Guidance

New Resident Opportunities and Empowerment Grant: prospectus

Updated 30 September 2022

Applies to England

Summary

In this prospectus, we explain the new Resident Opportunities and Empowerment Grant programme and provide the information required to complete your application. The information is set out in the following parts:

If you have any questions, please refer to our frequently asked questions or please get in touch, using the email address below. We will do our best to help.

Please refer to Part 5 of this document for further guidance on completing the application form.

Contacting the Department for Levelling Up, Housing and Communities (DLUHC)

General enquiries: SHWPPMO@levellingup.gov.uk

Introduction

Government is committed to Levelling Up. This means introducing new legislation to improve the quality and regulation of social housing, give residents performance information so that they can hold their landlords to account and ensure that when residents make a complaint, landlords take quick and effective action to put things right.

Social housing plays a crucial role for around 4 million households in the social housing sector in England, providing stability and security and delivering local services. Although some residents play an active role in deciding how those services are delivered, many others lack the awareness or the confidence to participate, or their landlord fails to engage with them on these matters.

In our social housing white paper, ‘The Charter for Social Housing Residents’, government emphasised the importance of having residents involved in decisions regarding their homes and communities. However, whilst some landlords engage well with their residents, this is not consistent across the sector. The Charter committed to delivering a new opportunities and empowerment programme open to all social housing residents, to support their effective engagement with landlords.

For this approach to operate effectively, residents need to be aware of their rights and opportunities; understand the benefits of getting involved in the landlord’s decision-making process and be confident in engaging with them. Crucially, they need to be inspired to seize opportunities to get involved, whether this be through tenant panels, scrutiny groups, local dispute resolution, taking advantage of opportunities such as housing management via local management agreements or the Right to Manage, or playing a more active role in their community.

Research conducted with residents demonstrates that a large majority of respondents considered that being involved makes a difference and produces beneficial outcomes. For example, more tenant orientated services and service improvements, a catalyst for residents to meet neighbours and a means of tackling isolation, improved confidence, self-esteem, and employability that develop amongst involved residents, inspiring landlord staff they work with to go the extra mile.

Resident empowerment also makes good business sense for landlords since it provides effective challenge about service delivery and standards, improve resident satisfaction rates, generate efficiencies, financial benefits, better value for money, social dividend, and community benefits.

While some residents already play an active role in their community others may:

• not understand how they can get involved
• feel they do not have the skills or confidence to play an enhanced role
• not be receiving support from their landlord in gaining the skills and confidence to get involved in engagement activities
• benefit from access to independent information and signposting not provided by their landlord

As a result, many residents are missing out on opportunities to have their say about local housing or play a more influential role in their local community.

Residents need to feel confident in their ability to engage with, and challenge landlords. Providing them with training and capacity building activities and access to independent information can help them to do this successfully.

Part 1: Grant summary

1. What is the new Resident Opportunities and Empowerment Grant?

The Resident Opportunities and Empowerment Programme Grant is new funding for the next 3 years to inspire and enable social housing residents to restore a sense of community, local pride and belonging especially in those places where they have been lost and drive delivery of higher quality landlord services that are focussed on their needs through provision of a training, capacity building and access to independent information support programme. There may be the opportunity for the grant to be extended for a further period from 1 April 2025, subject to funding availability.

The programme should be complementary to the progress government has already made on implementing the social housing white paper. Our complaints awareness campaign has raised residents’ awareness about how to make complaints. Our anti-social behaviour information package sets out the help and support available for residents who are experiencing anti-social behaviour and our residents panel will bring together social housing residents from across the country so they can directly share their views with government and ministers on our approach to driving up the quality of social housing.

2. Objectives of the new Resident Opportunities and Empowerment Grant Programme

That a diverse spectrum of training and capacity building opportunities, and access to independent information are offered to social housing residents that will:

• inspire residents to seize opportunities for engaging on a range of housing issues by gaining the skills and confidence to engage effectively with landlords
• provide opportunities for residents to upskill so that can play a more influential part in the decisions that affect them and their communities directly
• give residents the tools to take an active role in how their homes are managed
• lead to residents creating or joining scrutiny and/or other panels
• empower residents to take over the delivery of landlord services
• share opportunities so that residents can share ideas and learn from others about how to make a difference in their community
• drive delivery of higher quality landlord services that are focused on residents’ needs

The commitment for this funding represents a potential of investment of up to £500K covering the period October 2022 – March 2025.

Table 1. Indicative budget

Period	Indicative Budget
1 October 2022 – 31 March 2023	Up to 100K
1 April 2023 – 31 March 2024	Up to 200K
1 April 2024 – 31 March 2025	Up to 200K

The indicative budgets are a guide for bidders. The application form will give bidders the opportunity to provide costs for activities that will be undertaken to facilitate the delivery of the objectives. DLUHC will seek to ensure that bids are cost effective and represent best value for money, whilst maintaining a strong focus on achieving sustained outcomes for residents.

Aims

We want to see more residents seizing opportunities to engage with their landlord about local services, getting involved in the key local decisions and influencing local housing services. Beyond this, we also want to see residents helping to resolve issues that affect them and their wider community and improve where they live to restore a sense of community, local pride and belonging. Recognising that some residents may not be aware of the opportunities or may not feel they have the knowledge, skills, or confidence to engage, we are looking for innovative ideas from applicants to deliver a programme that empowers and inspires residents.

Activities

The programme needs to cover a range of opportunities and empowerment options. It should also offer skills training for tenants so that they are confident to challenge their landlord and get involved in local decision making.

We would like to hear applicants’ innovative ideas for how this new Resident Opportunities and Empowerment Programme could deliver a range of learning and support, covering a spectrum of resident empowerment activities. This includes proposed course/learning/support opportunities, its associated content and how that would boost residents’ capability, skills, and confidence to engage locally. It might include an element of in-depth training that offers a stimulating residential learning environment or the opportunity to gain accreditations.

The application should also identify the information that would be made available to residents to explain their opportunities and rights on ways to get involved, drawing on existing information and other good practice materials as well as developing new products to fill gaps and for new and emerging policy development. Recognising residents’ preferences, the training/learning/support should reflect an accessible, inclusive approach and consider the use of digital opportunities. Through this work, residents will be given the tools to better influence and hold landlords to account and drive delivery of higher quality services that are focused on their needs.

Audience

The programme should offer social housing residents a range of accessible ways in which they can learn, such as basic (online) information about opportunities and rights, local training provision, and free e-learning on key resident empowerment themes. We therefore wish to know how applicants intend to address existing gaps in provision. We are interested in how you will reach underrepresented demographics and target residents who are new to engagement activities and/or haven’t had the opportunity to undertake training previously. This will enable residents to access training anytime/anywhere and support the delivery of the programme on a national level.

Outcomes

We would expect applications to detail the outcomes to be delivered enabling residents to:

• become more confident to engage with their landlord
• understand their opportunities and rights on ways to get involved
• take an active role in influencing how landlord services are delivered to drive delivery of higher quality services that are focused on their needs
• increase their knowledge and understanding of social housing and communities
• hold their landlord to account
• play a more active role in their community
• take control of local services

3. What we are looking for

The application form provides the opportunity for applicants to propose their own suggestions to meet the objectives of the programme. We are open to tried and tested methodologies, but also encourage innovation particularly based on what the sector learned from tenant engagement during the COVID-19 pandemic.

It is important that social housing residents from across England can take advantage of this new opportunities and empowerment programme. We therefore wish to know how applicants would ensure their reach is truly national in support of our levelling up ambition. Applications should, therefore, demonstrate that they have a track record in delivery at a national level.

Our aim is to give a grant to an eligible organisation that’s mission and goals are consistent with our aims of empowering residents to play a bigger role in their local community and be able to engage effectively with landlords and hold them to account.

Consortium bids

Bidders might want to look for collaborative opportunities that will enhance provision, achieve value for money and generate efficiencies. The application should highlight the role envisaged for each partner in a consortium bid and the skills that they bring. The application must be submitted by the lead partner who will be the accountable organisation for the grant. The grant funding agreement for a consortium bid will be between DLUHC and the accountable organisation only.

You do not need to have a formal agreement between consortium members in place at this stage. If your bid is successful, you will need a consortium agreement, and this will require the approval of DLUHC prior to any funding being released.

4. Eligibility

We welcome applications from organisations that understand the importance resident empowerment and engagement has in holding landlords to account and promoting a sense of community, local pride and belonging, based in England, with expertise and a proven track record of:

• providing training, capacity building and access to independent information programmes within the social housing sector
• working collaboratively with landlords to deliver outcomes beneficial to residents and their communities
• establishing significant and appropriate sector links and networks, to reach social housing residents including underrepresented demographics and new audiences
• delivering an offer which supports and adds value to the measures set out in the social housing white paper, The Charter for Social Housing Residents
• delivering projects that provide value for money

To be an eligible organisation, applicants must be one or more of the following types of organisations:

• Charity – an organisation registered as a Charity with UK charity regulators
• Charitable Registered Society under Co-operative and Community Benefit Societies Act 2014
• A Community Interest Company registered with Companies House
• A Charitable Incorporated Organisation registered with the Charity Commission
• A Company Limited by Guarantee registered with Companies House
• A Cooperative or Community benefit society
• An Industrial and Provident Society (IPS)

The following types of organisations are not eligible to apply:

• Unincorporated organisations
• Companies limited by shares
• Any other profit-distributing organisations
• Councils, other public sector organisations, any companies limited by guarantee whose members are exclusively public sector organisations or profit distributing organisations.
• Individuals

These lists are not exhaustive. Advice should be sought if an applicant believes that the status of their organisation is not listed.

5. Process for assessing applications

The department will complete eligibility and due diligence checks using standard government tools and procedures for all applications received by the closing date.

Applications passing eligibility and due diligence checks will be evaluated against 5 specific categories: The Applicant, Quality of Proposal, Outputs and Outcomes, Programme Management, Governance and Risk, Value for money.

The evaluation process is described in Part 4 of the prospectus. The evaluation will lead to the identification of a preferred bidder. We will then begin a process of negotiation and refinement of the proposals to assist in the development of the Grant funding award and agreement. The negotiation will include a review of the proposed pricing schedule, key performance indicators (KPIs) and evaluation.

Bidders should be aware that their application should not be seen as a full and final offer, DLUHC reserves the right to negotiate with preferred applicants. Applicants should also be aware that DLUHC reserves the right to invite multiple preferred bidders for negotiation and refinement of any bids made.

DLUHC reserves the right not to award the Grant.

6. Roles and responsibilities

DLUHC is providing funding for the new Resident Opportunities and Empowerment Grant. DLUHC will assess bids and provide funding to one organisation, or a lead organisation with a consortium bid. Roles and responsibilities for both parties are detailed below:

DLUHC’s role:

• review funding proposals against the scoring criteria set out in Part 4 of this document
• undertake due diligence of applicants
• determine allocation of funding based on the published scoring criteria
• notify applicants of funding decisions.
• establish a Grant Funding Agreement with a selected organisation
• provide funding as agreed in the Grant Funding Agreement
• establish and undertake a monitoring and evaluation regime for the duration of the project

Organisation’s role:

• ensure proposals submitted are in the standardised form and contain clear costings, milestones, outputs, and outcomes for activities
• cooperate fully with the assessment and due diligence process
• if selected for funding, the grant recipient must sign a Grant Funding Agreement with DLUHC
• if selected for funding, the grant recipient must deliver proposals in accordance with the Grant Agreement
• the grant recipient must participate in monitoring and evaluation as set out in Section 8 below
• the grant recipient must observe the requirements of PCR 2015 Public Contract Regulations

7. VAT statement

DLUHC intends to award a Grant to stimulate this activity. This Grant will be governed by a Grant Funding Agreement. DLUHC does not intend for there to be a contractual relationship with the Grant recipient. It intends paying the Grant on the receipt of acceptable progress reports, a Grant claim form, and the delivery of agreed outcomes. It will not pay the Grant on the basis of an invoice. In consequence, applicants must reassure themselves as to their VAT liability – either to be paid or unable to be recovered.

Any Grant award will not be increased subsequently to meet unforeseen VAT costs. The proposed budget submitted by the applicant should be based therefore, net of recoverable VAT costs in line with VAT rules of grant payments.

8. Governance, monitoring and evaluation

The Grant recipient must comply with the new Resident Opportunities and Empowerment Grant governance, monitoring, and evaluation requirements, which are as follow:

8.1 Governance

The Grant recipient will be in regular contact with the Resident Engagement Team within DLUHC’s Social Housing Quality and Residents Division.

The new Resident Opportunities and Empowerment Programme Grant outcomes and expenditure will be recorded and monitor by the Resident Engagement Team on a quarterly basis. The programme will report to the Social Housing Quality and Residents Non-Regulation Sub-Board.

8.2 Monitoring

The Grant recipient will be expected to provide quarterly progress reports detailing performance against targets and financial claims to the Department which will be reviewed in a monitoring meeting prior to funding being released.

The monitoring meeting attendance will comprise of:

• Chair (DLUHC Resident Engagement Lead)
• Programme Manager (DLUHC Resident Engagement Policy Officer)
• Programme Provider Representatives

As part of the monitoring process a review will take place to determine whether funding will continue into the next financial year.

8.3 Key Performance Indicators

Crucially, we also want to see applicants specifying the spectrum of outputs that they would deliver from the Grant, for example in terms of the number of residents trained/supported, the types of training available, number of attendees, diversity, new to training, etc and the information that would be available.

DLUHC will provide a core set of key performance indicators (KPIs) which the Grant recipient will be expected to report against for performance monitoring purposes. DLUHC’s core KPIs are specific, measurable, achievable, relevant, and time-bound (SMART).

For the monitoring and reporting of KPIs, any personal data that might be collected by the grant recipient must be anonymised as per UK GDPR. A summary of DLUHC’S core KPIs can be found below in table 2. In addition, applicants are invited to provide additional KPIs that would demonstrate the outputs and quality of their proposal.

As part of the application process, bidders will be asked to provide expected numbers for DLUHC’s core KPIs and propose any additional KPIs as part of the project delivery. As part of the negotiation process with preferred bidders, DLUHC will agree milestones. The set milestones will be included in the Grant Funding Agreement based on the programme’s delivery plan and information provided in the Grant recipient’s application.

Following application to the grant programme, DLUHC will work with preferred applicants to agree the final set of KPIs in advance of the Grant award (see success and impact section 8.4 below). All KPIs will be reviewed on a quarterly basis as agreed through the Grant Funding Agreement.

8.4 Success and impact

Success and impact of the programme will be evaluated against the core outputs and outcomes of the successful proposal and KPIs listed [table 2] during the quarterly monitoring meetings (which will be informed by quarterly narrative report and KPIs).

The Grant recipient will be expected to complete an evaluation at the end of the programme to demonstrate the reach and impact of the programme in delivering the objectives. This should be presented as an accessible, publishable report setting out, but not limited to, the following:

• how the programme was structured to deliver the objectives
• key quantitative and qualitative data
• resident case studies/testimonials
• feedback from residents
• feedback from landlords
• key learnings

The Grant recipient will be asked to produce an annual Statement of Grant Usage to be submitted within six months of the end of each financial year.

Table 2. Core KPIs

Key outcomes (see section 2 above)	DLUHC Core KPIs
Training and capacity building programme for social housing residents to: • Become more confident to engage with their landlord • Take an active role in influencing how landlord services are delivered to drive delivery of higher quality services that are focused on residents’ needs • Hold their landlord to account • Play a more active role in their community • Take control of local services	Number of training sessions delivered overall, and by topic, course type, and delivery mechanism Number of residents trained overall, and by topic course type, delivery mechanism and landlord type Breakdown of diversity of attendees and geographical location for each session, including number of residents new to training and new to resident involvement for each session Number of networking opportunities for sharing ideas and learning from others overall, by topic and delivery mechanism Number of residents attending opportunities for sharing ideas and learning from others overall, and by topic, delivery mechanism and landlord type Breakdown of diversity of attendees and geographical location for each opportunity for sharing ideas and learning from other activity including number of residents new to training and new to resident involvement for each session Percentage of residents that were: • very satisfied • satisfied • dissatisfied • very dissatisfied with the quality of training provided for each session Percentage of residents: • very satisfied • satisfied • dissatisfied • very dissatisfied that the training was on an appropriate subject and increased delegates’ understanding Percentage of residents that feel more: • confident • skilled • inspired as a result of the training received from each session
Access for social housing residents to independent information and signposting to: • Understand their opportunities and rights on ways to get involved • Increase their knowledge and understanding of social housing and communities	Number of good practice guides, case studies and toolkits produced overall, and by topic Number of times good practice guides, case studies and toolkits viewed overall, and by topic Number of times good practice guides, case studies and toolkits are downloaded overall, and by topic

Part 2: How to apply

Please return your completed application form and supporting documents to SHWPPMO@levellingup.gov.uk by 11:59pm on 2 October 2022.

Applicants will be able to raise questions and concerns with DLUHC’s Resident Engagement Team whilst the competition is open. All relevant questions and answers will be published on GOV.UK on a weekly basis. We recommend regularly checking the website whilst the competition is open.

Part 3: Timelines and process

• Competition launch date: 15 August 2022
• Competition end date:  2 October 2022
• Scoring bids: week commencing 3 October 2022
• Negotiations of KPIs and proposed budget with preferred bidders: from week commencing 10 October 2022
• Approval and confirmation of awards: from week commencing 24 October 2022
• Grant recipient mobilisation: from week commencing 31 October 2022
• New Resident Opportunities and Empowerment funding agreement to commence: October 2022

Part 4: Scoring process

1. Marking guidance, scoring and weightings

Bids will be assessed by a panel comprised of representatives from DLUHC’s Social Housing Directorate and Commercial Grants teams against the 15 criteria listed in table 3 and table 4 below:

Each criterion will be scored 0-3. Any application that scores 0 against any criterion will be disqualified. Each criterion is weighted to reflects its importance to this funding programme. The score for each criterion will be multiplied by its weighting.

The scores for all the criteria will be added to give a total score for the application. The maximum total score is 300.

The total score will be used to compare against other applications. The application with the highest total score will be identified as the preferred bidder. Where two applications are scored equally, or are very similar, DLUHC may make further enquires before identifying a preferred bidder.

The score against each criterion will also inform subsequent discussions with the preferred bidder.

The final decision as to which application receives what level of funding will rest with the Secretary of State for Levelling Up, Housing and Communities.

DLUHC reserves the right to vary these conditions and the right to either withdraw or reduce the funding if reasonably required, in line with the terms and conditions set out within the Grant Funding Agreement.

Table 3. Scoring and weighting

The applicant (10%)

Referenced in application form: section 1-3

Criteria | Weighting % | Maximum Score -|- Organisation and contact details| Mandatory requirement| Not scored however applications that do not provide this information will be disqualified Summary of your organisation |4%|12 Relevant knowledge and experience|6%|18 Total for applicant| |30

Quality of proposal (40%)

Referenced in application form: section 4

Criteria | Weighting % | Maximum Score -|- Your proposal|15%|45 How you will use technology to expand the reach of the programme|5%|15 How you will ensure that processes will be proportionate and accessible for social housing residents|5%|15 How your marketing and branding will drive demand to meet the objectives of the programme|10%|30 Stakeholder engagement|5%|15 Total for quality of proposal| |120

Proposed outputs and outcomes (20%)

Referenced in application form: section 5-7

Criteria | Weighting % | Maximum Score -|- Clear definition and quality of outputs, and their realism|10%|30 KPIs, equality and diversity and performance monitoring|5%|15 Success, impact and evaluation|5%|15 Total for outputs and outcomes of proposal| |60

Programme management, governance and risk (15%)

Referenced in application form: section 8-10

Criteria | Weighting % | Maximum Score -|- Clearly defined programme management strategy and delivery plan including Gantt Chart|6%|18 Continuous improvement and flexibility to changing demands|3%|9 Programme governance and management structure|3%|9 Risk management|3%|9 Total for programme management, governance and risk of proposal| |45

Value for money (15%)

Referenced in application form: section 11

Criteria | Weighting % | Maximum Score -|- Pricing Schedule cost compared with outputs and outcomes|15%|45 Total for value for money| |45

Maximum total score available: 300

2. Criteria definitions

Criteria 1: the applicant

Assessed in sections 1 – 3 of the application form:

• Organisation and contact details – this question is not scored however, applications that do not provide this information will be disqualified. Details should be for the lead organisation for a consortium bid. Other members of the consortium need to supply the information outlined in Annex B consortium bids. DLUHC will conduct its own due diligence as to the financial resilience of the organisation.
• Summary of the organisation – applicants should set out the organisation’s overall purpose and mission and explain how these align with the objectives of the new Resident Opportunities and Empowerment Grant Programme. If this is a consortium bid briefly outline how each partner organisation’s missions also align.
• Relevant knowledge and experience – applicants should describe their understanding of the related issues and the stakeholders involved and their recent experience of managing similar programmes. It should include a description of the work undertaken and the outputs, the main roles performed, any partnership and/or collaborative working and the experience the applicant has in delivering a national support offer. It should set out the costs and the outcomes achieved. A brief description of the experience of key individuals should also be provided.

Criteria 2: quality of the proposal

Assessed in section 4 of the application form:

• The proposed activity – applicants should provide extensive details of their proposal for delivery of a range of opportunities and empowerment options for residents. This should include a high-level delivery timescale for key milestones for delivery of the proposal to 31 March 2025. (Please note there will be the opportunity to provide a full programme plan later in the application form.) If this is a consortium bid it should include the details and scope of each member’s contribution and the added value obtained from the partnership. Applications should detail the support to be provided, how it would be delivered, and proposals for reaching a diverse range of residents including underrepresented demographics, those who are new to engagement activities and/or haven’t had the opportunity to undertake training previously.
• Applicants should explain how they will use online, digital, and other technology to improve and expand the reach of the programme.
• Applicants should explain how processes will be proportionate and accessible for social housing residents to access without their landlord being a gatekeeper/barrier.
• Applicants should explain how their proposals for marketing, promotion and branding will target social housing residents and how it will drive national demand to ensure the programme’s objectives are met.
• Applicants should provide details of any stakeholder engagement carried out to inform the bid and future stakeholder engagement to ensure the programme delivers successful outcomes

Criteria 3: outcomes and outputs

Assessed in sections 5 – 7 of the application form:

• Clear definition and quality of the spectrum of outputs – applicants should describe expected outputs. These may include once-only activities, for example the publication of a fact sheet or toolkit and/or multiple outputs, for the example resident training courses. Applicants should describe the quality of outputs. For instance, for the training of residents, a description might include the subject matter, length of the training, the delivery mechanism (i.e. face to face, virtual, accredited, etc). Applicants should describe how they intend to monitor the effectiveness of the programme on the delivery of agreed outcomes.
• KPIs will include, but are not limited to, the programme’s core KPIs outlined in the prospectus. Applicants should populate Annex C key performance indicators and add any additional KPIs that they may want to propose. Please explain how the KPIs will be collected and monitored, ensuring they are specific, measurable, achievable, relevant, and time-bound (SMART).
• Success, impact, and evaluation – applicants should note that the success and impact will be assessed by the KPIs. In this question applicants should set out the outputs defined in section 5 of the application form and the proposed delivery targets to be achieved and how they will be measured. Applicants should explain their proposal for the evaluation of the programme to demonstrate how effective the programme was in achieving its objectives and how this information is to be collected.

Criteria 4: programme management, governance and risk

Assessed in sections 8 – 10 of the application form:

• Programme management and delivery plan – applicants should provide an ambitious, but achievable timetable for delivery that meets the requirements set out in section 4 of your application. Proposals should expand on this, and detail all proposed delivery dates and milestones. Please include a Gantt Chart with your completed application form.
• Continuous improvements and flexibility to changing demands – applicants should explain how they will gather and use feedback and other intelligence for continuous improvement of the programme and describe how they will work with DLUHC to provide a service that is flexible and adaptable to changing demands to ensure the programme remains relevant to residents to ensure successful delivery of the objectives.
• Programme governance and management structure – applicants should provide details of their proposed governance and management structure for the programme, describing the key roles and responsibilities. If this is a consortium bid, please outline the roles and responsibilities for each organisation. Please include an organogram for the programme. Additionally, we would expect applicants to demonstrate they have a clear escalation process for issue resolution including a dedicated point of contact. Applicants should explain how they intend to comply with data protection and confidentiality requirements. Applicants should also confirm that they understand the DLUHC’s reporting requirements.
• Risk assessment – applicants to provide a risk assessment by populating Annex D risk management log, highlighting up to five key risks, including fraud, to the programme and the way in which the programme is managed. Please include what measures you intend to take to mitigate your risks.

Criteria 5: value for money

Assessed in section 11 of the application form.

• Cost – applicants to provide a programme budget excel spreadsheet by quarter to show a detailed breakdown of the costs of staffing, supplies and services, contribution to overheads, etc. and any irrecoverable VAT. Please populate the pricing schedule Annex F pricing schedule. DLUHC will assess this criterion based upon its quoted costs for the work and assess value for money by comparing the anticipated outcomes and outputs with the cost.

3. Scoring process

Table 4. Scoring process

The applicant (10%)

Referenced in application form: Section 1-3

Criteria descriptions | Weighting | Score guide -|- Organisation and contact details – this question is not scored however, applications that do not provide this information will be disqualified. Details should be for the lead organisation for a consortium bid. Other members of the consortium need to supply the information outlined in Annex B application form. | N/A | Mandatory requirement. Not scored however applicants that do not provide this information will be disqualified. Summary of the organisation – applicants should set out the organisation’s purpose and mission overall and explain how these align with the objectives of the new Resident Opportunities and Empowerment Grant Programme. If this is a consortium bid briefly outline how each partner organisation’s missions also align. | 4% | No meaningful details provided in the proposal. Score = 0

Poorly defined description of the organisation’s purpose and mission and how these align with the objectives of the new Resident Opportunities and Empowerment Grant Programme. Score = 1

Description of the organisation’s purpose and mission and how these align with the objectives of the new Resident Opportunities and Empowerment Grant Programme that is adequately defined. Score = 2

Description of the organisation’s purpose and mission and how these align with the objectives of the new Resident Opportunities and Empowerment Grant Programme that is well defined with clear synergies. Score = 3 Relevant knowledge and experience – applicants should describe their understanding of the related issues and the stakeholders involved and their recent experience of managing similar programmes. It should include a description of the work undertaken and the outputs, the main roles performed, any partnership and/or collaborative working and the experience the applicant has in delivering a national support offer. It should set out the costs and the outcomes achieved. A brief description of the experience of key individuals should also be provided | 6% | No meaningful details provided in the proposal. Score = 0

Basic knowledge and experience of applicant provided. Limited understanding of related issues and stakeholders. Basic experience of managing a similar programme and the outcomes achieved. Basic knowledge of operating national grant funded projects. Brief descriptions of the experience of key individuals. Score = 1

Applicant demonstrates some knowledge and experience of understanding of related issues and stakeholders. Builds on the experience of managing a similar programme and the outcomes achieved. Some knowledge of operating national grant funded projects. Brief descriptions of the experience of key individuals. Score = 2

Applicant demonstrates good knowledge and experience, good understanding of related issues and stakeholders. Good previous experience of managing a similar programme and the outcomes achieved. Experienced at operating national grant funded projects. Brief descriptions of the experience of key individuals. Score = 3

Quality of proposal (40%)

Referenced in application form: Section 4

Criteria descriptions | Weighting | Score guide -|- The proposed activity – applicants should provide extensive details of their proposal for delivery of a range of opportunities and empowerment options for residents. This should include a high-level delivery timescale for key milestones for delivery of the proposal to 31 March 2025. If this is a consortium bid it should include the details and scope of each member’s contribution and the added value obtained from the partnership. Applications should detail the support to be provided, how it would be delivered, and proposals for reaching a diverse range of residents including underrepresented demographics, those who are new to engagement activities and/or haven’t had the opportunity to undertake training previously. | 15% | No meaningful details provided in the proposal. Score = 0

Details of the proposed activities are poorly defined, no specifics on delivery timescales of key milestones, support to be provided and how it would be delivered. Poorly defined proposals for offering a spectrum of opportunities or how to reach a diverse range of residents, underrepresented demographics, and new audiences. Score = 1

Details of the proposed activities are defined and set out delivery timescales for key milestones, support to be provided and how it would be delivered. Adequately defined proposals for offering a spectrum of opportunities and reaching a diverse range of residents, underrepresented demographics, and new audiences. Score = 2

Full concise details of the proposed activities are provided. There are clearly set out delivery timescales for key milestones. Clear explanation of the spectrum of support to be provided and how it would be delivered. Well defined proposals for reaching a diverse range of residents, underrepresented demographics, and new audiences included. Score = 3 Applicants should explain how they will use online, digital, and other technology to improve and expand the reach of the programme. | 5% | No meaningful details provided in the proposals. Score = 0

Poorly defined details on how technology will be used to expand the reach of the programme. Score = 1

Some details on how technology will be used to expand the reach of the programme. Score = 2

Good clear understanding demonstrated on how technology will be used to expand the reach of the programme. Score = 3 Applicants should explain how processes will be proportionate and accessible for social housing residents to access without their landlord being a gatekeeper/barrier. | 5%| No meaningful details provided in the proposals. Score = 0

Poorly defined details on how processes will be proportionate and accessible for residents and how to remove landlord barriers. Score = 1

Some details on how processes will be proportionate and accessible for residents and some ideas how to remove landlord barriers. Score = 2

Good understanding demonstrated how processes will be proportionate and accessible for residents and clear proposals for how to remove landlord barriers. Score = 3 Applicants should explain how their proposals for marketing, promotion and branding will target social housing residents and how it will drive national demand to ensure the programme’s objectives are met. | 10%| No meaningful details provided in the proposals. Score = 0

Poorly defined details on how marketing, promotion and branding will target social housing residents and drive national demand to ensure the programme’s objectives are met. Score = 1

Some details on how marketing, promotion and branding will target social housing residents and drive national demand to ensure the programme’s objectives are met. Score = 2

Good understanding demonstrated of how marketing, promotion and branding will target social housing residents and drive national demand to ensure the programme’s objectives are met. Score = 3 Applicants should provide details of any stakeholder engagement carried out to inform the bid and future stakeholder engagement to ensure the programme delivers successful outcomes.| 5% | No meaningful details provided in the proposals. Score = 0

Little or no stakeholder engagement carried out to inform the bid, limited range of stakeholders consulted. Poorly defined details of future stakeholder engagement to ensure the programme delivers successful outcomes. Score = 1

Some stakeholder engagement carried out to inform the bid across a range of stakeholders. Adequately defined details of future stakeholder engagement to ensure the programme delivers successful outcomes. Score = 2

Good stakeholder engagement demonstrated to inform the bid across a range of stakeholder. Clearly defined details of future stakeholder engagement to ensure the programme delivers successful outcomes. Score = 3

Proposed outputs and outcomes (20%)

Referenced in application form: section 5-7

Criteria descriptions | Weighting | Score guide -|- Clear definition and quality of the spectrum of outputs – applicants should describe expected outputs. These may include once-only activities, for example the publication of a fact sheet or tool kit and/or multiple outputs, for the example resident training courses. Applicants should describe the quality of outputs. For instance, for the training of residents, a description might include the subject matter, length of the training, the delivery mechanism (i.e. face to face, virtual, accredited, etc). Applicants should describe how they intend to monitor the effectiveness of the programme on the delivery of outcomes. | 10% | No meaningful details provided in the proposals. Score = 0

Outputs are defined along with a brief description. However, the delivery methods are not specific and do not define the quality or spectrum of outputs or how outputs and outcomes will be measured and monitored. Score = 1

Outputs are defined along with a description. The delivery methods are specific and define the quality and spectrum of outputs and how outputs and outcomes will be measured and monitored. Score = 2

Outputs are clearly defined along with a detailed description. The delivery methods are clear and specific, define the quality and demonstrate the spectrum of outputs and how outputs and outcomes will be measured and monitored. Score = 3 KPIs will include, but are not limited to, the programme’s core KPIs outlined in the prospectus. Applicants should populate Annex C key performance indicators and add any additional KPIs that they may want to propose. Please explain how the KPIs will be collected and monitored, ensuring they are specific, measurable, achievable, relevant, and time-bound (SMART). | 5%| No meaningful details provided in the proposals. Score = 0

Core KPIs partially addressed, not SMART, few or no additional KPIs suggested. Score = 1

Core KPIs defined and SMART, few or no additional KPIs suggested. Score = 2

Core KPIs defined and SMART, some additional KPIs suggested. Score = 3 Success, impact, and evaluation – applicants should note that the success and impact will be assessed by the KPIs. In this question applicants should explain their proposal for the evaluation of the programme to demonstrate how effective the programme was in achieving its objectives and how this information is to be collected.| 5%| No meaningful details provided in the proposals. Score = 0

Evaluation poorly defined, lacking in detail about how it links to programme objectives. lack of information about how evaluation information is collected. Score = 1

Evaluation defined, some information about it links to the programme objectives. Some details on how evaluation information is collected. Score = 2

Evaluation clearly defined and demonstrates how it links to the programme objectives. Full details about how evaluation information is collected. Score = 3

Programme management, governance and risk (15%)

Referenced in application form: section 8-10

Criteria descriptions | Weighting | Score guide -|- Programme management and delivery plan – applicants should provide an ambitious, but achievable timetable for delivery that meets the requirements set out in section 4 of your application. Proposals should expand on this, and detail all proposed delivery dates and milestones. Please include a Gantt Chart with your completed application form. | 6%| No meaningful details provided in the proposals. Score = 0

Proposal includes a timetable that includes poorly defined milestones and unclear delivery dates. Score = 1

The proposal includes a detailed timetable that will meet the delivery requirements. Score = 2

The proposal included a detailed timetable that will meet the delivery requirements. This includes further project delivery points and links project actions. Score = 3 Continuous improvement and flexibility to changing demands – applicants should explain how they will gather and use feedback and other intelligence for continuous improvement of the programme and describe how they will work with DLUHC to provide a service that is flexible and adaptable to changing demands to ensure the programme remains relevant to residents to ensure successful delivery of the objectives. | 3%| No meaningful details provided in the proposals. Score = 0

The proposal poorly defines how feedback and other intelligence will be gathered and used for continuous improvement and meeting changing demands. It is not clear how it will work with DLUHC to ensure the programme remains relevant. Score = 1

The proposal defines how some feedback and other intelligence will be gathered and used for continuous improvement and meeting changing demands. It outlines how it will work with DLUHC to ensure the programme remains relevant. Score = 2

The proposal clearly defines how it will proactively seek feedback and other intelligence and used for continuous improvement and meeting changing demands. It clearly outlines how it will work with DLUHC to ensure the programme remains relevant. Score = 3 Programme governance and management structure – applicants should provide details of their proposed governance and management structure for the programme, describing the key roles and responsibilities. If this is a consortium bid, please outline the roles and responsibilities for each organisation. Please include an organogram for the programme. Additionally, we would expect applicants to demonstrate they have a clear escalation process for issue resolution including a dedicated point of contact. Applicants should explain how they intend to comply with data protection and confidentiality requirements. Applicants should also confirm that they understand the DLUHC’s reporting requirements. | 3%| No meaningful details provided in the proposals. Score = 0

Programme governance and management structure poorly defined. Lacks details on key roles and responsibilities. Little information about an escalation process for issue resolution. No clear understanding of data protection and confidentiality requirement demonstrated. No clear understanding of DLUHC’s reporting requirements. Score = 1

Programme governance and management structure defined. Some details on key roles and responsibilities. Some information about an escalation process for issue resolution. Understanding of data protection and confidentiality requirement demonstrated. Understanding of DLUHC’s reporting requirements demonstrated. Score = 2

Programme governance and management structure well defined. Clear details on key roles and responsibilities. Clear escalation process for issue resolution. Good understanding of data protection and confidentiality requirement demonstrated. Good understanding of DLUHC’s reporting requirements demonstrated. Score = 3 Risk assessment – applicants to provide a risk assessment by populating Annex D risk management log, highlighting up to five key risks, including fraud, to the programme and the way in which the programme is managed. Please include what measures you intend to take to mitigate your risks. | 3%| No meaningful details provided in the proposals. Score = 0

The proposal identifies some potential risks and limited mitigations outlined. Score = 1

Proposal includes a risk assessment, outlines delivery and financial risks and has planned mitigations listed. Score = 2

Proposal includes a full risk assessment detailing delivery and financial risks and has planned mitigations listed. A method of monitoring and controlling risk is listed and further risk policy documents are referenced (contingency plans, risk register, anti-fraud policy etc). Score = 3

Value for money (15%)

Referenced in application form: section 11

Criteria descriptions | Weighting | Score guide -|- Cost – applicants to provide a programme budget excel spreadsheet by quarter to show a detailed breakdown of the costs of staffing, supplies and services, contribution to overheads etc, and any irrecoverable VAT. Please populate the pricing schedule Annex F pricing schedule. DLUHC will assess this criterion based upon its quoted costs for the work and assess value for money by comparing the anticipated outcomes and outputs with the cost.| 15%| No meaningful details provided in the proposals. Score = 0

Proposal includes basic costings and details the number of outputs the project could support. Funds are projected to be fully committed by the end of the grant programme. Score = 1

Proposal included costing and profiling for the length of the project. These costs are linked to the project plan and number of outputs. Funds are projected to be fully committed by the end of the grant programme. Score = 2

Proposal included detailed costings and profiling for the length of the project. These costs are linked to the project plan and the number of outputs. Funds are projected to be fully committed by the end of the grant programme. Score =3

Part 5: Guidance for completing the application form

1. Completing the form

• The application form can be downloaded from the GOV.UK website
• We will only accept applications from organisations that meet the eligibility criteria as detailed in Part 1 of this guidance.
• Please complete all the questions on the application form. Incomplete applications forms will not be considered.
• Proposals submitted are not final documents and DLUHC reserves the right to amend bids accordingly with successful applicants.

2. Deadline for applications

All applications must be completed in full and received by 11.59pm on 2 October 2022 via email to SHWPPMO@levellingup.gov.uk.

Please ensure you submit:

• Completed Annex A application form
• Completed Annex B required for consortium bids only
• Completed Annex C Key Performance Indicators
• Completed Annex D Risk Management Log
• Completed Annex E Insurance Schedule
• Completed Annex F pricing schedule
• Project Delivery Programme Gantt Chart
• Organogram for the Programme
• Programme Budget Excel Spreadsheet

3. Application form questions

The Applicant

Section 1: organisation and contact details

Please complete all questions, providing details for the lead organisation. Please complete a separate consortium partner Annex B consortium bids for each member of the consortium.

Please provide your insurance details using the template provided in Annex E insurance schedule in the application form.

Section 2: summary of your organisation

Please provide a summary of your organisation’s purpose and why its mission aligns with the objectives of the New Resident Opportunities and Empowerment Grant programme. If this is a consortium bid briefly outline how partner organisation’s missions also align.

Section 3: your knowledge and experience

Please provide a summary of your track record of delivery and relevant skills and expertise to deliver your proposal, including delivery experience of similar areas of work.

Quality of the proposal

Section 4: your proposal

Please provide details of your proposal for delivery of a range of new opportunities and empowerment options for residents. If this is a consortium bid it should include details and scope of each member’s contribution and the added value obtained from the partnership.

How will you use online, digital, and other technology to improve and expand the reach of the programme?

How will you ensure that processes will be proportionate and accessible for social housing residents?

How will your marketing and promotion strategy and branding target social housing residents to promote the programme? Demonstrate how it will drive demand to ensure successful delivery to meet the objectives outlined in the prospectus.

Please provide details of any stakeholder engagement you have and/or are going to carry out to contribute to the programme to deliver successful outcomes.

Outputs and outcomes

Section 5: your proposed outputs and outcomes

Please provide the outputs for your proposal and explain how they will deliver the outcomes and objectives outlined in the prospectus.

Section 6: KPIs, equality and diversity and performance monitoring

KPIs will include but are not limited to the programme’s core KPIs outlined in the prospectus. Please populate Annex C key performance indicators and add any additional KPIs that you will want to propose. Please explain how the KPIs will be collected and monitored to ensure they are specific, measurable, achievable, relevant, and time-bound (SMART).

Section 7: success, impact and evaluation

Please provide details of your proposal for the evaluation of the programme.

Programme management, governance and risk

Section 8: your programme management and delivery programme

Please provide details of your programme management and delivery plan including key milestones. We also require you to provide a Gantt Chart to illustrate your project delivery programme. Please include your Gantt Chart with your completed application form.

Please explain how you will gather and use feedback and other intelligence for continuous improvement of the programme and how will you work with DLUHC under this programme to provide a service that is flexible and adaptable to changing demands?

Section 9: your programme governance and management structure

Please provide details of your proposed governance and management structure, describing the management structures for the project, roles, and responsibilities. If this is a consortium bid, please outline the roles and responsibilities for each organisation. Please include an organogram for the programme.

Applicants should also explain how they will ensure that legal obligations for such issues as data protection, equalities, procurement, employment and recruitment will be met.

Section 10: risk management log

Please list up to five top programme risks, including fraud and how you intend to mitigate them by populating Annex D risk management log.

Section 11: your pricing schedule

Please provide a programme budget excel spreadsheet by quarter to show a detailed breakdown of the costs of staffing, supplies and services, contribution to overheads etc, and any irrecoverable VAT. Please provide your pricing schedule by populating Annex F pricing schedule.

Sections 12-13 privacy notice and freedom of information

Information is provided in the application form.

Section 14: PCR 2015 public contract regulations

Please check the box to confirm that your application is successful, and you become a grant recipient, you will observe the requirements of PCR 2015 Public Contract Regulations.

Section 15: application checklist

A reminder of items required for your application to be processed. This information is also available in Part 5 of the guidance for completing the application form.