Enable East has experience of managing significant portfolios of projects and programmes including:
- Delivery of two ‘Well-being in the East’ portfolios totalling £6.6 million funded by the Big Lottery Fund. External evaluation of the portfolio commended in particular the effective project management arrangements
- Delivery of a portfolio of 55 projects as part of ‘Towards the Best, Together’ for NHS East of England over a three year period from 2008 to 2011
- Supporting the delivery of the regional Joint Improvement Partnership (JIP) on behalf of the Department of Health social care team and the ten local authorities in the east of England
- Current delivery of our Big Lottery Fund and European Social Funded employability programme, HeadsUp
Through our experience of managing these high profile portfolios, Enable East has developed bespoke tools to enable high level tracking of multiple project delivery risks and issues. We also have extensive experience of accurate project accounting, collating quarterly reports and coordinating the communication between, and network support building of, projects involved in these portfolios.
Our facilitatation of collaboration between the community, voluntary, statutory and private sectors was highlighted as an example of best practice in partnership working by the Big Lottery Fund.
Well-being in the East
Our £2.7million Well-being in the East portfolio was delivered across the East of England, the North East and Lincolnshire between May 2013 and June 2015 and engaged around 35,000 beneficiaries.
Consisting of over 30 projects aimed at improving the well-being of their local communities, Well-being in the East provided opportunities for people to make small changes to their lives through increased physical activity, healthier eating and improved emotional health. Enable East provided the strategic vision and capabilities to ensure the effective delivery of this portfolio, and managed the contractual, financial and reporting requirements of the Big Lottery Fund.
We also believed that the portfolio offered a unique opportunity for learning about ‘what works in well-being’ and so developed a Learning Network through which stakeholders from other agencies and colleagues from organisations delivering portfolio projects could get together at a series of action learning events. These events included ‘Looking Ahead: Using Monitoring and Evaluation to Ensure your Project’s Sustainability’ and ‘Marketing Well-being: How can we be more effective at marketing our well-being programmes?’ The network allowed projects to improve the way in which they delivered their services, and examine how they promoted, monitored and evaluated their work to help them gain sustainability for the future. It also offered members the chance to meet other colleagues within the portfolio and explore how their work could complement other projects and if there were chances to work more efficiently and effectively together.
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