This year has been another difficult year in our community and once again we have had to respond to unforeseen circumstances. We will delve into this a little more but first of all we wanted to highlight developments from year 2 that have continued to grow.
All of which are learning lab groups
Young leaders programme - Each week, relationships and trust were built, ideas and confidence grew, and every young person was contributing big, bold and brilliant thoughts, knowing their own strengths, and those of their teammate too. Their knowledge of local, national and international people and projects was vastly different, and they felt excited by the opportunities to use their voice to make a difference.
Young Women Leaders - our leaders consider the specific gifts and challenges of negotiating the world in bodies that aren't male, and explore what's possible when women and non binary folk of various ages and experience come together.
Girls Group - We cook and eat dinner together and initiate conversation around subjects such as mental health, relationships, higher education and work and explore the opportunities to take social action that supports others in the community facing the same issues.
SIBS Group - The group seeks to understand more about the barriers their siblings face but also provides a space for participants to enjoy being themselves and having time away from any responsibilities they have at home. We use creative activities to engage the children in conversations around understanding their emotions, thoughts and frustrations.
Intercultural Understanding and Community Climate Action - These groups have continued to learn together and various new groups have sprung up as a results of some of the learning
Rein Park Revolution - the group continues to work closely with the local authority and parks and countrysides. A new pump track is being installed right now and we saw a raft of new play equipment earlier in the year.
The Ice Cream Dream Machine - After a successful summer engaging with the community and delivering ice creams in a vintage way, our sturdy old dream machine had a facelift - Click here to see Naomi on TV!
Whipping Up A Makeover For This Ice Cream Van | Pimp My Ride, In Partnership With eBay | Ep 6 | #Ad
The last year was dominated by how we emerged from Covid restrictions and began to connect with the community in our spaces and places once again. Many residents had become isolated and took a little time to venture out and become active members of the community. Just as we felt like we’d dealt with one big hurdle, along came something else. But remembering our learning from the pandemic, and what we know is possible when we come together, it felt like we could form a response to rising energy prices, the cost of living and food prices as a collective. https://weareseacroft.org.uk/living-well-in-seacroft/
Our initial methodology for our Learning Lab project helped us during the pandemic and once again it was important to think about how we cultivate solutions.
New developments are detailed below -
Redevelopment of building to create Seacroft Pantry and Cafe. - The ground floor of our building has been developed in response to what we had learnt in our work during the pandemic and what we were hearing from residents in our learning groups. We knew that people wanted a destination space where they could get together and access affordable food and drink.
Seacroft Pantry - In response to the cost of living crisis, Sammi spoke passionately about the pressures she was feeling and on those around her in the community. Sammi explored this idea of setting up a food pantry and made several visits to other pantries and food support spaces across the city. After discussions with other staff, friends and residents Sammi wanted to launch a pantry model to support people with their weekly shopping. The pantry now has over 400 members and is an essential community asset for residents.
Kentmere Community Kitchen - Gemma is passionate about cooking and particularly cooking on a budget. Gemma has been advising pantry members who are less confident about cooking and posting online recipes and tips. Gemma trialled working with young people and families in the summer and has now set up Kentmere Community Kitchen. Using the commercial kitchen space at Kentmere Community Centre, Gemma runs cookery courses that concentrate on using affordable ingredients using energy efficient products like slow cookers and air fryers.
Seacroft Hookers - A group of residents have come together to enjoy a weekly crochet group and they have even knitted blankets and scarves for our pantry to help people keep warm this winter.
Football and Food - Dan has been working with a group of Asylum Seekers who have been housed in a hotel in our community. Dan has given them the chance to play football together on a weekly basis and meet for lunch at The Pantry. https://weareseacroft.org.uk/seacroft-stories/1832-2/
There has been a big focus on We Are Seacroft this year and with a clear plan to cultivate collective responses to local issues and to share information through one space. The development of our new website has helped to brand our alliance and provided a powerful online space to engage with residents. www.weareseacroft.org.uk
https://weareseacroft.org.uk/living-well-in-seacroft/#dearflip-df_2170/1/
Mighty Networks - is an online space where community organising can take place. A positive space, away from algorithms and negativity. Groups can be set up by anyone in the community and online courses and training are areas of development for next year - https://weareseacroft.org.uk/join-our-network/
Inspirational Visits - We have embarked on a number of visits this year, taking staff and residents to a variety of places. We explored other community trusts, maker spaces, community owned parks, community food ventures, and different types of community run buildings and spaces.
Visits included -
Every One Every Day hosts a range of Collaborative Business programmes for residents of Barking and Dagenham to learn skills, incubate ideas and test products and services to develop new collaborative and cooperative businesses in the borough - all in a supported environment. There’s no prior experience necessary as programmes start where you. (Dagenham)
Heeley Development Trust - We are here to make lasting change. We believe in community ownership and bottom-up approaches to economic and social issues. Our projects may look diverse but at their heart they all seek to be independent, not-for-profit, led by local people and they are all about Place – delivering key ingredients of a successful “whole” neighbourhood. (Sheffield)
Manor Castle Trust - We are a community based charity that was set up in 1997 to work with local people to regenerate the neighbourhoods in the Manor and Castle ward. We have moved from being an organisation that relied on grant funding to an enterprising community anchor organisation which will enable us to continue to carry on working with the community and partners to continue to improve the lives of people who live and work in our area. (Sheffield)
FoodHall - Foodhall is a multi-award-winning open public dining room and kitchen at the heart of Sheffield city centre. Managed by the community, for the community, we tackle social isolation and encourage integration across a diverse range of groups. (Sheffield)
Coleridge Trust - “Colebridge Trust seeks a cohesive society where people are enabled to achieve their full potential and where barriers to living inclusive, happy and healthy lives are challenged through the provision of creative, innovative and enterprising activities.” (Birmingham)
Q: How have you involved people from the community in your work
1. We continue to develop an asset based approach to our community development work and everything we do. This approach is the catalyst that ensures our methodology behind our learning labs permeates through our relationships with young people, adults and other organisations.. We are involving people from our community in the design and development of - our regular sessions, our small but versatile summer events, our relationships with local and citywide partners and our voice to power. The projects detailed above are all examples of involving people from our community in the work that we do.
2. During the height of the pandemic, we joined forces with the 5 other main third sector organisations in our area and this collaboration has gone from strength to strength. We still meet via zoom at 9.30am every day and every Thursday we have a meeting that includes residents groups, local cllrs, local authority workers, representatives from the NHS and the local GP practice. This meeting provides a space to share the fears and passions of residents and to address emerging community narratives.
3. We are making the most of the strengths of our community primarily because of the aforementioned points and the evidence of this and the impact this has had is clearly evident in voices of the people we work with and this can be seen in the next section.
4. We held a fantastic celebration event where over 400 people came together to celebrate Seacroft - here is the article that will be posted on our website -
“You’re not on your own: We’re a village.”
Who should a visitor to Seacroft meet?
Which places should they visit?
What stories should they hear?
Where’s the gold in Seacroft?
People living in Seacroft began asking questions like these in Autumn 2021 as part of a citywide project called My World, My City, My Neighbourhood, supported by Leeds 2023. Over dog walks, Zoom calls and many, many cups of tea, stories of a lesser-known Seacroft were told. A Seacroft where, actually, ‘There’s loads going on!’
“If you want to see people free, relaxed, in their stride and feeling good, go to a community event organised by people who live here.” said one resident, when I met her in a small, hidden garden space underneath the block of flats where she visits her Mum every day. The more conversations I had, the more I learned how right she was. There’s a spirit in Seacroft that’s just so… Seacroft. From 8 year olds and 80 year olds, people who’d lived locally for generations and those who’d moved here more recently, there’s a passion, commitment and heart that’s specific to this place.
“My favourite fact about Seacroft is that it appears in the Doomsday Book, with mentions of nuns, marshes and a Manor House. I used to play in those places as a kid!”
On 8th April 2022, more than 320 local folk filled Kentmere Community Centre with noise, glitter and fun for ‘Celebrate Seacroft’; a day of food, music, sports and family activities, bringing lots of people together for the first time in a long time to celebrate a place we all love.
Chapel FM juggled the stream of nostalgic song requests, as well as broadcasting the whole day on live radio.
Climate Action Seacroft had us planting seeds to make our treasured gardens greener.
Local legend, Geraldine, had everyone grinning as they left with their own empowering, essential oil blends.
Local Mum and businesswoman, Maria, led an Afrobeat dance performance and workshop that had everyone’s head bopping.
Glamrockz brought festival vibes and rock classics, sung by the man we best know as mechanic for our company vehicles.
The room was made bright with bold paintings by a local parent and balloons from a company started on our street.
There were T-shirts and totes, designed with and for Seacroft, carrying the words we all hear every day: “Y’alright? Yeah, I am, yeah. You?”
We ate. We played. We danced. We gave out more community awards than we can count. We crammed some of the best of our local community’s passions and talents into one room for one day, and we all said “we should do this again.”
“For the first time ever, I’m living on an estate where I feel part of the community.”
Spend time. Ask questions. Be curious. It’s the only way you’ll hear about the artist who lives next door,
the view from the street ‘round the corner,
the best ways to sledge down the sanny in the summer,
and all the other reasons to celebrate Seacroft.
Q: Big and Small Differences
The last year has seen us come out of lockdown measures and this has enabled us to engage with the community in a meaningful way, fostering positive relationships and supporting people to once again, interact with others and invest in their neighbourhoods.
We have seen the development of an ecosystem where people feel supported to have conversations about their aspirations, try new things and work together to find solutions. This ecosystem has also supported our staff members to work collaboratively, with each other, with colleagues from partner organisations and with their friends and neighbours.
In a wider sense local partners from across organisations and different sectors, have come together with a spirit of collective learning, and experimenting at working together to find solutions to local issues and finding ways to hold spaces where people can collaborate, create and support each other to live well.
The We Are Seacroft collaborations has gained notoriety across the city and become a focus for other communities, local authorities, local care partnerships and NHS initiatives in exploring our model of community collaboration. We have presented this model at high level strategic meetings and we are contributing to groups who are exploring ways of creating systemic change in communities.
Q: What have you learned
We have learned that collaboration is a bedrock of good and rooted community work.
In truth, as LS14 Trust, we knew this already but the work that we have developed this year has well and truly cemented this learning for us. The development of the “We Are Seacroft’ collaboration, our new website and online community space has helped us to see the possibilities of working collaboratively in a locality and we are excited about the opportunities this could bring.
In addition, we are working closely with Voluntary Action Leeds and the local authority taking a lead on exploring the Leeds Community Anchor Network project, using our experiences to shape the future of this work.
This is not about a huge number of people but about creating a space for passionate committed and skilled folk to invest in their community. It's not just about doing projects, it is about a cultural shift in the way we work and the way we engage with our community.
Our collaborative work builds on our history of working in an ABCD way and has really enhanced the work we have been doing with the learning lab. This work is not about doing things to people, it looks to create the space for the community to do for themselves. This project really is a test bed for that approach and throughout this year we have seen a number of examples of this.
There is a need for this project to continue to adapt and respond to ongoing changes on a micro and a macro level that have an impact on the community in Seacroft.
We started the year coming out of Covid and we were unsure about what we wanted to focus on as part of the learning lab process, it became clear very quickly in discussions with the community that “The cost of living crisis” needed to be the focus and this has dominated the projects and processes of the learning lab this year. That does not however mean that it will be the focus in year 4 of the project, that will be decided in due course in collaboration with the community.
In summary, we have learned a lot this year and even though we are working in difficult times, our collaborative approach has brought an energy and focus and a commitment to developing a culture of dreaming and doing.
Q: How you are changing what you do
Three years into this project we could not have predicted the journey that we would have travelled. The Seacroft People’s Learning Lab, in our view has achieved what it has set out to do to date but just not in exactly the way we had anticipated due to the interruption of Covid 19 and its after effects. This experience has really helped us to understand the need to be reflective and adaptive at all times and I think this approach has now been well and truly embedded in the very DNA of our organisation and it will be the way we approach all work going forward. The very basis of the learning lab with its cyclical process of collective learning, collective action and then collective reflection and collective celebration, allowed us to adapt to the complexities over the last few years and collaboratively develop community led projects and programmes that helped us all navigate these uncharted paths. This is how we want to continue to work going forward as our community faces the continued uncertainty of the cost of living crisis. We think working in this way as a community will make us more robust and responsive.
This ongoing project has begun to see the culture of our organisation, our networks and most importantly our community change the way it thinks about the possibility of change in our community. Lots of people learning together and starting projects and developing ideas together is becoming a normal thing and in turn becoming something that anyone in our community can get involved in. This is a change and a very positive one.
However, from our experience with this project and from our inspirational visits, particularly to Everyone, Every day, we are keen to explore what a physical embodiment of the Seacroft people’s learning lab could look like. Buildings are nothing without the people and relationships within them but they do provide a focal point and can strengthen a way of working and help develop a culture. To date the learning lab has taken place in numerous building and spaces across Seacroft and although we don’t see this approach to the work stopping the idea of having a building known as the people’s learning lab or The People’s Play Lab, would provoke and encourage more people to engage with the work and help situate this way of working more robustly in the heart of the community. This is something we want to explore in year four of this work.
It is clear that strong partnerships and collaboration has been fundamental to the success of this project to date and again the thought of moving away from an approach that doesn't have collaboration at its very heart is out of the question. The continued development of “We Are Seacroft” and ensuring its sustainability going forward is a priority.
-
Connect - Individuals and communities are better connected (NEF)
(People come together and build strong relationships in and across communities) RC
Programme leaders being knowledgeable and well-linked in their local area.
People are connected around their passions and interests.
People are working together to get an idea going and make changes.
Trips to inspiring projects.
Weekly learning sessions and engaging with artists and creative thinkers.
All staff have a thorough knowledge of their area
Number of people connected
Number of groups formed and sustained around an interest
Staff/ community have more mechanisms to hear and support people’s ideas
People will have more friends.
People will engage with more community activities.
Local asset maps
Quarterly reporting from operation manager and strategic lead.
Organisational work plans co-created with groups and individuals.
Case studies
Documentary style footage to capture learning journeys.
Meetings with organisations/ organisational documentation
No of groups formed and events that have taken place.
Be Active - (NEF)
(Enable more people to fulfil their potential by working to address issues at the earliest possible stage.) RC
Impact on community
People will become more active citizens.
People will engage in more communal activities.
People will spend more time with their neighbours.
People will develop a stronger sense of self worth.
People will find their voice.
The interdependencies of communities are recognised and strengthened.
Individuals and groups are supported to have the tools to take action.
Participation in Mission Possible and critical thinking groups.
The cafes,community hub and playbox provide a space for social interaction and social action.
Number of groups formed and sustained around an interest.
Number of celebration events and number of attendees.
People talk more positively about where they live.
Number of sessions providing capacity building support and tools.
Number of activities happening without any community builder input.
Increase in number of meeting/ conversations with local politicians and council.
Quarterly reporting from operation manager and strategic lead.
Organisational work plans co-created with groups and individuals.
Case studies
Documentary style footage to capture learning journeys.
Meetings with organisations/ organisational documentation
No of groups formed and events that have taken place.
The 'We are Seacroft Network' is a collective of partners, organisations and resident groups who have all worked in Seacroft for a long time. When Covid-19 changed the way we lived and worked together in March 2020, this group of organisations instinctively pulled together, sharing resources, time and expertise to deliver a response effort to the local area. The collective committed to seeking ways of continuing to work together and benefit from each other's skills and we are now recognised as part of the Leeds Community Anchor Network. Between the partners involved in the collective, there is a wide-ranging, regular programme of activities open to residents of all ages, abilities and interests, held in buildings and green spaces across Seacroft.
All organisations in this partnership are committed to a collaborative approach and to formalising this partnership by exploring the creation of a constituted group and the development of new job roles that will work to enhance our partnership work. We would like to employ an asset based community development worker / volunteer coordinator to work across the partnership. This approach means that our work is strongly relationally driven and any activities we host are carefully shaped in response to conversations or in collaboration with residents. An ABCD approach is inherently empowering and builds on particular strengths present in the local community. This is ripe ground for transformative community engagement and will have a positive impact on residents, who will be introduced to activities, connected to others and supported in making the most of opportunities across the locality.
We would also like to develop the We Are Seacroft brand, developing a communication and engagement department that will develop our new website and online community social network, deliver a social media strategy and develop a strand of citizen journalism that seeks to connect people and amplify community voice in order to challenge decisions and campaign on behalf of the Seacroft community. This strategy will ensure local residents are better informed about the spaces and places in their community and facilitate people to share their positive stories and create content that will promote Seacroft as a bastion of community spirit and community power.
We would like to build on the collective good will and passion of local organisations, local residents, local care partnerships, school clusters, local housing and communities teams to develop our collective training programme that has already seen us come together as a partnership to explore issues such as creating harmonious communities and community climate action.
Hospitality and fun are key to the way we work and we would like to curate four celebration events per year that bring people together to celebrate the partnership and showcase community spirit and collective ways of working.
So far, we have relied on generous leadership to cultivate this partnership and we would now like to invest in this collective leadership to cultivate a sustainable ecosystem that will support this partnership and in turn, develop community assets, people, buildings, spaces and places that will help our community become more resilient and thrive in years to come.
How does your project involve your community?
What do we mean by community?
People living in the same area
People who have similar interests or life experiences, but might not live in the same area
Even though schools can be at the heart of a community - we'll only fund schools that also benefit the communities around them.
We believe that people understand what’s needed in their communities better than anyone. Tell us how your community came up with the idea for your project. We want to know how many people you’ve spoken to, and how they’ll be involved in the development and delivery of the project.
Here are some examples of how you could be involving your community:
Having regular chats with community members, in person or on social media
Including community members on your board or committee
Regular surveys
Setting up steering groups.
Running open days
The vast majority of employees, volunteers and board members across our partnership are local residents with an energy and passion that has been harnessed by local organisations. As we transitioned out of the pandemic, we invested in conversations and focus groups to assess the appetite for a continuation of this collective way of working out of which WAS was born. The response was overwhelming, there was excitement about how successful our partnership work had been in providing an emergency response and a real passion to build on the community spirit that had seen us through a difficult time.
In addition, an ABCD (Asset Based Community Development) approach has strongly informed the way we work in Seacroft. LS14 Trust began as a resident action group and this remains at the core of working relationships in the area. The We Are Seacroft collective have adopted this approach and all the work across the collective is strongly relationally driven and any activities we host or decisions we make are carefully shaped in response to ongoing conversations and collaboration with residents.
Community relationships are core to the shared methodology of We Are Seacroft, and we are currently embedding a community steering group to underpin everything we do: Using national data, community narratives and hopes to co-create a hyper local vision for the future. This core group of residents are key to this project, a group intentionally brought together, who feel invested in and supported. This group has the skills, capacity and passion to be part of this conversation, work in partnership and carry out meaningful research to enable decisions that are right for where they live. There is a huge amount of drive, creativity and curiosity amongst these residents, and we would hope to catalyse new possibilities built on long held hopes for the area and an emerging culture of community leadership. Not only will this project help to shape this alliance in its formative stages, we also hope it will be an opportunity to exchange and grow new skills for all involved.
We will be running a number of large scale events across the summer and we will be engaging in conversations with residents where we will be explaining more about the WAS collective and asking people what they’d like to see and helping them to explore opportunities to get involved. We have already seen the pride that people have when they are talking about WAS and we know that as the community help us to grow this collective and enhance the identity of Seacroft, act as a beacon to show what is possible and demonstrate what can be done when a community invests in each other in order to become more resilient for the future.
How does your idea fit in with other local activities?
You might want to tell us about:
any gaps in local services your work will fill
what other local activities your work will complement
what links you already have in the community that will help you deliver the project
if this project is being delivered in partnership, tell us the names of your partners and the background of you all working together.
You can write between 50 and 500 words for this section.
Between the partners involved in the collective, there is a wide-ranging, regular programme of activities open to residents of all ages, abilities and interests, held in buildings and green spaces across Seacroft. This includes, but is not limited to, groups focused on children, young people and whole families, arts activities, music, radio and broadcasting opportunities, climate action, community gardening and much more.
This work is initially about the continued centralisation and scheduling of these activities, ensuring that activities cover the geography of the area and that provision is available at different times of day to suit different demographics. This level of partnership work allows us to respond to gaps and decide who and where is appropriate to provide support and to ensure that resources are directed to where the need is greatest. Furthermore, working in partnership allows us to respond to wider issues in the community. We have recently developed a collective response to the cost of living crisis, sending out a brochure called Living Well In Seacroft, this literature signposted people to events, support and activities that were available across the collective and across the area. The brochure identified areas of need such as food security and provided information about how people could access support in their neighbourhood, moving away from highlighting the work of individual organisations to directing people to a more holistic offer around food security.
This type of partnership work can also complement local area strategies and we are working closely with the LCC Communities team to create a local area plan and with Seacroft Local Care Partnership to create strategies to reduce health inequalities. In addition, we are taking the lead on the Seacroft Youth Strategy that has seen us develop a plan for young people across the area. Working with LCC, Active Leeds, British Cycling and others to create a plan that complements the City Wide Violence Reduction strategy and a programme of diversionary activities that support positive behaviours in the community. We are also developing a steering group of young people who will utilise the WAS brand to challenge negative stereotypes and promote opportunities for young people in Seacroft.
We also realise that this partnership is in its infancy and although we have created a powerful local network we are now looking at strategies to engage with more residents associations, sports clubs and local community leaders. We are trying to create a spider web of local resources that can attract funding and investment and become more resilient through the strength of the network.
When Covid-19 changed the way we lived and worked together in March 2020, this group of organisations instinctively pulled together, sharing resources, time and expertise to deliver a response effort to the local area. The network includes - Chapel FM Arts Centre, Leeds Community Spaces, Fall Into Place Community Theatre, Seacroft Community On Top , That Named Woman, Climate Action Seacroft, Seacroft Parish Seacroft Friends and Neighbours, Seacroft and Manston Cluster.
Tell us why your organisation is the right one to manage this project
Give us a brief description of your organisation and the work it does.
How does your organisation’s experience and connections mean it is best placed to run this project?
How would this project add value to the work you do?
To what extent is your organisation led by people with 'lived experience'? By this we mean people who have lived through the challenges the organisation is trying to address.
You can write between 50 and 500 words for this section.
LS14 Trust and WAS partners have a strong foundation to build this network because of the existing well-established relationships between an alliance of third sector organisations, who also bring with them strong and supportive relationships with local authority, LCP and primary care networks. Relationships with local residents are also strong and trusting, which we consider a particularly precious asset. The three councillors operating in the area are engaged, willing to listen, incredibly supportive and would enact real change based on the trust of this alliance. We want to use this strong foundation as the basis for an exploration of our communal next steps.
The LS14 Trust is a development Trust and as such, has the mechanisms to hold and distribute money. In recent times we have led on projects such as The Household Support Fund, Wellbeing and Youth Activity Funding and Prevent funding and we have ensured that this funding has been invested across the network in the places where it is needed the most.
Our asset based approach, communications and engagement and our training and development strands are geared towards community empowerment and social action. The stories we want to share and the learning journey we’d like to embark on focus on three types of action: Looking after each other in order to have the same opportunities to live well, looking out for each other as we embrace diversity and celebrate difference in our communities, and putting what we know about caring for our planet into practice by looking after Seacroft.
All of the organisations involved have long been contributing to social value in the local area. This project is not about short-term fixes by organisations who parachute into an area, attempt to make a difference and then leave, this is a project that seeks to contribute to the long-term well being and resilience of the people in the communities we serve, building on local networks and community voice. This way of working promotes local solutions to local problems and all of the community organisations involved employ local people who have lived experience of the challenges we are trying to address and trustees are members of the community and ensure decisions made by organisations are appropriate for the individuals in the community. We have worked closely with the Poverty Truth Commission in recent years and we know how important it is to ensure local people and their experiences are part of decision making processes. Our steering group is made up of people with lived experience that represent the community and the different organisations involved and they are keen to build upon the current active participation of community groups and the new sense of active citizenship from community members that has been born out of the Covid-19 response and the creation of the WAS network. This triangulated approach enables all stakeholders to contribute to - the evaluation of existing projects, the design of new projects and any iterative steps that need to be taken as the needs of the community change.
Chapel FM Arts Centre is a registered charity. Our overall aim is to have a positive impact in our local area---Seacroft and East Leeds. Our Theory of Change states:We aim to develop East Leeds as a community that has pride, for the future--- where people welcome and share new ideas and work together to make things happen.
Leeds Community Spaces is a registered charity Managing community buildings to improve the lives of people living in Leeds including Kentmere Community Centre.
Fall Into Place Community Theatre - A Charity Incorporated organisation who believe lasting well being comes from a deeper understanding of ourselves and others. We use creativity and fun to bring young people together, building confidence, communication and wellbeing.
Seacroft Community On Top - A constituted group in the heart of Seacroft - we pride ourselves in having a positive approach for our community to enable people to get out and make new relationships with others.
That Named Woman - A movement that aims at empowering and transforming women and girls to boost their morals and build confidence, thereby providing positive changes in the lives of women and girls in our community without any limits to race, age, status, belief or religion
Fall Into Place Theatre -We believe lasting wellbeing comes from a deeper understanding of ourselves and others. We use creativity and fun to bring people together, building confidence, communication and wellbeing.
Climate Action Seacroft - Looking after Seacroft and cultivating community climate action.
Seacroft Parish - The Church of England putting heart and soul into LS14.
Seacroft Friends and Neighbours - is a locally based and locally focused charitable organisation based in two locations in Seacroft, Leeds. Helping older people to live independently.
Seacroft and Manston Cluster - Providing early help, early intervention and prevention for our families
Young Leaders 1 & 2
Young Leaders began as a group of eight young people between 13 and 17 who were invited to come together on Zoom in the December lockdown, 2020. The plan was to hold a space which asked how we can lead from where we are: Not by learning to be bigger, 'better' or louder. We wanted to offer time to
self-reflect in creative ways, look at the
world around us from a safe space and
make commitments to getting involved
in it together: Most importantly, we
wanted the young people to drive the
agenda and have ultimate influence
over where the conversation went.
Each young person had been
specifically identified on the basis of
their particular circumstances; they
were at risk of being isolated, had busy
or complex home lives, felt frustrated
by school or had shown an interest in
making a difference to their community. The group received hand delivered invitations explaining why we wanted to work with them, and we've since been told this personalised approach meant a lot. During our first meeting, cameras were off and many chose to stay muted, using the reaction buttons to let us know that they'd heard what had been said. Each week, relationships and trust were built, ideas and confidence grew, and by the time we were able to meet in person, every young person was contributing big, bold and brilliant thoughts, knowing their own strengths, and those of their teammate too. Their knowledge of local, national and international people and projects was vastly different, and they felt excited by the opportunities to use their voice to make a difference.
Given the success of the first group, we are now offering the programme to a second 'cohort'. Though early in the process, we are already seeing the benefit of bringing young people with vastly different life, school and family experiences together.
We spoke with young people for a few weeks to learn about different types of activism. They were particularly interested in 'protest pies' that Steve Lambert had started doing during the pandemic. We asked them what questions they wanted to ask the organisations about themselves and about the ‘free the vaccine’ movement. We went to chapel FM and used the 'owl' on zoom to communicate with the 3 organisations.
All the young people asked questions and all of them said how they wanted to be involved in the movement after the event.
The following groups have developed as a result of responding to conversations in our young people’s learning lab core group. It was clear that participants in these groups wanted their own space to explore specific issues and to identify opportunities to communicate with others in the community who may face the same issues.
In considering our original
methodology These
groups have been piloted
by the community and sit
as ideas that are
incubating.
In our application and
original plan we described
the ideas incubator as ‘an
ongoing rolling project
developing the learning
from SPLL to connect
people/organisations and
capacity build them to
deliver projects that address
societal attitudes and
provide solutions to community pro problems’ We are excited about the energy and potential that is apparent in these groups.
Young Women Leaders
We also began to hear the need for a
conversation specific to young women and
non binary people in Seacroft: This is
particular to a slightly older group of 15-22
year olds. We are hosting this space in
collaboration with local residents, Maria and
Emilienne, who are keen to be involved in
leadership initiatives for black young women,
in particular, and Katy Hayley who is part of
the team at Chapel FM, one of our local
partners. In addition to the topics explored by
the first two groups, our leaders will consider
the specific gifts and challenges of negotiating the world in bodies that aren't male, and explore what's possible when women and non binary folk of various ages and experience come together.
Girls Group
We have piloted a girls group as a result of
conversations with females in our young people’s
learning lab cohort and we currently have up to 30
children attending each week. The younger group
for yr5-yr8 is for supporting girls who are becoming
teenagers, helping them to navigate what the
change in themselves means with positive role
models who can support them and answer
questions they have. We focus on looking at
inspiring women and creative activities centred
around what it means to be female. The older
group for yr9 + is for teenagers who are becoming
women, helping them discuss decisions they have
to make and understanding what they want to
achieve from this next stage of life. We cook and
eat dinner together and initiate conversation
around subjects such as mental health,
relationships, higher education and work and explore the opportunities to take social action that supports others in the community facing the same issues.
SIBS Group
We have piloted a very successful sibs group for children whose siblings have complex needs and/or disabilities. The group seeks to understand more about the barriers their siblings face but also provides a space for participants to enjoy being themselves and having time away from any responsibilities they have at home. We use creative activities to engage the children in conversations around understanding their emotions, thoughts and frustrations.
Seacroft Bike Project:
Our young leaders are the steering group for this project and this has gained momentum over the last year. Current plans would see young people taking over a disused building in the heart of their community and
leading the development of a bike
project and hang out space. Ongoing
conversations and consultation with
children, young people, families and
the wider community over the last
few years, chatting and listening and
asking what would make this
community even better? Time and
time again we have heard that there
needs to be a space for young
people, young people need to be
inspired, there needs to be role
models and there needs to be proper
investment in our children and young people in this community.
This proposed project has strong backing from both local residents, other local young people and other local organisations. The project will provide a space for training young people to ride and maintain bikes and to understand the responsibilities that come with that. We will
keep a fleet of electric trail bikes and our staff team will co produce learning opportunities with young people using the small outdoor space to set up trials and challenges on a weekly basis. The building will also provide an informal hang out space that, following the the principles of Asset Based Community Development, will be shaped by local young people but could include a pool table, a table tennis table, comfortable seating and a basic cafe space with healthy eating options.
This proposal initially took shape by working alongside a group of 10 young leaders who attended a weekly bike cafe at the LS14 Trust, this group was both a focus group and design group and shaped the early stages of this project.
We are currently working with 150 young people each week and through discussion with these young people and families and friends we know there is both a passion for this particular project but also a real desire to see good and sustainable youth projects in our community.
Young people aged 12-21 who form the steering group that will oversee and shape the next stage of the bike project, all aspects of the building and provision going forward.
Adult Learning Lab -
Our adult learning lab has followed a similar path to our young people’s learning lab with participants wanting to explore specific themes that are current and relevant in the community and the wider world. Year 2 really showed us the potential of the learning lab and even though it was still proving difficult to set up trips to other communities, the learning lab proved to be fertile ground for adding authentic community voice and action to a range of important issues and developments in Seacroft. The main themes explored are detailed below -
Vaccines and the community response to Covid.
Many of our learning lab members were reticent about taking the vaccine, others were keen to take it but had their fears and some were adamant that taking the vaccine was the right thing for the community. We came together for several sessions to explore people’s fear and to explore the information people were being given. There was clear mistrust of messages coming from the mainstream media and along with issues around the logistics of actually getting access to the vaccine. We managed to voice our concerns to the local care partnership and we managed to arrange a live Question Time style programme concentrating on the vaccine. We wrote a series of questions to put to representatives of public health England and a local GP. This session proved very successful and people felt like they were being listened to. (Please see the video in the next section). “As is true in many places, there is a deep and historic relationship with services as 'providers' in Seacroft. But, for the length of this conversation, those power dynamics were radically different. The experience and expertise of the medical professionals and local residents felt equally valued: People listened and minds were changed. I've spent time with people who were on that call months later, and they reflect on it as a time they were involved in something positive, which led to them wanting to be involved in more.” (Lydia - LS14 staff member)
Intercultural Understanding - MIgration and The Far Right
This is an emergent theme that initially came about from several people voicing their concerns to the group about the treatment of Chinese people in the community since the outbreak of Covid-19. This developed into a
wider conversation around new migrant
communities and hate crime and has
subsequently led to the development of a
collaborative training programme that seeks, in
the first instance, to support people with current
and correct information regarding asylum
seekers, refugees and migrants who currently
reside in Seacroft. The group felt that a good
starting point would be to learn more about the
reality of the system that supports new migrant
communities, before challenging the views of
others in the community who may be creating
negative narratives. We are working through this collaboratively and representatives from across the community, including residents, third sector, local authority, NHS and local churches. Initial training has been led by experts from the LCC migration team and Prevent far right specialists and has provided the basis for community action to challenge negative narratives on the ground. We are currently setting up visits to other communities that have successfully addressed intercultural understanding.
Climate Action in the Community
In a similar vein to the development of a focus on intercultural understanding, many of our participants were keen to address climate action and form a community response. This has led to the creation of a climate action course. In conversations with local cllrs, it was identified that many of us were not confident when it came to communicating the urgency of need and positive action. The Seacroft Climate Action Group (SCAG) was in its infancy so our group led this process and will seek to collaborate with SCAG as the project develops. This was another example of the strength of the learning lab group and the relationships with local organisations and the local authority. An initial training programme has been funded by local cllrs and is detailed below -
To train & connect 60 people who live or work in Seacroft, including representatives from the third sector, local authority and residents. Residents will learn with changemakers from local organisations & the local authority. 6 groups will attend 3 x 2 hour sessions helping to increase their knowledge & confidence about climate change. A blueprint for community climate action will be developed, exploring pathways to
action at different levels. We will help people use their
skills to achieve impactful actions on an individual, local
& national scale. Actors will initiate change & connect
with others to make change. This will be supported by
an exhibition with examples of local, national and
international positive action & a Family Action
Challenge. This will involve families choosing realistic
and positive actions they can take inspired by examples
in our climate exhibition.
Third sector organisations, local authority workers, The
Seacroft Climate Committee, local Councillors and
schools have all said that the community are aware of
the need to take action and would like support to shape
their response. Learning lab participants highlighted a
sense of hopelessness that leads to a passive approach
to the problem among some sections of the community.
At the same time there is also a passion to build upon
positive relationships in the area, to find out more about
climate change and facilitate active responses and positive action.
A series of inspirational visits will be arranged to supplement this social action project. Parent SEND support group
Seacroft SEND support session was set up by a local parent as a result of informal conversations within the group about the difficulty of accessing support for their own children. Parents share experiences and offer peer to peer support - SEND, school refusals, on the pathway to diagnosis and parents of SEND adults. We partner with SCOPE, STARS, SENDIASS and the Seacroft Manston Cluster to bring in expert advice and additional support.
Seacroft Sociable Folk and Ice-Cream Dreams.
The Seacroft Sociable Folk group continues to be an online learning lab space and has gone from strength to strength. The summer saw us hold community events on people’s streets and bits of land where people could come
together. We responded to information shared
by the group and visited 6 different
neighbourhoods, closed down streets, took
sports equipment and games and even
provided free ice-creams from our new (but
very old) ice-cream van.
One of our summer boxes sent out to the
Seacroft Sociable Folk group was co-created
by Gemma, one of our members of staff and a
local resident and Roulan, a Syrian resident
who has made Seacroft her home. Roulan was
keen to let the community know more about
her culture and Gemma was happy to facilitate. This story is told in the video in section 2. Howard -- Rein Park Revolution
Forming from the adult learning lab and
building on a real passion to see development
and change in a local park the Rein Park
revolution group has met regularly over the
last 12 months. Covid 19 has meant that it
has been predominantly online but park visits
and a community consultation was also part
of the activities in the last 12 months.
The group have worked alongside the parks
and countryside team and communities team
from Leeds City Council and worked with
designers and architects to develop a design
for a newly renovated park. Planning has
been obtained and the group have worked with the community to design a play trail for children in the park and a Bike pump track. An outdoor consultation event in which the community inputted ideas and debated the best way forward was attended by over 120 members of the community.
The group are continuing to skill themselves up, particularly in the area of sustainability and from December will oversee the building phase of this project, after which they will form the group that will oversee the long term future of the park and all activities that take place within it.
The learning lab approach has provided space for the group to develop their critical thinking, develop a strategy and engage with key experts to help them realise their vision.
As part of the learning Lab work in September, Howard was able to attend and deliver a session at the International Federation of Settlements conference in Sydney ( attended digitally over 3 sleepless days). Howard spoke about our learning lab work and developed relationships
We have also started ongoing conversations with communities and experts from around the country and further a field including.
Nationally:
Liverpool: https://www.saferegeneration.org.uk
Manchester: Mustard Tree
Stoke on Trent: portland inn project
Internationally
Nigeria: Sunday Ibobor Umuebu Neighbourhood House Umuebu Australia:Can Yasmut Executive Officer Local Community Services Association (LCSA) New South Wales, Sweden:Staffan Lindqvist Community project
USA: Emily Van Ingen- Cypress Hills community Development project
Due to Covid 19 we have delayed our celebration event until December, in which we will share learning/ achievements from year 2 of the project and collectively reflect and plan next steps.
How you’ve involved people from your community in the work you do
How have they changed the way you work? How have you joined up with what others are doing locally? How are you making the most of the strengths of your community?
1. We continue to develop an asset based approach to our community development work and everything we do. This approach is the catalyst that ensures our methodology behind our learning labs permeates through our relationships with young people, adults and other organisations.. We are involving people from our community in the design and development of - our regular sessions, our small but versatile summer events, our relationships with local and citywide partners and our voice to power. The projects detailed above are all examples of involving people from our community in the work that we do.
2. During the height of the pandemic, we joined forces with the 5 other main third sector organisations in our area and this collaboration has gone from strength to strength. We still meet via zoom at 9.30am every day and every Thursday we have a meeting that includes residents groups, local cllrs, local authority workers, representatives from the NHS and the local GP practice. This meeting provides a space to share the fears and passions of residents and to address emerging community narratives.
3. We are making the most of the strengths of our community primarily because of the aforementioned points and the evidence of this and the impact this has had is clearly evident in voices of the people we work with land this can be seen in the next section.
The differences you’re making (both big and small)
The following video and range of quotes directly relate to three points in the previous section and represent colleagues, partners and residents who we have engaged with in year 2.
Click on the link or the picture below to access the video
https://www.youtube.com/watch?v=FvIPmfnSCHo
Lydia spoke to residents about their experiences of coming together in a hyper local way as suggested by our Secaroft Sociable Folk group.
What was the best thing about working with each other and LS14 Trust? Overwhelmingly, the vote was for FRIENDS. Meeting with mates, gathering with neighbours, getting to know people for the first time and seeing people after a long time has been the absolute highlight of summer for most people. Most people I spoke to told me they had met someone new at an LS14. Direct quotes include:
"People being together is so, SO good."
"Gathering is great."
"I've felt myself, and my kids, grow in confidence."
"I didn't know anyone before the summer. I've been to 4 street parties and met about 3 new people at each: That's 12 new mates! It makes a huge difference to how I feel about living here."
The activities gave families space to be together, including small children, older siblings, grandparents, extended families and relatives with additional needs. One person told me "Just the option to spend time here, and not constantly have to think about where we could all go together, has really taken the pressure off us as a family."
Quotes from some of the young people involved in the Learning Lab and from their parents - Children and parent feedback:
"I feel most myself here."
"I'm happiest at Kentmere."
"I don't like my children to go out at night, that's why these groups are so important." "My boys love it here."
"We don't have stuff like this where I
come from, I feel so lucky."
‘It gets him away from computer
screens and has more interaction and
feed his imagination.’
‘Great community resource.’
‘Mixing with other children, being able
to express herself, being accepted and
valued as a member of the group.’
‘Holly has benefitted from interacting with children she doesn’t know, from different schools/ages and being listened to and encouraged.’
‘Being a member has helped me by knowing/protecting our community more.’ ‘Giving me more courage and to make friends.’
‘How you can say how you truly feel and nobody will judge you’
‘It has improved my confidence and I can try interact with people better’
_______________________________________________________________________
“As a young person of seacroft and spending my younger years around the area, I sometimes wondered what is there to do? Many years were spent hanging around the shops, sometimes doing silly stuff. I always wanted more sporting opportunities and to divert my attention elsewhere but this was never an option. Now 22 I have the opportunity to provide this to the next generation. I have now set up a new group called sports leaders which allows young people to come and express themselves through sports. The success stories are in the young people that attend and are now providing opportunities to others in the area. One young man has gone from the street corners and the local park to attending Kentmere community center on a regular basis and actually taking more of a leadership role in the group. He has future opportunities for badges and first aid training from the funding provided for my group. This single story shows the impact my past now has on not only my future but the next generations. I hope to grow the work so more people can attend with less barriers. Using my lifetime awards and coach core awards as advertisement for the great work Ls14 trust has allowed me to provide.”
Dan - Resident and Apprentice.
“From the age of ten, hanging out in Seacroft meant hanging out on the field. I couldn’t imagine growing up and staying in Seacroft and always said I'd move away from Leeds as soon as I could. None of my friends from school lived in Seacroft, and I was bullied quite badly. I didn’t feel like I could be me in my own area. I constantly saw toxic relationships play out and I didn’t want to replicate that, which is why I wanted to leave. I spent my time in places outside of Seacroft and saw that these issues were everywhere. I knew that there must be loads of women that felt the same. I was quite overwhelmed by this and didn’t know where to start to be helpful. I then applied for a sports apprenticeship. After being offered the job, I found myself doing less sport. It wasn’t that my love for sports had lessened, I just found that I had a chance and opportunity to begin to address a problem I saw.
Since starting my apprenticeship I have worked with 28 young women on a weekly basis, making space to regularly talk about friendships, internet safety, consent etc. We are continuously expanding this group further, and will be splitting the groups into two in the coming year due to high demand. It's only by being present and active in the area, building relationships with over 100 families and being supported by LS14 Trust, that I've been able to have some big ideas and see myself as part of delivering them in the future.”
Taylor - resident and apprentice
“I have seen how the learning lab has created possibilities for residents. People have connected with their community more and seen the potential in this area. This funding has provided lots of volunteering opportunities and even supported some women to set up their own organisations."
Naomin - Families and young people lead.
I just want to take this time and thank you and all the team players at LS14 Trust, for the continuous support me and ThatName Woman gets from you all at the LS14 Trust and partners.. Working with you guys helps us achieve one of our aims (Diversity and inclusion)
On behalf of ThatName Woman, I say thank you all for the good work.
Emiliene - Resident
“Working with the LS14 Trust has allowed me to find myself and be able to plan a career path that I never thought would be possible three years ago. I approached the LS14 Trust and asked to become a volunteer after been a stay at home mum for 8 years I decided i would have to do something to get myself out into the world,id attended many events that the LS14 Trust had put on in my local area and visited the community cafe i became a volunteer in the community cafe that then gave me an amazing opportunity of employment and I am now in my second year of college doing a course in Social Action I hope to continue in further education in social work or social sciences and continue to work in my local area wherever that may take me. Whilst working at the LS14 Trust I have been involved in planning projects were I worked with local families and provided food and play throughout uncertain times in lockdown as part of this i worked with a Syrian family where we was able to tell their story of how they came to seacroft and tell their story of seeking refuge in a family friendly way. This had a positive impact on the community and brought people together to share experiences, travel and culture.
As a resident, The LS14 Trust has helped me learn about the people around me and meet some amazing people. The LS14 Trust has also helped my family, having a daughter with additional needs It has given her opportunities to be involved and understood with many opportunities to join in all activities and events put on. The LS14 Trust has given me
opportunities as a resident to make things happen that have benefitted myself and other residents. For example I was able to run a uniform exchange and I have recently set up a group for parents with children with SEND to offer peer support in the east Leeds area.”
Gemma Dockerty - Resident, Volunteer and Staff member.
“LS14 Trust took the lead in convening a near-daily digital gathering where staff from our organisations would share information about community needs, strategies for obtaining and distributing key resources like food and medicine, talking sessions for people isolating in solitude, ways to provide the needed "soul food" of art, culture and creative companionship.
Over the course of the following months several dozen staff members from our various organisations developed new ways of communicating, transferred their distinct skills, and established a level of trust and familiarity that was impossible to envision pre-pandemic. LS14 Trust's steady, good-humoured, generous leadership was key to making this unique situational partnership grow.
Here we are, 18 months later, having launched numerous new jointly produced community initiatives from the Seacroft Ice Cream Dream Machine to special radio broadcasts about covid vaccines to training on supporting asylum seekers being housed in our community. As we head into the new year of 2022, being part of the evolving "We Are Seacroft" coalition alongside LS14 Trust and other organisations gives our staff and community participants at Chapel FM Arts Centre a deeply rooted confidence about the scale of change that we can bring to our community of Seacroft in the future, working together.”
Tony Macaluso
Director—Chapel FM Arts Centre
“Working with the LS14 Trust partnership has given me a much better knowledge of the needs of the local community in Seacroft. By linking in with professionals who have already developed excellent relationships with local people I feel that I have gained a great knowledge of what the community wants and needs. This has been invaluable when working remotely during the COVID pandemic. The community triage meetings allow the professionals working in the area to offer holistic support to local people as they are able to work together to offer people what they need. I have never attended another meeting where the attendees are so quick to support one another and act to help the community in varied and creative ways.”
Nicky Lines
Employment & Skills Officer
“Our weekly meetings have been an effective way to share accurate and up to date information about the local vaccine programme. For that information to then be shared with the local community on how, when, and where to access a vaccine.
This has contributed to the ongoing vaccine programme being a success and has hopefully given the local community some peace of mind during such a challenging time. If this does not solidify the importance of collaborative working, then I'm not sure what does!”
Becky Long
Care Co-Ordinator
Proactive Care Team
“I am a Cllr for Killingbeck and Seacroft ward in the city of Leeds and have been since 2018. I have lived and worked in the Ward for 20 years.
I have to say that the work of the LS14 Trust has been the backbone of a collaborative response across the organisations, volunteers and residents of the community.
The pandemic has demanded everyone work together and this has happened through:- ● Weekly meetings of the organisations
● A Mondays Board where people who need help are recorded and assisted by volunteers
● Information is collected and shared.
● As we move out of lockdown the real benefits of having the Chapel FM radio station and arts venue and café available to young and old to benefit from and engage with has been a blessing. It has given rise to young people going to Glasgow for COP26 and another group looking at how politics works and I was pleased to be interviewed by that group.
What it has given is the structure from which groups have sprung including youth theatre, mental health support, Seacroft Climate Action, Rein Park Revolution, Seacroft Wombles litter picking group, allotment and seeds groups,
And overall a greater involvement in seeking cooperation and connectivity across the community.
We are therefore very grateful for the support given by the Lottery and other Trusts to enable this work to be undertaken. We understand it has been used as a model for other communities..”
Councillor David Jenkins
“By all being together in one forum we have been able to react quicker and utilise skills and spaces available to ensure the community is supported in the best way possible. We all now have a better understanding of the skills, spaces and what everyone can do and can work joined up to strengthen the offer. We continue to meet weekly and it feels like we can make things happen more quickly, efficiently and ultimately ensure there is more being offered to improve the lives of people living in the local community.”
Rachel Dodson
Leeds Community Spaces
What you’ve learned
What’s gone well? What’s not gone well or been challenging? What’s been unexpected or interesting? What have you learned that would be useful to others? What did you think of trying but didn’t?
I think the intensity and the extraordinary nature of the last year have taught us a lot and have seen us, when we have a moment, reflecting on the way we work. A key reflection has been that the way of working that we outlined from the start of the learning lab has really suited the challenges we have faced. This year has confirmed to me that working with local people, ther skills, learning/ acting together and then reflecting together is absolutely key to long term community change. This way of working allows a high level of adaptability and that has been key over the last 12 months as we have had to respond to a range of new challenges. Our focus as well on doing the small things but also looking at big systemic change has been important this year. It has allowed us to respond to the micro/ local issues alongside our community but also to apply learning from this in a macro setting and influence the way the council and communities are working across the city.
We are more convinced than ever that this work takes time and must not be rushed, we move at the pace of our community, we do not have to drive change but instead hod that space for it to happen. This year has underlined for us that an Asset based approach to our work is a non negotiable if we want to see real sustainable change.
This year has also underlined that collaborative working is absolutely imperative, we would not have been able to deliver what we did this year without strong and trusting partnerships with both the community and other local organisations. We take the commitment to collaborate at all times into next year's work.
The work of the people’s learning lab this year, although different than originally intended due to covid19, has been rooted, networked, involved really listening/ advocacy and at all times has started with the passion/ strength of our local community.
How you’re changing what you do
Have you made any changes based on your experiences and what you’ve learned? What are your plans for the coming year - and beyond? How will your plans help your community to thrive? And is there any support you need to do this?
During year 3 of the learning lab we hope to actually begin to do some of the key things we wanted to do at the start of the project,( again this will depend on Covid 19).
We have a number of inspirational visits lined up and these will begin in December.
We will bring more of the community together for physical learning Lab sessions in our community building, this will include key experts who will support, challenge and inspire our community.
We will deliver 2 celebration events in person, making up for lost time.
All of which will mean there will be more opportunities for our learning lab groups to develop and deliver projects throughout the community over the next 12 months.
The LS14 Trust Community Hub serves as a vital lifeline and beacon of hope within the Seacroft community of Leeds, confronting a multitude of socio-economic challenges to uplift its residents and foster a sense of belonging and resilience. Through a comprehensive array of initiatives and programs, the organization endeavors to address the multifaceted needs of the community, ranging from food insecurity to social isolation, and from mental health support to the integration of asylum seekers. Let's delve deeper into the various aspects of the organization's mission and impact:
What Your Organisation Does:
At the heart of its operations, the LS14 Trust Community Hub operates a community cafe, not merely as a place to dine but as a vibrant social hub where individuals from all walks of life converge to share stories, forge connections, and combat the pervasive sense of social isolation. The cafe not only serves nutritious meals but also nourishes the soul by providing a safe space for residents to find solace, camaraderie, and support.
In addition to the community cafe, the Seacroft food pantry plays a pivotal role in alleviating food insecurity by providing essential sustenance to hundreds of individuals and families in need. Through a membership-based system, the pantry not only offers access to nutritious food items but also empowers participants through workshops and educational sessions focused on budgeting, meal planning, and culinary skills.
Complementing these services, The Art Room offers a sanctuary for emotional expression and healing, providing art therapy sessions that serve as a catalyst for personal growth and self-discovery. Furthermore, the hub's flexible community space hosts a diverse range of activities and programmes, including youth groups, workshops, and well-being sessions, catering to the varied interests and needs of community members of all ages.
The Need It Is Addressing:
Seacroft, like many communities across Leeds and beyond, grapples with profound socio-economic challenges that adversely affect the well-being of its residents. Ranked 32nd out of 33 wards on the Leeds City Council Social Progress Index, the area faces issues such as poverty, unemployment, and limited access to essential services. The escalating cost of living exacerbates these challenges, placing additional strain on already vulnerable households. Food insecurity and social isolation loom large, with many residents lacking access to nutritious food, social support networks, and essential life skills such as cooking.
Moreover, the presence of asylum seekers housed in a hotel in the community has added complexity, leading to social tensions, far right demonstrations and recruitment drives and a sense of division among some residents. Addressing these needs and fostering understanding and cohesion within the community are paramount to creating a more inclusive and resilient society.
Where You Work:
The LS14 Trust Community Hub operates within the Seacroft area of Leeds, strategically positioned to serve as a central nexus of support and empowerment for its residents. Situated in the heart of the community, the hub provides accessible services and programs that cater to the diverse needs of individuals and families living in the area.
The Number of Your Organisation’s Beneficiaries:
The LS14 Trust Community Hub serves a significant number of beneficiaries, with over 450 members accessing the food pantry regularly and approximately 150 individuals visiting weekly for food support. Moreover, the hub's various programs and services cater to individuals of all ages, including parents with babies and toddlers, older children, young people, and families facing financial difficulties. The impact of the organization extends beyond direct beneficiaries to include the broader community, as initiatives aimed at fostering integration and understanding benefit residents across Seacroft.
The Difference Your Work Makes:
The work of the LS14 Trust Community Hub has a profound and far-reaching impact on the Seacroft community, evident in several key areas. Firstly, regular access to nutritious food through the food pantry promotes physical health and well-being among residents, addressing immediate nutritional needs and reducing food insecurity. Secondly, the hub's focus on education and empowerment equips individuals with essential life skills such as cooking, budgeting, and meal planning, empowering them to make healthier choices for themselves and their families.
Furthermore, initiatives aimed at fostering social connections and combating social isolation contribute to improved mental health and emotional well-being among residents. By providing a welcoming and inclusive space for community engagement, the hub promotes a sense of belonging and connection, reducing feelings of loneliness and isolation. Additionally, efforts to foster understanding and integration among residents and asylum seekers promote social cohesion and harmony within the community, challenging stereotypes and fostering empathy and compassion.
Overall, the work of the LS14 Trust Community Hub has a transformative effect on the Seacroft community, promoting health, well-being, and social cohesion among residents and fostering a sense of empowerment and resilience in the face of adversity.
What You Are Asking Us For:
The LS14 Trust Community Hub is seeking funding support to sustain its core operations, expand its provision to meet growing demand, and address rising operational costs, including rent and energy bills. Additionally, funding is needed to ensure fair compensation for part-time staff members who are local residents, thereby supporting the economic well-being of the community. By securing funding, the hub can continue to provide essential services and programs that address the diverse needs of the Seacroft community and promote positive outcomes for its residents.
What Need Is Your Organisation Addressing? Why Is It Important?
The LS14 Trust Community Hub addresses critical needs within the Seacroft community, including food insecurity, social isolation, lack of essential life skills, and the integration of asylum seekers. These needs are important as they directly impact the health, well-being, and resilience of individuals and families within the community. By providing access to essential services and programs that address these needs, the hub promotes positive outcomes for residents and fosters a more inclusive and resilient community.
How Does Your Work Address This Need: What Do You Do, What Services Do You Deliver?
The LS14 Trust Community Hub employs a holistic and multifaceted approach to address the diverse needs of the Seacroft community. Through its various services and programs, the hub provides access to nutritious food, essential life skills education, mental health support, and opportunities for social connection and integration. From the community cafe and food pantry to The Art Room and flexible community space, the hub offers a range of services designed to meet the diverse needs and interests of residents across all ages and backgrounds.
What Is Your Organisation’s Impact, What Difference Do You Make?
The LS14 Trust Community Hub has a significant and tangible impact on the Seacroft community, evidenced by positive outcomes experienced by residents. From improved physical health and well-being to enhanced social connections and community cohesion, the hub's work promotes positive outcomes for individuals and families within the community. By providing essential services and programs that address critical needs, the hub empowers residents to lead healthier, happier, and more fulfilling lives, fostering a sense of belonging and resilience in the face of adversity.
Who Benefits from Your Work and How?
A wide range of individuals and families benefit from the work of the LS14 Trust Community Hub. Residents facing food insecurity can access nutritious food through the food pantry, improving their physical health and well-being. Those experiencing social isolation can participate in community activities and programs, fostering social connections and emotional well-being. Additionally, asylum seekers in the community benefit from integration efforts aimed at fostering understanding and building bridges within the community. Through its holistic approach, the hub creates a ripple effect of positive change, enriching the lives of all who call Seacroft home.
Approximately how many people do you work with (your beneficiaries)?
The LS14 Trust Community Hub operates as a cornerstone of support within the Seacroft community, addressing the multifaceted socio-economic challenges faced by its residents. Over time, the demand for the hub's services has burgeoned significantly, reflecting the pressing needs of the community. Initially, the food pantry embarked on its mission by aiding 30 families weekly, a humble yet impactful beginning. However, in response to the escalating demand, its reach has magnified, now encompassing over 450 members who rely on its provisions for sustenance and support. Each week, an average of 150 individuals, spanning various demographics, converge upon the hub seeking assistance, not only with food insecurity but also with a myriad of other pressing issues they encounter.
Moreover, the hub's provision extends beyond mere sustenance, branching into a diverse array of activities and services tailored to cater to individuals of all ages and backgrounds. From the convivial ambiance of the community cafe to the therapeutic solace of art sessions, the vibrancy of youth clubs, and the culinary exploration of cookery classes, the hub's offerings resonate with the varied needs and aspirations of its beneficiaries. Though exact figures may fluctuate across different programs and initiatives, the hub's pervasive impact within the community remains evident, reaching and enriching the lives of numerous residents.
How do you measure success?
Success for the LS14 Trust Community Hub is a nuanced interplay of quantitative metrics and qualitative insights, intricately woven together to gauge the efficacy and resonance of its endeavors. Embracing a comprehensive approach, the hub aligns its evaluation mechanisms with its overarching goals and objectives, ensuring a holistic appraisal of its impact.
Quantitatively, success is quantified through meticulous scrutiny of various metrics, ranging from the sheer volume of individuals accessing services to the depth of their engagement and participation rates in activities. Additionally, the hub scrutinizes the tangible impact of its interventions on key well-being indicators, such as improvements in nutrition, mental health, and social cohesion. Further quantitative benchmarks encompass the extensive reach of educational programs, as well as the degree of community mobilization achieved through advocacy efforts and outreach initiatives.
Complementing these quantitative measures are qualitative assessments, which delve into the nuanced narratives and lived experiences of beneficiaries. Through avenues such as surveys, interviews, and testimonials, the hub endeavors to capture the intangible yet profound impact of its services on the lives and communities it serves. By soliciting feedback directly from beneficiaries, the hub gains invaluable insights into the nuances of their needs, aspirations, and challenges, enabling a more nuanced understanding of its effectiveness and relevance.
Moreover, success is evaluated against the backdrop of specific outcomes delineated in funding agreements, strategic plans, and community development initiatives. By aligning its endeavors with predefined benchmarks, the hub ensures accountability and transparency, fostering a culture of continuous improvement and adaptation in response to evolving community needs.
What is your organization’s approach to Equity, Diversity, and Inclusion (EDI)?
The LS14 Trust Community Hub is unwavering in its commitment to fostering Equity, Diversity, and Inclusion (EDI) across all facets of its operations. Embedded within the organizational ethos, the hub's approach to EDI is underpinned by a constellation of core principles, serving as guiding beacons in its pursuit of social justice and fairness.
At the forefront of the hub's EDI strategy is the imperative to reduce barriers that impede access to its services or activities. Recognizing the diverse tapestry of challenges faced by its beneficiaries, the hub endeavors to dismantle barriers of various hues, encompassing financial, physical, linguistic, and cultural dimensions. By proactively identifying and addressing these barriers, the hub strives to ensure equitable access and participation for all members of the community, irrespective of their socio-economic status, linguistic proficiency, or cultural background.
Central to the hub's EDI philosophy is the ethos of community empowerment, predicated on the belief in the inherent agency and resilience of individuals and communities. In line with this ethos, the hub endeavors to cultivate platforms for meaningful participation and engagement, empowering community members to voice their needs, aspirations, and concerns. By fostering a culture of inclusivity and participation, the hub seeks to amplify the voices of marginalized and underrepresented groups, ensuring that their perspectives are not only heard but also accorded due consideration in decision-making processes.
Moreover, the hub espouses a robust appreciation of intersectionality, recognizing the complex interplay of identities and experiences that shape individuals' lived realities. Acknowledging that individuals may grapple with multiple layers of discrimination or disadvantage based on intersecting facets of their identity—be it race, gender, sexuality, disability, or class—the hub tailors its support and services to address the specific needs of these individuals. By adopting an intersectional lens, the hub endeavors to create an inclusive environment that affirms and celebrates the diversity of its beneficiaries, fostering a sense of belonging and validation.
In tandem with these principles, the hub upholds a commitment to equitable policies and transparent processes, ensuring fairness and accountability at every juncture of its operations. Transparent policies, rooted in principles of equity and inclusion, permeate all facets of the organization, from recruitment processes to service delivery and decision-making. Moreover, the hub establishes robust feedback mechanisms, inviting beneficiaries to report concerns related to equity and inclusion, with a steadfast commitment to addressing any incidents of discrimination or bias promptly and effectively.
Continuing its journey of EDI, the hub remains steadfast in its commitment to continuous learning and improvement. Recognizing that the pursuit of equity and inclusion is an ongoing endeavor, the hub embraces a culture of reflexivity and adaptability, continuously refining its strategies in response to emerging best practices and evolving community needs. Through ongoing training and capacity-building initiatives, the hub empowers its staff and volunteers to navigate the complexities of EDI with cultural competence and humility, fostering a culture of learning and growth.
Document sent to the council who required proof of a consultation with local residents for us to secure a lease.
Plans for the coming year -
The LS14 Trust has a long term commitment to young people within our community. Although there is some good provision for them at present, historically there has been nowhere near enough and currently it is not as good as it could be.
We want to lease the building on Ramshead Approach (previously known as Oil) with a view to buying the property as soon as we are able to raise the funds. We want this building to be a dedicated space to be shaped and developed by local young people for the long term benefit of our community.
We love the ambitions of Child friendly Leeds and want this project to have a real impact on the lives of local young people. We strongly support the city wide vision of the Leeds Children and Young People’s Plan 2018-2023 and believe that all 5 wellbeing outcomes will be furthered in the lives of local young people that engage with the project.
1. are safe from harm
2. do well at all levels of learning and have skills for life.
3. enjoy healthy lifestyles
4. have fun growing up
5. are active citizens who feel they have a voice and influence
This project will also be part of a wider youth leadership programme, a longer term youth strategy in the community that will provide opportunities and pathways into education, employment and training.
Our initial plans are as follows:
We want to redevelop the current Oil building in our community and transform it into a youth led community learning space,
xxxxx
The building will also provide an informal hang out space that will be shaped by local young people and may include a pool table, a table tennis table, comfortable seating and a basic cafe space with healthy eating options.
In year one we aim to open the building on:
Wednesdays 6pm-9pm
Fridays 6pm-9pm
Saturdays 10am-1pm
Inside the building : (These plans will be shaped and change with young people working with local community)
kitchen/ cafe space run for and by young people
Seating area- sofas chairs etc (workshop space)
Games area- to be defined by young people
Bike maintenance space
Making space/ idea development space.
Outside of the building: (These plans will be shaped and change with young people working with local community)
Small trails course- place to develop electric bike/ bike skills and Outdoor bike maintenance space in partnership with Active Leeds and alternative travel hub.
Growing space- to be shaped by young people working with Seacroft climate Hub
We will work from day one with our young leaders to develop these ideas and these are very much our starting point and will be developed as the young people develop their vision for the long term use of the space.
This building will at times be just a space for young people but at other time will be a resource/ space for all ages in the community to come and learn/ engage together.
This is about developing young people as active citizens so they will form the committee that shapes and leads and develops the building.
LS14 Trust has secured some funding for a team to oversee/ deliver the project but will be seeking extra funding to ensure sustainability.
Our youth team will be based in the building.
Another key move to make this project sustainable is by working with committed local volunteers, in addition to a committed team of young leaders, we have already identified a team of local volunteers to help develop the project.
In year one we will look to develop a social enterprise aspect of the project with a view to developing an income stream. This will include; hiring of the space throughout the week to the local community, business and schools, for activity and training sessions and private parties.
Background
For the last 10 years the LS14 Trust has been a rooted community development organisation in Seacroft working alongside community members to develop a range of projects and opportunities to make our community an even better place to live and grow up in. The Trust works using an Asset Based Community Development approach, building on the strengths of a community as a starting point and supporting local community members to use their skills and passions to make the changes they want to see in their community.
The proposed project derives from developing the aforementioned approach. Our local Councillor and community member Paul Drinkwater has a passion for bikes of any kind and wants to see a locally based and locally run project. The project will use electric/motor and pedal bikes as a focus to bring local children and young people together and provide a space for them to feel safe in and to call their own.
The LS14 Trust has had ongoing conversations and consultation with children, young people, families and the wider community over the last few years, chatting and listening and asking what would make this community even better? Time and time again we have heard that there needs to be a space for young people, young people need to be inspired, there needs to be role models and there needs to be proper investment in our children and young people in this community. This is why we are working strategically with a range of local residents, local organisations and the LCC communities team to develop a long term, joined up and sustainable youth programme for the area.
We want to develop and deliver this bike project because we believe it will be the cornerstone to the long term aim. In listening to young people it is clear there is a real passion for motorbikes and bicycles in the area and although there are well used bike tracks in the woods, in a recent consultation, it was clear that young people want “a space to hang out” and strongly support a bike project in the local community.
This proposed project has strong backing from both local residents, local young people and other local organisations. We at the LS14 Trust are confident that we can deliver a successful and more importantly an impactful locally owned bike project for our young people.
In the last couple of years the Trust have co-founded and continue to manage Leeds Community Spaces and Leeds Wood Recycling and are currently the lead organisation bringing together the Killingbeck and Seacroft community response to Covid 19. We have learnt a lot through these projects/processes and gained considerable skills that give us confidence that we can successfully deliver the bike project we propose.
A gauge of the local community
Our approach
We want to redevelop the building, previously known as Oil, in our community and transform it into a youth led community learning space. The building will also provide an informal hang out space that, following the principles of Asset Based Community Development, will be shaped by local young people but could include a games area,comfortable seating and a basic cafe space with healthy eating options.
We are confident that this project has been developed as a result of working alongside and listening to the community. The Trust engages with over 300 families on a weekly basis and has a track record of communicating with and ensuring genuine community engagement with the project we deliver.
This proposal initially took shape by working alongside a group of 10 young people who attended a weekly cafe at the LS14 Trust in 2019, this group was both a focus group and design group and shaped the early stages of this project.
We are currently working with 150 young people each week and through discussion with these young people and families and friends we know there is both a passion for this particular project but also a real desire to see good and sustainable youth projects in our community.
We are committed to ongoing conversation and consultation with local residents as we develop this project. This has been slowed down considerably by the events of the last 18 months for much of which it has not been possible to conduct face to face conversations with the local community.
During the last year we have developed a young leaders group,11 young people aged 12 -21 who are forming a steering group who will oversee and shape the next stage of the project, and co-produce with the LS14 Trust, all aspects of the building/ project going forward.
This steering group, alongside LS14 Trust staff, conducted a series of conversations with local residents gauging opinions and feedback about our plans for the building. The conversations took place during the week of 14th June 2021 at tea time at a safe social distance.
Firstly the plan was outlined in a similar way as start of this document and then four simple questions were asked as a means of starting an asset based conversation:
1:What do you like about the idea?
2:What concerns you about the idea?
3:Do you want to be involved in the project in any way? Do you have any skills/ ideas to contribute?
4:Are you happy for your support for the project to be recorded?
We targeted the streets directly around the property - as seen above. Ramshead Approach, Eastdean Drive and Eastdean Bank. Over the course of one week we spoke to the vast majority of residents on these streets. We targeted 45 houses and managed to speak to families and residents of 39. We left letters for those who we didn’t see face to face with contact details and the opportunity to get back to us. There were a few concerns that are detailed below but every person we spoke to was supportive of the project.
Below are the houses in which residents were fully supportive of the proposed project and happy to record that fact.
Positive Quotes
“We need more things for young people, my son is nervous about going out around here but something like this would be great for him, and I’d know that he was safe.”
“This is a brilliant idea”
“ It will be nice to use the building for people who need it.”
“ it’s about time, it is what is needed around here”
“I fully support you guys on this, we come to all the stuff you do for kids and we would love to get involved with a bike project on our doorstep.”
“Excellent idea let's do it.
“This is for the kids? It sounds like a magical enterprise”
Asset based support -
We spoke to a joiner and a builder who were very supportive and happy to volunteer their time.
A resident at 10 Eastdean Drive would like to support by running sessions of adapted bikes for people of all ages with disabilities.
Concerns
One resident pointed out that there was a lot of noise when the building was a pub/club and that they didn’t want noise late at night again.
One resident stated that there would be a need to run the project correctly but that if this was done then they would support it.
One resident was concerned that it would encourage young people to ride in an antisocial way around the area but conceded that this was already happening and that this project would seek to address these issues rather than accentuate them.
Wider support
We have also spent time talking with our local networks gauging support for the project and we have strong backing from a range of local community organisations including Chapel FM, Seacroft Community on Top, Seacroft Friends and Neighbours, Fall into Place Theatre, Leeds Community Spaces and the Local Schools Cluster.
We continue to receive full support from a diverse range of other organisations including
Sports England who have funded a full survey of the property and are providing ongoing business planning consultancy and support.
Yorkshire Sport who have provided funding for a part time mechanic post for the project
Active leeds Get Set Leeds Project
Macro Economic environment
The development of this project comes from listening and working alongside our local community, it also fits with the work LS14 Trust are doing with Leeds City Council as part of the Priority Neighbourhood programme. We have been working closely with the LCC communities team and other third sector organisations to develop a joined up strategy to create lasting, long term systemic change in our community.
A focus of this work has been addressing dangerous motorbike riding and anti-social behaviour from some young people, as has the need to develop and resource a successful youth project in the area. There has been a lack of investment and a lack of joined up youth provision in the area for many years and this project aims to start to re-address that balance.
When we speak to parents in our community, time and time again they make it clear that they are concerned with the lack of opportunities for their children in Seacroft. They feel let down and highlight the need for strong role models and activities that provide alternative options and possibilities and inspire young people to reach their full potential. This bike project seeks to provide this.
It is worth noting as well that this building for many years was the home of Opportunities Inspiring Learning (OIL) and was a space where young people from the community and further a field could come and learn mechanics and bike maintenance. A number of young people speak fondly of this project and there is an opportunity to build on some of this legacy.
Partners/ competitors
The LS14 Trust has a strong track record of working collaboratively, it is one of our key values for transformation and in our view is essential if you are really trying to bring about change in communities. We also believe that it is incredibly important in local communities to avoid replicating provision. This project has no competitors in our community, it addresses a clear need and will be developed in a way that brings key organisations and community leaders together.
Since developing the Seacroft volunteer hub as response to the Covid 19 pandemic we have formed an ongoing partnership with the following organisations: Leeds Community Spaces, Chapel fm, United Response, Seacroft Good Neighbours, Seacroft Community on Top and Fall into Place Theatre, all of these organisations have committed to supporting this project and provide expertise and support where relevant.
All of the above is our Seacroft's People's Learning Lab project. - Write a 10000 word report on the project using the following questions - 1. The story of your project -
What has the funding helped you to do? Tell us in your own words, or the words of the people you support. 2. How you’ve involved people from your community in the work you do
How have they changed the way you work? How have you joined up with what others are doing locally? How are you making the most of the strengths of your community? 3. The differences you’re making (both big and small)
How has your project helped people and your community? And how do you know it’s helped?
Make sure the information you collect is from lots of different voices in your community (so, the people you support, staff and volunteers). And tell us about the differences you’re making with numbers and stories. 4. What you’ve learned
What’s gone well? What’s not gone well or been challenging? What’s been unexpected or interesting? What have you learned that would be useful to others? What did you think of trying but didn’t?
These could be things you’ve learned about:
the way you work
the way you support people and your community
the way you work with others
your context or community. 5. How you’re changing what you do
Have you made any changes based on your experiences and what you’ve learned? What are your plans for the coming year - and beyond? How will your plans help your community to thrive? And is there any support you need to do this? 6. If this is the end of your funding, think about:
If you have any thoughts about the overall project. For example, did you learn anything new about the work you’re doing, or about your community, that was unexpected or interesting?
Any other evidence or learning – like an evaluation or a piece of research?
All of which are learning lab groups
Young leaders programme - Each week, relationships and trust were built, ideas and confidence grew, and every young person was contributing big, bold and brilliant thoughts, knowing their own strengths, and those of their teammate too. Their knowledge of local, national and international people and projects was vastly different, and they felt excited by the opportunities to use their voice to make a difference.
Young Women Leaders - our leaders consider the specific gifts and challenges of negotiating the world in bodies that aren't male, and explore what's possible when women and non binary folk of various ages and experience come together.
Girls Group - We cook and eat dinner together and initiate conversation around subjects such as mental health, relationships, higher education and work and explore the opportunities to take social action that supports others in the community facing the same issues.
SIBS Group - The group seeks to understand more about the barriers their siblings face but also provides a space for participants to enjoy being themselves and having time away from any responsibilities they have at home. We use creative activities to engage the children in conversations around understanding their emotions, thoughts and frustrations.
Intercultural Understanding and Community Climate Action - These groups have continued to learn together and various new groups have sprung up as a results of some of the learning
Rein Park Revolution - the group continues to work closely with the local authority and parks and countrysides. A new pump track is being installed right now and we saw a raft of new play equipment earlier in the year.
The Ice Cream Dream Machine - After a successful summer engaging with the community and delivering ice creams in a vintage way, our sturdy old dream machine had a facelift - Click here to see Naomi on TV!
Whipping Up A Makeover For This Ice Cream Van | Pimp My Ride, In Partnership With eBay | Ep 6 | #Ad
The last year was dominated by how we emerged from Covid restrictions and began to connect with the community in our spaces and places once again. Many residents had become isolated and took a little time to venture out and become active members of the community. Just as we felt like we’d dealt with one big hurdle, along came something else. But remembering our learning from the pandemic, and what we know is possible when we come together, it felt like we could form a response to rising energy prices, the cost of living and food prices as a collective. https://weareseacroft.org.uk/living-well-in-seacroft/
Our initial methodology for our Learning Lab project helped us during the pandemic and once again it was important to think about how we cultivate solutions.
New developments are detailed below -
Redevelopment of building to create Seacroft Pantry and Cafe. - The ground floor of our building has been developed in response to what we had learnt in our work during the pandemic and what we were hearing from residents in our learning groups. We knew that people wanted a destination space where they could get together and access affordable food and drink.
Seacroft Pantry - In response to the cost of living crisis, Sammi spoke passionately about the pressures she was feeling and on those around her in the community. Sammi explored this idea of setting up a food pantry and made several visits to other pantries and food support spaces across the city. After discussions with other staff, friends and residents Sammi wanted to launch a pantry model to support people with their weekly shopping. The pantry now has over 400 members and is an essential community asset for residents.
Kentmere Community Kitchen - Gemma is passionate about cooking and particularly cooking on a budget. Gemma has been advising pantry members who are less confident about cooking and posting online recipes and tips. Gemma trialled working with young people and families in the summer and has now set up Kentmere Community Kitchen. Using the commercial kitchen space at Kentmere Community Centre, Gemma runs cookery courses that concentrate on using affordable ingredients using energy efficient products like slow cookers and air fryers.
Seacroft Hookers - A group of residents have come together to enjoy a weekly crochet group and they have even knitted blankets and scarves for our pantry to help people keep warm this winter.
Football and Food - Dan has been working with a group of Asylum Seekers who have been housed in a hotel in our community. Dan has given them the chance to play football together on a weekly basis and meet for lunch at The Pantry. https://weareseacroft.org.uk/seacroft-stories/1832-2/
There has been a big focus on We Are Seacroft this year and with a clear plan to cultivate collective responses to local issues and to share information through one space. The development of our new website has helped to brand our alliance and provided a powerful online space to engage with residents. www.weareseacroft.org.uk
https://weareseacroft.org.uk/living-well-in-seacroft/#dearflip-df_2170/1/
Mighty Networks - is an online space where community organising can take place. A positive space, away from algorithms and negativity. Groups can be set up by anyone in the community and online courses and training are areas of development for next year - https://weareseacroft.org.uk/join-our-network/
Inspirational Visits - We have embarked on a number of visits this year, taking staff and residents to a variety of places. We explored other community trusts, maker spaces, community owned parks, community food ventures, and different types of community run buildings and spaces.
Visits included -
Every One Every Day hosts a range of Collaborative Business programmes for residents of Barking and Dagenham to learn skills, incubate ideas and test products and services to develop new collaborative and cooperative businesses in the borough - all in a supported environment. There’s no prior experience necessary as programmes start where you. (Dagenham)
Heeley Development Trust - We are here to make lasting change. We believe in community ownership and bottom-up approaches to economic and social issues. Our projects may look diverse but at their heart they all seek to be independent, not-for-profit, led by local people and they are all about Place – delivering key ingredients of a successful “whole” neighbourhood. (Sheffield)
Manor Castle Trust - We are a community based charity that was set up in 1997 to work with local people to regenerate the neighbourhoods in the Manor and Castle ward. We have moved from being an organisation that relied on grant funding to an enterprising community anchor organisation which will enable us to continue to carry on working with the community and partners to continue to improve the lives of people who live and work in our area. (Sheffield)
FoodHall - Foodhall is a multi-award-winning open public dining room and kitchen at the heart of Sheffield city centre. Managed by the community, for the community, we tackle social isolation and encourage integration across a diverse range of groups. (Sheffield)
Coleridge Trust - “Colebridge Trust seeks a cohesive society where people are enabled to achieve their full potential and where barriers to living inclusive, happy and healthy lives are challenged through the provision of creative, innovative and enterprising activities.” (Birmingham)
Q: How have you involved people from the community in your work
1. We continue to develop an asset based approach to our community development work and everything we do. This approach is the catalyst that ensures our methodology behind our learning labs permeates through our relationships with young people, adults and other organisations.. We are involving people from our community in the design and development of - our regular sessions, our small but versatile summer events, our relationships with local and citywide partners and our voice to power. The projects detailed above are all examples of involving people from our community in the work that we do.
2. During the height of the pandemic, we joined forces with the 5 other main third sector organisations in our area and this collaboration has gone from strength to strength. We still meet via zoom at 9.30am every day and every Thursday we have a meeting that includes residents groups, local cllrs, local authority workers, representatives from the NHS and the local GP practice. This meeting provides a space to share the fears and passions of residents and to address emerging community narratives.
3. We are making the most of the strengths of our community primarily because of the aforementioned points and the evidence of this and the impact this has had is clearly evident in voices of the people we work with and this can be seen in the next section.
4. We held a fantastic celebration event where over 400 people came together to celebrate Seacroft - here is the article that will be posted on our website -
“You’re not on your own: We’re a village.”
Who should a visitor to Seacroft meet?
Which places should they visit?
What stories should they hear?
Where’s the gold in Seacroft?
People living in Seacroft began asking questions like these in Autumn 2021 as part of a citywide project called My World, My City, My Neighbourhood, supported by Leeds 2023. Over dog walks, Zoom calls and many, many cups of tea, stories of a lesser-known Seacroft were told. A Seacroft where, actually, ‘There’s loads going on!’
“If you want to see people free, relaxed, in their stride and feeling good, go to a community event organised by people who live here.” said one resident, when I met her in a small, hidden garden space underneath the block of flats where she visits her Mum every day. The more conversations I had, the more I learned how right she was. There’s a spirit in Seacroft that’s just so… Seacroft. From 8 year olds and 80 year olds, people who’d lived locally for generations and those who’d moved here more recently, there’s a passion, commitment and heart that’s specific to this place.
“My favourite fact about Seacroft is that it appears in the Doomsday Book, with mentions of nuns, marshes and a Manor House. I used to play in those places as a kid!”
On 8th April 2022, more than 320 local folk filled Kentmere Community Centre with noise, glitter and fun for ‘Celebrate Seacroft’; a day of food, music, sports and family activities, bringing lots of people together for the first time in a long time to celebrate a place we all love.
Chapel FM juggled the stream of nostalgic song requests, as well as broadcasting the whole day on live radio.
Climate Action Seacroft had us planting seeds to make our treasured gardens greener.
Local legend, Geraldine, had everyone grinning as they left with their own empowering, essential oil blends.
Local Mum and businesswoman, Maria, led an Afrobeat dance performance and workshop that had everyone’s head bopping.
Glamrockz brought festival vibes and rock classics, sung by the man we best know as mechanic for our company vehicles.
The room was made bright with bold paintings by a local parent and balloons from a company started on our street.
There were T-shirts and totes, designed with and for Seacroft, carrying the words we all hear every day: “Y’alright? Yeah, I am, yeah. You?”
We ate. We played. We danced. We gave out more community awards than we can count. We crammed some of the best of our local community’s passions and talents into one room for one day, and we all said “we should do this again.”
“For the first time ever, I’m living on an estate where I feel part of the community.”
Spend time. Ask questions. Be curious. It’s the only way you’ll hear about the artist who lives next door,
the view from the street ‘round the corner,
the best ways to sledge down the sanny in the summer,
and all the other reasons to celebrate Seacroft.
Q: Big and Small Differences
The last year has seen us come out of lockdown measures and this has enabled us to engage with the community in a meaningful way, fostering positive relationships and supporting people to once again, interact with others and invest in their neighbourhoods.
We have seen the development of an ecosystem where people feel supported to have conversations about their aspirations, try new things and work together to find solutions. This ecosystem has also supported our staff members to work collaboratively, with each other, with colleagues from partner organisations and with their friends and neighbours.
In a wider sense local partners from across organisations and different sectors, have come together with a spirit of collective learning, and experimenting at working together to find solutions to local issues and finding ways to hold spaces where people can collaborate, create and support each other to live well.
The We Are Seacroft collaborations has gained notoriety across the city and become a focus for other communities, local authorities, local care partnerships and NHS initiatives in exploring our model of community collaboration. We have presented this model at high level strategic meetings and we are contributing to groups who are exploring ways of creating systemic change in communities.
Q: What have you learned
We have learned that collaboration is a bedrock of good and rooted community work.
In truth, as LS14 Trust, we knew this already but the work that we have developed this year has well and truly cemented this learning for us. The development of the “We Are Seacroft’ collaboration, our new website and online community space has helped us to see the possibilities of working collaboratively in a locality and we are excited about the opportunities this could bring.
In addition, we are working closely with Voluntary Action Leeds and the local authority taking a lead on exploring the Leeds Community Anchor Network project, using our experiences to shape the future of this work.
This is not about a huge number of people but about creating a space for passionate committed and skilled folk to invest in their community. It's not just about doing projects, it is about a cultural shift in the way we work and the way we engage with our community.
Our collaborative work builds on our history of working in an ABCD way and has really enhanced the work we have been doing with the learning lab. This work is not about doing things to people, it looks to create the space for the community to do for themselves. This project really is a test bed for that approach and throughout this year we have seen a number of examples of this.
There is a need for this project to continue to adapt and respond to ongoing changes on a micro and a macro level that have an impact on the community in Seacroft.
We started the year coming out of Covid and we were unsure about what we wanted to focus on as part of the learning lab process, it became clear very quickly in discussions with the community that “The cost of living crisis” needed to be the focus and this has dominated the projects and processes of the learning lab this year. That does not however mean that it will be the focus in year 4 of the project, that will be decided in due course in collaboration with the community.
In summary, we have learned a lot this year and even though we are working in difficult times, our collaborative approach has brought an energy and focus and a commitment to developing a culture of dreaming and doing.
Q: How you are changing what you do
Three years into this project we could not have predicted the journey that we would have travelled. The Seacroft People’s Learning Lab, in our view has achieved what it has set out to do to date but just not in exactly the way we had anticipated due to the interruption of Covid 19 and its after effects. This experience has really helped us to understand the need to be reflective and adaptive at all times and I think this approach has now been well and truly embedded in the very DNA of our organisation and it will be the way we approach all work going forward. The very basis of the learning lab with its cyclical process of collective learning, collective action and then collective reflection and collective celebration, allowed us to adapt to the complexities over the last few years and collaboratively develop community led projects and programmes that helped us all navigate these uncharted paths. This is how we want to continue to work going forward as our community faces the continued uncertainty of the cost of living crisis. We think working in this way as a community will make us more robust and responsive.
This ongoing project has begun to see the culture of our organisation, our networks and most importantly our community change the way it thinks about the possibility of change in our community. Lots of people learning together and starting projects and developing ideas together is becoming a normal thing and in turn becoming something that anyone in our community can get involved in. This is a change and a very positive one.
However, from our experience with this project and from our inspirational visits, particularly to Everyone, Every day, we are keen to explore what a physical embodiment of the Seacroft people’s learning lab could look like. Buildings are nothing without the people and relationships within them but they do provide a focal point and can strengthen a way of working and help develop a culture. To date the learning lab has taken place in numerous building and spaces across Seacroft and although we don’t see this approach to the work stopping the idea of having a building known as the people’s learning lab or The People’s Play Lab, would provoke and encourage more people to engage with the work and help situate this way of working more robustly in the heart of the community. This is something we want to explore in year four of this work.
It is clear that strong partnerships and collaboration has been fundamental to the success of this project to date and again the thought of moving away from an approach that doesn't have collaboration at its very heart is out of the question. The continued development of “We Are Seacroft” and ensuring its sustainability going forward is a priority.
-
Connect - Individuals and communities are better connected (NEF)
(People come together and build strong relationships in and across communities) RC
Programme leaders being knowledgeable and well-linked in their local area.
People are connected around their passions and interests.
People are working together to get an idea going and make changes.
Trips to inspiring projects.
Weekly learning sessions and engaging with artists and creative thinkers.
All staff have a thorough knowledge of their area
Number of people connected
Number of groups formed and sustained around an interest
Staff/ community have more mechanisms to hear and support people’s ideas
People will have more friends.
People will engage with more community activities.
Local asset maps
Quarterly reporting from operation manager and strategic lead.
Organisational work plans co-created with groups and individuals.
Case studies
Documentary style footage to capture learning journeys.
Meetings with organisations/ organisational documentation
No of groups formed and events that have taken place.
Be Active - (NEF)
(Enable more people to fulfil their potential by working to address issues at the earliest possible stage.) RC
Impact on community
People will become more active citizens.
People will engage in more communal activities.
People will spend more time with their neighbours.
People will develop a stronger sense of self worth.
People will find their voice.
The interdependencies of communities are recognised and strengthened.
Individuals and groups are supported to have the tools to take action.
Participation in Mission Possible and critical thinking groups.
The cafes,community hub and playbox provide a space for social interaction and social action.
Number of groups formed and sustained around an interest.
Number of celebration events and number of attendees.
People talk more positively about where they live.
Number of sessions providing capacity building support and tools.
Number of activities happening without any community builder input.
Increase in number of meeting/ conversations with local politicians and council.
Quarterly reporting from operation manager and strategic lead.
Organisational work plans co-created with groups and individuals.
Case studies
Documentary style footage to capture learning journeys.
Meetings with organisations/ organisational documentation
No of groups formed and events that have taken place.
The 'We are Seacroft Network' is a collective of partners, organisations and resident groups who have all worked in Seacroft for a long time. When Covid-19 changed the way we lived and worked together in March 2020, this group of organisations instinctively pulled together, sharing resources, time and expertise to deliver a response effort to the local area. The collective committed to seeking ways of continuing to work together and benefit from each other's skills and we are now recognised as part of the Leeds Community Anchor Network. Between the partners involved in the collective, there is a wide-ranging, regular programme of activities open to residents of all ages, abilities and interests, held in buildings and green spaces across Seacroft.
All organisations in this partnership are committed to a collaborative approach and to formalising this partnership by exploring the creation of a constituted group and the development of new job roles that will work to enhance our partnership work. We would like to employ an asset based community development worker / volunteer coordinator to work across the partnership. This approach means that our work is strongly relationally driven and any activities we host are carefully shaped in response to conversations or in collaboration with residents. An ABCD approach is inherently empowering and builds on particular strengths present in the local community. This is ripe ground for transformative community engagement and will have a positive impact on residents, who will be introduced to activities, connected to others and supported in making the most of opportunities across the locality.
We would also like to develop the We Are Seacroft brand, developing a communication and engagement department that will develop our new website and online community social network, deliver a social media strategy and develop a strand of citizen journalism that seeks to connect people and amplify community voice in order to challenge decisions and campaign on behalf of the Seacroft community. This strategy will ensure local residents are better informed about the spaces and places in their community and facilitate people to share their positive stories and create content that will promote Seacroft as a bastion of community spirit and community power.
We would like to build on the collective good will and passion of local organisations, local residents, local care partnerships, school clusters, local housing and communities teams to develop our collective training programme that has already seen us come together as a partnership to explore issues such as creating harmonious communities and community climate action.
Hospitality and fun are key to the way we work and we would like to curate four celebration events per year that bring people together to celebrate the partnership and showcase community spirit and collective ways of working.
So far, we have relied on generous leadership to cultivate this partnership and we would now like to invest in this collective leadership to cultivate a sustainable ecosystem that will support this partnership and in turn, develop community assets, people, buildings, spaces and places that will help our community become more resilient and thrive in years to come.
How does your project involve your community?
What do we mean by community?
People living in the same area
People who have similar interests or life experiences, but might not live in the same area
Even though schools can be at the heart of a community - we'll only fund schools that also benefit the communities around them.
We believe that people understand what’s needed in their communities better than anyone. Tell us how your community came up with the idea for your project. We want to know how many people you’ve spoken to, and how they’ll be involved in the development and delivery of the project.
Here are some examples of how you could be involving your community:
Having regular chats with community members, in person or on social media
Including community members on your board or committee
Regular surveys
Setting up steering groups.
Running open days
The vast majority of employees, volunteers and board members across our partnership are local residents with an energy and passion that has been harnessed by local organisations. As we transitioned out of the pandemic, we invested in conversations and focus groups to assess the appetite for a continuation of this collective way of working out of which WAS was born. The response was overwhelming, there was excitement about how successful our partnership work had been in providing an emergency response and a real passion to build on the community spirit that had seen us through a difficult time.
In addition, an ABCD (Asset Based Community Development) approach has strongly informed the way we work in Seacroft. LS14 Trust began as a resident action group and this remains at the core of working relationships in the area. The We Are Seacroft collective have adopted this approach and all the work across the collective is strongly relationally driven and any activities we host or decisions we make are carefully shaped in response to ongoing conversations and collaboration with residents.
Community relationships are core to the shared methodology of We Are Seacroft, and we are currently embedding a community steering group to underpin everything we do: Using national data, community narratives and hopes to co-create a hyper local vision for the future. This core group of residents are key to this project, a group intentionally brought together, who feel invested in and supported. This group has the skills, capacity and passion to be part of this conversation, work in partnership and carry out meaningful research to enable decisions that are right for where they live. There is a huge amount of drive, creativity and curiosity amongst these residents, and we would hope to catalyse new possibilities built on long held hopes for the area and an emerging culture of community leadership. Not only will this project help to shape this alliance in its formative stages, we also hope it will be an opportunity to exchange and grow new skills for all involved.
We will be running a number of large scale events across the summer and we will be engaging in conversations with residents where we will be explaining more about the WAS collective and asking people what they’d like to see and helping them to explore opportunities to get involved. We have already seen the pride that people have when they are talking about WAS and we know that as the community help us to grow this collective and enhance the identity of Seacroft, act as a beacon to show what is possible and demonstrate what can be done when a community invests in each other in order to become more resilient for the future.
How does your idea fit in with other local activities?
You might want to tell us about:
any gaps in local services your work will fill
what other local activities your work will complement
what links you already have in the community that will help you deliver the project
if this project is being delivered in partnership, tell us the names of your partners and the background of you all working together.
You can write between 50 and 500 words for this section.
Between the partners involved in the collective, there is a wide-ranging, regular programme of activities open to residents of all ages, abilities and interests, held in buildings and green spaces across Seacroft. This includes, but is not limited to, groups focused on children, young people and whole families, arts activities, music, radio and broadcasting opportunities, climate action, community gardening and much more.
This work is initially about the continued centralisation and scheduling of these activities, ensuring that activities cover the geography of the area and that provision is available at different times of day to suit different demographics. This level of partnership work allows us to respond to gaps and decide who and where is appropriate to provide support and to ensure that resources are directed to where the need is greatest. Furthermore, working in partnership allows us to respond to wider issues in the community. We have recently developed a collective response to the cost of living crisis, sending out a brochure called Living Well In Seacroft, this literature signposted people to events, support and activities that were available across the collective and across the area. The brochure identified areas of need such as food security and provided information about how people could access support in their neighbourhood, moving away from highlighting the work of individual organisations to directing people to a more holistic offer around food security.
This type of partnership work can also complement local area strategies and we are working closely with the LCC Communities team to create a local area plan and with Seacroft Local Care Partnership to create strategies to reduce health inequalities. In addition, we are taking the lead on the Seacroft Youth Strategy that has seen us develop a plan for young people across the area. Working with LCC, Active Leeds, British Cycling and others to create a plan that complements the City Wide Violence Reduction strategy and a programme of diversionary activities that support positive behaviours in the community. We are also developing a steering group of young people who will utilise the WAS brand to challenge negative stereotypes and promote opportunities for young people in Seacroft.
We also realise that this partnership is in its infancy and although we have created a powerful local network we are now looking at strategies to engage with more residents associations, sports clubs and local community leaders. We are trying to create a spider web of local resources that can attract funding and investment and become more resilient through the strength of the network.
When Covid-19 changed the way we lived and worked together in March 2020, this group of organisations instinctively pulled together, sharing resources, time and expertise to deliver a response effort to the local area. The network includes - Chapel FM Arts Centre, Leeds Community Spaces, Fall Into Place Community Theatre, Seacroft Community On Top , That Named Woman, Climate Action Seacroft, Seacroft Parish Seacroft Friends and Neighbours, Seacroft and Manston Cluster.
Tell us why your organisation is the right one to manage this project
Give us a brief description of your organisation and the work it does.
How does your organisation’s experience and connections mean it is best placed to run this project?
How would this project add value to the work you do?
To what extent is your organisation led by people with 'lived experience'? By this we mean people who have lived through the challenges the organisation is trying to address.
You can write between 50 and 500 words for this section.
LS14 Trust and WAS partners have a strong foundation to build this network because of the existing well-established relationships between an alliance of third sector organisations, who also bring with them strong and supportive relationships with local authority, LCP and primary care networks. Relationships with local residents are also strong and trusting, which we consider a particularly precious asset. The three councillors operating in the area are engaged, willing to listen, incredibly supportive and would enact real change based on the trust of this alliance. We want to use this strong foundation as the basis for an exploration of our communal next steps.
The LS14 Trust is a development Trust and as such, has the mechanisms to hold and distribute money. In recent times we have led on projects such as The Household Support Fund, Wellbeing and Youth Activity Funding and Prevent funding and we have ensured that this funding has been invested across the network in the places where it is needed the most.
Our asset based approach, communications and engagement and our training and development strands are geared towards community empowerment and social action. The stories we want to share and the learning journey we’d like to embark on focus on three types of action: Looking after each other in order to have the same opportunities to live well, looking out for each other as we embrace diversity and celebrate difference in our communities, and putting what we know about caring for our planet into practice by looking after Seacroft.
All of the organisations involved have long been contributing to social value in the local area. This project is not about short-term fixes by organisations who parachute into an area, attempt to make a difference and then leave, this is a project that seeks to contribute to the long-term well being and resilience of the people in the communities we serve, building on local networks and community voice. This way of working promotes local solutions to local problems and all of the community organisations involved employ local people who have lived experience of the challenges we are trying to address and trustees are members of the community and ensure decisions made by organisations are appropriate for the individuals in the community. We have worked closely with the Poverty Truth Commission in recent years and we know how important it is to ensure local people and their experiences are part of decision making processes. Our steering group is made up of people with lived experience that represent the community and the different organisations involved and they are keen to build upon the current active participation of community groups and the new sense of active citizenship from community members that has been born out of the Covid-19 response and the creation of the WAS network. This triangulated approach enables all stakeholders to contribute to - the evaluation of existing projects, the design of new projects and any iterative steps that need to be taken as the needs of the community change.
Chapel FM Arts Centre is a registered charity. Our overall aim is to have a positive impact in our local area---Seacroft and East Leeds. Our Theory of Change states:We aim to develop East Leeds as a community that has pride, for the future--- where people welcome and share new ideas and work together to make things happen.
Leeds Community Spaces is a registered charity Managing community buildings to improve the lives of people living in Leeds including Kentmere Community Centre.
Fall Into Place Community Theatre - A Charity Incorporated organisation who believe lasting well being comes from a deeper understanding of ourselves and others. We use creativity and fun to bring young people together, building confidence, communication and wellbeing.
Seacroft Community On Top - A constituted group in the heart of Seacroft - we pride ourselves in having a positive approach for our community to enable people to get out and make new relationships with others.
That Named Woman - A movement that aims at empowering and transforming women and girls to boost their morals and build confidence, thereby providing positive changes in the lives of women and girls in our community without any limits to race, age, status, belief or religion
Fall Into Place Theatre -We believe lasting wellbeing comes from a deeper understanding of ourselves and others. We use creativity and fun to bring people together, building confidence, communication and wellbeing.
Climate Action Seacroft - Looking after Seacroft and cultivating community climate action.
Seacroft Parish - The Church of England putting heart and soul into LS14.
Seacroft Friends and Neighbours - is a locally based and locally focused charitable organisation based in two locations in Seacroft, Leeds. Helping older people to live independently.
Seacroft and Manston Cluster - Providing early help, early intervention and prevention for our families
Young Leaders 1 & 2
Young Leaders began as a group of eight young people between 13 and 17 who were invited to come together on Zoom in the December lockdown, 2020. The plan was to hold a space which asked how we can lead from where we are: Not by learning to be bigger, 'better' or louder. We wanted to offer time to
self-reflect in creative ways, look at the
world around us from a safe space and
make commitments to getting involved
in it together: Most importantly, we
wanted the young people to drive the
agenda and have ultimate influence
over where the conversation went.
Each young person had been
specifically identified on the basis of
their particular circumstances; they
were at risk of being isolated, had busy
or complex home lives, felt frustrated
by school or had shown an interest in
making a difference to their community. The group received hand delivered invitations explaining why we wanted to work with them, and we've since been told this personalised approach meant a lot. During our first meeting, cameras were off and many chose to stay muted, using the reaction buttons to let us know that they'd heard what had been said. Each week, relationships and trust were built, ideas and confidence grew, and by the time we were able to meet in person, every young person was contributing big, bold and brilliant thoughts, knowing their own strengths, and those of their teammate too. Their knowledge of local, national and international people and projects was vastly different, and they felt excited by the opportunities to use their voice to make a difference.
Given the success of the first group, we are now offering the programme to a second 'cohort'. Though early in the process, we are already seeing the benefit of bringing young people with vastly different life, school and family experiences together.
We spoke with young people for a few weeks to learn about different types of activism. They were particularly interested in 'protest pies' that Steve Lambert had started doing during the pandemic. We asked them what questions they wanted to ask the organisations about themselves and about the ‘free the vaccine’ movement. We went to chapel FM and used the 'owl' on zoom to communicate with the 3 organisations.
All the young people asked questions and all of them said how they wanted to be involved in the movement after the event.
The following groups have developed as a result of responding to conversations in our young people’s learning lab core group. It was clear that participants in these groups wanted their own space to explore specific issues and to identify opportunities to communicate with others in the community who may face the same issues.
In considering our original
methodology These
groups have been piloted
by the community and sit
as ideas that are
incubating.
In our application and
original plan we described
the ideas incubator as ‘an
ongoing rolling project
developing the learning
from SPLL to connect
people/organisations and
capacity build them to
deliver projects that address
societal attitudes and
provide solutions to community pro problems’ We are excited about the energy and potential that is apparent in these groups.
Young Women Leaders
We also began to hear the need for a
conversation specific to young women and
non binary people in Seacroft: This is
particular to a slightly older group of 15-22
year olds. We are hosting this space in
collaboration with local residents, Maria and
Emilienne, who are keen to be involved in
leadership initiatives for black young women,
in particular, and Katy Hayley who is part of
the team at Chapel FM, one of our local
partners. In addition to the topics explored by
the first two groups, our leaders will consider
the specific gifts and challenges of negotiating the world in bodies that aren't male, and explore what's possible when women and non binary folk of various ages and experience come together.
Girls Group
We have piloted a girls group as a result of
conversations with females in our young people’s
learning lab cohort and we currently have up to 30
children attending each week. The younger group
for yr5-yr8 is for supporting girls who are becoming
teenagers, helping them to navigate what the
change in themselves means with positive role
models who can support them and answer
questions they have. We focus on looking at
inspiring women and creative activities centred
around what it means to be female. The older
group for yr9 + is for teenagers who are becoming
women, helping them discuss decisions they have
to make and understanding what they want to
achieve from this next stage of life. We cook and
eat dinner together and initiate conversation
around subjects such as mental health,
relationships, higher education and work and explore the opportunities to take social action that supports others in the community facing the same issues.
SIBS Group
We have piloted a very successful sibs group for children whose siblings have complex needs and/or disabilities. The group seeks to understand more about the barriers their siblings face but also provides a space for participants to enjoy being themselves and having time away from any responsibilities they have at home. We use creative activities to engage the children in conversations around understanding their emotions, thoughts and frustrations.
Seacroft Bike Project:
Our young leaders are the steering group for this project and this has gained momentum over the last year. Current plans would see young people taking over a disused building in the heart of their community and
leading the development of a bike
project and hang out space. Ongoing
conversations and consultation with
children, young people, families and
the wider community over the last
few years, chatting and listening and
asking what would make this
community even better? Time and
time again we have heard that there
needs to be a space for young
people, young people need to be
inspired, there needs to be role
models and there needs to be proper
investment in our children and young people in this community.
This proposed project has strong backing from both local residents, other local young people and other local organisations. The project will provide a space for training young people to ride and maintain bikes and to understand the responsibilities that come with that. We will
keep a fleet of electric trail bikes and our staff team will co produce learning opportunities with young people using the small outdoor space to set up trials and challenges on a weekly basis. The building will also provide an informal hang out space that, following the the principles of Asset Based Community Development, will be shaped by local young people but could include a pool table, a table tennis table, comfortable seating and a basic cafe space with healthy eating options.
This proposal initially took shape by working alongside a group of 10 young leaders who attended a weekly bike cafe at the LS14 Trust, this group was both a focus group and design group and shaped the early stages of this project.
We are currently working with 150 young people each week and through discussion with these young people and families and friends we know there is both a passion for this particular project but also a real desire to see good and sustainable youth projects in our community.
Young people aged 12-21 who form the steering group that will oversee and shape the next stage of the bike project, all aspects of the building and provision going forward.
Adult Learning Lab -
Our adult learning lab has followed a similar path to our young people’s learning lab with participants wanting to explore specific themes that are current and relevant in the community and the wider world. Year 2 really showed us the potential of the learning lab and even though it was still proving difficult to set up trips to other communities, the learning lab proved to be fertile ground for adding authentic community voice and action to a range of important issues and developments in Seacroft. The main themes explored are detailed below -
Vaccines and the community response to Covid.
Many of our learning lab members were reticent about taking the vaccine, others were keen to take it but had their fears and some were adamant that taking the vaccine was the right thing for the community. We came together for several sessions to explore people’s fear and to explore the information people were being given. There was clear mistrust of messages coming from the mainstream media and along with issues around the logistics of actually getting access to the vaccine. We managed to voice our concerns to the local care partnership and we managed to arrange a live Question Time style programme concentrating on the vaccine. We wrote a series of questions to put to representatives of public health England and a local GP. This session proved very successful and people felt like they were being listened to. (Please see the video in the next section). “As is true in many places, there is a deep and historic relationship with services as 'providers' in Seacroft. But, for the length of this conversation, those power dynamics were radically different. The experience and expertise of the medical professionals and local residents felt equally valued: People listened and minds were changed. I've spent time with people who were on that call months later, and they reflect on it as a time they were involved in something positive, which led to them wanting to be involved in more.” (Lydia - LS14 staff member)
Intercultural Understanding - MIgration and The Far Right
This is an emergent theme that initially came about from several people voicing their concerns to the group about the treatment of Chinese people in the community since the outbreak of Covid-19. This developed into a
wider conversation around new migrant
communities and hate crime and has
subsequently led to the development of a
collaborative training programme that seeks, in
the first instance, to support people with current
and correct information regarding asylum
seekers, refugees and migrants who currently
reside in Seacroft. The group felt that a good
starting point would be to learn more about the
reality of the system that supports new migrant
communities, before challenging the views of
others in the community who may be creating
negative narratives. We are working through this collaboratively and representatives from across the community, including residents, third sector, local authority, NHS and local churches. Initial training has been led by experts from the LCC migration team and Prevent far right specialists and has provided the basis for community action to challenge negative narratives on the ground. We are currently setting up visits to other communities that have successfully addressed intercultural understanding.
Climate Action in the Community
In a similar vein to the development of a focus on intercultural understanding, many of our participants were keen to address climate action and form a community response. This has led to the creation of a climate action course. In conversations with local cllrs, it was identified that many of us were not confident when it came to communicating the urgency of need and positive action. The Seacroft Climate Action Group (SCAG) was in its infancy so our group led this process and will seek to collaborate with SCAG as the project develops. This was another example of the strength of the learning lab group and the relationships with local organisations and the local authority. An initial training programme has been funded by local cllrs and is detailed below -
To train & connect 60 people who live or work in Seacroft, including representatives from the third sector, local authority and residents. Residents will learn with changemakers from local organisations & the local authority. 6 groups will attend 3 x 2 hour sessions helping to increase their knowledge & confidence about climate change. A blueprint for community climate action will be developed, exploring pathways to
action at different levels. We will help people use their
skills to achieve impactful actions on an individual, local
& national scale. Actors will initiate change & connect
with others to make change. This will be supported by
an exhibition with examples of local, national and
international positive action & a Family Action
Challenge. This will involve families choosing realistic
and positive actions they can take inspired by examples
in our climate exhibition.
Third sector organisations, local authority workers, The
Seacroft Climate Committee, local Councillors and
schools have all said that the community are aware of
the need to take action and would like support to shape
their response. Learning lab participants highlighted a
sense of hopelessness that leads to a passive approach
to the problem among some sections of the community.
At the same time there is also a passion to build upon
positive relationships in the area, to find out more about
climate change and facilitate active responses and positive action.
A series of inspirational visits will be arranged to supplement this social action project. Parent SEND support group
Seacroft SEND support session was set up by a local parent as a result of informal conversations within the group about the difficulty of accessing support for their own children. Parents share experiences and offer peer to peer support - SEND, school refusals, on the pathway to diagnosis and parents of SEND adults. We partner with SCOPE, STARS, SENDIASS and the Seacroft Manston Cluster to bring in expert advice and additional support.
Seacroft Sociable Folk and Ice-Cream Dreams.
The Seacroft Sociable Folk group continues to be an online learning lab space and has gone from strength to strength. The summer saw us hold community events on people’s streets and bits of land where people could come
together. We responded to information shared
by the group and visited 6 different
neighbourhoods, closed down streets, took
sports equipment and games and even
provided free ice-creams from our new (but
very old) ice-cream van.
One of our summer boxes sent out to the
Seacroft Sociable Folk group was co-created
by Gemma, one of our members of staff and a
local resident and Roulan, a Syrian resident
who has made Seacroft her home. Roulan was
keen to let the community know more about
her culture and Gemma was happy to facilitate. This story is told in the video in section 2. Howard -- Rein Park Revolution
Forming from the adult learning lab and
building on a real passion to see development
and change in a local park the Rein Park
revolution group has met regularly over the
last 12 months. Covid 19 has meant that it
has been predominantly online but park visits
and a community consultation was also part
of the activities in the last 12 months.
The group have worked alongside the parks
and countryside team and communities team
from Leeds City Council and worked with
designers and architects to develop a design
for a newly renovated park. Planning has
been obtained and the group have worked with the community to design a play trail for children in the park and a Bike pump track. An outdoor consultation event in which the community inputted ideas and debated the best way forward was attended by over 120 members of the community.
The group are continuing to skill themselves up, particularly in the area of sustainability and from December will oversee the building phase of this project, after which they will form the group that will oversee the long term future of the park and all activities that take place within it.
The learning lab approach has provided space for the group to develop their critical thinking, develop a strategy and engage with key experts to help them realise their vision.
As part of the learning Lab work in September, Howard was able to attend and deliver a session at the International Federation of Settlements conference in Sydney ( attended digitally over 3 sleepless days). Howard spoke about our learning lab work and developed relationships
We have also started ongoing conversations with communities and experts from around the country and further a field including.
Nationally:
Liverpool: https://www.saferegeneration.org.uk
Manchester: Mustard Tree
Stoke on Trent: portland inn project
Internationally
Nigeria: Sunday Ibobor Umuebu Neighbourhood House Umuebu Australia:Can Yasmut Executive Officer Local Community Services Association (LCSA) New South Wales, Sweden:Staffan Lindqvist Community project
USA: Emily Van Ingen- Cypress Hills community Development project
Due to Covid 19 we have delayed our celebration event until December, in which we will share learning/ achievements from year 2 of the project and collectively reflect and plan next steps.
How you’ve involved people from your community in the work you do
How have they changed the way you work? How have you joined up with what others are doing locally? How are you making the most of the strengths of your community?
1. We continue to develop an asset based approach to our community development work and everything we do. This approach is the catalyst that ensures our methodology behind our learning labs permeates through our relationships with young people, adults and other organisations.. We are involving people from our community in the design and development of - our regular sessions, our small but versatile summer events, our relationships with local and citywide partners and our voice to power. The projects detailed above are all examples of involving people from our community in the work that we do.
2. During the height of the pandemic, we joined forces with the 5 other main third sector organisations in our area and this collaboration has gone from strength to strength. We still meet via zoom at 9.30am every day and every Thursday we have a meeting that includes residents groups, local cllrs, local authority workers, representatives from the NHS and the local GP practice. This meeting provides a space to share the fears and passions of residents and to address emerging community narratives.
3. We are making the most of the strengths of our community primarily because of the aforementioned points and the evidence of this and the impact this has had is clearly evident in voices of the people we work with land this can be seen in the next section.
The differences you’re making (both big and small)
The following video and range of quotes directly relate to three points in the previous section and represent colleagues, partners and residents who we have engaged with in year 2.
Click on the link or the picture below to access the video
https://www.youtube.com/watch?v=FvIPmfnSCHo
Lydia spoke to residents about their experiences of coming together in a hyper local way as suggested by our Secaroft Sociable Folk group.
What was the best thing about working with each other and LS14 Trust? Overwhelmingly, the vote was for FRIENDS. Meeting with mates, gathering with neighbours, getting to know people for the first time and seeing people after a long time has been the absolute highlight of summer for most people. Most people I spoke to told me they had met someone new at an LS14. Direct quotes include:
"People being together is so, SO good."
"Gathering is great."
"I've felt myself, and my kids, grow in confidence."
"I didn't know anyone before the summer. I've been to 4 street parties and met about 3 new people at each: That's 12 new mates! It makes a huge difference to how I feel about living here."
The activities gave families space to be together, including small children, older siblings, grandparents, extended families and relatives with additional needs. One person told me "Just the option to spend time here, and not constantly have to think about where we could all go together, has really taken the pressure off us as a family."
Quotes from some of the young people involved in the Learning Lab and from their parents - Children and parent feedback:
"I feel most myself here."
"I'm happiest at Kentmere."
"I don't like my children to go out at night, that's why these groups are so important." "My boys love it here."
"We don't have stuff like this where I
come from, I feel so lucky."
‘It gets him away from computer
screens and has more interaction and
feed his imagination.’
‘Great community resource.’
‘Mixing with other children, being able
to express herself, being accepted and
valued as a member of the group.’
‘Holly has benefitted from interacting with children she doesn’t know, from different schools/ages and being listened to and encouraged.’
‘Being a member has helped me by knowing/protecting our community more.’ ‘Giving me more courage and to make friends.’
‘How you can say how you truly feel and nobody will judge you’
‘It has improved my confidence and I can try interact with people better’
_______________________________________________________________________
“As a young person of seacroft and spending my younger years around the area, I sometimes wondered what is there to do? Many years were spent hanging around the shops, sometimes doing silly stuff. I always wanted more sporting opportunities and to divert my attention elsewhere but this was never an option. Now 22 I have the opportunity to provide this to the next generation. I have now set up a new group called sports leaders which allows young people to come and express themselves through sports. The success stories are in the young people that attend and are now providing opportunities to others in the area. One young man has gone from the street corners and the local park to attending Kentmere community center on a regular basis and actually taking more of a leadership role in the group. He has future opportunities for badges and first aid training from the funding provided for my group. This single story shows the impact my past now has on not only my future but the next generations. I hope to grow the work so more people can attend with less barriers. Using my lifetime awards and coach core awards as advertisement for the great work Ls14 trust has allowed me to provide.”
Dan - Resident and Apprentice.
“From the age of ten, hanging out in Seacroft meant hanging out on the field. I couldn’t imagine growing up and staying in Seacroft and always said I'd move away from Leeds as soon as I could. None of my friends from school lived in Seacroft, and I was bullied quite badly. I didn’t feel like I could be me in my own area. I constantly saw toxic relationships play out and I didn’t want to replicate that, which is why I wanted to leave. I spent my time in places outside of Seacroft and saw that these issues were everywhere. I knew that there must be loads of women that felt the same. I was quite overwhelmed by this and didn’t know where to start to be helpful. I then applied for a sports apprenticeship. After being offered the job, I found myself doing less sport. It wasn’t that my love for sports had lessened, I just found that I had a chance and opportunity to begin to address a problem I saw.
Since starting my apprenticeship I have worked with 28 young women on a weekly basis, making space to regularly talk about friendships, internet safety, consent etc. We are continuously expanding this group further, and will be splitting the groups into two in the coming year due to high demand. It's only by being present and active in the area, building relationships with over 100 families and being supported by LS14 Trust, that I've been able to have some big ideas and see myself as part of delivering them in the future.”
Taylor - resident and apprentice
“I have seen how the learning lab has created possibilities for residents. People have connected with their community more and seen the potential in this area. This funding has provided lots of volunteering opportunities and even supported some women to set up their own organisations."
Naomin - Families and young people lead.
I just want to take this time and thank you and all the team players at LS14 Trust, for the continuous support me and ThatName Woman gets from you all at the LS14 Trust and partners.. Working with you guys helps us achieve one of our aims (Diversity and inclusion)
On behalf of ThatName Woman, I say thank you all for the good work.
Emiliene - Resident
“Working with the LS14 Trust has allowed me to find myself and be able to plan a career path that I never thought would be possible three years ago. I approached the LS14 Trust and asked to become a volunteer after been a stay at home mum for 8 years I decided i would have to do something to get myself out into the world,id attended many events that the LS14 Trust had put on in my local area and visited the community cafe i became a volunteer in the community cafe that then gave me an amazing opportunity of employment and I am now in my second year of college doing a course in Social Action I hope to continue in further education in social work or social sciences and continue to work in my local area wherever that may take me. Whilst working at the LS14 Trust I have been involved in planning projects were I worked with local families and provided food and play throughout uncertain times in lockdown as part of this i worked with a Syrian family where we was able to tell their story of how they came to seacroft and tell their story of seeking refuge in a family friendly way. This had a positive impact on the community and brought people together to share experiences, travel and culture.
As a resident, The LS14 Trust has helped me learn about the people around me and meet some amazing people. The LS14 Trust has also helped my family, having a daughter with additional needs It has given her opportunities to be involved and understood with many opportunities to join in all activities and events put on. The LS14 Trust has given me
opportunities as a resident to make things happen that have benefitted myself and other residents. For example I was able to run a uniform exchange and I have recently set up a group for parents with children with SEND to offer peer support in the east Leeds area.”
Gemma Dockerty - Resident, Volunteer and Staff member.
“LS14 Trust took the lead in convening a near-daily digital gathering where staff from our organisations would share information about community needs, strategies for obtaining and distributing key resources like food and medicine, talking sessions for people isolating in solitude, ways to provide the needed "soul food" of art, culture and creative companionship.
Over the course of the following months several dozen staff members from our various organisations developed new ways of communicating, transferred their distinct skills, and established a level of trust and familiarity that was impossible to envision pre-pandemic. LS14 Trust's steady, good-humoured, generous leadership was key to making this unique situational partnership grow.
Here we are, 18 months later, having launched numerous new jointly produced community initiatives from the Seacroft Ice Cream Dream Machine to special radio broadcasts about covid vaccines to training on supporting asylum seekers being housed in our community. As we head into the new year of 2022, being part of the evolving "We Are Seacroft" coalition alongside LS14 Trust and other organisations gives our staff and community participants at Chapel FM Arts Centre a deeply rooted confidence about the scale of change that we can bring to our community of Seacroft in the future, working together.”
Tony Macaluso
Director—Chapel FM Arts Centre
“Working with the LS14 Trust partnership has given me a much better knowledge of the needs of the local community in Seacroft. By linking in with professionals who have already developed excellent relationships with local people I feel that I have gained a great knowledge of what the community wants and needs. This has been invaluable when working remotely during the COVID pandemic. The community triage meetings allow the professionals working in the area to offer holistic support to local people as they are able to work together to offer people what they need. I have never attended another meeting where the attendees are so quick to support one another and act to help the community in varied and creative ways.”
Nicky Lines
Employment & Skills Officer
“Our weekly meetings have been an effective way to share accurate and up to date information about the local vaccine programme. For that information to then be shared with the local community on how, when, and where to access a vaccine.
This has contributed to the ongoing vaccine programme being a success and has hopefully given the local community some peace of mind during such a challenging time. If this does not solidify the importance of collaborative working, then I'm not sure what does!”
Becky Long
Care Co-Ordinator
Proactive Care Team
“I am a Cllr for Killingbeck and Seacroft ward in the city of Leeds and have been since 2018. I have lived and worked in the Ward for 20 years.
I have to say that the work of the LS14 Trust has been the backbone of a collaborative response across the organisations, volunteers and residents of the community.
The pandemic has demanded everyone work together and this has happened through:- ● Weekly meetings of the organisations
● A Mondays Board where people who need help are recorded and assisted by volunteers
● Information is collected and shared.
● As we move out of lockdown the real benefits of having the Chapel FM radio station and arts venue and café available to young and old to benefit from and engage with has been a blessing. It has given rise to young people going to Glasgow for COP26 and another group looking at how politics works and I was pleased to be interviewed by that group.
What it has given is the structure from which groups have sprung including youth theatre, mental health support, Seacroft Climate Action, Rein Park Revolution, Seacroft Wombles litter picking group, allotment and seeds groups,
And overall a greater involvement in seeking cooperation and connectivity across the community.
We are therefore very grateful for the support given by the Lottery and other Trusts to enable this work to be undertaken. We understand it has been used as a model for other communities..”
Councillor David Jenkins
“By all being together in one forum we have been able to react quicker and utilise skills and spaces available to ensure the community is supported in the best way possible. We all now have a better understanding of the skills, spaces and what everyone can do and can work joined up to strengthen the offer. We continue to meet weekly and it feels like we can make things happen more quickly, efficiently and ultimately ensure there is more being offered to improve the lives of people living in the local community.”
Rachel Dodson
Leeds Community Spaces
What you’ve learned
What’s gone well? What’s not gone well or been challenging? What’s been unexpected or interesting? What have you learned that would be useful to others? What did you think of trying but didn’t?
I think the intensity and the extraordinary nature of the last year have taught us a lot and have seen us, when we have a moment, reflecting on the way we work. A key reflection has been that the way of working that we outlined from the start of the learning lab has really suited the challenges we have faced. This year has confirmed to me that working with local people, ther skills, learning/ acting together and then reflecting together is absolutely key to long term community change. This way of working allows a high level of adaptability and that has been key over the last 12 months as we have had to respond to a range of new challenges. Our focus as well on doing the small things but also looking at big systemic change has been important this year. It has allowed us to respond to the micro/ local issues alongside our community but also to apply learning from this in a macro setting and influence the way the council and communities are working across the city.
We are more convinced than ever that this work takes time and must not be rushed, we move at the pace of our community, we do not have to drive change but instead hod that space for it to happen. This year has underlined for us that an Asset based approach to our work is a non negotiable if we want to see real sustainable change.
This year has also underlined that collaborative working is absolutely imperative, we would not have been able to deliver what we did this year without strong and trusting partnerships with both the community and other local organisations. We take the commitment to collaborate at all times into next year's work.
The work of the people’s learning lab this year, although different than originally intended due to covid19, has been rooted, networked, involved really listening/ advocacy and at all times has started with the passion/ strength of our local community.
How you’re changing what you do
Have you made any changes based on your experiences and what you’ve learned? What are your plans for the coming year - and beyond? How will your plans help your community to thrive? And is there any support you need to do this?
During year 3 of the learning lab we hope to actually begin to do some of the key things we wanted to do at the start of the project,( again this will depend on Covid 19).
We have a number of inspirational visits lined up and these will begin in December.
We will bring more of the community together for physical learning Lab sessions in our community building, this will include key experts who will support, challenge and inspire our community.
We will deliver 2 celebration events in person, making up for lost time.
All of which will mean there will be more opportunities for our learning lab groups to develop and deliver projects throughout the community over the next 12 months.
The LS14 Trust Community Hub serves as a vital lifeline and beacon of hope within the Seacroft community of Leeds, confronting a multitude of socio-economic challenges to uplift its residents and foster a sense of belonging and resilience. Through a comprehensive array of initiatives and programs, the organization endeavors to address the multifaceted needs of the community, ranging from food insecurity to social isolation, and from mental health support to the integration of asylum seekers. Let's delve deeper into the various aspects of the organization's mission and impact:
What Your Organisation Does:
At the heart of its operations, the LS14 Trust Community Hub operates a community cafe, not merely as a place to dine but as a vibrant social hub where individuals from all walks of life converge to share stories, forge connections, and combat the pervasive sense of social isolation. The cafe not only serves nutritious meals but also nourishes the soul by providing a safe space for residents to find solace, camaraderie, and support.
In addition to the community cafe, the Seacroft food pantry plays a pivotal role in alleviating food insecurity by providing essential sustenance to hundreds of individuals and families in need. Through a membership-based system, the pantry not only offers access to nutritious food items but also empowers participants through workshops and educational sessions focused on budgeting, meal planning, and culinary skills.
Complementing these services, The Art Room offers a sanctuary for emotional expression and healing, providing art therapy sessions that serve as a catalyst for personal growth and self-discovery. Furthermore, the hub's flexible community space hosts a diverse range of activities and programmes, including youth groups, workshops, and well-being sessions, catering to the varied interests and needs of community members of all ages.
The Need It Is Addressing:
Seacroft, like many communities across Leeds and beyond, grapples with profound socio-economic challenges that adversely affect the well-being of its residents. Ranked 32nd out of 33 wards on the Leeds City Council Social Progress Index, the area faces issues such as poverty, unemployment, and limited access to essential services. The escalating cost of living exacerbates these challenges, placing additional strain on already vulnerable households. Food insecurity and social isolation loom large, with many residents lacking access to nutritious food, social support networks, and essential life skills such as cooking.
Moreover, the presence of asylum seekers housed in a hotel in the community has added complexity, leading to social tensions, far right demonstrations and recruitment drives and a sense of division among some residents. Addressing these needs and fostering understanding and cohesion within the community are paramount to creating a more inclusive and resilient society.
Where You Work:
The LS14 Trust Community Hub operates within the Seacroft area of Leeds, strategically positioned to serve as a central nexus of support and empowerment for its residents. Situated in the heart of the community, the hub provides accessible services and programs that cater to the diverse needs of individuals and families living in the area.
The Number of Your Organisation’s Beneficiaries:
The LS14 Trust Community Hub serves a significant number of beneficiaries, with over 450 members accessing the food pantry regularly and approximately 150 individuals visiting weekly for food support. Moreover, the hub's various programs and services cater to individuals of all ages, including parents with babies and toddlers, older children, young people, and families facing financial difficulties. The impact of the organization extends beyond direct beneficiaries to include the broader community, as initiatives aimed at fostering integration and understanding benefit residents across Seacroft.
The Difference Your Work Makes:
The work of the LS14 Trust Community Hub has a profound and far-reaching impact on the Seacroft community, evident in several key areas. Firstly, regular access to nutritious food through the food pantry promotes physical health and well-being among residents, addressing immediate nutritional needs and reducing food insecurity. Secondly, the hub's focus on education and empowerment equips individuals with essential life skills such as cooking, budgeting, and meal planning, empowering them to make healthier choices for themselves and their families.
Furthermore, initiatives aimed at fostering social connections and combating social isolation contribute to improved mental health and emotional well-being among residents. By providing a welcoming and inclusive space for community engagement, the hub promotes a sense of belonging and connection, reducing feelings of loneliness and isolation. Additionally, efforts to foster understanding and integration among residents and asylum seekers promote social cohesion and harmony within the community, challenging stereotypes and fostering empathy and compassion.
Overall, the work of the LS14 Trust Community Hub has a transformative effect on the Seacroft community, promoting health, well-being, and social cohesion among residents and fostering a sense of empowerment and resilience in the face of adversity.
What You Are Asking Us For:
The LS14 Trust Community Hub is seeking funding support to sustain its core operations, expand its provision to meet growing demand, and address rising operational costs, including rent and energy bills. Additionally, funding is needed to ensure fair compensation for part-time staff members who are local residents, thereby supporting the economic well-being of the community. By securing funding, the hub can continue to provide essential services and programs that address the diverse needs of the Seacroft community and promote positive outcomes for its residents.
What Need Is Your Organisation Addressing? Why Is It Important?
The LS14 Trust Community Hub addresses critical needs within the Seacroft community, including food insecurity, social isolation, lack of essential life skills, and the integration of asylum seekers. These needs are important as they directly impact the health, well-being, and resilience of individuals and families within the community. By providing access to essential services and programs that address these needs, the hub promotes positive outcomes for residents and fosters a more inclusive and resilient community.
How Does Your Work Address This Need: What Do You Do, What Services Do You Deliver?
The LS14 Trust Community Hub employs a holistic and multifaceted approach to address the diverse needs of the Seacroft community. Through its various services and programs, the hub provides access to nutritious food, essential life skills education, mental health support, and opportunities for social connection and integration. From the community cafe and food pantry to The Art Room and flexible community space, the hub offers a range of services designed to meet the diverse needs and interests of residents across all ages and backgrounds.
What Is Your Organisation’s Impact, What Difference Do You Make?
The LS14 Trust Community Hub has a significant and tangible impact on the Seacroft community, evidenced by positive outcomes experienced by residents. From improved physical health and well-being to enhanced social connections and community cohesion, the hub's work promotes positive outcomes for individuals and families within the community. By providing essential services and programs that address critical needs, the hub empowers residents to lead healthier, happier, and more fulfilling lives, fostering a sense of belonging and resilience in the face of adversity.
Who Benefits from Your Work and How?
A wide range of individuals and families benefit from the work of the LS14 Trust Community Hub. Residents facing food insecurity can access nutritious food through the food pantry, improving their physical health and well-being. Those experiencing social isolation can participate in community activities and programs, fostering social connections and emotional well-being. Additionally, asylum seekers in the community benefit from integration efforts aimed at fostering understanding and building bridges within the community. Through its holistic approach, the hub creates a ripple effect of positive change, enriching the lives of all who call Seacroft home.
Approximately how many people do you work with (your beneficiaries)?
The LS14 Trust Community Hub operates as a cornerstone of support within the Seacroft community, addressing the multifaceted socio-economic challenges faced by its residents. Over time, the demand for the hub's services has burgeoned significantly, reflecting the pressing needs of the community. Initially, the food pantry embarked on its mission by aiding 30 families weekly, a humble yet impactful beginning. However, in response to the escalating demand, its reach has magnified, now encompassing over 450 members who rely on its provisions for sustenance and support. Each week, an average of 150 individuals, spanning various demographics, converge upon the hub seeking assistance, not only with food insecurity but also with a myriad of other pressing issues they encounter.
Moreover, the hub's provision extends beyond mere sustenance, branching into a diverse array of activities and services tailored to cater to individuals of all ages and backgrounds. From the convivial ambiance of the community cafe to the therapeutic solace of art sessions, the vibrancy of youth clubs, and the culinary exploration of cookery classes, the hub's offerings resonate with the varied needs and aspirations of its beneficiaries. Though exact figures may fluctuate across different programs and initiatives, the hub's pervasive impact within the community remains evident, reaching and enriching the lives of numerous residents.
How do you measure success?
Success for the LS14 Trust Community Hub is a nuanced interplay of quantitative metrics and qualitative insights, intricately woven together to gauge the efficacy and resonance of its endeavors. Embracing a comprehensive approach, the hub aligns its evaluation mechanisms with its overarching goals and objectives, ensuring a holistic appraisal of its impact.
Quantitatively, success is quantified through meticulous scrutiny of various metrics, ranging from the sheer volume of individuals accessing services to the depth of their engagement and participation rates in activities. Additionally, the hub scrutinizes the tangible impact of its interventions on key well-being indicators, such as improvements in nutrition, mental health, and social cohesion. Further quantitative benchmarks encompass the extensive reach of educational programs, as well as the degree of community mobilization achieved through advocacy efforts and outreach initiatives.
Complementing these quantitative measures are qualitative assessments, which delve into the nuanced narratives and lived experiences of beneficiaries. Through avenues such as surveys, interviews, and testimonials, the hub endeavors to capture the intangible yet profound impact of its services on the lives and communities it serves. By soliciting feedback directly from beneficiaries, the hub gains invaluable insights into the nuances of their needs, aspirations, and challenges, enabling a more nuanced understanding of its effectiveness and relevance.
Moreover, success is evaluated against the backdrop of specific outcomes delineated in funding agreements, strategic plans, and community development initiatives. By aligning its endeavors with predefined benchmarks, the hub ensures accountability and transparency, fostering a culture of continuous improvement and adaptation in response to evolving community needs.
What is your organization’s approach to Equity, Diversity, and Inclusion (EDI)?
The LS14 Trust Community Hub is unwavering in its commitment to fostering Equity, Diversity, and Inclusion (EDI) across all facets of its operations. Embedded within the organizational ethos, the hub's approach to EDI is underpinned by a constellation of core principles, serving as guiding beacons in its pursuit of social justice and fairness.
At the forefront of the hub's EDI strategy is the imperative to reduce barriers that impede access to its services or activities. Recognizing the diverse tapestry of challenges faced by its beneficiaries, the hub endeavors to dismantle barriers of various hues, encompassing financial, physical, linguistic, and cultural dimensions. By proactively identifying and addressing these barriers, the hub strives to ensure equitable access and participation for all members of the community, irrespective of their socio-economic status, linguistic proficiency, or cultural background.
Central to the hub's EDI philosophy is the ethos of community empowerment, predicated on the belief in the inherent agency and resilience of individuals and communities. In line with this ethos, the hub endeavors to cultivate platforms for meaningful participation and engagement, empowering community members to voice their needs, aspirations, and concerns. By fostering a culture of inclusivity and participation, the hub seeks to amplify the voices of marginalized and underrepresented groups, ensuring that their perspectives are not only heard but also accorded due consideration in decision-making processes.
Moreover, the hub espouses a robust appreciation of intersectionality, recognizing the complex interplay of identities and experiences that shape individuals' lived realities. Acknowledging that individuals may grapple with multiple layers of discrimination or disadvantage based on intersecting facets of their identity—be it race, gender, sexuality, disability, or class—the hub tailors its support and services to address the specific needs of these individuals. By adopting an intersectional lens, the hub endeavors to create an inclusive environment that affirms and celebrates the diversity of its beneficiaries, fostering a sense of belonging and validation.
In tandem with these principles, the hub upholds a commitment to equitable policies and transparent processes, ensuring fairness and accountability at every juncture of its operations. Transparent policies, rooted in principles of equity and inclusion, permeate all facets of the organization, from recruitment processes to service delivery and decision-making. Moreover, the hub establishes robust feedback mechanisms, inviting beneficiaries to report concerns related to equity and inclusion, with a steadfast commitment to addressing any incidents of discrimination or bias promptly and effectively.
Continuing its journey of EDI, the hub remains steadfast in its commitment to continuous learning and improvement. Recognizing that the pursuit of equity and inclusion is an ongoing endeavor, the hub embraces a culture of reflexivity and adaptability, continuously refining its strategies in response to emerging best practices and evolving community needs. Through ongoing training and capacity-building initiatives, the hub empowers its staff and volunteers to navigate the complexities of EDI with cultural competence and humility, fostering a culture of learning and growth.
Document sent to the council who required proof of a consultation with local residents for us to secure a lease.
Plans for the coming year -
The LS14 Trust has a long term commitment to young people within our community. Although there is some good provision for them at present, historically there has been nowhere near enough and currently it is not as good as it could be.
We want to lease the building on Ramshead Approach (previously known as Oil) with a view to buying the property as soon as we are able to raise the funds. We want this building to be a dedicated space to be shaped and developed by local young people for the long term benefit of our community.
We love the ambitions of Child friendly Leeds and want this project to have a real impact on the lives of local young people. We strongly support the city wide vision of the Leeds Children and Young People’s Plan 2018-2023 and believe that all 5 wellbeing outcomes will be furthered in the lives of local young people that engage with the project.
1. are safe from harm
2. do well at all levels of learning and have skills for life.
3. enjoy healthy lifestyles
4. have fun growing up
5. are active citizens who feel they have a voice and influence
This project will also be part of a wider youth leadership programme, a longer term youth strategy in the community that will provide opportunities and pathways into education, employment and training.
Our initial plans are as follows:
We want to redevelop the current Oil building in our community and transform it into a youth led community learning space,
xxxxx
The building will also provide an informal hang out space that will be shaped by local young people and may include a pool table, a table tennis table, comfortable seating and a basic cafe space with healthy eating options.
In year one we aim to open the building on:
Wednesdays 6pm-9pm
Fridays 6pm-9pm
Saturdays 10am-1pm
Inside the building : (These plans will be shaped and change with young people working with local community)
kitchen/ cafe space run for and by young people
Seating area- sofas chairs etc (workshop space)
Games area- to be defined by young people
Bike maintenance space
Making space/ idea development space.
Outside of the building: (These plans will be shaped and change with young people working with local community)
Small trails course- place to develop electric bike/ bike skills and Outdoor bike maintenance space in partnership with Active Leeds and alternative travel hub.
Growing space- to be shaped by young people working with Seacroft climate Hub
We will work from day one with our young leaders to develop these ideas and these are very much our starting point and will be developed as the young people develop their vision for the long term use of the space.
This building will at times be just a space for young people but at other time will be a resource/ space for all ages in the community to come and learn/ engage together.
This is about developing young people as active citizens so they will form the committee that shapes and leads and develops the building.
LS14 Trust has secured some funding for a team to oversee/ deliver the project but will be seeking extra funding to ensure sustainability.
Our youth team will be based in the building.
Another key move to make this project sustainable is by working with committed local volunteers, in addition to a committed team of young leaders, we have already identified a team of local volunteers to help develop the project.
In year one we will look to develop a social enterprise aspect of the project with a view to developing an income stream. This will include; hiring of the space throughout the week to the local community, business and schools, for activity and training sessions and private parties.
Background
For the last 10 years the LS14 Trust has been a rooted community development organisation in Seacroft working alongside community members to develop a range of projects and opportunities to make our community an even better place to live and grow up in. The Trust works using an Asset Based Community Development approach, building on the strengths of a community as a starting point and supporting local community members to use their skills and passions to make the changes they want to see in their community.
The proposed project derives from developing the aforementioned approach. Our local Councillor and community member Paul Drinkwater has a passion for bikes of any kind and wants to see a locally based and locally run project. The project will use electric/motor and pedal bikes as a focus to bring local children and young people together and provide a space for them to feel safe in and to call their own.
The LS14 Trust has had ongoing conversations and consultation with children, young people, families and the wider community over the last few years, chatting and listening and asking what would make this community even better? Time and time again we have heard that there needs to be a space for young people, young people need to be inspired, there needs to be role models and there needs to be proper investment in our children and young people in this community. This is why we are working strategically with a range of local residents, local organisations and the LCC communities team to develop a long term, joined up and sustainable youth programme for the area.
We want to develop and deliver this bike project because we believe it will be the cornerstone to the long term aim. In listening to young people it is clear there is a real passion for motorbikes and bicycles in the area and although there are well used bike tracks in the woods, in a recent consultation, it was clear that young people want “a space to hang out” and strongly support a bike project in the local community.
This proposed project has strong backing from both local residents, local young people and other local organisations. We at the LS14 Trust are confident that we can deliver a successful and more importantly an impactful locally owned bike project for our young people.
In the last couple of years the Trust have co-founded and continue to manage Leeds Community Spaces and Leeds Wood Recycling and are currently the lead organisation bringing together the Killingbeck and Seacroft community response to Covid 19. We have learnt a lot through these projects/processes and gained considerable skills that give us confidence that we can successfully deliver the bike project we propose.
A gauge of the local community
Our approach
We want to redevelop the building, previously known as Oil, in our community and transform it into a youth led community learning space. The building will also provide an informal hang out space that, following the principles of Asset Based Community Development, will be shaped by local young people but could include a games area,comfortable seating and a basic cafe space with healthy eating options.
We are confident that this project has been developed as a result of working alongside and listening to the community. The Trust engages with over 300 families on a weekly basis and has a track record of communicating with and ensuring genuine community engagement with the project we deliver.
This proposal initially took shape by working alongside a group of 10 young people who attended a weekly cafe at the LS14 Trust in 2019, this group was both a focus group and design group and shaped the early stages of this project.
We are currently working with 150 young people each week and through discussion with these young people and families and friends we know there is both a passion for this particular project but also a real desire to see good and sustainable youth projects in our community.
We are committed to ongoing conversation and consultation with local residents as we develop this project. This has been slowed down considerably by the events of the last 18 months for much of which it has not been possible to conduct face to face conversations with the local community.
During the last year we have developed a young leaders group,11 young people aged 12 -21 who are forming a steering group who will oversee and shape the next stage of the project, and co-produce with the LS14 Trust, all aspects of the building/ project going forward.
This steering group, alongside LS14 Trust staff, conducted a series of conversations with local residents gauging opinions and feedback about our plans for the building. The conversations took place during the week of 14th June 2021 at tea time at a safe social distance.
Firstly the plan was outlined in a similar way as start of this document and then four simple questions were asked as a means of starting an asset based conversation:
1:What do you like about the idea?
2:What concerns you about the idea?
3:Do you want to be involved in the project in any way? Do you have any skills/ ideas to contribute?
4:Are you happy for your support for the project to be recorded?
We targeted the streets directly around the property - as seen above. Ramshead Approach, Eastdean Drive and Eastdean Bank. Over the course of one week we spoke to the vast majority of residents on these streets. We targeted 45 houses and managed to speak to families and residents of 39. We left letters for those who we didn’t see face to face with contact details and the opportunity to get back to us. There were a few concerns that are detailed below but every person we spoke to was supportive of the project.
Below are the houses in which residents were fully supportive of the proposed project and happy to record that fact.
Positive Quotes
“We need more things for young people, my son is nervous about going out around here but something like this would be great for him, and I’d know that he was safe.”
“This is a brilliant idea”
“ It will be nice to use the building for people who need it.”
“ it’s about time, it is what is needed around here”
“I fully support you guys on this, we come to all the stuff you do for kids and we would love to get involved with a bike project on our doorstep.”
“Excellent idea let's do it.
“This is for the kids? It sounds like a magical enterprise”
Asset based support -
We spoke to a joiner and a builder who were very supportive and happy to volunteer their time.
A resident at 10 Eastdean Drive would like to support by running sessions of adapted bikes for people of all ages with disabilities.
Concerns
One resident pointed out that there was a lot of noise when the building was a pub/club and that they didn’t want noise late at night again.
One resident stated that there would be a need to run the project correctly but that if this was done then they would support it.
One resident was concerned that it would encourage young people to ride in an antisocial way around the area but conceded that this was already happening and that this project would seek to address these issues rather than accentuate them.
Wider support
We have also spent time talking with our local networks gauging support for the project and we have strong backing from a range of local community organisations including Chapel FM, Seacroft Community on Top, Seacroft Friends and Neighbours, Fall into Place Theatre, Leeds Community Spaces and the Local Schools Cluster.
We continue to receive full support from a diverse range of other organisations including
Sports England who have funded a full survey of the property and are providing ongoing business planning consultancy and support.
Yorkshire Sport who have provided funding for a part time mechanic post for the project
Active leeds Get Set Leeds Project
Macro Economic environment
The development of this project comes from listening and working alongside our local community, it also fits with the work LS14 Trust are doing with Leeds City Council as part of the Priority Neighbourhood programme. We have been working closely with the LCC communities team and other third sector organisations to develop a joined up strategy to create lasting, long term systemic change in our community.
A focus of this work has been addressing dangerous motorbike riding and anti-social behaviour from some young people, as has the need to develop and resource a successful youth project in the area. There has been a lack of investment and a lack of joined up youth provision in the area for many years and this project aims to start to re-address that balance.
When we speak to parents in our community, time and time again they make it clear that they are concerned with the lack of opportunities for their children in Seacroft. They feel let down and highlight the need for strong role models and activities that provide alternative options and possibilities and inspire young people to reach their full potential. This bike project seeks to provide this.
It is worth noting as well that this building for many years was the home of Opportunities Inspiring Learning (OIL) and was a space where young people from the community and further a field could come and learn mechanics and bike maintenance. A number of young people speak fondly of this project and there is an opportunity to build on some of this legacy.
Partners/ competitors
The LS14 Trust has a strong track record of working collaboratively, it is one of our key values for transformation and in our view is essential if you are really trying to bring about change in communities. We also believe that it is incredibly important in local communities to avoid replicating provision. This project has no competitors in our community, it addresses a clear need and will be developed in a way that brings key organisations and community leaders together.
Since developing the Seacroft volunteer hub as response to the Covid 19 pandemic we have formed an ongoing partnership with the following organisations: Leeds Community Spaces, Chapel fm, United Response, Seacroft Good Neighbours, Seacroft Community on Top and Fall into Place Theatre, all of these organisations have committed to supporting this project and provide expertise and support where relevant.
All of the above is our Seacroft's People's Learning Lab project. - Write a 10000 word report on the project using the following questions - 1. The story of your project -
What has the funding helped you to do? Tell us in your own words, or the words of the people you support. 2. How you’ve involved people from your community in the work you do
How have they changed the way you work? How have you joined up with what others are doing locally? How are you making the most of the strengths of your community? 3. The differences you’re making (both big and small)
How has your project helped people and your community? And how do you know it’s helped?
Make sure the information you collect is from lots of different voices in your community (so, the people you support, staff and volunteers). And tell us about the differences you’re making with numbers and stories. 4. What you’ve learned
What’s gone well? What’s not gone well or been challenging? What’s been unexpected or interesting? What have you learned that would be useful to others? What did you think of trying but didn’t?
These could be things you’ve learned about:
the way you work
the way you support people and your community
the way you work with others
your context or community. 5. How you’re changing what you do
Have you made any changes based on your experiences and what you’ve learned? What are your plans for the coming year - and beyond? How will your plans help your community to thrive? And is there any support you need to do this? 6. If this is the end of your funding, think about:
If you have any thoughts about the overall project. For example, did you learn anything new about the work you’re doing, or about your community, that was unexpected or interesting?
Any other evidence or learning – like an evaluation or a piece of research?