Project Impact Assessments

Team and Lead Officer - Resident Engagement Project - Sarah Gallagher

Name of project/event - Chaucer House staff volunteer garden tidy up

Date of Project/event -     16th September 2025         

Section 1. Description of Project

The project will focus on tidying and preparing the garden and outdoor space to create an inviting, accessible, and calming environment that complements the newly developed sensory room. By improving the outdoor area, we will extend the benefits of the sensory experience beyond the indoor space, giving residents and families the opportunity to connect with nature in a safe and welcoming setting. The work will involve clearing and tidying existing spaces, planting sensory-friendly plants, and creating areas that encourage relaxation, social interaction, and wellbeing.

This development will not only enhance the sensory offer but will also provide a valuable communal space for residents, families, and the local community to enjoy. A well-maintained and thoughtfully designed garden will encourage outdoor engagement, support positive mental health, and strengthen the link between the sensory room and the wider environment. The project will ensure the space is sustainable, inclusive, and adds long-term value to residents' quality of lif .

Section 2. Intended aims of projects under each of Business Plan Headings

Improving the customer experience (does the project encourage wider resident engagement, improve resident satisfaction, make services more accessible or other?)

The volunteering day will focus on improving the outdoor space at Chaucer House, creating a more welcoming and accessible garden for families. Planned activities include removing an old planter and replacing it with a new one that features a dedicated area where children can plant seeds and learn more about nature. Volunteers will also clear away overgrown shrubs, tidy and clean the garden, and relocate a bench in preparation for repainting. Residents, particularly children, will benefit from increased access to outdoor space, supporting engagement with nature and opportunities for storytelling and learning about the positive impact of nature on wellbeing.

• This complements the sensory room being developed in the garden, providing a quiet, calming space for children with ADHD or those who may feel overwhelmed by communal areas.
• Intended outcome: Families feel valued, supported, and more connected to their home environment, encouraging use of both the garden and the sensory room.

Improving Our Organisation (does the project improve our customer service culture, engagement between staff and residents, improve well-being?)

• Staff and contractor involvement strengthens cross-team working, visibility, and relationships with residents, builds trust and confidence between residents and staff.
• Demonstrates SEH's commitment to sustainability and community-focused action plans.
• Provides staff with direct insight into resident needs, building empathy and understanding that can inform future service delivery.

Meeting our governance responsibilities (does the project enable residents to participate or contribute towards how SEH is governed and managed)

• The project aligns with SEH's commitment to inclusive, resident-led service improvement.
• Residents are engaged in decisions about how the garden space is used, supporting transparency and co-creation.
• Supports safeguarding and wellbeing responsibilities by creating a safe, accessible, and engaging space for children.

Innovating commercially (does the project help us deliver value for money, get more from our existing budgets/services)

• By showcasing the impact of volunteer-led initiatives, the project strengthens SEH's reputation with contractors and partners, which may support future sponsorship or in-kind donations (e.g., materials for the garden or sensory room).
• The project demonstrates practical, cost-effective improvements delivered through partnership and volunteering rather than solely through financial investment.

Developing Sustainable Communities (does the project help tenants acquire skills, life opportunities, improve their economic situation, contribute towards cost-of-living issues, contribute towards green/sustainability agenda, engage with hidden communities)

• The garden improvements are a continuation of last year's communal lounge makeover by Bell Group, building a longer-term plan for safe, accessible, and stimulating communal areas.
• The tidy and enhanced outdoor space encourages families to spend time together outdoors, fostering social cohesion and promoting wellbeing.
• Residents and staff involvement promotes pride of place and encourages ongoing care for the garden.

Section 3. Breakdown of Costs

Breakdown of Time

Section 4. Actual Outcomes 

• The garden improvements are a continuation of last year's communal lounge makeover by Bell Group, building a longer-term plan for safe, accessible, and stimulating communal areas.
• The tidy and enhanced outdoor space encourages families to spend time together outdoors, fostering social cohesion and promoting wellbeing.
• Residents and staff involvement promotes pride of place and encourages ongoing care for the garden.

Section 5. Quotes from participants

Great morning, being able to get out into the community and to be able to make a difference for the residents at Chaucer House.

Great to make a difference in the garden for the residents.

An absolutely experience thoroughly enjoyable time giving something back to those in need currently.

It was great to help and improve the garden at Chaucer.

The staff have done a wonderful job, and they look like they are enjoying themselves.

This will make a huge difference to the children and the Sound on workshops.

Section 6. How has this project involved residents to help shape services?

Residents were central to shaping this project. The garden improvements at Chaucer House were designed to respond to feedback that families wanted a more welcoming, safe, and usable outdoor space. The inclusion of a children's planting area reflects residents' interest in activities that help young people connect with nature and learn new skills.

By involving residents in both the design and use of the garden, the project gives them a voice in how shared spaces are developed. Their ongoing participation-through planting, maintaining, and using the space-ensures the improvements are sustainable and reflect their needs. This strengthens community ownership, encourages greater use of the space, and helps inform how similar projects can be delivered in the future.

Team and Lead Officer - Sue Rickard / Phoebe Baker

Name of project/event - The Big Conversation

Date of Project/event - 10th December 2025

Section 1. Description of Project

This is the 2nd Big Conversation event bringing residents together to discuss the South Essex Homes Business Plan and our services following a successful event earlier in 2025.

The focus was around changes to the South Essex Homes Business Plan, how residents can help to shape services that are delivered as well as an opportunity to share their views and experiences of living within Social Housing and giving South Essex Homes feedback on how these services can be improved.

The event was held at the Holiday Inn, Southend-on-Sea allowing ample space for residents, easy access to site via local transport including taxi pick-ups for those residents that required assistance travelling to the event. 

The day was split into updates from Directors, engaging activities allowing residents to help give feedback and views on the Business Plan objectives as well as interact with fellow residents and staff members.  

A meal as well as refreshments were provided for all due to the length of the event.

To ensure that residents were at the forefront, following from previous feedback, two presentations were delivered from resident led groups enabling them to promote to all how they have helped shaped services delivered to residents and encouraged other residents how they can take part in such groups.

The end of the day gave residents an opportunity to raise questions directly to the Executive Management Team and SEH Board which was positively received.

Section 2. Intended aims of projects under each of Business Plan Headings

1. Improving maintenance and repairs

The event featured a presentation from the Resident Panel for Improvements, who have been actively involved in Customer Journey Mapping for the Repairs and Maintenance Service. Their presentation highlighted the outcomes of their engagement work, demonstrating how resident insight has directly contributed to meaningful service improvements. This showcased the value of involving residents in shaping operational processes and reinforced the organisation's commitment to continuous improvement driven by lived experience.

2. Strengthening safety measures

As part of the event, the Director of Property Services delivered a presentation on building safety and the planned engagement approach for residents living in high rise buildings. This presentation introduced a structured consultation activity designed to explore whether South Essex Homes is getting the culture right. Residents were invited to challenge the organisation across four key areas: Trust & Respecting the Home, Culture & Behaviour and Right to Expect Respect, Communication & Partnership and Honest Dialogue, and Transparency and Following Up. Through this exercise, attendees highlighted several important areas for improvement, offering valuable insights into how SEH can strengthen its culture, improve service delivery, and build greater trust and confidence among residents.

3. Enhancing communication and transparency

The event significantly improved two way communication between South Essex Homes and residents. Throughout the day, attendees had direct access to a wide range of staff, including Directors and senior leaders. Staff rotated between tables, enabling residents to gain a clearer understanding of roles, responsibilities and service areas.

Transparent updates were delivered on business plan changes and strategic developments, giving residents a clear picture of organisational direction. The dedicated question and answer session with the Directors and SEH Board offered an open forum for honest dialogue, reinforcing trust and organisational approachability.

Presentations from resident led groups-including the Income Focus Group and Resident Panel for Improvements-demonstrated how resident feedback has resulted in operational changes. This included updates on the redesigned rent letter, which has now been published in Insight magazine following resident involvement.

Feedback gathered on the day and through QR codes indicated that residents felt listened to and valued. The move toward digital data collection-supported by earlier QR code training workshops-also enhanced the transparency and efficiency of feedback processes.

4. Investing in staff training and retention

The Big Conversation provided valuable professional development opportunities for staff. Assisting the activity leads with the facilitating table discussions allowed staff to strengthen communication skills, build rapport with residents and gain deeper insights into customer experience.

By engaging directly with resident activity leads and working as co facilitators, staff practised collaborative working and shared leadership approaches. This contributes to a culture of continuous improvement and encourages relationship centred service delivery.

Staff also gained experience in sustainable event planning, including resource management, recycling, and cost efficient use of materials. These practices support organisational sustainability goals and encourage environmentally conscious thinking among teams.

Additionally, supporting residents with digital tools such as QR codes during the event reinforced staff capability in digital inclusion, a growing area of importance within housing services.

5. Enhancing community engagement and support

The event was highly successful in strengthening community relationships and promoting meaningful resident involvement. It brought together residents from a variety of housing types, enabling social interaction across different parts of the community.

Tables were arranged to encourage conversation, and resident activity leads played a key role in facilitating engagement. Involving residents with a history of active participation validated their contributions and inspired others to become more involved.

Based on previous feedback, residents were given a more active role this year, with resident presentations included and activities shaped around the earlier 2025 event outcomes. This ensured that residents were not only consulted but empowered to influence the design and delivery of the day.

Sustainable and creative activities-such as writing feedback on recycled baubles-promoted fun, connection and environmental responsibility. Materials were reused where possible, and new purchases were sourced locally to reduce carbon impact.
The event also promoted longer term involvement by offering residents opportunities to join the Resident Advisory Panel, Focus Groups or receive information on becoming a resident Board Member.

Overall, the Big Conversation successfully fostered strong resident-staff relationships, reduced social isolation, promoted inclusive participation and reinforced a community centred approach to service improvement. 

Section 3. Breakdown of Costs and Time

Section 4. Actual Outcomes 

The Big Conversation event delivered several meaningful outcomes by creating a space where residents, staff and senior leaders could engage directly with one another. Throughout the day, the structure of presentations, activities and discussions enabled residents to share their experiences openly and highlight where services are working well and where improvements are needed. The inclusion of resident led presentations was a particularly strong outcome of the event, demonstrating how residents are directly contributing to shaping services.  

The building safety presentation, delivered by the Director of Property Services, provided residents with important information and opened up honest conversations about how South Essex Homes engages with those living in high rise buildings. This naturally led into a consultation activity exploring whether the organisation is getting the culture right. Residents were encouraged to challenge SEH across themes such as trust, respect, communication and transparency. The event successfully generated clear, actionable insights, with residents highlighting areas that require improvement-such as follow up on reported issues, consistency of staff visibility, and clarity around responsibilities and decision making. These insights were gathered directly through the event's activities and will contribute to shaping future engagement and cultural development work.

Another key outcome of the day was the strengthening of communication between residents and staff. Having Directors, Board Members and staff present throughout allowed residents to have conversations they normally would not have access to. This helped build confidence, improved understanding of service areas and created a more transparent environment. The use of table based discussions, activity sheets and opportunities to ask questions encouraged open dialogue, and the feedback collected-both verbally and through QR codes-showed that residents felt listened to and valued.

Finally, the event helped build stronger community connections. Bringing residents from high rise, low rise and sheltered accommodation together allowed people with different experiences to share their views and learn from one another. The social environment, supported by staff and resident activity leads, created a sense of inclusion and ensured that everyone had a voice. Many residents reported enjoying the opportunity to meet staff face to face, engage with other residents and feel part of a wider community conversation. This strengthened relationships, increased awareness of involvement opportunities and reinforced the importance of continuing to host events that put residents at the centre of service improvement.

Section 5. Quotes from participants

I enjoyed all of it, the food, the atmosphere and group engagement was very good  

Presentations from the residents was good

Very well run and very well received

Chance to share information

The venue was excellent, meeting the people who are ultimately responsible was useful

The whole event was well run, and the chance to talk to board members was good, filling out the activity sheets was good and hopefully change things for tenants

It was very friendly; residents were asking questions which was good and I personally enjoyed it

I found the whole atmosphere relaxed and enjoyed meeting and listening to other residents, and it was interesting to realise that many shared the same concerns as myself

Helpful to see Senior Management engaging and listening to residents

It was informative and everyone had a voice

Meeting staff face to face

Section 6. How has this project involved residents to help shape services?

This event helped shape services by increasing resident involvement and feedback in decision-making. Residents from different backgrounds and housing types were encouraged to share their experiences through discussions, activities, and presentations from the Income Focus Group and Resident Panel of Improvement.

Residents were also given active roles in leading activities and presenting, which empowered them and encouraged wider participation. Opportunities to speak with staff, Directors and SEH Board Members improved transparency and communication about business plans and strategies.

The event was designed using feedback from the earlier 2025 event, showing that resident views directly influence how engagement activities and services are developed. Overall, the project strengthened collaboration between residents and the organisation, helping ensure services better reflect residents' needs.

Team and Lead Officer - Resident Engagement Team, Sue Rickard

Name of project/event - Garden in Bloom Competition 2025

Date of Project/event - July to September 2025

Section 1. Description of Project

The Garden in Bloom competition invited all South Essex Homes residents and leaseholders-including our young gardeners-to celebrate creativity, wellbeing, and neighbourhood pride through gardening. Children were encouraged to grow the tallest sunflower or design a simple vegetable plot, nurturing a love of nature and hands on learning from an early age. Every entry was judged by members of the Resident Advisory Panel, ensuring a fair, resident led process where winners were chosen with care and consistency.

Section 2. Intended aims of projects under each of Business Plan Heading

1. Improving maintenance and repairs

The competition was open to all SEH residents, leaseholders and children, with aims to:

• Encourage residents to maintain their gardens, take pride in where they live and make the most of their outdoor spaces.
• Inspire sheltered scheme residents to collaborate in caring for communal gardens, supporting shared ownership and everyday upkeep.
• Engage children in growing plants and vegetables, fostering routine care (e.g., watering) and a sense of responsibility for their environment.

2. Enhancing communication and transparency

To reach as many residents and families as possible, the competition was widely promoted via:

• Insight magazine features;
• Social media updates;
• Posters on sheltered scheme noticeboards;
• Estate Day events-where children could plant seeds and begin their gardening journey.

Winners were also announced in Insight, celebrating achievements publicly and closing the loop with participants.

3. Enhancing community engagement and support

The competition supported residents' physical and mental wellbeing, with many taking visible pride in creating welcoming, attractive spaces. It also gave staff positive touchpoints with residents who may not usually engage, strengthening relationships and community connection. Sustainability featured strongly-many residents used water butts and other eco friendly practices-while children learned simple, practical skills using compostable pots that could be planted directly into the soil. Together, creativity and shared effort enhanced the local environment and helped build stronger, healthier and more connected communities.

Section 3. Breakdown of Costs 

Breakdown of Time

Section 4. Actual Outcomes

This year, we received 13 strong entries from both general needs and sheltered residents across the categories Best Front Garden, Best Back Garden, Best Vegetable Plot, and Best Communal Garden-showcasing creativity, pride and environmental care. We also ran a hands on planting session with children living in Temporary Accommodation, which led to six entries in the Children's Gardening Competition; participants enjoyed nurturing their sunflowers and watching them grow over the summer. 

All entries were judged by four Resident Advisory Panel members, ensuring a trusted community voice in the final selections. Winners received gold, silver or bronze awards along with B&Q vouchers to support ongoing gardening projects. Every child who took part will receive a certificate and trophy, celebrating their effort and building confidence for future activities. The competition delivered a clear wellbeing boost-residents reported the joy of tending gardens and the satisfaction of improving shared spaces, reinforcing local pride and neighbourly connection.

Section 5. Quotes from participants

The Garden in Bloom competition has not only showcased the dedication of our residents but also reinforced the joy and pride that gardening brings to the community. Many participants shared their enthusiasm for the event:

"I am so glad the competition was back this year; I love spending time in my garden"

"We love gardening in our communal garden, and we are looking forward to inviting other residents to join us in the Summer months next year"

 " It was so nice to have a different activity hear at Chaucer for the children to take part in"

"So nice to see children of all ages taking part and engaging in the planting competition"

"The planting session has been so much fun; I am looking forward to my sunflower growing"

Section 6 . How has this project involved residents to help shape services?

The Garden in Bloom competition has had a positive impact on our community by:

• Inspiring residents to maintain their gardens and make the most of their outdoor spaces
• Encouraging collaboration among residents in sheltered schemes, helping to reduce social isolation while enhancing their communal gardens.
•   Engaging children with simple, sustainable planting that builds skills and confidence.

The competition has not only celebrated creativity and dedication but also strengthen community bonds, making our shared spaces more welcoming and enjoyable for everyone. 

Team and Lead Officer – Resident Engagement Team, Laila Kricha

Name of project/event – Project/Kitchen 49

Date of Project/event – Ongoing 

Section 1. Description of Project

The Project 49 initiatives are fantastic community projects where individuals with learning disabilities contribute their talents and skills to enhance local sheltered schemes. In Kitchen 49, participants prepare and serve delicious lunches for residents, offering nutritious meals while fostering a warm and inclusive environment. This not only provides valuable vocational experience for the participants but also creates opportunities for social interaction between residents and project members, strengthening community ties.

Meanwhile, Project 49 focuses on creative expression and beautifying communal spaces through mural painting. Participants collaborate with residents to design and paint vibrant murals that reflect the spirit of the community. These colourful artworks brighten up the shared areas, creating welcoming and uplifting spaces for everyone to enjoy.

Additionally, Project 49 contribute to the communal gardens, where participants work on gardening projects. This includes growing plants, vegetables, and flowers that enhance the outdoor areas, creating peaceful, green spaces for residents to enjoy. This hands-on involvement in garden spaces fosters a sense of accomplishment and connection with nature, while further strengthening the community bonds. Together, these projects demonstrate the power of community involvement, creativity, and shared purpose.

Section 2. Intended aims of projects under each of Business Plan Headings

3. Meeting our governance responsibilities (does the project enable residents to participate or contribute towards how SEH is governed and managed)

N/A

4. Innovating commercially (does the project help us deliver value for money, get more out of our existing budgets/services)

N/A — no cost to SEH 

Section 3. Breakdown of Costs

Breakdown of Time

Section 4. Actual Outcomes

Link into business plan headings and whether intended aims have been achieved. Any unintended pros or cons.

• Improving the customer experience
• Improving our organisation
• Meeting our governance responsibilities
• Innovating commercially
• Developing sustainable communities

Project 49 have made significant contributions to our sheltered schemes, not only enhancing the customer experience but encouraging residents to be more involved in their community. Since the start of the project, we have engaged with over 300 residents across various Sheltered Housing schemes.

By painting vibrant murals and cooking meals for residents, they foster a sense of community, bringing people together and brightening communal spaces. These initiatives help improve the organisation by demonstrating inclusivity and social responsibility, aligning with governance commitments to support vulnerable groups- in this case, those with learning disabilities, mobility difficulties and older residents. Additionally, such creative and practical involvement showcases commercial innovation, as it offers a unique, value-added service while developing more sustainable, cohesive communities that thrive on mutual support and collaboration.

Project 49 has already completed art murals at nine of our schemes and will continue working through the rest until all schemes are adorned with their vibrant creations. These artworks were as a result of residents being surveyed and involved in the designing of the murals.

Over the past 2 years, Project 49 have regularly attended four of our schemes to cook meals on a bi-weekly basis. This has included themed meals and events around holidays such as Christmas and Easter dinners. For some residents, this has been their only opportunity to celebrate the holidays as they suffer from mobility issues and unable to travel outside of the scheme they live in. This evidences just how important these interactions with Project 49 and other residents are.

The gardening projects began in our schemes and temporary accommodation, but grew and expanded out into the wider community, supporting one of our community gardens in an area of general needs properties. Through the gardening projects, some residents have continued to grow their own food such as tomatoes, carrots, strawberries etc. This contributes to lower grocery bills for residents during a cost-of-living crisis, as well as improving the biodiversity on their doorstep which contributes of a more sustainable environment and community.

When a member of staff has been present, residents have been asked that months ‘killer question’, which we use to help shape our services. For example, updating our Pet Policy, the way we design our Insight magazine, our expectations of repairs services. All of which have been reviewed following resident input through killer questions. By collaborating with Project 49, SEH has gained additional opportunities to engage with residents who may not otherwise participate in traditional consultation methods.

As mentioned above, SEH have not had to pay for this service, Project 49 have been able to provide their services to us free of charge. Residents are asked to contribute towards the cost of ingredients for the homecooked dinners, but no costs have been incurred by residents for the art murals and gardening projects. As you can see in the breakdown above, a member of staff attended one of these sessions at least once a month to begin with, which is the only cost SEH has had to cover. However, residents have since built relationships with the individuals that visit their scheme on a regular basis and have taken ownership allowing them into the building with a member of staff needing to be present. Residents have also on occasions surprised those from Project 49 with gifts such as Easter eggs and new cooking equipment. This goes to show how well the groups have mixed and built up a relationship.

Section 5. Quotes from participants

“We truly appreciate our bi-weekly visits from Project 49. Project 49 enlighten us at Keats House, with their witty sense of humour and loving nature's. The meals provided, are all round enjoyed and we look forward to it each time it comes round. Thankyou Project 49, from Keats House.”- Resident at Keats House

“Since they first come go Keats House it has been a pleasure to have them. They are very professional from start to finish. Always leave the place clean and tidy. Food is always good. What more could you ask for.” - Resident at Keats House

“The murals make the place feel so much brighter, and I really enjoyed watching everyone get stuck in.”- Resident at Crouchmans

 

Team and Lead Officer – Resident Engagement Team, Laila Kricha  

Name of project/event – Avon Way Art Mural Project

Date of Project/event –Ongoing

Section 1. Description of Project

• Since 2012, Achieve Thrive Flourish (ATF) has provided safe spaces, opportunities, and support for at-risk youth through sport, art, heritage, and culture. Their work has reduced anti-social behaviour and fostered community cohesion throughout Essex. They offer programs for children and young people ages 5–24 as well as intergenerational activities.
• John Bulley is a local artist known for his murals and community art projects. He designed the original "Banksy-style" street art in London’s Camden Market and has created public artworks across the UK. He is also passionate about working with children, using art to inspire creativity and community engagement.

As part of an initiative to engage South Essex Homes (SEH) residents and foster community pride in and around Avon Way, SEH and ATF collaborated with local artist John Bulley and volunteers from Shoebury Youth Club to create a vibrant mural at Avon Way.

Taking place during the October half-term, the project aimed to revitalize a once-neglected alleyway- often a target for graffiti, vandalism and ASB- by transforming it into a vibrant, inspiring artwork that reflected the spirit of the surrounding community, largely made up of SEH residents

Beyond enhancing the visual appeal of the area, the project provided young people with a creative outlet and a meaningful activity during the school holidays, encouraging respect for their surroundings. Over several weeks, participants worked together to design and paint the mural, ensuring it was a true representation of their collective ideas and efforts.

The project was made possible through generous support from George Jones, who funded materials such as paint and brushes, as well as providing food to keep volunteers energised throughout the day. Now completed, the mural stands as a lasting symbol of teamwork, creativity, and community spirit, fostering a renewed sense of ownership and pride among residents.

Section 2. Intended aims of projects under each of Business Plan Headings

1. Improving the customer experience (does the project encourage wider resident engagement, improve resident satisfaction, make services more accessible or other?)

Improving the customer experience by fostering resident engagement and satisfaction- by involving young people and volunteers in the mural's creation, the project encourages community participation, strengthens bonds, and inspires future involvement.

Through this project, the children of Avon Way will be provided with opportunities to meet new people and make new friends as well as learn new skills in drawing, painting and creative expression.

2. Improving Our Organisation (does the project improve our customer service culture, engagement between staff and residents, improve well-being?)

This project aims to strengthen our organisation by promoting a customer-focused approach and demonstrating a commitment to community well-being. It can improve staff-resident engagement, building stronger relationships, trust, and collaboration. By offering a creative and positive experience, the project will enhance both staff and resident well-being through a sense of accomplishment and pride. Additionally, it will highlight SEH’s commitment to Asset-Based Community Development by tapping into the skills of local children. Overall, the project can help create a more connected, supportive, and community-driven organisation.

3. Meeting our governance responsibilities (does the project enable residents to participate or contribute towards how SEH is governed and managed)

N/A

4. Innovating commercially (does the project help us deliver value for money, get more out of our existing budgets/services)

N/A- no cost to SEH. 

However, improved pride in the area can help reduce ASB and vandalism, easing the strain on Estate services i.e. less littering/fly-tipping means reduced workload for our caretakers. There will also be less of a need for Estate services to routinely paint over graffiti, allowing resources to be focused elsewhere.

5. Developing Sustainable Communities (does the project help tenants acquire skills, life opportunities, improve their economic situation, contribute towards cost-of-living issues, contribute towards green/sustainability agenda, engage with hidden communities)

The mural project can help develop sustainable communities by offering skill-building opportunities, especially for young people and volunteers, in areas like art and teamwork. This creates a sense of ownership and pride that can improve local conditions which may lead to further opportunities for similar projects.

Section 3. Breakdown of Costs and Time

Section 4. Actual Outcomes

Linking into business plan headings and whether intended aims have been achieved. Any unintended pros or cons.

• Improving the customer experience
• Improving our organisation
• Meeting our governance responsibilities
• Innovating commercially
• Developing sustainable communities

The Avon Way Art Mural Project successfully engaged residents, especially young people, fostering community participation and stronger social bonds. It achieved its aim of improving customer experience by involving residents in a creative activity, increasing their connection to the community and inspiring future involvement in community-driven projects. However, resident input required more resources than expected- for future projects of a similar nature, I will take more time to plan how to promote the project to ensure residents that expressed interest initially actually get involved on the day.

Aligned with SEH's values, the project demonstrated a commitment to Asset-Based Community Development by involving local children and volunteers and using their ideas for the overall design without dictation from SEH or other partners involved. This has led to a greater sense of pride in the area, leading to better care of public spaces in the area- the mural remains intact and the alleyway it is in has not been vandalised since the project was completed.

Having staff visible in the leadup and involved on the day strengthened SEH's reputation in the community, as we were seen to be acting on the concerns of residents regarding vandalism and ASB in the area. This staff-resident engagement helps build trust and collaboration, which can lead to further projects or ways for residents to get involved with SEH.

While focused on community development, the project attracted attention from those working and living nearby that were not directly involved. This could lead to future funding and partnerships. As detailed above in the cost breakdown, this project was made possible thanks to a generous donation from George Jones. If we can show the value in projects such as this one, we may be able to secure further donations from our contractors and stakeholders.

Please see below photos taken before and after the project was completed.

Section 5. Quotes from participants

“This project is a partnership with South Essex Homes. We are promoting local community and trying to get the community to come together to create safe spaces and do something positive for Shoebury”- ATF staff member and SEH resident

“We’re repainting the wall here to put a bit of colour back in the area. Growing up there wasn’t really opportunities like this where the community got involved to redesign the area, so I’m so grateful that we’re doing this and getting the kids involved today”- Volunteer

“We had a good time! We had fun painting and enjoyed the pizza”- Volunteer and SEH resident