EDINBURGH FOOD PROJECT

Continuation funding for 2xDebt Advisors 5dpw; Additional funding for Business Development Lead 3dpw, Referral Pathways Project Manager 5dpw, contribution to the Director's salary 5%, and project ....more

Continuation funding for 2xDebt Advisors 5dpw; Additional funding for Business Development Lead 3dpw, Referral Pathways Project Manager 5dpw, contribution to the Director's salary 5%, and project support costs

Emergency grant

To allow the expansion and embedment of our Money Advice Service with a three pronged approach ? foodbank centre drop ins, a telephone helpline and a triaged direct offer of support.

Business Development Manager

Money Advice Service

7 months' storage; crates, dollies, boxes

Income maximisation - advice worker

towards the money advice service.

Coronavirus Emergency Grant

Coronavirus Emergency Grant

Coronavirus Emergency Grant

CV emergency costs: food purchase

Grant to Edinburgh Food Project to support the organisation through COVID19

Detailed description not provided.

CV emergency costs: salary costs, utility cots

to contribute to the additional operating costs enabling you to offer support to vulnerable people who have been faced by further barriers due to COVID19

To contribute to the cost of an Emergency Food Parcel Delivery Service that will operate across North West, East and Central Edinburgh for 12 weeks including; operational support from the company ....more

To contribute to the cost of an Emergency Food Parcel Delivery Service that will operate across North West, East and Central Edinburgh for 12 weeks including; operational support from the company providing the delivery service, delivery drivers, vehicle c

Shared warehouse & PT fundraiser (3 foodbanks)

Shared warehouse & PT fundraiser (3 foodbanks)

Warehouse Equipment and services

Food bank warehouse equipment

New food bank Warehouse Manager post

Warehouse Manager

The Service Development Manager has been absolutely fundamental to the success of the project as we take forward a multi-agency approach to service delivery. Our project is directly helping to ....more

The Service Development Manager has been absolutely fundamental to the success of the project as we take forward a multi-agency approach to service delivery. Our project is directly helping to mitigate the effects of welfare reform and address the underlying causes of food poverty; our ultimate goal being a decrease in the number of multiple referrals and people living in food poverty in NW Edinburgh. Our Service Development Manager has surpassed what we had initially hoped to achieve. A further 12 months of funding, for this post, is essential to ensure that we continue to nurture and further develop the partnerships that have been built over the grant period, allow us to establish and develop new partnerships and, progress the foodbank support hubs to become firmly established and robust 'more than just food' centres of support for clients. The primary outcome we plan to deliver, how we will achieve it and how we will assessed the long term success is shown below: Primary Outcome – Address increasing need for foodbanks by transforming centres into "Support Hubs" We will achieve this by – i) Partnership development - ensuring current and new partnerships are nurtured and developed and good communication links are established and maintained ii) Operational management - ensuring the services being developed are run efficiently, effectively and are sensitive to people's needs iii) Providing our volunteers training on applicable "more than food" agencies iv) Continuous development of our signposting folder We will assess the long term impact by – 1. Recording the number of organisations able to provide support within our foodbank centre. a. Target – 4 agencies covering 16 sessions 2. Recording the number of clients who engage with the support on offer; a. Target – 400 people engaging with the services 3. By analysing whether there is a decrease in multiple referrals involving the same client (we keep track of, and follow up on, multiple referrals through the Trussell Trust database); a. Target – 50% of those on the December 2018 5+ report to no longer need multiple referrals 4. By gaining feedback from volunteers on how better equipped they feel to signpost clients a. Target – 40% volunteers attended training b. Target – 75% of volunteers to feel more confident having received training from our support hub service providers c. Target – 80% of volunteers to overall feel better equipped to engage with clients

the Salary Costs of the Operations Manager

What In the past year we helped 7,743 people (5,023 adults and 2,720 children) who required emergency food. This figure is expected to increase to over 8,500 by the end of this year as we have seen a ....more

What In the past year we helped 7,743 people (5,023 adults and 2,720 children) who required emergency food. This figure is expected to increase to over 8,500 by the end of this year as we have seen a 32% increase in referrals in the year to date. This funding will help us to address the causes of food poverty, with our ultimate goal being a decrease in the number of multiple referrals (clients who need to use our services multiple times within a six month period). At our centres, we have a real opportunity to connect with people in need. We believe that we should take that opportunity to assist, not only with the urgent, short term need for food, but also to tackle the long term causes of that need. As our organisation has grown, we have identified a real and growing need for a Support Hub Manager, and we are seeking funding for this role. To date we have already worked alongside: • Shelter Scotland working at our Pilton centre to provide energy and housing advice; and • Big Issue working at our Grassmarket centre to provide work opportunities. And ongoing projects include: • Contact Point working at our Tollcross centre to provide mental health support; • Fresh Start at our Craigmillar centre offering cooking classes, starter packs and fresh food vouchers; and • Steps Employability Support who our volunteers can now refer clients to. The Support Hub Manager would develop partnerships with other support agencies such as: CMA and Citizens Advice Bureau so that clients can access long term support to tackle the root causes of food poverty. The Support Hub Manager will also provide an important liaison point with our volunteers to ensure that they are confident about engaging with our clients on the issue of long term support. How Through our Support Hub Manager, the primary outcomes we plan to deliver are: 1. Transforming at least 5 of our foodbank centres in to support hubs. Within our support hubs other agencies such as: Contact Point (Mental Health), CMA (debt advice), Fresh Start (cooking classes) and Steps (Employability support) will be present alongside the foodbank. This will allow clients to easily access further support, to help them tackle the root causes of poverty. Our Support Hub Manager will play a critical role in developing working relationships with such partner agencies. Furthermore, we aim to have at least four partner agencies who, on a long term basis, can be present, within our support hubs on a regular basis. 2. Training volunteers to effectively signpost clients We will develop a signposting handbook which will highlight the array of support agencies available to people affected by welfare reform and poverty, within Edinburgh. This handbook will allow us to guide and support volunteers to effectively advise and signpost clients of further help available to them. It will include categories such as: energy, housing, debt, addiction and clothing. We will train volunteers on how to use support websites such as Turn2us which will give clients the tools to tackle welfare reform. Furthermore, we will advertise and promote any free training courses that could help build our volunteers knowledge, such as the free energy advice course conducted by SSE. Why Our project works with the people living in greatest need in Edinburgh. The reasons for food poverty are complex, and the information we collect tells us that food bank use is growing (see above). We anticipate that the introduction of Universal Credits in Edinburgh in 2018 will see a continued rise in foodbank use. The Trussell Trust recently conducted a study (2017) which identified: "The effect of a six-plus week waiting period for a first Universal Credit payment can be serious, leading to foodbank referrals, debt, mental health issues, rent arrears and eviction. These effects can last even after people receive their Universal Credit payments, as bills and debts pile up." Wage freezes and zero hours contracts also drive foodbank use, as it is hard for people to predict earnings. A March 2017 report by the Scottish Government identified that 64% of people in work are living in poverty in Scotland. In our centres we see regularly people affected by the following: • Benefit changes/delays • Low income, including those in work • Debt • Domestic abuse • Lack of awareness of how to access help and support before crisis point is reached At our foodbank centres our volunteers have an opportunity to connect with clients over tea/coffee and a chat. This gives us a real insight into the issues that give rise to the need to turn to a foodbank. Over the past six months, we have conducted some initial research with our clients to identify the services and support our clients would like to see within our proposed "Support Hubs" to help them with any overarching problems. The areas identified by our clients were: • Debt advice • Employability support • Advice on energy costs This funding would allow us to give people the knowledge and support they need to mitigate the effects of welfare reform, and other issues leading to food poverty. Who Firstly and primarily, this funding will benefit our clients, who are affected by food poverty for a number of reasons, as set out above. Furthermore, an analysis of our clients shows the following breakdown by age group: • 54% Adults (25 - 64 yrs) • 17% Children (5 - 11 yrs) • 9% Children (0 - 4 yrs) • 7% Children (12 - 16 yrs) • 8% Adults (17 - 24 yrs) • 2% Children (unknown age) • 2% Adults (unknown age) • 1% Adults (Over 65 yrs) Secondly, this funding will benefit our volunteers by giving them the knowledge and skills to confidently advise our clients of the help and support available. Our volunteering opportunities suit a wide range of skills, and we attract volunteers of all ages and from all walks of life. Our volunteer base includes: a. Skills Path – a group of young people with learning disabilities who volunteer in our warehouse and office to gain skills for the workplace. b. Edinburgh College student placements - students who are learning English at college come to us on 6 week placements to help improve their confidence in speaking English. c. University students – complete their 3rd or 4th year undergraduate placement with us. This not only enhances their skills and employability, but helps us with more specialised volunteering, for example running our social media channels. d. Retired people – a large number of our volunteers are retired. For many, helping at the foodbank is a socialising experience, as well as an opportunity to give the benefit of their experience or to learn new skills. Where Our Foodbank centres cover the northwest, central and east of Edinburgh, with a number of our centres, including our newest centre (Craigmillar), being in some of Edinburgh's most deprived data zones as per the SIMD data 2017. We will focus on developing 5 of our foodbank centres in to support hubs: Pilton, Craigmillar, Broughton, Grassmarket and Tollcross. These are our most established foodbank centres, and have the space and capacity to host partner agencies. However, all foodbank centre volunteers will receive the signposting handbook and training, including those within our Oxgangs, South Queensferry and Rannoch foodbank centres.

The Delivery Van

Detailed information not yet available.

the Salary Costs of the Operations Manager