife crimes and have also developed
a Somali Youth Forum to drive forward changes in services for
Somali young people.
1

• Community cohesion work on a regular basis in Barton Hill to diffuse
racial tension and work with the Community @ Heart “Tackling
Racism” theme group contributing to the Community Action plan.
• Services to local schools, especially Speedwell School, to help
parents, children and teaching staff understand cultural issues and
the effect of post traumatic stress on children’s behaviour.
• Majority input into the development of a residents group to campaign
and set up a Somali resource centre within Barton Hill. Amana also
provided support and training to the Community Development worker
to improve the effectiveness of outreach work and refer community
members to the resource centre.
• Support for the development of the Somali Network Group which has
been established to resolve many neighbourhood/community issues.
• Interpreting/ translation services to Somali community members
attending courts and other mainstream agencies
• Support to community members to complete passport applications,
welfare and social benefit forms and admission forms to schools,
colleges and universities.
• Volunteering opportunities for 45 people each year in a variety of
roles including advocacy, school governance, membership of
community organisation boards, tutoring and sports coaching. These
volunteering opportunities regularly lead to full time well paid
employment and are taken up by a diverse range of applicants.
• Support to Bristol YISPs and as a result now support 7 families who
have been referred to Amana with a variety of personal and mental
Health problems
• Support to those local schools that have high populations of Somali
children and who have struggled to cope with their particular needs
At present the majority of this work is not funded from any source. As an
organisation we receive some funding from regeneration sources this totals
£17,700 for 06/07 and approx £17,500 for 07/08. This funding was primarily
to fund rent, a part time administrator and development worker whose role
has been to service the Amana supplementary school. Funding will run out in
March 2007 for the staff roles leaving only funding for rent. This will result in
Amana having no paid staff to support any of its activities.
Amana is seeking funding from the Community Investment Budget 2007-08
so that as an organisation we can better meet the needs of the community
which continue to increase. Funding was sought to pay for an administrator
and coordinator to coordinate Amana’s activities. This core staffing would
enable our volunteers to effectively target the acute social integration and
2

educational issues faced by the Somali community in Bristol. It would also
provide Amana with the resource to draw in further funding from external
sources and ensure the long term viability.
We feel that we if Cabinet were to approve funding for Amana we would be
add considerable value and become a real force for change within Bristol’s
Somali community and the wider community. In support of this we have
backing from among others the Merchants Venturers who are willing to
contribute if the Council also provided some financial support.
Mahmoud Matan, Chairman, Amana
3

Knowle West Development Trust
Filwood Community Centre, Barnstaple Road, Bristol BS4 1JP
Phone: 0117 908 4236 Fax: 0117 908 4230 Email: dougcoombs.kwdt@knowlewest.co.uk
Dear Cabinet Members
Re: Statement for Cabinet Meeting on February 8 th 2007.
- CD Investment , Voluntary Sector Budget Decisions
7 th February 2007
This statement should be read in conjunction with the following papers, which have been
sent to Ian Hird
1. Original Application - 27 th October 2006
2. Report to Social Developments Scrutiny Commission meeting of 11 th January 2007
3. Additional Material sent to Head of PPE, BCC - 12 th January 2007
Trustees have formally asked me to write to the Cabinet.
The information received from the Head of PPE has been reviewed by the Trust.
Comments are as follows
Officer comments on original application
Please read paper 2 which answers all officers comments
Letter from Helen Ball to the Trust dated 14 th December 2006
Reasons given for non funding
• Trust only performs an infrastructure role - This is not correct, as the Trust delivers
against all 5 priorities, this is demonstrated in paper 3, see above. Furthermore there
is a lot more work the organisation does to support the community and South Bristol -
this is not shown in any of the paperwork.
• The application did not demonstrate a need for service - the number and variety of
service users clearly demonstrates a need for service
It is accepted the original application did not contain enough detail. It has already been
explained that the application was rushed, due to the CEO undergoing tests for cancer -
Nick Gurney was aware of this.
Letter from Helen Ball to the Trust dated 18 th January 2007
• Trust only performs an infrastructure role - This is not correct, as the Trust delivers
against all 5 priorities and is demonstrated by paper 3 , see above. Furthermore there
Our Purpose: To Combat Disadvantage and Increase Self Determination in Knowle West through
Social, Economic and Physical Regeneration
Knowle West Development Trust is supported by Bristol City Council
Page 1 of 2

Knowle West Development Trust
Filwood Community Centre, Barnstaple Road, Bristol BS4 1JP
Phone: 0117 908 4236 Fax: 0117 908 4230 Email: dougcoombs.kwdt@knowlewest.co.uk
is a lot more work the organisation does to support the community and South Bristol -
this is not shown in any of the paperwork.
• The application did not demonstrate a need for service - the number and variety of
service users clearly demonstrates a need for service
• The three organisations supported by KWDT could manage and sustain themselves -
This is wholly incorrect. A letter was sent to Helen Ball asking her to justify the
statement and the particular question read
Please provide detailed evidence of how £32,000 can support three of the Trust’s
projects?
To date no satisfactory answer has been received and I doubt it ever will. If there was a
satisfactory answer then many organisational structures and management books and
approaches would need to be changed. Having a guess at how something might
operate in this situation, is theoretical. Also, did officers view all other applicants this
way and look at hiving off core activities? The answer is no.
We are aware the funding process is fundamentally flawed and there is an investigation
underway by the Chief Internal Auditor. Is it not far safer to wait until the findings from
the investigation are available to see the way forward? It is also viewed that the Head
of PPE had a conflict of interest in being part of the appeal process.
The Trust has reviewed a high scoring ‘successful’ application and through comparison
it clearly demonstrates that the Trust has been treated inappropriately and continues to
deliver some of the most difficult social and economic regeneration projects.
Yours sincerely
D H Coombs
CEO
Knowle West Development Trust
Our Purpose: To Combat Disadvantage and Increase Self Determination in Knowle West through
Social, Economic and Physical Regeneration
Knowle West Development Trust is supported by Bristol City Council
Page 2 of 2

Bristol City Council
Chief Executive’s Department
Policy, Performance and Equalities Division
This form and the accompanying notes of guidance are also available
from www.bristol-city.gov.uk/communitydevelopment
Investment 2007/2008
Application Form
Name of Organisation : Knowle West Development Trust
Telephone : 0117 953 2957
Email : info@knowlewest.co.uk
Amount of Request:
£63,191 (this includes an inflation allowance, compared to current
funding)
Please read the “Notes of Guidance - How to fill in the Application Form”,
included in the Information Pack, before completing this form.
Please return completed form with relevant documents by
Lyn Porter
Investment & Grants Manager
6 York Court
Wilder Street
Bristol BS2 8QX
5pm. on 27 th October 2006 to:
Email: lyn_porter@bristol-city.gov.uk
Except in exceptional circumstances applications
received after this date will not be considered.
- 1 -

Index
Section In Application Form
Page in Notes of
PART ONE
Guidance
Section One: Basic Information
1.1 Group name........................................................................No Guidance
1.2 Year of Formation……………………………………………………………2
1.3 Group address ....................................................................No Guidance
1.4 Details of contact person ...................................................................... 2
1.5 Payment details………………………………………………………………2
1.6 Type of organisation ...........................................................No Guidance
1.7 Conflict of Interest ................................................................................. 2
Section Two: Equal Opportunities
2.1 Equal Opportunities Policy................................................................. 2/3
2.2 Implementation / Development of Policy............................................... 3
2.3 Describing your organisation……………………………………………….3
2.4 Equalities breakdown ……………………………………………………….3
2.5 Disability Discrimination Act (1995)....................................................... 4
Section Three: Sustainability & The Environment
3.1 Environmental Policies and Procedures…………………………………..4
3.2 Steps taken re environmental sustainability………………………………4
Section Four: Baseline Standards
4.1 Documentation................................................................................... 4/5
4.2 Organisational Standards .................................................................. 5/6
PART TWO
Section Five: Purpose of Funding
5.1 Name of Service ................................................................................... 6
5.2 Area of Service ..................................................................................... 6
5.3 Need for services .................................................................................. 6
5.4 Purpose of Funding............................................................................... 6
5.5 New / expanding / continuation project……………………...No Guidance
5.6 Investment Strategy Priorities ............................................................ 6-8
5.7 Services to be funded and outputs/targets............................................ 8
5.8 Involvement of Service Users ............................................................... 8
5.9 Equalities Impact Assessment ........................................................... 8/9
5.10 Community cohesion and engagement................................................. 9
5.11 Further information................................................................................ 9
Section Six: Financial Information
6.1 Total amount of funding ......................................................................... 9
6.2 Posts to be funded............................................................................ 9/10
6.3 Running Costs ..................................................................................... 10
6.4 Projected budget................................................................................. 10
6.5 Sources of funding .............................................................................. 10
6.6 Other subsidies/in kind support from Bristol City Council.................... 10
Section Seven: Volunteers
7.1 Value of Volunteer Support................................................................. 11
Section Eight: Declaration
8.1 Declaration.......................................................................................... 11
- 2 -

Part One
Section One: Basic Information
1.1 Name of Organisation:
Knowle West Development Trust
1.2 Year of Formation
1995
1.3 Address of Premises (if any);
Filwood Community Centre, Barnstaple Road
Filwood, Bristol.
Postcode BS4 1JP
Tel No:
0117 953 2957
1.4 Details of contact person for this application:
Name: Doug Coombs
Position: CEO
Address: Filwood Community Centre, Barnstaple Road
Filwood, Bristol.
Postcode BS4 1JP
Day time Tel No:
0117 908 4236
Email Address: dougcoombs.kwdt@knowlewest.co.uk
a. If awarded funding we will need your bank details so that funds can be paid into your
account.
Name and Address of Bank : Details already provided
Sort Code:
Account no
1.6 Is your Organisation (please tick as appropriate)
a) A registered
charity
b) A company limited
by guarantee
c) Other (e.g.
Friendly Society)
Yes
No
If yes please give registration number
If yes, please provide proof of registration if
not previously submitted
If yes, please give details
- 3 -

1.7 Conflict of Interest
Do any of the trustees or anyone on the management committee of your organisation
have any financial, property or other interests, which will benefit as a result of this
application?
YES NO
If yes please give details.
Section Two: Equal Opportunities
All organisations should complete this section.
2.1 Does your Organisation have an Equal Opportunities Policy?
YES NO
2.2 If YES, please state briefly below what particular step(s) you plan to take towards
implementing the policy in the forthcoming year:
If NO, please state briefly, what practical steps you plan to take towards developing
your policy and when you expect to have the policy in place.
Equal Opportunities Policy is implemented and applies to employees, volunteers,
management committee members and service users. The policy is used continuously and
is being updated to contain further detail about age discrimination.
2.3 Which of the following best describes your organisation? Please tick
An organisation providing services to all sections of the community
An organisation providing services targeted at:
Black and Minority Ethnic People
Women
Lesbian, Gay and Bisexual People Younger People (16-25)
Older People (60+)
Disabled People
A particular Faith community
- 4 -

Are there any other people who you provide services to? If so give details.
If your organisation does not fall within any of the above, please describe your organisation in
the space below.
2.4 Please provide details of your management and staff in the chart below
Employees
(if applicable)
Number of Black and Other 3 (women)
Minority Ethnic
People
Number of Women 9
Management
Committee
Volunteers
(if
applicable)
Number of Disabled People
(Registered &
Non-Registered)
Service Users on
Management Committee
Other self-identified groups
Non declared
X
X
Overall Total 17 7 + 2 pending
inclusion
Community
involvement
Varies,
dependant
on activity
2.5 Disability Discrimination Act 1995 (DDA)
Is the service for which you are seeking funding fully accessible to all disabled people?
YES NO
Please give details of how the service meets the requirements of Part III of the DDA
(please read notes of guidance for further information)
Bristol City Council owns the building in which the Trust core team operates i.e. Filwood
Community Centre - it is accepted that this is the responsibility of the landlord, Bristol City
Council. The Trust makes suitable arrangements for disabled people eg wheelchair access
at the AGM.
- 5 -

Section Three: Sustainability & The Environment
3.1 Has your organisation adopted a smoking policy as part of its health and safety policy?
YES NO
If yes, please provide copies : Submitted previously with link officer
3.2 Does your organisation have policies and procedures that help the environment?
YES NO
Nb Environmental policy is currently being developed
If yes, please provide copies
3.3 What other things are you doing to ensure that your organisation helps the
environment?
Please include details or give examples of:
A) Actions that affect the environment (e.g. cutting energy use, waste, reducing car
journeys through residential areas)
KWDT has a push bike for local journeys
All projects and core team recycle and reuse paper
use of e mail, pc’s turned off when not in use
B) Actions that have a positive impact (i.e. as distinct from reducing negative impacts)
Fairtrade products used to help disadvantaged communities abroad
C) Day to day activities within the organisation that benefit the environment (e.g. recycling)
Recycling of printer cartridges, cardboard, paper, glass and plastic containers
D) Elements included in new projects : as above and will include new environmental policy
(please read notes of guidance and enclosed leaflet entitled Sustainability and The
Environment )
Section Four: Baseline Standards
- 6 -

4.1 Bristol City Council has to ensure high standards in terms of service delivery and
management of the organisations it funds.
All applicants need to provide copies of the following information:
Document
Enclosed
Projected (itemised) budget of Income and Expenditure for 2007/2008 (See
5.3)
2005/2006 Annual Report and Minutes of AGM (or latest) Submitted
previously
2005/2006 Audited Accounts(or latest)
Submitted
(or independently verified Balance Sheet to 31 March 2004 if your accounts previously
are not professionally audited)
Most recent bank statements showing the organisation’s current financial
position
Names and addresses of current management committee members
Submitted
previously
- 7 -

4.2 New Applicants - please enclose the following documents with this application form.
Repeat Applicants – please enclose any new policies or any documents that have
been recently revised and indicate which others have previously been submitted.
Document Enclosed Previously
Submitted
Equal Opportunities Policy
Complaints Procedure
Constitution/Memorandum and Articles of Association
Child Protection Policy (where appropriate)
Confidentiality Policy
Health & Safety Policy
Vulnerable Adults Policy (where appropriate)
Proof of registration as a charity or company (if applicable)
Have all current staff/volunteers who come into contact with
children or vulnerable adults as a result of your services had
CRB checks carried out?
YES
NO
AWAITING
4.3 Please tick YES or NO.
Do all staff have appropriate? YES NO
Job descriptions
Contracts of Employment
Access to trade union membership
Access to a stakeholder pension scheme (if appropriate)
Do all volunteers have? YES NO
Job descriptions
Volunteer agreements
Does your organisation have? YES NO
Appropriate insurance cover in place, e.g. Public Liability,
Employer’s Liability, Professional Indemnity (if relevant) etc.
A procedure for involving service users in policy or decisionmaking
A procedure for rigorous monitoring and evaluation of
performance
- 8 -

Part Two
Section Five: Purpose of the Funding
5.1 Name of service for which you are seeking funding (if different from the name of your
organisation)
5.2 In which areas of Bristol do you plan to provide direct services?
Knowle West
5.3 How do you know there is a need for your services?
• This has been demonstrated over the last 10 years through the delivery of
services which have been taken up by service users
• Government indices show Knowle West to be the 2 nd most deprived area of
South West England - there is a clear need for the regeneration services the
Trust provides
• The Trust has worked with the community and partners to help alleviate
disadvantage within Knowle West.
5.4 Please summarise the purpose of the funding, in no more than 75 words.
• To enable KWDT as part of the community to continue the delivery of
regeneration work
• Transform KWDT to meet changing community and governments needs.
• To listen, communicate and engage with the community more fully
• Development of further partnership projects and working
• Roll Out Performance Improvement - C3
• To complete & start new KWDT Development Plan
• To deliver and maintain new Community directory website
- 9 -

5.5
Is this project (please tick relevant box)
Continuation of Expansion of existing New Service
existing service
service
5.6 Please describe how the services you are seeking funding for support the priorities of
the Chief Executive’s Department; Policy, Performance and Equalities Division,
Investment Strategy. Please read notes of guidance before completing this section.
Please Note – you are not expected to meet all of these objectives.
A) A focus for community activities
• The Trust provides a key focal point for the Community by administering the
Filwood Community Centre, enabling other organisations to benefit from the
facilities.
• The Trust is shortly to release an organizational directory for Knowle West, which
provides information regarding community organisations and services activities .
• To work with Knowle West organisations and other parties to develop and deliver a
community network, to help improve communication, knowledge and capabilities to
benefit social and economic development.
B) Challenging Discrimination and Promoting Diversity
• To identify opportunities from the Respect Agenda and develop strategy to
increase the work done by Knowle Safe project
• To increase staff training to help service users in both the core team and projects
to help overcome barriers to use services effectively
C) Infrastructure support for community and voluntary sector groups
• Trust provides support and opportunity for a wide variety of organisations through
the provision of expert advice eg, finance, HR, management, regeneration
knowledge etc. This enables other groups and Organisations to develop eg
Archimedia project, Northern Slopes, Health Park Café etc
• To continue to provide core team infrastructure to support Trust projects for the
benefit of the community including the Trust
- 10 -

D) Promoting social and economic inclusion
• To provide a core team to deliver leadership , guidance, management framework,
policy , governance and support to (a) Trust regeneration projects (b) support the
community including other organisations (c) support and partner with all
appropriate parties or individuals.
• To provide and deliver a development plan to promote social and economic
inclusion
• Continue to develop and deliver partnership projects with others for (a) community
benefit (b) knowledge sharing and learning eg recent project award (NR) to work
with HWV, Brave, The Park and KWDT
E) Innovating in local service provision (funding available for up to 2 years)
• To build a strategy to deliver new cross cutting projects to impact on many of
deprivation indices eg the recent grant award to the Trust to deliver V for
volunteering
- 11 -

The Services you will provide
5.7 Please state up to 4 proposed services with outputs / targets that you will provide to your users. These will be used to demonstrate success in
achieving the overall aim of the project. These should be as detailed as possible and may be the subject of further discussion if funding is
awarded. (Please read guidance notes about this section before completing this section). If you need additional pages please
photocopy this section before completing it.
The services as with the rest of the application refer to the core team and development of the Trust, helping deliver and enable the
community and the advancement of project teams
Services to Be Provided 2007/08
1 Leadership, management and core support to
Knowle Safe, V for Volunteering, One Stop Job
Shop.
Support and guidance to Board members
Outputs / Targets for
Services
a) quarterly 1-2-1
reviews with project
managers including
future strategy
development
Who will benefit from
these services?
Community
KWDT
Outcomes
(What difference will these
services make?)
Provision of an organisation
which delivers community
benefit
Organisational Development
b) monthly management
team mtgs
c) monthly management
progress reports for
KWDT Board
d) quarterly strategy
analysis of projects
e) Training - attendance
of Chief Executive
and HR Manager at 4
or more CPD events
per year
f) 6 newsletters per
- 12 -

year
g) KWDT Development
Plan, with
deliverables and
dates in place
2 Delivery of Knowle West Community Directory for the
internet
h) Project management
plans in place for all
projects
a) Development and
translation of existing
KWDT Community
Directory Database to
internet format
All parties who can access
website directly or indirectly
Sharing of knowledge so that
organizational details can
easily be found, saving time
and money
b) maintenance of
website
3 C3 Performance Improvement a) For each project to use
the Perform C3
process tool
All projects
Community
Performance improvement of
the project
4 Development and delivery of a Community Network
b) For each project to
provide and deliver an
action plan
KWDT and Community
Improved engagement and
cohesion of community
Estate Wide Elections and elements of the Grimley
report
(The above to be discussed as agreed with Bristol
City Council)
5.8 Are service users involved in developing the service targets and in the management of the project?
- 13 -

YES NO
If YES, please describe how they are involved
If NO, please explain why and explain how you are intending to address this.
• Via meetings
• networking
• consolation
- 14 -

5.9 Please provide details of your current service users in the table below.
Total number of service users 7
Women 2
Men 5
Black and minority ethnic people
Disabled people (if known)
Lesbian, gay and bisexual people (if known)
Older people (over 60)
Younger people (16-25) 1
Local residents 6
Other 1
* Please note the above are committee members and this is as per our normal monitoring
form used with our link officer
5.10 Please say your organization is developing its activities or services to encourage
community cohesion and engagement
• via community directory website
• via 6 newsletters per year
• via a communications plan with further engagement activity
• working with others, particularly BCC to develop different ways of improving
engagement and cohesion which is a major challenge in Knowle West
• Via the delivery of a community network
- 15 -

5.11 Please give any further information here that will help officers to assess your
application (see guidance notes)
The above initiatives in this funding bid demonstrate the drive to change gear, engage
with the community more effectively whilst also delivering further performance
improvements from the KWDT regeneration projects and core team, and planning for
the future.
KWDT has a solid delivery track record and consistently delivers projects which meet
many standards including:
• BCC monitoring Visits
• BCC audits
• GOSWA audits
• KWDT independent financial audits
Development and evolvement of the KWDT will ensure that the M & A’s of the
organisation continue to be met, to work with others to benefit and improve a highly
deprived, disadvantaged area.
It is also noteworthy the Trust came through the most detailed independent Charity
Commission audit.
KWDT provides indirect help and advice to many other organisations and people in
Knowle West who work to benefit the community.
- 16 -

Section Six: Financial Information
Please read the `Notes of Guidance' before completing this section.
6.1 What is the total amount of funding requested in this application (i.e. for the service
described in Section Five of this application)?
£63,191
6.2 Please identify all posts (both full time and part time) for which this application is being
made. (Please see `Notes of Guidance').
Job Title
Hours
per
Week
Salary/Wage
Scale
and Spinal
Column
Point (SCP)
Basic Salary (£)
including
Employers NI
Employers
pension
contribution
(if applicable)
Chief Executive 37 47,368 2,128
Finance Manager 37 37 33,061 1,494
HR & Admin Manager 18 13,486 626
Finance/Admin Asst 20 10 7,529
Finance/Admin Asst 20 10 7,529
Cleaner 2 4 623
Total salary costs 113,844
6.3
Running Costs
NB. This does not include items of capital expenditure e.g. furniture, PC’s.
Item to be funded Amount £
Publicity
Accommodation
Travel
Administration (incl. audit and insurance)
Communications
Recruitment and training
1,000
1,851
300
10,150
4,800
2,300
Total running costs 20,401
Overall total (salary + running costs) 134,245
- 17 -

6.4 Please attach to this application a detailed, itemised, estimated budget for 2007/2008.
(This should be a complete statement of all projected Income and Expenditure for
the year, including applications for grants made to other Bristol City Council
Departments and other funding bodies).
6.5 Please identify all other funding your organisation hopes to receive in 2007/2008 that
may be dependant on this City Council funding that you are applying for here. Please use
an additional sheet of paper in there is not room here.
(Please read the notes for a further explanation).
Source Amount When
application
made
Is funding secure? If
not when will result be
known?
6.6 Does your organisation receive any of the following from Bristol City Council?
(please tick as appropriate)
Yes No
Reduced business rates If yes do you receive 80% or
100% relief? 80%
Subsidised or free use of property or
premises
Free or subsidised services (e.g.
photocopying facilities, telephone, parking
concessions etc.)
Section Seven: Volunteers
7.1 Please estimate the value of volunteers’ input, by completing the following section. (This
includes Management Committee and volunteers involved in service delivery).
Total number on Management Committee 7
Total number of volunteers involved in Service Delivery *****
***** no of volunteers varies dependant on demand
A Total hours worked by Management Committee per week 20
B Total hours worked by Service Volunteers per week 0
C Total hours of volunteer input per week: (A + B) 20
D Estimated average value of hourly rate £8.00
Total Value of Volunteer Input per week: (C x D) £160.00
- 18 -

Section Eight: Declaration
8.1 Two executive members of the Management Committee of the organisation must
sign this declaration, one of which must be the CHAIR.
I certify that I have read and understood the terms and conditions under which Funding is
given by Bristol City Council and will abide by them if awarded City Council funding.
NAME OF
CHAIR
ADDRESS
SIGNATURE
DATE
NAME
POSITION ON
MANAGEMENT
COMMITTEE
ADDRESS
SIGNATURE
DATE
August 2006
- 19 -

Report for Social Developments Scrutiny Commission meeting on 11 th January 2007
This report together with the enclosed revised application, forms an appeal to the
recommendation that the KWDT does not receive core funding via the BCC voluntary sector
investment strategy.
1. Introduction
The BCC marking comments for KWDT was received by the Trust on 2 nd January 2007.
The Board of KWDT appreciate the constraints and difficulty BCC has in deciding which
organisations to support financially. However, it is the Trust board’s opinion that it is not in the
communities or BCC’s interest for funding of the Trust to be discontinued at this stage,
particularly in view of the development of one, strong Community Network/Partnership in the
Knowle West area over the next 18 months.
Only six working days have been available to provide an appeal - we have not been allowed
to ask questions of BCC officers to try to understand the process and decision making.
Nevertheless, the original application, and officers comments have been reviewed and we
would like to ask the Commission to have a further look at the application. The original
application was put in very hastily. Unfortunately, the Chief Executive underwent a series of
tests for Cancer - this delayed work on the application. Both Nick Gurney and Andrew
McGrath from BCC were aware of this situation. Accordingly, a revised application providing
more detail is enclosed.
2. Summary
The Trust believes that the grant be given. This is after reviewing all the information available
and sight of a successful bid. It is acknowledged the original bid needed more information to
allow a fuller picture to be presented - however this was not possible at the time due to the
reason given above.
3. Review
3.1 Section 5.9 on application form - current service users
The number of current service users shown on the application form is incorrect and should
not read 7 service users, but 1055 users.
BCC monitoring forms over the last 2 years show that similar very low service user figures
have been used - this follows the advice of the monitoring officer to only include the trustees
as service users. We now understand that we have been given incorrect information and
therefore the number of actual service users is vastly different.
The above information is highly significant as a greater number of service users demonstrates
the reach of the Trust’s work with the Community.
3.2 Comparison of successful bid and KWDT unsuccessful bid
1

An internal review has been carried out, by comparing the KWDT application with a
successful application from another organisation. The successful application has served a
purpose, to act as a benchmark and to check for consistency and fairness of process
Apart from item 1.above, the only prime difference between the bids is that there is more
context, (some more words) contained in the successful bid. However, and this is key - in
comparing actual deliverables, which is absolutely vital and impacts on service users, there is
very little difference.
The enclosed more detailed bid shows additional information. Without this information, BCC
officers would have been heavily reliant on subjective decision making - this is evident in their
comments on the marking sheet - this will be discussed later
4. Officer comments from Assessment of Applications for Community Regeneration
Investment 2007-2008
Officer comment
Infrastructure support role is the only relevant service for this funding. The application as a
whole is poor and consistently fails to demonstrate a need for this service. Represents poor
value for money
With the new number of service users declared and more details shown in the appendix -
these both shows that KWDT meets a number of the priorities contained in the investment
strategy. The Trust has been scored 28points and it noted 2 organisations with successful
bids have been scored with 29points - does this mean they also ‘represent poor value for
money ?
A.1 Meeting the Community Regeneration Priorities
Officer Comment
Potential conflict of Interest of community network with community partnership currently being
set up by BCC’s Neighbourhood Management project
Limited services - all infrastructure support work really and not sure of how many new projects
there might be
Further details to our original bid are shown in the appendix - these both show that KWDT
meets a number of the Community Regeneration Priorities.
A2 How well does the applicant demonstrate that there is a need for the services?
KWDT has supported many now established organisations in their infancy and is currently
running several services and projects supporting the local community. There is within the
Trust itself a great awareness that change is necessary and inevitable in order for the Trust to
become much more accountable and representative within locally. The Trust board hence
welcomes the Neighbourhood management led initiative to try and create a Community
Partnership for Knowle West. It is an opportunity for the Trust to make available its
2

Resources, skills and organisational structure (Company limited by guarantee and registered
charity) to aid this process and is in favour of making this happen.
The Trust Board does NOT see any developments of NM as contrary or additional to what the
Trust is doing, but is seeking to work in partnership with the council and as many other local
organisations and residents as possible in order to create a strong, NEW, representative
organisation able to function effectively in the future.
Officer Comment
Does not demonstrate a need for KWDT
This does not ring true given the number of service users and the detail shown in the revised
bid
A3 Priorities for 2007/08: Community Cohesion and Integration
Not demonstrating that services will encourage community cohesion / integration.
Not viewed as correct as the Trust is delivering new ground breaking community and
integration projects via social and economic regeneration initiatives. An example of this is a
new Youth Justice Board for Knowle West, this links into the Respect agenda
Another example is the V for volunteering project, working with disengaged young people (16
to 25 yrs old) helping them by providing skills development through volunteering work for local
organisations and community projects. This aims to help young people find a way forward in
their lives. The project is a result of the Russell Commission, to develop a new national
framework for youth action and engagement.
These projects are very challenging, innovative social and economic projects, and certainly
help community cohesion and integration.
Economic Sustainability: Has the organisation demonstrated that it is financially
sustainable?
Officer comment
Appear to be requesting to provide infrastructure support services which they will then charge
projects to provide/ receive - seems to be double funding
There are 2 points to address:
• infrastructure support services - the Trust delivers much more than these services this
is proven in the appendix
• double funding - there is no evidence of this at all. Why is this comment included in a
public document - it is supposition, unproven and there is no truth in the comment. The
Trust is not double funded and the core funding bid to the council does not covers
anywhere near 100% core funding
3

Review of previous monitoring forms proves this to be the case
It is noted that other successful bids have claimed for 100% core funding and they
receive other funding as well - yet is there is a double funding comment shown?. It
appears double standards are in operation.
End
D H Coombs (CEO)
I Eiting (Trustee and resident)
10 th January 2007
4

BCC - Voluntary Sector Investment Strategy
Knowle West Development Trust
2 nd Additional Paper for review of funding application
This should be read in association with the Report for Social Developments Scrutiny
Commission meeting on 11 th January 2007, which has been sent previously.
Further material
Details of management and staff in the chart below
Number of Black and Other
Minority Ethnic
People
Employees
(if
applicable)
Management
Committee
Volunteers
(if
applicable)
3 1 0
Number of Women 11 2 2
Number of Disabled People
(Registered &
Non-Registered)
Non
declared
0 0
Service Users on
X 2 X
Management Committee
Other self-identified groups 6 2 50
Overall Total 20 7 52
Demonstration of need for services
• We know there is a need as many local residents use Filwood Community Centre and
the various social and economic regeneration projects managed by the Trust.
• Service user figures show 1055 individual people have used services provided by the
Trust over the last 12 months. This figure does not include multiple service use by
users.
• This has been demonstrated over the last 10 years through the successful delivery of
services which have been taken up by service users
• Government indices show Knowle West to be the 2 nd most deprived area of South
West England - there is a clear need for the regeneration services the Trust provides
• The Trust works in partnership with the community and partners, to help alleviate
disadvantage within Knowle West. Many partners and the community use our
services, directly and indirectly.
Purpose of the funding
- 1 -

We propose to use this funding to meet some of our core costs which consist of 4.2 FTE
staff, audit fees, managing premises, staff, supporting volunteers, projects and service users.
This is essential to ensure a sustained high quality of service for the Knowle West
Community.
It will also allow us to seek search out future grants, to assist the maintenance and
development of services, to help further develop Community cohesion and engagement.
Services for which we are seeking funding for support the priorities of the Chief
Executive’s Department; Policy, Performance and Equalities Division, Investment
Strategy.
A focus for community activities
• The Trust provides a key focal point for the Community by administering and
managing the Filwood Community Centre. The centre provides various activities to
benefit the community and many organisations.
• The Trust is shortly to release an organizational directory for Knowle West, which
provides information regarding community organisations and services activities.
• To work with Knowle West organisations and other parties to develop and deliver a
community network, to help improve communication, knowledge and capabilities to
benefit social and economic development.
Challenging Discrimination and Promoting Diversity
• The Knowle Safe project is to be further developed through identification of
opportunities to deliver additional work related to the Respect Agenda and continue to
develop a wide variety of initiatives with partners eg Police, BCC to help reduce
discrimination, to help promote diversity and social inclusion.
• Knowle Safe - development of a witness support programme
• Knowle Safe - development of community justice panel
Infrastructure support for community and voluntary sector groups
• Trust provides support and opportunity for a wide variety of organisations through the
provision of expert advice eg, finance, HR, management, regeneration expertise,
project management etc. This enables other groups and Organisations to develop eg
Archimedia project, Northern Slopes, Health Park Café, Archimedia, Youth Moves etc
• To continue to provide core team infrastructure to support Trust projects for the benefit
of the community.
• Administration of Filwood Broadway CCTV
Promoting social and economic inclusion
• All of the main Trust projects focus on promoting social and economic inclusion. These
will further developed to increase their work, through extending the partnership
approach and community engagement.
- 2 -

• To provide a core team to deliver leadership , guidance, management framework,
policy , governance and support to (a) Trust regeneration projects (b) support the
community including other organisations (c) support and partner with all appropriate
parties or individuals.
• To provide and deliver a KWDT development plan to promote social and economic
inclusion
• Continue to develop and deliver partnership projects with others for (a) community
benefit (b) knowledge sharing and learning eg recent project award (NR) to work with
HWV, Brave, The Park and KWDT
Innovating in local service provision (funding available for up to 2 years)
• To build a strategy to deliver new cross cutting projects to impact on many of
deprivation indices eg like the recent grant award to the Trust to deliver V for
volunteering
• Service innovation will continue through learning from regeneration work elsewhere in
the UK and development of new approaches for community engagement and
cohesion.
• To generate innovative solutions to Govt and BCC strategies and policies, relating to
regeneration through the KWDT development plan.
• Development of community justice panel - the first of its kind in Bristol. Working with
the Crime Prosecution Service, Police, community and other stakeholders to provide
local justice.
• V for Volunteering project - largest regional grant. Awarded to help young people give
their time and talents to improve their communities. Age range 16 to 25 years old The
(Russell Commission Agenda) Innovative reward approach to benefit Knowle West
Organisations, young Volunteers and the Community
- 3 -

Service Provision 2007/08 Service Outputs Service beneficiaries Outcomes /Impact
1 Leadership and management of core team support to
Knowle Safe, V for Volunteering, One Stop Job
Shop.
Support and guidance to Board members
Organisational Management
C3 Performance Improvement
2 Delivery of Knowle West Community Directory for the
internet and provision of 6 newsletters per year
a) quarterly 1-2-1
reviews with project
managers including
future strategy
development
b) monthly management
team mtgs
c) monthly management
progress reports for
KWDT Board
d) quarterly strategy
analysis of projects
e) Training - attendance
of Chief Executive
and HR Manager at 4
or more CPD events
per year
f) For each project to
use the Perform C3
process tool, in
association with
Social Enterprise
Networks.
a) Development and
translation of existing
KWDT Community
Directory Database to
internet format
b) maintenance of
website
Community and Knowle West
stakeholders
The Trust
Local Community and other
stakeholders
Increased capability of
organisation
Solid organizational framework
in place to ensure organisation
is capable of delivering difficult
and complex social , economic
and physical regeneration
projects
Continued Provision of an
organisation which delivers
community benefit
Increased performance of
projects, to build capacity and
capability
Sharing of knowledge so that
organizational details can
easily be found, saving time
and money for the community.
Communication and
engagement via newsletter and
website
Page 4 of 8

3 Provision and development of One Stop Job Shop Delivery of new strategy
plan to develop and
improve support for job
seekers and people
changing jobs
4 Volunteering - Development of V for volunteering Provision of 90
volunteering
engagements for young
people across Knowle
West
Local community , 15years old
upwards, by providing quality
support to assist economic and
social regeneration through
employment and training
advice
-Disengaged Young Knowle
West People, aged 16 to
25years who are currently
socially or/and economically
excluded.
-Community projects who will
provide volunteer placements
- Community as a whole
They will advance the service
through increased partnership
working , even closer
community support, help
reduce benefit claimants ,
aiding social inclusion and less
dependency on state benefits
By enabling young unengaged
people to volunteer for
community benefit, increase
life skills , build confidence to
develop their life towards
training and job opportunities
By helping reduce no of young
people dependant on the state
5 Development of Knowle Safe , to increase the
number of projects related directly to the Respect
agenda and environmental policies, through
increased funding
6 Management of Community Centre, benefiting the
community by providing access to activity areas,
meeting rooms and offices for local organisations,
groups and residents.
7
Provision of 3 year KWDT Development Plan
Delivery of Knowle Safe
action plan Community
involvement in
developing solutions to
reduce fear of crime,
crime reduction,
promotion of equality and
diversity.
Improvements to the local
environment
Opening 5 days a week
for community activities
Completion of
Development Plan - work
Local residents
Police
All organisations in Knowle
West
Local Community, groups and
organisations.
Through joint working, the
community and many
Social and economic inclusion
By working with partners to
make Knowle West a safer
place
Ensuring the community has a
say in how safety and the
environment can be improved.
Delivery of a Community
Justice Panel
Allows and enables community
access to Neighbourhood
services, groups,
organisations, training
and social events for
everybody.
Additional partnership working,
and community engagement
Page 5 of 8

8 Development and delivery of a Community Network
Estate Wide Elections and elements of the Grimley
report
(The above to be discussed as agreed with Bristol
City Council)
has already started on
the plan
Community Network
organisations will benefit with
the introduction of new projects
to help accelerate the
regeneration of Knowle West
The Community and other
stakeholders including
statutory authorities, BCC,
SWRDA, GOSW etc
to deliver a plan which aligns
with BCC and Govt strategies
for the local community of
Knowle West
Improved engagement and
cohesion of community
Increased joint working
Economies of scale
Quicker solutions to problems
in the community
Service user involvement in developing service targets and management of the project
• The Trust management committee is comprised of local people, who are elected to the position of board members (trustees) at an
open public AGM
• Service users are involved in the development and review of services, to ensure services are developed to meet user needs
• Trust representatives work with service users at meetings, workshops etc to develop, manage projects and to adjust service
provision to meet the needs of service users eg Neighbourhood Renewal Steering Committee, NR Crime reduction, Urban 2 , Youth
Moves etc
• A Trust communications strategy is under development to help ensure there are improved communication channels to increase
understanding of community needs
• Local people organizing social events such as the recent Xmas Market fair, coordinated by the Trust, working in partnership with the
community
• Service users are directly involved in progressing the Trust Development plan
Page 6 of 8

Current service users
Total number of service users 1055
Women
Men
Black and minority ethnic people
Disabled people (if known)
Lesbian, gay and bisexual people (if known)
Older people (over 60)
Younger people (16-25) 325
Local residents 950
Other
Development of activities or services to encourage community cohesion and
engagement
The Trust is developing its services such as a regular newsletter and a website to share
local knowledge and information, and to promote and present local issues, opportunities
and activities, to help encourage community engagement and cohesion.
We are preparing a communications strategy to enable a greater reach into the community.
This will mean a number of methods will be used to work closely with the community and to
build engagement.
A number of social events will be held during the year to build community inclusion,
particularly for minority groups.
Working with others, particularly BCC to develop different ways of improving engagement
and cohesion which is a major challenge in Knowle West eg community events, street
parties and social events
Via the delivery of a community network, in association with BCC
Through its V for Volunteering and Knowle Safe projects the Trust is:
• delivering positive action initiatives that close gaps between communities and result
in similar life chances and outcomes for people of different equalities backgrounds
• helping reduce the fear of crime
Further information
The Trust recognizes the need to change to meet a changing operational environment. This
will be achieved by the initiatives mentioned in this bid. The organisation has successfully
changed over its 11 year existence to continuously deliver high quality complex
regeneration projects in a very difficult environment.
To support the above, the release of a development plan and communications strategy will
assist the Trust identifying where its skills can be used to meet Govt outcomes and impacts,
in association with local BCC targets. It is absolutely essential that partnership and
community working is to the fore, in the efforts to lift Knowle West and improve the future for
Community benefit
Page 7 of 8

KWDT provides beneficial direct and indirect help, and advice to many other organisations
and people in Knowle West.
The funding bid is only for 47% of Trust core costs
The funding application is for the same amount as 2006/07 (plus inflation), realising other
organisations also need a share of the voluntary sector funding.
The grant from BCC last year was £61,000 - this resulted in a turnover of more than
£740,000 - and means a very large sum of money was introduced to Knowle West and was
converted to successfully deliver valuable regeneration projects in a heavily disadvantaged
community. This means the grant helped enable KWDT give Knowle fantastic value and
return for an 8% investment.
The prime Trust projects could not survive without this core funding.
The V for volunteering and community justice panel projects, meet identified community
needs,
The total value of volunteer input per week is £3,360 per week - this a very high figure,
which demonstrates (1) how the Trust delivers value for money to Bristol and the local
community and (2) how BCC funding leverages an excellent return on investment.
Estimated value of volunteers’ input (includes Management Committee and volunteers
involved in service delivery).
Total number on Management Committee 7
Total number of volunteers involved in Service Delivery 52
A Total hours worked by Management Committee per week 28
B Total hours worked by Service Volunteers per week 392
C Total hours of volunteer input per week: (A + B) 420
D Estimated average value of hourly rate £8.00
Total Value of Volunteer Input per week: (C x D) £3360.00
End
Page 8 of 8

Statement to Cabinet in support of Hartcliffe Community Farm
I want to briefly support and endorse the decision of this Council to offer funding to
Hartcliffe Farm for an additional year to give it a chance to recover from the massive
damage done to it under the former administration.
As I am sure many of you are aware Hartcliffe Community Farm provides a unique
facility merely a few hundred yards from the 300 flats of the Bishport 5 and Hartcliffe
School.
Over the past several years the community has had to deal with the trauma of the Farm
being used as a political football by those that should have known better. It is without any
doubt that the sterling work done by the Liberal Democrat opposition at the time ensured
this project was not destroyed forever.
Now the farm has been given a chance to pull itself out of the past and look to build a
new future. It has reached out to new partners and wishes to develop a new vision that
will see it completely free of Council support. But it still has a journey to take until it gets
there. These new partners are crucial to this journey and the farm is fully committed to
working with them for the long term.
The chance this Council has given this project, and its community that it serves, cannot
be under-played. It is imperative that we ensure this project does have a future and can
make a difference to the people of Hartcliffe, and the wider community. The funding you
have said should be provided for next year will do this and I am certain the farm will
perform beyond all expectations over the coming years.
Cllr Tim Kent
Liberal Democrat; Whitchurch Park Ward

-rRAII/S!,otZ-r

---
o J,/'J,.-I Is i7r~7' '~'Uj(Th./ /'U//'qC/'7
~c./-h~' IL, ~ /2;;1 rrh- 'Sc.-~
etj {!~#/'J fit71/1>S.I/r;7 '~~¥.ed;-/.J~
~ tAl /lr;.rk/ /~l A-u~ ~' ,u~
~RV(/ .f
(k.f /Vd ~/~.J
~ CtP~4 / tJAR ~-'V (7

f~ iji-If jOVcJ1 tto~vQ)';~
UlMtc# J iA.krdj /}v(J" Mow/{. ~ J3-e~
.~ jL& S~ h t:oA~-/ /./ril U-
ex.j,,.~~'(/\ ~./ L.':14 j JtJ'.t ~
fyoY'" -/1vonYVtI1tA-}t -Pt'.;/.l ~ {C..cb. lz, EtCl5'7lJL 7"fIA
WI-u., u.- -?;~'l" ~u- 15 c~~j
j)r¥J cl !t-e~4/~ fI
Sw-- Ser-r; ~
~VW'e.~/ W4.bi
A kx Cv.- j Pvv sr