• The-Lennox-Partnership-1The-Lennox-Partnership-1

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  • The Lennox Partnership (TLP) was created in 1988, and re-named in July 2000, as a result of a merger between two Enterprise Trusts operating in West Dunbartonshire. Initially established to support the regeneration of the Clydebank area following the demise of the shipbuilding and heavy engineering sectors, and to continue the work of the Scottish Development Agency’s Task Force who were pulling out of the area. The organisation has evolved over the years, broadening its remit and widening its operational area to include the delivery of services in 11 of the 32 Local Authority areas of Scotland.

    TLP is a “Social Enterprise”, which provides high quality specialist intermediary support services on behalf of a range of key public sector agencies across the central belt of Scotland. More recently the organisation has become involved in the delivery of the Department for Work and Pension’s National Programmes such as the Work Programme and Mandatory Work Activity.

  • Address: 201 Dumbarton Rd
    Clydebank
    West Dunbartonshire
    G81 4XJ
    United Kingdom
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  • Social Impact Statements:

    Social Impact Statements

    The Social Enterprise Mark criteria includes a requirement that the applicant can demonstrate that social and/or environmental objectives are being achieved.

    In support of this, new applicants and renewing Mark holders must submit Social Impact Statements that summarise their headline activities and achievements, helping show how they are striving to make a difference and stand up to scrutiny of purpose as a social enterprise.

     

    Updated May 2016


    1) SOCIAL INPUTS – “Changing Peoples Lives”

    The Lennox Partnership has delivered a portfolio of 13 contracts in 2015/16 with the main aim of supporting a range of customer groups into sustainable employment. This has included working with individuals, helping them to firstly identify the barriers that are preventing them from moving into work and then arranging and delivering the interventions that will assist them overcome these barriers.

    We have also delivered a number of group programmes that are focussed on changing attitudes and behaviours that provide participants with the greatest chance of being successful with their employment aspirations.

    Through our knowledge of the local economy and the strong links we have with employers we have delivered a number of sector specific interventions that will further assist our clients access jobs in specific sectors that are recruiting.

    In addition to delivering our mainstream activity throughout the year, The Lennox Partnership has been an active member of “Open Doors”. Open Doors Scotland is a consortium of specialist Third Sector or Voluntary Sector employment providers, formed in 2013 to promote wider access to employment for people who have disabilities. It consists of ENABLE Scotland, RNIB Scotland, Scottish Association for Mental Health, Action on Hearing Loss Scotland, The Lennox Partnership and Capability Scotland. This partnership is the first of it’s kind in Scotland – employability organisations with similar principals, values and services working together to meet a common goal. Our first piece of partnership work was the delivery of Employer Recruitment Incentives (ERI) for Targeted Young People - specifically young people aged 16-29 who have a disability.

    From 1st of July 2015 until 31st March 2016, the Scottish Government (SG) funded Scotland's Employer Recruitment Incentive (SERI), to deliver the SG's commitment to target support at unemployed young people with additional barriers to enable them to obtain and remain in sustainable employment, and to encourage and support micro and small businesses to recruit and sustain young people into their work place. SERI is delivered via Scotland's 32 Local Authorities.

    A package of additional in-work support is also being funded by Scottish Government to complement and enhance SERI. This commissioned support will be provided by specialist Third Sector organisations and will offer tailored support for a targeted group of young people who:

    • have disabilities
    • are young carers
    • are ex-offenders
    • are care leavers

     


    2) SOCIAL OUTPUTS – “Delivering Success”

    Across our portfolio of 13 contracts, the key measure of success is the number of people that move into work as a direct result of the support we have provided. A high percentage of the contracts we deliver are based on a payment by results model which ensures the contractual obligations of the organisation are met, but more importantly the conversion rate for our customers moving into sustainable work is high.

    Overall in 2015/16, across all of our programmes The Lennox Partnership supported a total of 1,115 customers of which a total of 537 were assisted into employment. These numbers include a wide cross section of the unemployed community including those who were long term unemployed, suffering from multiple barriers to gaining work.

    Our partnership activity within the Open Doors consortium has allowed us to not only support a total of 38 young people with a disability into employment, but to help them sustain their employment through our programme of in-work support.

     


    3) SOCIAL OUTCOMES “Making a Difference”

    It is not uncommon for us to be told by customers that our programmes have “changed their lives”. It is also widely recognised that moving into employment can very often be a solution to a range of issues that our customers face, namely confidence and self-esteem, poverty, debt and enduring health conditions, all or some of which will apply to the 537 lives that we have impacted through our interventions in 2015/16.

    Across all of our programmes we are keen to evaluate our activity, and to measure the levels of satisfaction amongst our customers. This is done in a number of ways including mystery shopper, customer listening groups, and mid and end programme evaluations, and example of which is provided below:

    Strive North Ayrshire Evaluation Results

    Cycles 21 to 30

    Number of Evaluations 181

    Good Fair Poor
    Facilitators 97% 3% 0%
    Training content 100% 0% 0%
    Workshop content 93% 7% 0%
    Quality of handouts 93% 7% 0%
    Workshop environment 93% 7% 0%

    Although we do not undertake a formal Social Return on Investment Analysis within TLP, we know that by assisting over 500 unemployed individuals make the transition from welfare to work, moving from benefit receipt to earning income and paying taxes the work we do as an organisation makes a significant contribution to social outcomes in the areas that we operate.