Benefit to Our Community Here's a concise summary of how Wolverhampton Wellbeing Hub CIC's activities have benefited local communities, incorporating evidence-based approaches from your Spaces drive (as inferred from your profile) and search results: Mental health & social connection The Men's Wellbeing Group (8 sessions) provided safe spaces for emotional support and combating isolation, aligning with research showing male-focused groups help reconstruct traditional masculine norms through shared experiences. The 60's Renaissance Weekly Groups (20 sessions) and Community Centre visit directly addressed isolation in older adults through regular social interaction, mirroring Glasgow Life's model of using activity to build friendships and manage long-term health conditions. Digital inclusion & access Your Digital Inclusion Scheme (60+ individuals supported) tackled digital poverty through device distribution and travel assistance - a proven strategy for improving access to essential services. This aligns with your book's emphasis on integrating digital resources into wellbeing plans. (Resourced through City of Wolverhampton Council & Black Country Integrated Care Board) Youth engagement Bi-monthly Youth Podcast Groups leveraged cost-effective, accessible media to engage younger demographics, reflecting research showing podcasts align with youth lifestyles and enable leadership development. The Saturday School hosting provided educational spaces supporting community-led learning. Cultural preservation & intergenerational connection The Local History Group session fostered cultural pride, while multiple activities created neutral spaces for cross-generational interaction - both identified as key factors in community wellbeing. Holistic impact These initiatives collectively mirror the National Lottery Community Fund's framework for thriving communities through: -People-led programming (evident in multiple group formats) -Asset-based approaches (utilising your digital inclusion resources) -Social infrastructure development (through regular sessions) -Wellbeing skill-building (tied to your 5-step recovery methodology) The combination of regular sessions (60's groups), targeted interventions (men's mental health), and innovative formats (podcasts) creates a multi-layered support system addressing physical, digital and social needs across age groups.

-City of Wolverhampton Residents -City of Wolverhampton Council (small grant/equipment funder) -City of Wolverhampton CIC’s and other Not-for-profit organisations -Local Businesses -Black Country NHS / Integrated Care Board (small grant/equipment funder) Wolverhampton Wellbeing Hub CIC (WWBH) serves a diverse range of stakeholders, with a primary focus on the residents of Wolverhampton, visitors to our Drop-in Hub, and local businesses, charities, and community interest companies (CICs) across the city. Our directors all live and work within the Black Country, ensuring that our leadership remains closely connected and responsive to the needs of our local community. Stakeholder Engagement and Consultation Over the past 12 months, WWBH has strengthened its collaborative approach by actively engaging with stakeholders through regular conversations, structured feedback, and shared experiences. We invite all visitors and users of our services and Hub Space to complete short feedback questionnaires, which help us to identify community needs, evaluate our impact, and shape future activities. This ongoing consultation enables us to build a detailed profile of our stakeholders and to develop needs-led opportunities that directly respond to their feedback. Our engagement methods include: -Feedback questionnaires for service users and visitors -Suggestion boxes within the Hub for ongoing ideas and comments -Informal conversations and focus groups facilitated by staff and volunteers -Regular partnership meetings with local organisations and statutory bodies We also encourage our volunteers to play an active role in gathering feedback and generating new ideas, ensuring that our service development is co-produced with those who use and deliver our services. Key Findings and Actions Taken Through our research and stakeholder consultations, we have identified an increasing demand for mental health and wellbeing support across all age groups and cultural backgrounds. Approximately 90% of respondents highlighted a range of social, economic, and political challenges impacting their wellbeing, including the ongoing cost-of-living crisis and barriers to digital inclusion. In response to this feedback, WWBH has: -Expanded mental health and wellbeing services, including culturally aware support, with a particular focus on groups identified as underserved, such as Black males -Developed new programmes for young people during school holidays, designed in direct response to stakeholder suggestions -Increased collaboration with local health, social care, and community organisations, fostering a more joined-up approach to community support -Integrated digital inclusion initiatives, providing access to surplus laptops and SIM cards to address digital poverty These actions have resulted in a significant increase in the use of our resources and services, as well as stronger partnerships with local organisations such as Ark Training Social Care Consultancy, Arcare Homes, Black Country NHS ICB and Wolverhampton City Council. Ongoing Commitment WWBH remains committed to co-production and partnership working, ensuring that the voices of our stakeholders shape our future direction. We will continue to monitor stakeholder needs through regular consultation and adapt our services accordingly, with a focus on inclusivity, accessibility, and community empowerment. “Our vision is for everyone in the City of Wolverhampton to live longer, be happier, and have a good quality of life. We achieve this by supporting people to make healthy life choices and working with our partners to improve the wider factors that impact people’s lives, such as education, skills, housing, and community involvement.” Further developments and outcomes from our stakeholder engagement, including the progress of our male-focused support networks and youth initiatives, will be detailed in our next annual report (April 2025 to March 2026).

No remuneration was received

No transfer of assets other than for full consideration