SLOUGH REFUGEE SUPPORT BUSINESS PLAN 2018-2020 SETTLING WITH DIGNITY 1
CONTENTS WHO WE ARE WHY WE ARE NEEDED WHAT WE DO NOW THE IMPACT WE WANT TO MAKE FUNDING MANAGEMENT AND GOVERNANCE STRUCTURE RESOURCES FINANCIAL CONTROLS OUR PRIORITIES FOR THE NEXT THREE YEARS RISKS AND CONTROLS CONTACT DETAILS 2
WHO WE ARE Mission Statement Slough Refugee Support is a friendly organisation committed to impartially helping all asylum seekers and refugees in Slough to achieve their rights and settle with dignity in a new community. Aims To welcome asylum seekers and refugees in Slough and surrounding areas To improve the quality of life of asylum seekers and refugees in Slough and surrounding areas To increase independence and self-reliance To reduce risks of harm to physical or mental health of our client group To facilitate integration into the local community and UK life and to enhance community cohesion To celebrate cultural richness and diversity in the community Objectives Facilitate access to all rights, entitlements and services provided by other agencies education, health, benefits, citizenship Improve clients English language skills, IT skills and social/employment skills Improve clients employment prospects Enhance the family life of our clients Provide a wide range of other services in response to the needs and wants of refugees and asylum seekers Raise awareness of the needs of refugees and how other service providers could respond Raise awareness of the skills and talents of refugees and how they can contribute to meeting the needs of the community at large The Development of Slough Refugee Support Slough Asylum Support Service was set up in 1997 by local people and, at an inaugural General Meeting, the name was changed to Slough Refugee Support. In 2001, SRS moved to 28 Bath Road and thrived due to funding from a variety of bodies. The Drop In service has continued for 20 years and many classes and activities have been developed for asylum seekers and refugees. 3
WHY WE ARE NEEDED Issues facing refugees and asylum seekers Refugees in the UK, and people who have sought asylum unsuccessfully, are systematically disadvantaged and vulnerable in the following ways: They frequently have their legal rights denied due to their lack of access to advice and advocacy in the administrative and court systems. Research evidence suggests that UK Government policy and the behaviour of agencies is in many respects deliberately and effectively hostile to the attainment of such rights, as a deterrent to asylum claims. Many refugees lack understanding in English, and Legal Aid in Slough is difficult to access as there is a lack of solicitors willing to undertake this type of case work. Poverty and inadequate housing lead to poor health among refugees and asylum seekers. Undocumented people lack access to healthcare, which creates an elevated risk of undiagnosed and untreated physical and mental ill health. There is a high incidence of anxiety and depression among refugee populations, many of whom have experienced or witnessed violence in the countries they have fled from. Although there is no evidence of prevalent violence or general animosity towards refugees by the settled population in Slough, refugee women in common with other women living in poverty tend to be vulnerable to various forms of violence and abuse, including female genital mutilation (FGM). Children are generally given satisfactory access to schooling in Slough but their education can suffer initially from lack of English language. There is also some evidence at a national level that access to special needs provision can be compromised for refugee children. The above threats and hazards are aggravated by systemic issues faced by many or most refugees: Social isolation, with the lack of social networks being known to be a direct risk factor for mental illness. Stigmatisation in their contacts with public bodies. Loss of livelihood, as they are not permitted to work in the UK during the initial asylum application process. Destitution, including street homelessness, caused by an interruption of financial support during the transition from the asylum system to employment and/or mainstream benefits. The refugee community in Slough Slough has become home to successive waves of immigrants since the Second World War. The 2011 Census cited Slough s non-white population as being 65.5% of 4
the whole. It is home to communities from Poland, India, Pakistan, the Caribbean, Afghanistan, Iran, Iraq and many countries in Africa, such as Somalia. Slough is not a designated Home Office dispersal area for asylum seekers, yet large numbers of refugees tend to reside in the Slough area: this is thought to be due to the proximity to Heathrow and to London generally, and to family and cultural links to settled BME communities in Slough. While Slough s economy is strong due to its high-tech business base, asylum seekers, being forbidden to work, cannot benefit from these employment opportunities. At the same time, rents and general costs are high and there is no Home Office or other public housing provision for asylum seekers. There are pockets of severe multiple deprivation including the Chalvey district where many refugees live in very overcrowded conditions and are vulnerable to homelessness and its associated issues. Fortunately there is a good history of mainly harmonious relationships in the area and fair treatment from the Borough Council in housing, education, social services and the police. The churches and other faith communities have also played a big part, as have an array of voluntary organisations both from the host community and from the minority communities. However, recent pressures on both statutory and voluntary services have reduced accessibility for refugees and asylum seekers. As a consequence, Slough Refugee Support has seen steadily growing demand for its services. This has recently included welcoming Syrian refugees with complex needs. 5
WHAT WE DO NOW Services we currently provide: Advice services to refugees and asylum seekers Drop-in advisory service Appointments for advice on complex problems Immigration and asylum advice up to Office of the Immigration Services Commissioner s (OISC) Level 2/3 Active support to help clients resolve the issues they face Advocacy and engagement with external agencies on individual issues Wrap-around support for Syrian families under the Syrian Vulnerable Persons Relocation Scheme Crèche to enable parents to access SRS services Safeguarding and protecting wellbeing Family Support and provision of essential equipment for adults and children, on an outreach basis Activities programme to address social isolation and promote mental wellbeing: handicraft classes; sports activities; social and cultural events; meeting space FGM awareness raising Supporting progress towards re-settlement and economic independence in the UK Job search assistance for refugees whose status allows employment Training and education search assistance Citizenship classes English classes IT classes Volunteering opportunities Evidence of usefulness Drop-in service April 2016 to end March 2017 SRS Client visits to SRS - 1,124 Number of Beneficiaries - 1074 including Family Members Number of households with positive outcomes - 462 clients Number of clientsachieving citizenship - 22 Number of clients securing shelter - 14 Number of clients helped to alleviate hardship - 10 Number of volunteers recruited - 34 6
Job Club Number of clients, of whom 74 were new clients -111 Number of Job Club visits - 456 Number who started work - 21 Number of training and higher education outcomes - 14 Number of volunteer placements - 3 Number of CVs completed 30 Service User Involvement (SUI) It has long been our philosophy and practice to ground our work and organisational development on co-production in which service users are key actors in the evolution of our services and ways of delivering them. We conduct regular user surveys to assess client satisfaction, and to learn from their suggestions. Recent user surveys have identified for areas for improvement, such as outreach to young adults who have no role models; longer/more opening hours for the drop-in service; better advertising of our services; a larger venue and more available staff. By involving service users in the work that we do, they have improved the quality and impact of the services we offer and, at the same time, have developed both confidence and transferable skills. Examples of individual service users involved in our work include: Z., a long term client who set up the Football Club and has two teams of young refugees practising each week. He is a photographer and takes photographs of all our social and marketing occasions. He spoke as part of a SRS delegation to Mars Confectionary, a large local employer. M., who came as a client when a destitute teenager, is now an adviser and trustee and chairs the IT Sub Committee. Two Syrian girls took part in the development of an animation explaining their journey from Syria, via Lebanon, to the UK and what it is like to be a refugee. A is a refugee from the Yemen who works now as a voluntary interpreter. He befriends clients and transports them to hospital appointments, etc and helps with the provision of food to our clients. B, also from the Yemen, has become our odd job person and we hope to seek funding so we can pay him for this role. 7
I., a client who sought our support, went on to gain so much confidence that she set up a very successful women s group in Slough and has since set up her own charity, which works in close partnership with SRS. She became runner up in the International Woman of the Year Award, organised by Women on the Move in 2017, and plays a strategic role in developing our FGM awareness training within the Somali community and our other refugee women. She liaises with the Somali midwife and recruits the women onto our courses. One of our priorities for 2018-20 is to enhance our Service User Involvement strategy by developing a SUI Policy which will set objectives and outcomes for SUI throughout SRS. 8
THE IMPACT WE WANT TO MAKE IN THE NEXT THREE YEARS We review our services annually in the light of the impact we have made, the external environment and our internal resources. Our plan for 2018-2020 is based on perceived priorities and anticipated resources. It does not necessarily reflect the range of services we would ideally provide, and further work is needed to try to secure longer term funding for the future. In preparing this plan, we have reviewed the impact that SRS aims to have and the outcomes and activities to generate that impact, given the resources available. We aim to make an impact on our beneficiaries who are asylum seekers and refugees in Slough and the surrounding area. We aim to enable refugees and asylum seekers in Slough and the surrounding area to run their own lives and to play an active part in the community, and, accordingly settle with dignity. Fulfilment of this aim will make a positive impact on the cohesion of the community. We aim to provide fulfilling and worthwhile opportunities for employment and volunteering for our client group. Drop In Advice Service After 20 years of operation and experience we are constantly improving our understanding of our clients circumstances in order to provide better information and advice. Since SRS started work, the four mornings a week drop-in service has always been the main gateway through which clients gain access to SRS support and services. Up to now, the drop-in advice service has been reactive to the issues that clients bring to us. However, given the range of challenges faced by clients (especially the increasing number of those newly granted leave to remain in the UK) it is now time for us to take a more proactive approach, to ensure that clients are offered help to settle successfully as quickly as possible. We are now able to provide immigration and asylum advice up to OISC Level 2/3 and we are training voluntary advisers up to Level 1/2 and a staff member to Level 2. As well as advising on the specific problems that clients seek help with, advisors work with the clients through a checklist to draw up an Action Plan. This approach ensures that the client s needs as a whole are considered and will ensure integration between the drop-in element of our service and the various activities and other support that we provide. The content of such action plans are likely to contain many of the following elements, tailored to each individual and family s needs: English Language classes 9
Preparation for work (cv writing) Employment skills Job search Training search Volunteering opportunities Immigration processes Benefits entitlement and access Money management Information about settling in the UK Education Family Support Housing Health FGM Awareness Citizenship Community and leisure activities Welfare These services are provided by a combination of paid staff and senior voluntary advisers and volunteers in general. In addition to the above, we have welcomed two families under the Home Office s Syrian Vulnerable Persons Relocation Project and have provided them with wraparound support and care. We expect to welcome a further three families during the period of this business plan and to work closely with Slough Borough Council in order to ensure these families settle with dignity in their community. 10
FUNDING We aim to sustain our work through a balanced income mix, including communitylevel supporters, statutory organisations, charitable grant-makers and other sources. Recently, we have received funding from AB Charitable Trust BBC Children in Need Big Lottery Fund Berkshire Community Foundation Lloyds The Hilden Charitable Fund ARM Trust Health Watch Slough Borough Council for the Syrian Vulnerable Persons Relocation Scheme Slough Prevention Alliance Community Engagement In addition, we receive donations from local organisations, including churches and schools, as well as private donations through our Local Giving Page. We will seek renewed funding from the above funds throughout 2018-20, as well as seeking funding from funders who are offering support for our client group. In adition, we receive donations in kind from local companies, churches, schools, and friends and supporters. 11
MANAGEMENT AND GOVERNANCE STRUCTURE The management team is led by the Chief Executive and supported by staff (see under Resources) and approximately 50/60 volunteers. The governance role is fulfilled by a Board of Trustees and a new board is elected at the AGM each year. We aim to have up to 12 members of the board and additional members may be co-opted as and when required. Our officers comprise Chair Deputy Chair Treasurer Secretary The board meets every two months and, in between, the sub committees listed below meet to address day to day issues. They report back to the main board for consideration of key items and approval. The sub committees are usually chaired by a trustee and consist of staff members and volunteers. Drop In and Advisory Sub Committee Finance Sub Committee Fundraising Sub Committee IT Sub Committee Personnel Sub Committee Premises Sub Committee 12
RESOURCES Staff Our key staff are as follows: Chief Executive Officer Senior Caseworker Family Support Worker/Crèche Coordinator Communications Officer Finance Worker Level 2/3 Caseworker Adviser Employment Support Services Coordinator Part time tutors Volunteers The strength of the organisation comes from its team of dedicated volunteers. Volunteers work at every level. All members of the Board of Trustees and its subcommittees are volunteers, as are the teams of receptionists and advisers at the drop in. All volunteers are offered initial and ongoing training, both on the job, at inhouse courses and at external courses. There are regular volunteers meetings, individual volunteer manuals for all drop in advisers, an updated information file, and appraisals and exit interviews. We have been very pleased that many clients have become volunteers, including two who sit on our Trustee Board. Premises We rent the current premises at 28 Bath Road from Slough Borough Council. The house provides a warm, homely and conveniently sited environment for our activities. The enclosed garden is an asset in summertime for the use of the crèche and for social activities. There is a portacabin in the garden which is a very useful resource for activities. It is equipped with a disabled toilet and ramp access, enabling us to comply fully with the Disability Discrimination Act (DDA). We also have a small portacabin which offers extra office or meeting space. 13
FINANCIAL CONTROLS Budgets and forecasts are agreed annually and the finance subcommittee and board of Trustees monitor actual cash flow against the planned budget, in respect of each fund, restricted and unrestricted. Control is exercised as follows: Quarterly accounts are maintained to check that SRS is on budget for each item. The recording sheets include a comments column to give reasons for any marked over or under spend, so that planning thereafter can take immediate account of the situation and adjust accordingly. The Treasurer maintains this check, reporting at agreed intervals to the Finance Sub-committee. If adjustments are thought necessary, the Finance Sub-committee discusses the problem and considers the best way of flexing the budget. Their proposals then need to be agreed by the trustees before action is taken. Accounts are audited externally after the close of the financial year in April. The Trustees appoint the independent examiner/auditor. Accounts are presented at the AGM of SRS, held annually. Full Financial Procedures are written as a separate document. They are followed by the staff and trustees in regard to:- cash handling; payment authorisation; cheque writing; purchase ordering; bookkeeping; and financial monitoring and Reserves policy. 14
OUR PRIORITIES FOR 2018-2020 1. Drop-In Advisory Service Objectives Outputs Outcomes Provide an opportunity for clients to drop in and ask quick questions about the immigration and asylum procedure and their particular case Provide an opportunity for clients to access advocacy assistance because of their language barriers or lack of understanding where to locate support Provide accessibility to have forms and paperwork checked We answer these queries and/or identify the stage/position of clients cases and the next steps they should take We advocate on behalf of clients, e.g. contact NASS via telephone or the Asylum Screening Unit to log the clients s requests Forms are checked and amended with clients and possibly covering letters drafted by SRS after checking the completion of forms Reduced risk of destitution, street homelessness and social isolation Improved access to public service entitlements, including health and education services Evidence of confidence and self-reliance Accelerated settlement with dignity into life in the UK 2. Family Support Work Creche FGM Health Awareness To offer children a range of play experiences which develop their physical, emotional, social and intellectual well-being Indoor and outdoor play, music and physical games and activities Children are confident and prepared for nursery and school To raise awareness of UK legislation and understanding of FGM Run courses for women and teenage girls on prevention, support and after care Design and run male only courses male family members Design and run courses for staff, volunteers and trustees Eradicate FGM in the children of our client group Safeguard young girls and women Support women already affected by FGM Educate men regarding FGM Commitment from parents to protect their girls from undergoing FGM All staff, trustees and volunteers 15
Work in partnership with health professionals to provide communication exercises to enable women to talk about their experiences, counselling sessions with trauma trained psychologists, clinical advice for physical complications sustained by individuals who have undergone FGM. have undergone training on FGM 3. Employment Support Service To educate and inform clients of health issues and health provision in Slough, e.g. inoculation programme for children To run an effective employment support service for refugees and asylum seekers To promote the Employment Support Service to SRS clients, local government, DWP, local voluntary and community organisations, and local employers. To recruit, train and support Employment Support volunteers. To work with SRS Immigration Advisers to identify potential Offer health and midwife support Run health awareness sessions facilitated by health professionals and offer interpreters and home language support Weekly Job Club sessions CV writing and support Online job search support and advice given Work through client needs assessments Enter progress on client database Improve overall awareness of health and wellbeing, in particular dental health, greater awareness of latent TB, client access to no smoking service and giving up smoking Clients move into education, training, volunteering work, and sustainable employment (including selfemployment) The needs of the individual met by support plans provided through a network of local voluntary and community organisations, inhouse training/education drop-in job club and one-to-one 16
4. Syrian Vulnerable Persons Resettlement Project 5. Activities English classes clients for employment support To carry out a comprehensive client needs assessment, identifying the barriers to accessing education, training and work, and develop an agreed individual support plan To operate a robust client progress evaluation process measuring both quantitative and qualitative outcomes To welcome three more Syrian familes and provide wraparound services to support their settlement To provide courses for up to 10 peole to Entry level 1/2 in English Source suitable property and furniture Welcome service at airport Regular visits and support Immigration and travel document advice Benefit advice and set up bank accounts Source doctors, dentists and all health professionals Encourage families to attend social events at SRS General support to ensure they settle with dignity For six adults at a time to grow food and learn basic employment support sessions (covering CV writing, job applications, interview practice etc.) Relationships built with local employers to facilitate job opportunities for SRS clients and, once placed, both the employer and the client supported to ensure a lasting work relationship All the contracted targets and outcomes of the Building Better Opportunities Project are met A safe and secure home found, furnished and prepared All health issues dealt with, such as securing doctors, accompanying them to hospital appointments, etc Children settled and supported in suitable nurseries, schools, or colleges English classes for adults Adults advised on job search and suitable jobs or future training courses found Self confidence in using English for employment and everyday life 17
Sewing Classes Life ii the UK Classes Allotment Cooking Classes IT Classes Football Club 6. Operational Work To provide biweekly Sewing classes for up to 15 students To source a Life in the UK tutor To improve the eating habits of clients and introduce thrm to food hygiene To provide one-one support in the Job Club for computer skills development To provide twice weekly football practice for 15/20 young people Develop a Service User Involvement Policy gardening skills that could lead to employment Classes to develop skills in all activities provided Source suitable tutors and trainers Buy necessary equipment Provide safe learning environments Write a policy in line with good practice Consult with service users on policy development To be able to help their children with homework To pass the Ed Excel Level 2 exam To develop sewing skills for domestic use and employment Preparation for approximately 10 clients to take the life in the UK examination To ensure clients cook safely and nutritionally For clients to be familiar with online job search To secure funding to enable the football club to develop Breaking down the barriers between people who use our services and professionals. Offer a voice to refugees who have hitherto felt excluded/give them ownership of our services Improve their skills and abilities and build confidence Update and refresh website Circulate information about SRS on all appropriate social media platforms Information available for clients, funders and volunteers Develop a social media policy Design inhouse style and upload regular updates Recruit volunteers and increase social media followers Raise funds through social media 18
A social fundraising procedure Involve supporters and volunteers in organising social events Social events organised and money/awareness raised Annual report produced Funders reports written and delivered on time Achieve Slough Quality Standards Annual report available online Ensure all relevant staff adhere to timetables Review all aspects of management and governance to ensure meets the standards Annual report available for funders and supporters Efficient and timely report back to funders Bronze and Silver standards achieved by 2020 Database Develop/renew client database Develop/update staff policies and appraisals Staff and volunteer training and development Source commercial database and compare efficiency with present Set up working group to revise and refresh staff manual Relevant/cost effective training sourced Present or commercial client database contains full information of all clients and all staff and volunteers are trained to use it Staff appraisals take place every six months and all policies adhere to UK employment legislation All staff and volunteers encouraged to participate in appropriate training Voluntary advisers trained to OISC Level 1/2 Funding and training sourced Volunteers encouraged to take part At least four senior advisers trained to Level 1/2 19
RISKS AND CONTROLS Our Risk Analysis is regularly updated. It considers the key risk areas, their likelihood, their impact, controls, control responsibility and current status. The key risks highlighted in our Risk Analysis are below and the control for each risk is given: Risks Reputational and Governance Assets and Resources Security, Safety and Service Disruption Controls Staff training Appropriate supervision Safeguarding policy, procedures and training Compliance with Charitity Commission laws Data protection policy and procedures Regular policy and procedures update Cash and bank procedural controls Cash flow planning Maintenance of contingency fund Insurance policies HR procedures, staff contracts and staff manual Access controls to premises Staff/volunteer training Health and safety training, risk assessment and H & S officer appointed Regular fire drills Appropriate building safety certification, e.g. gas and electrical certification Monitor lease compliance IT back up and data safeguarding 20
CONTACT DETAILS Slough Refugee Support 28 Bath Road Slough SL1 3SR Tel: 01753 537142 Fax: 01753 575234 SRSinfo@sloughrefugeesupport.org.uk www.sloughrefugeesupport.org.uk 21