OVERALL WINNER

Winner – Business and Economy category

Summary

Shirebrook Business Centre was completed in April 2009, following an extensive refurbishment of a former railway station ticket office.   The derelict building was untouched for 10 years prior to this project and following its recent completion offers new and young businesses the opportunity to grow within a professional environment.

Overview

Following the signing of contracts for the project in December 2007, the project was able to start in January 2008 with Potts Parry Ives and Young Architects (PPIY) working alongside the Council and partners to produce the designs for the new centre.  The building has many unique features, and PPIY fully accentuated the features and character of the building through this design.

Construction on site started in June 2008, involving full external works including a new roof, retaining existing tiles where possible, and new windows in line with requirements of the Council’s Conservation Officer to restore the original character of the building.  Internally, there has been work to restore additional features of the building, for example using lime plaster on the walls, as well as to provide all the required facilities including new office units, kitchenette, toilets, a waiting area, heating, lighting, communication and ICT plus broadband.  All the work had to meet Disability Discrimination Act (DDA) requirements.

The project was completed in March 2009 with the premises finished to a high standard providing high quality, affordable, self-contained accommodation complete with car parking and good transport links.  The local business advisor and a private sector businessman established a social enterprise in late 2008 to manage the Centre.

Need, purpose and community involvement

Shirebrook has experienced rising levels of unemployment and low aspirations over recent years.  However, investment into the town has begun to raise aspirations and local residents are taking advantage of employment opportunities.

As part of the Local Enterprise Growth Initiative in 2006, a BizFizz advisor was located in Shirebrook, with the aim of encouraging local individuals to establish their own businesses.  The BizFizz programme has been a greater success than anticipated with over 50 successful local businesses created in its lifetime.  The problem that arose afterwards, however, was the lack of accommodation available across Shirebrook for businesses as they continued to grow out of the ‘back bedroom’.  With the majority of premises occupied, further accommodation was needed.  This project aimed to address the need identified by the local business community and feasibility study by providing appropriately sized offices in a location where businesses had established their customer base.

The local business community, railway history interest groups, and Shirebrook Secondary School’s history group have all been involved in the project’s development as well as providing public information displays for the building’s waiting room, showcasing the extensive history of the building and the railway line.

Two further feasibility studies are underway. One to redevelop a second station building in Creswell further along the same Robin Hood Line and another to develop a new enterprise centre in close proximity to Shirebrook Business Centre to encourage the development of a business network and wider business-to-business interaction.

Innovation, learning points and transferability

The project not only brings a former derelict building back in to use, but has restored the original features and character of the building through its design and materials, while ushering it into the 21st Century with new technology that includes an air source heat pump, insulation, and the latest in ICT.

The standard of finish has been meticulous and features of the building have been approved by the Council’s Conservation Officer which means original characteristics have been reinstated into the Centre.  The building, not formally listed or in a conservation area, was restored with the intention of preserving the building’s original features by obtaining listed status or similar.

Original features maintained and restored included:

• Roof slate, ridge tiles
• Barge boards
• Cast iron rainwater goods
• Stone work
• Lime plaster
• Sash windows
• Colour scheme matching that of Midland Railway’s original colours
• Ornate coving, skirting and architrave

The high standard was achieved by contracting local specialists including stonemasons and craftsmen.

By using a charitable organisation and local labour/suppliers we achieved financial and environmental efficiencies.  The project also provided training for individuals with transferable skills for similar future projects – a practice which can be adopted both locally and nationally.

Funding, future financial viability and outcomes

The total cost for the completion of the Centre was near to £300,000, which was funded through the Railway Heritage Trust and the Alliance for Enterprise, 40% and 60% respectively.  A further in-kind contribution was made from Bolsover District Council through officer time in management of the project.

The project has provided the Centre with 5 furnished office units available for let to new and young businesses at a cost of £55 – £75 per office unit per week.  This is inclusive of all costs except for telephone calls and business rates.

The income generated through rental of the units will cover all building overheads, which are also kept to a minimum through using renewable energy within the building.

A sustainable model has been developed for the future of the building through its management by a Social Enterprise.  All income generated will cover overheads, and any profits reinvested into the local business community as there is no management fee as there would be through an agent or management company.  Although businesses occupying the offices are new or young businesses, the risk of failure is mitigated by the in-house business support which is available from the BizFizz advisor, who is also a partner in the Social Enterprise.

When the Centre was opened on 14 April 2009, two of the five units were occupied, with interest in the remaining three.  Flexible entry/exit terms and the current level of interest at such an early stage are positive reinforcement that such office accommodation is needed within the local business community and will ensure the building is sustainable in the future.

Key partners

• Groundwork Creswell
• Potts Parry Ives and Young (PPIY) Architects
• Railway Heritage Trust
• Alliance for Enterprise
• Shirebrook Business Services Ltd

Winner – Environment and Culture category

Summary

The project converted a 1970s style cafeteria in an iconic Grade 2 listed building to create a modern visitor destination which showcases local products and arts based businesses.

Following extensive consultation with the public, local interest groups and work with a local artist co-operative (representing 37 Buxton & Peak District self-employed artists), together with in-depth analysis of visitor spend, we completely removed the original cafeteria and created:

• a new Tourist Information Centre
• a large retail area and gallery (202m2) – giving local artists and craftspeople a valuable sales outlet at a key tourism entrance point to the town centre and providing a sales point for other retail products
• an informal but high quality cafe (by refurbishing the existing adjacent restaurant) showcasing local suppliers
• an ice-cream and take-away coffee bar

Overview

The project was planned and consultation took place between March 2008 and September 2009. After successfully securing funding from Derby and Derbyshire Economic Partnership, High Peak Borough Council also committed significant funding to the project.

Architectural designs were developed and consulted upon, and a local company won the contract.  Work started on site on December 29 2008.

The work was phased to minimise disruption to the public who use the building to attend events, fairs, concerts or as part of their visit to the 23 acres of public gardens.

The cafe opened on February 17 2009; the Gallery and Tourist Information Bureau opened on March 23 2009 and the final coffee bar opened on April 10 2009.

Need, purpose and community involvement

The project had a number of objectives but at its core were two key aims. Namely:

to revitalise an underused, poor quality area to create a vibrant welcome for visitors to Buxton and the Peak District.  This would encourage visitors to stay longer, make return visits, promote impromptu accommodation bookings, and increase spend in local businesses.

and

to support art, craft and food/product-based businesses to improve their sales by relocating them to a key visitor destination where they could showcase their work.

Even within the short timespan since the project opened, we are aware that the increase in TIC retail sales has increased by £11,158 in the first calendar month. Artist sales have also risen considerably.

The local community was involved in consultation and ideas were fed back into project revisions. A second stage project is currently at planning stage and we have secured £2.4m of a £2.55m project to convert an underused auditorium (also 1970s decor) into the Pavilion Arts Centre, to host arts events, fairs, lectures and small conferences (350 capacity). This will also create a studio theatre for Buxton Opera House as a workshop and second performance area, with a key focus on youth theatre and access to arts education.

Innovation, learning points and transferability

At a time when many local authorities are reducing Tourist Information Centres or converting them to self-service electronic points, partners in the High Peak felt it was essential to offer an improved visitor welcome experience. The aim was not only to support day and staying visitors but to encourage people to make impromptu accommodation bookings or to inspire them with the range of activities on offer, so that they would look to make repeat (hopefully staying) visits.

In this way, we hope to support local businesses including hotels, B&B accommodation providers, restaurants and the independent retailers who rely heavily on tourism as a core customer base.  As part of the business planning we undertook extensive consultation on the type of visitors coming to Buxton, their reasons for visiting and their spend patterns. This helped us understand how to build an economically sustainable project for the longer term.

Many business-based projects do not focus on arts and creative businesses as retailers – they focus on provision of studio/workspace – yet to ensure the long term sustainability of these businesses they need to achieve maximum sales.

The project has also focused on showcasing local food in the cafe and coffee bar – from locally sourced water buffalo burgers, to local Buxton Blue cheese, Castleton chocolate, Bradwell ice-cream and Leek beer.

The inclusion of a self-managed artist gallery within the retail and Tourism Information Centre is particularly innovative as it allows the co-operative members to manage their own displays and for members of the public to meet artists and talk about their work. The gallery is permanently staffed by two artists (from a pool of artists).

The project was delivered to a very high standard and we appointed professional retail shop fitters to make bespoke counters and display units. A quality environment now showcases the quality local products that partners are selling.

Key lessons learned: we appointed very professional contractors and architectural team and kept a close eye on all budgets. All variations on cost had to be approved in advance. This ensured that the project was not only delivered on time but also under budget.

The project could be repeated in other parts of the East Midlands or the UK to showcase their local products and support their tourism dependant businesses.

Funding, future financial viability and outcomes

The project was funded by a grant of £197,313 from Derby and Derbyshire Economic Partnership and a grant of £500,000 from High Peak Borough Council. NB: some of this funding also contributed to structural repairs to the glasswork roof and M&E necessary to make the changes, and kitchen upgrade.

Future financial projections are very strong and the core aim is to reduce the council tax subsidy of the complex so that it runs on break-even or profit basis from an operational standpoint. The consolidation of the catering offer, the improved environment which has attracted significant numbers of new customers and increased TIC sales will help support this, as will the completion of this project, which has reduced some of the ongoing high maintenance costs to a considerable degree.

Evidence of outcomes shows that there has been a significant increase in sales from previous TIC sales over Easter by over £11,000. We have also received much positive press coverage.

Key partners

• High Peak Artists & Craftworkers co-operative
• Peak District & Derbyshire Destination Management Partnership
• Friends of Pavilion Gardens
• Buxton Vision (as consultees)

Winner – Social and Community category

Summary

Alert Box has transformed the way Swadlincote market town retailers work together. An innovative, cost effective system of communication has reduced crime and the sense of isolation felt by some small businesses, boosted the town’s economy and created a community within the business sector with a thirst for new activities.

Overview

Alert Box has improved the safety of businesses in Swadlincote Town Centre and has been hailed for its success across the East Midlands.  In April 2008 the Safer South Derbyshire Partnership won £10,000 from the LAA Capital Grant Fund. 

The Partnership worked through the existing Shop Watch group and by 31 March 2009 forty-two Alert Boxes had been installed in multiples and independents alike; all members of Shop Watch use it.  These participating retailers have all received training and an early evaluation exercise (March 2009).  Results suggest that crimes against businesses have halved during the last 6 months. 

Several other market towns have visited with a view to emulating our success.  Moreover the project has galvanized momentum in the town and there is a thirst for new initiatives and ideas to make Swadlincote more prosperous.

Alert Boxes are small units which look like a digital radio.  They contain pre-programmed messages, such as ‘nuisance’ or ‘theft’. When a button is pressed, the box sends a message to other businesses to ask for help and make them aware of suspicious activity. Unlike Retail Radio, perpetrators are unlikely to know they are being observed until it is too late.

In Swadlincote this has created a self-help community; retailers will come to the assistance of each other if an incident is developing in the store, gathering evidence and providing mutual support to challenge offenders and trouble makers.  This daily contact is fostering a retail community  and forging new links to the Safer Communities Partnership and the Police. 

Need, purpose and community involvement

Derbyshire Police’s 2007/08 Strategic Assessment showed that the Central Area of South Derbyshire (including Swadlincote town centre) had crime figures twice the average for Derbyshire, for Assault, Burglary not Dwelling, Other Theft, Shoplifting and Damage and Arson. 245 incidents were recorded prior to the bid, a crime rate 66% higher than the next policing command area.   The town has a limited evening economy and therefore most incidents were attributable to crimes against the businesses and shoppers.  A shop watch scheme clamoured for a way to alert other retailers to known trouble makers, often responsible for multiple incidents.  

The issue of reducing crime in the town centre was flagged as a priority for the Safer Communities Partnership, the Local Strategic Partnership, shoppers and the retailers whose businesses were being undermined by crime.   The Police’s dedicated town centre beat officer’s work would be more effective if supported by improved and immediate intelligence.  Moreover having some early success was seen as integral to the future development of a town centre retailers association and sustaining the spirit of cooperation that formed the Shop Watch in the first place. 

In summary, the aims were to:

• reduce crime and fear of crime
• maintain Shop Watch over a prolonged period
• promote greater communication between retailers, the public, police and local Crime and Disorder Reduction Partnership (CDRP)
• enable the business community to work together to make Swadlincote a better place to live and work

Innovation, learning points and transferability

Swadlincote is the first East Midlands town to adopt this system.  Only a handful of towns in the UK uses Alert Box. Exceptional results were generated through innovation in delivery.  Other towns were studied, lessons learned and ideas for improvement developed.  For example, training sessions were tailored to show how the Alert Box worked, but also how to respond to a particular alert, the meanings of different warnings and who should respond.  The training helped to create clusters of shops whose staff work closely together.  We had considered options such as Retail Radio but it was the additional opportunities and the enthusiasm from retailers which could convert into townwide coverage that made the Alert Box stand out.

The project’s implementation was delivered to a high standard via a phased roll-out in clusters of shops, each given full support.  Only when the first shops became operationally effective were further clusters activated.

Regular monthly meetings of Shop Watch continue to monitor successes and address teething problems.  An evaluation exercise has shown 96% of traders think it is working  effectively. National politicians, town representatives from Yorkshire (including Leeds and Doncaster) and Mansfield are among those visiting this exemplar project. We are committed to hosting further delegations.

Funding, future financial viability and outcomes

The average cost of a professionally fitted system is around £350 – £400, so the £10,000 grant from the LAA Capital Fund allowed the Partnership to invest in an initial 40 systems for town centre properties and create an area of operation that is extremely effective.  Purchasing of such numbers generated an economy of scale which has ensured there was further funding to part fund any new entrants to the system with up to a £100 towards a machine.  

The retailers now work closely together on a number of training and crime prevention and town centre management measures so that the logical next step is the formation of an independent retailers association.  South Derbyshire District Council is giving them advice and guidance to support their incorporation as a Community Interest Company.  This will also allow the group to secure further funding for more Alert Boxes and a number of other initiatives planned across the forthcoming year.  This substantially achieves one of the four outcomes of getting the community of retailers to work  together.

The evidence of success  towards the crime reduction outcomes is contained in the evaluation, conducted less than 6 months after becoming fully operational.  All retailers feel safer and more secure and further statistics are available in discrete areas of performance such as responses. Shop Watch continues to record evidence of arrests and convictions which have resulted and a 12-month evaluation is planned later this year.  In the meantime it is worth concluding with 3 quotes from retailers in the scheme:

“It’s great. It makes us small businesses feel less isolated. The response from neighbours is quick and that is all that is needed.” Manager, Fleurtations

“It’s fantastic because we can all help and support each other.” Manager, Superdrug 

“If there are any awkward individuals we can alert our neighbours and get an immediate response.” Delicious Dishes

Key partners

• Town Centre Shop Watch Partnership
• Swadlincote Chamber of Trade
• Derbyshire & Nottinghamshire Chamber of Commerce
• Derbyshire Constabulary
• Local Retailers
• South Derbyshire District Council
• Safer South Derbyshire Partnership

Winner – Partnership and Strategic Working category

Summary

The “Think Melton Shop Melton” project was developed as a priority action from business consultation, surveys and events, with the view to increasing the engagement of local businesses and to drive the town centre’s businesses and economy forward.  Specific key areas such as “Improving the brand and image of the town” and “Pride in Melton” are encompassed within the project.

Overview

Local businesses participated in the Welland benchmarking survey in April 2008, the Capacity Building Event in July 2008 and other events to give feedback on their perception of the town, business turnover, barriers to growth and so on, which highlighted key priority areas for the town centre.  Following July’s business event, the Melton Town Centre Action Plan for 2008/09 was devised.  The “Think Melton Shop Melton” project was part of this action plan, which sought to benefit town centre businesses and visitors alike.

The project encompassed five key elements:

1. The Shop Front Improvement Scheme
2. Sherrard Street Enhancement Scheme
3. Shopmobility Scheme
4. Retail Training
5. The Melton Bag

This project began in April 2008 and will continue into 2009/2010.

The Shop Front Improvement Scheme sought to give every town centre business support and funding, particularly in the difficult economic climate.  £200 grants were given to businesses to improve the external paintwork or signage of their property and these grants were match-funded by individual business contributions, Melton Town Centre Partnership and Melton Borough Council (MBC).  A total of 38 grants were given, which not only boosted business confidence and support, but also improved the visual appearance of the town centre.  This we hope will encourage greater inward investment and increased footfall to the town centre.

Lamp Post Banners were designed by a local primary school and artist to be hung on lamp columns as part of the Sherrard Street Enhancement Scheme, which included public realm on widened paving, tree planting and benches. The key aim of the project was to enhance the appearance and gateway of Sherrard Street.  Business confidence has been heightened, on what was previously seen as an unattractive area, with poor footfall and a high number of vacant units. 

With a unique number of independent businesses, it is hoped that the project will now increase footfall and pedestrian/visitor flow.  It will also encourage start-up businesses in the area, thus reducing the number of vacant units which are now 6.6% of total town centre businesses.

Increased pedestrian flow and visitor attraction to the visually improved town centre will also encourage the sustainability and expansion of the Shopmobility Scheme.  A key part of the Think Melton Shop Melton project, the unique scheme offers a community facility to 84 members.  The project has enabled the scheme to purchase an additional scooter to meet increased access demands to the town centre, and to support the sustainability of the scheme, with scooter battery purchases, advertising and promotion.  The project produced 1500 flyers for the Shopmobility Scheme, to promote the scheme and offer business advertising opportunities to continue its sustainability.

Free Retail Training was offered to every town centre business, with business surveys illustrating a need for increased training and a boost to business confidence.  Free training was offered in Window Dressing, Customer Service, Selling, Marketing and Website Development at the end of 2008.

As a town centre, one of Melton Mowbray’s unique selling points is its high number of independent businesses.  In line with current environmental concerns, consultation with local independent businesses showed that businesses were keen to introduce a Melton Bag, as part of the Think Melton Shop Melton Project, and branding of the town.

8 students at The Hub designed the jute bag, sponsored by Mars in the Community, and themed it around the Think Melton Shop Melton project. 1500 bags were produced, match-funded by Mars and launched, with East Midlands and local media, at the Christmas Light Switch On event in November 2008.

The bag is now being sold by a number of independent businesses, on behalf of the Melton Town Centre Partnership to boost the promotion and tourism of town, increase visitor satisfaction and support business needs to put the “Pride back in the town”.

Need, purpose and community involvement

Survey work commissioned within the town centre, highlighted that 69% of businesses found the range/variety of town centre shops to be unsatisfactory/poor.  While 61% rated the physical appearance of the town centre as acceptable, only 11% of people asked and 0% of businesses rated it as excellent.  Key themes that became apparent at the July business event, were: Improving Brand and Image, Pride in Melton, Develop and Promote Leisure and Retail Mix.

The project sought to benefit businesses in and visitors to the town centre alike.  The Shop Front Improvement Scheme gave businesses the opportunity to improve their premises and boost business confidence, while also improving the visual appearance of the town centre. The networking and training opportunities provided by the free retail training further cemented this confidence. 

The project has also shown community working, with the development of the Melton Bag and a developing relationship with the Melton Learning Hub.

The project will continue into 2009/2010 with ongoing lighting strategies to enhance all gateways to the town centre and larger business improvement grants, free websites and training, and so on.

Innovation, learning points and transferability

The Think Melton Shop Melton project was developed as a priority action from business consultation, and business and visitor surveys to address needs for the town centre.  Working with the business community, the local community, including Brownlow Primary school and Melton Learning Hub, the voluntary organisation of Shopmobility, Partnership members, and key corporate partners such as Mars, the project has been successfully delivered in 2008/2009. 

The project has been developed and supported in such a way that the Shop Front Improvement Scheme is already being used in other towns, Market Harborough and Lutterworth being just two.  The project is sustainable and has been extended into 2009/2010 to offer Business Improvement Grants to every town centre business.  Used as an attractive inward investment tool, the package offers business support and training, free websites and £500 grants towards internal/external paintwork and signage.  As well as raising business confidence and support in the community during a difficult economic time, the project attracts investment and greater footfall in the town.  The town centre enhancement scheme will continue beyond Sherrard Street in 2009/2010 with each gateway to the town centre benefiting from an improved lighting strategy which should make these areas more attractive to visit and boost the businesses based there.

Funding, future financial viability and outcomes

Funding of the Think Melton Shop Melton project was ultimately secured through the Welland Challenge Fund, Sept 2008 – March 2009.  This was match-funded by Mars in the Community funding, Partnership and Melton Borough Council contributions, and also contributions from the business community.  In-kind support was received through volunteer involvement in the Shopmobility Scheme, Town Centre Manager support, and local community working with local artists and schools, for example.

The principle outcomes of the project were:

• Increased visitor satisfaction – surveys taken on a quarterly basis
• Improved footfall and pedestrian flow – annual and quarterly footfall figures show an increase
• Visual appearance – improved with public realm and shop front grants
• Improved business confidence – regular feedback and surveys from businesses, networking events
• Number of vacant units – recorded monthly, to maximise inward investment

This project will continue to develop throughout 2009/2010, as a sustainable and ongoing project.  Funding has already been secured until March 2009 via Leicestershire County Council, corporate sponsorship from Pera, and again match-funding through the Melton Town Centre Partnership, Melton Borough Council and business contributions.

Key partners

The Melton Town Centre Partnership comprises representatives from local businesses, Melton Borough Council, voluntary organisations and other key stakeholders within the town centre, including the Melton Town Estate and Chamber of Trade.

Winner – Business and Economy category

Summary

A weekly 2-hour drop-in or appointment session for local job seekers.  Manned by volunteers from the local community who work with local businesses, JobCentre Plus and other agencies to link local unemployed people with work, training and personal development opportunities by providing information, advice and practical support.

Overview

JobSearch was developed by Ramsey Town Centre Partnership (RTCP) in 2004.  However, from April 2008 to March 2009 the project was faced with the challenges of the economic downturn.  JobCentre Plus withdre its weekly session in Ramsey, and not only were we were seeing increased numbers of job seekers and fewer vacancies, but also a significant shift in the profile of those out of work: professional, managerial and other higher paid workers were being made redundant or facing potential job loss.

To help them we needed to raise our skills levels. Through articles in our newsletter, personal contacts and networking we undertook a recruitment campaign and successfully recruited local people from the HR, Education, Recruitment, Legal and Finance sectors (some of whom had been made redundant themselves and so were keen to support the community through volunteering). 

Adding our new recruits’ expertise to the experience of our established volunteer team, we undertook a complete review of the project and subsequently refreshed and improved the working procedures and paperwork. We have shared knowledge and best practice and our HR/Recruitment professional will be holding an additional monthly Saturday session.

JobSearch is now able to meet the needs of all the job seekers using the service, helping us to hold onto our professional, managerial and other higher paid workers, not lose them to work outside of the area.

We have created a project that is fit for purpose in the current economic crisis, it is strengthened, streamlined and professionally supported to ensure sustainability for the future.

Need, purpose and community involvement

A community survey was undertaken as part of the Market Town Initiative consultation process. The lack of a job centre was highlighted as one of the priorities to be addressed to stimulate the economic health of Ramsey.  With poor public transport, job seekers faced expense and difficulty to reach services and support.

Our aims and objectives are to provide a free, easily accessible service for local jobseekers and the local business community; essentially to provide job seekers with information, support and signposting, and employers with a direct link to those looking for work. 

The service benefits the unemployed and those facing redundancy, families who are experiencing deprivations through worklessness, and ultimately the wider community.

It benefits the business community by gathering and promoting their vacancies to a pool of local job seekers, and benefits the training and support organisations (for both the community and the business sector) by signposting and promoting their initiatives.

We consulted with the job seekers who were using JobSearch as well as our local businesses.  Our partners, JobCentre Plus, Huntingdonshire District Council, the Ramsey Community Information Centre, and other support and training organisations provided their statistics and anecdotal evidence.  

Furthermore, our volunteers – all local people – supplied their experiences of running JobSearch, and we drew on information in our files. We also kept abreast of media coverage of the downturn and the job situation.

This information is key to the project’s delivery in today’s climate and to its development to meet future economic trends.

Innovation, learning points and transferability

The project was innovative in its original conception and development.  With a population of under 8000 and, at that time (2004/5), a low unemployment rate, the provision of a full or part time Job Centre was not a high priority for JobCentre Plus.

An initiative from the local community was needed. With a Leader+ grant of £3,000 and a commitment from Huntingdonshire District Council regarding use of premises, the pilot scheme went ahead.  The project proved a success and continues as the longest running scheme Leader+ has ever supported.

Now funded by RTCP (minimal cash spend of around £100 a year), it has developed and delivered training modules for its volunteers and produced a Manual/Guidelines written jointly with the volunteers. 

The unprecedented financial crisis changed significantly the number and type of people using the project, and caused JobCentre Plus to withdraw from Ramsey.  Speedy, cost free, and dynamic action was needed.  It was by tapping into the professional sectors, giving them a chance to help the community and encouraging their involvement that we were able to up our game and meet the challenges the project was facing.

JobSearch is simple in its development and its execution.  It requires very modest set up and running costs.  It can work in any village, town or city regardless of size and demographics.  It engages all sectors of the community and is for the benefit of all.  It is volunteer led, and so it is inclusive, sustainable and highly valued.

Funding, future financial viability and outcomes

The project was developed, piloted and continues to be managed by RTCP.  RTCP is core funded by Huntingdonshire District Council (who therefore support the JobSearch project).

Original set up costs were funded by a £3,000 grant from Leader+.  No other external funding has been sought.

RTCP provides around £100 a year for stationery, postage and miscellaneous items, provides the manager’s administrative support, and gives free promotion through a variety of media.

Providing the project continues in its current format there should be no need for any substantial changes to its financing in the future.  Given its low running costs, and providing there are willing volunteers, there is no reason why this project should not remain viable.

It is common with this type of service that users do not report back their successes.  Also, given the need for confidentiality, we do not publish worker placements or vacancies filled.  Therefore, evidence of outcomes is largely testimonial and anecdotal.  However, we do know that JobSearch has been successful in supporting local people to:

• take up employment
• take up training
• gain support from other agencies
• gain information to further their training and career choices
• learn more about business support

Key partners

• Huntingdonshire District Council
• JobCentre Plus