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         

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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 .

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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.

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Section 3. Breakdown of Costs

Breakdown of Time

Breakdown of Time

Staff/volunteer time description	Time	Cost value
Staff Volunteers	4 staff members	£207.50
Axis Contractor	3 hours	TBC
Bell Group	3 hours	-
South Essex Property Services	2 hours	-

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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.

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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.

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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 – Resident Engagement Team, Sue Rickard

Name of project/event – Digital Project Training  

Date of Project/event – Ongoing 

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Section 1. Description of Project

The Digital Inclusion project was launched in 2020 and has since been helping residents in Sheltered Housing to get online. The aim of this project is to help tenants to understand the benefits of technology and enable them to focus on the changes it could bring to the day to day lives. 

We have Digital Ambassadors who are resident volunteers who can provide 1-2-1 sessions whether it be on Chromebook device provided by SEH or their own device.

Digital Inclusion Project | South Essex Homes

Chromebooks are issued to residents who would like computer training but have no device for six months, this is usually extended to support tenants. We are holding Coffee mornings at all schemes to discuss the digital project in more detail and from there anyone who needs computer training is identified.

Supporting tenants to get online can make such a difference, it may only be requesting medication or delivery of shopping however this increases confidence and independence.

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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 through building active resident engagement & making our services and information accessible to a wider resident population.

Increased ease for residents to access information and less dependency on services.

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

N/A

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

Meeting our governance responsibilities through reducing residents’ cost of living, it is widely documented that residents who are digitally excluded are more likely to be in poverty as a result, have reduced employment opportunities and unable to access support/benefit services.

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

N/A

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)

Developing sustainable communities through helping to sustain tenancies & build a brighter future for our communities. Residents who are digitally included have greater opportunities to engage with a range of services, better employment opportunities and are less socially isolated. 

This project links in with Southend 2050 Vision ‘Connected and Smart’

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Section 3. Breakdown of Costs

Breakdown of Costs

Brief description of items	Purchase price	Saving
Chromebooks funded	£0

 

Breakdown of Time

Breakdown of time

Staff/volunteer time description	Time	Cost value
Staff member having meeting with Digital Ambassadors	1 hour per month x 1 staff member = 12 hours per year	£170 per year
Staff member booking in training with residents	1 hours a month x 1 staff member = 12 hours per year	£170 per year
Staff member completing forms and dropping off Chromebooks	1 hour per month x 1 staff member = 12 hours per year	£170 per year
Digital Ambassadors training residents	1 hour per week x 2 Digital Ambassadors = 48 hours per year	£657.60 per year
Digital Ambassadors attending catch ups	1 hour per month x 2 Digital Ambassadors = 12 hours per year	£164.40 per year

 

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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

Since the start of the project, we have engaged with 50 residents across various Sheltered Housing schemes.

After receiving digital training, residents have shared that they are now able to perform essential online tasks, such as sending emails, reporting repairs via the South Essex Homes website, shopping online, booking doctor appointments, and even connecting with family members through Zoom.

One resident, who learnt to use a Chromebook, has since written his own poems. He now attends various social groups, where he reads his work.

All residents who completed the training expressed their satisfaction with the support they received from the Digital Ambassadors. They believe the project is highly beneficial, particularly for those who find it difficult to leave their homes.

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Section 5. Quotes from participants

“The training I received was excellent and the skills learnt was good and well understanding with clear explanation.” - Resident at Nicholson House

“Thanks to my Digital Ambassador, I now send emails and have learnt all I could. She is very patient and a joy to work with!” - Resident at Centurion Close

“My Digital Ambassador was a very patient and understanding tutor, and was very good at explaining all to me, I am very grateful for all her teaching.” - Resident at Centurion Close

“I really enjoyed my training on the Chromebook, I have now gone on to write poetry and attend many social groups where I read them out” – Resident at Keats House

“My Digital Ambassador was very patient and understanding, I enjoyed my training very much” – Resident at Keats House

 

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

From the digital project our Digital Ambassadors are helping our communications team develop and test a new resident portal which will enable residents to log in to view their South Essex Homes account details, rent balance and repairs history online.

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

Breakdown of Costs

Brief description of items	Purchase price	Saving
Materials provided by Local Artist- acrylic paints, selection of paint brushes, mixing trays etc	£0 - no cost to SEH   £400 – As detailed below	£400
Masonry paint, roller and tray, large paint brushes, dust sheet	£0 - no cost to SEH   £84.50 - donation from George Jones (Contractor) as part of Social Value contribution	£84.50
Pizza for Avon Way Mural volunteers (children)	£0 - no cost to SEH   £49.95 - donation from George Jones (Contractor) as part of Social Value contribution	£49.95
Cleaning supplies	£14.68

 

Breakdown of Time

Staff/volunteer time description	Time	Cost value
SEH Resident Engagement Officer- to attend youth centre session, clean and prep wall and day of mural.	6 hours x 1 staff member	£99
ATF Staff- to attend youth centre sessions, clean and prep wall and day of mural.	3 hours x 2 staff, 8 hours x 1 staff	£66.00 £88.00
Local Artist- to attend youth centre sessions.	4 x hours, 1 Artist	£100 – paid for by ATF
Local Artist- concept work, printing, day of mural.   Price also includes cost of materials, as detailed above in cost breakdown.		£400 – donation from George Jones (Contractor) as part of Social Value contribution

 

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