Community Vision and Plan
July 2014
By Jackie Sear, Chair on behalf of the Hanwell Big Local Partnership
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Contents
Our Vision
3
What we have done so far
4
Our Principles
5
Strategies and Developments in the area
7
Research results
8
Our Themes – meeting Local Needs
10
Our Methodology
13
14
15
16
17
Research and priorities
Research and priorities
Research and priorities
Research and priorities
Theme 1
Theme 2
Theme 3
Theme 4
What happens now?
18
Planning expenditure
19
Wider strategies or events that will have an impact on decisions and resources
20
10 year strategy
21
First Year Budget – Principles
22
First Year Budget – Themes
23
Description of projects
Transport
Horticultural Apprenticeship
Think Big Locally Project
Business Support
Heritage and Hanwell Community Centre
25
28
30
33
34
Matched funding strategy
30
Administrative processes
31
Monitoring, Evaluation and Communication
32
End notes
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Our vision for the Hanwell Big Local Area is that
Our neighbourhood will be a
vibrant and safe place to be.
A place where people feel they
belong, can thrive and are
inspired to create
opportunities to work and
play together.
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How have we come up with this vision
We have
researched the area and the needs of the community
talked to people at events, informal forums, fun-days, on the street and estates
created a Big Local Monopoly Board to capture people’s ideas
filmed the area, the people in it and the issues and ideas they have
consulted people who work in the area to provide services
collated people’s ideas and put them into themes
counted people’s votes for the ideas
prioritised projects in each theme according to votes made
identified ideas that cross the themes
developed a decision-making process
established a resident led partnership
discussed the priorities, themes and projects
selected the best strategy to move forward
created this document to set out what has been agreed
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Principles
Things that we need to think about whatever we are doing
Communication Safety
Equality Co-ordination
Communication
Communication is the key to every relationship and Hanwell Big Local aims
to build relationships with statutory, private, voluntary sector organisations
and residents.
Within the partnership we must exchange opinions and listen to each
other.
We need to make sure we are representing the views of residents from the
whole area so we need to have ways that they can communicate with the
partnership as well as the partnership clearly communicating the decisions
they make.
We need to have an honest and clear dialogue between the partners that
allows us to plan strategically into the future.
The projects, activities and services need to be promoted to residents across the whole area and a marketing
and communication strategy needs to be developed to ensure that information is shared with everyone in the
area and promoted across the borough. So we need to develop a range of different types of communication
to meet everyone’s needs.
Equality
The Hanwell Big Local Partnership has a responsibility to ensure that the processes,
services delivered or developments its funding creates are accessible.
Any Big Local Resident should be able to be nominated to be part of the
Partnership regardless of age, sexuality, disability, race, religion, marital status,
gender reassignment and socio-economic background.
In order to ensure a level playing field, Hanwell Big Local needs to proactively
recruit and provide support those people who need to gain the skills and
confidence to be involved in Partnership meetings, correspondence and decision-making processes.
When deciding on which priorities to select and projects to commission, the Partnership need to consider
impact on equalities within the local community. We need to develop a mechanism to monitor the people
that we are reaching and ensure that we have a strategy to identify and reach any gaps or sections of the
community that are not being reached.
When services or developments are commissioned, they must be accessible to all and will be required to
report on how they meet Equalities obligations.
The Partnership should consider how the overall strategy celebrates difference, challenges discrimination and
promotes equality.
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Safety
Safety of all residents in the area especially children and vulnerable adults must be of paramount importance
when the Partnership are making decisions about commissioning and developing services.
The Hanwell Big Local Partnership has an opportunity to safeguard the residents and embed preventative and
protective measures throughout its work.
Working with all stakeholders we can create a joined up safeguarding
strategy which will work towards the vision of a ‘safe place’ to live work and
play, a place free from fear, discrimination and crime.
The Partnership will also be responsible for the safety of data and the
financial management of the monies in its care. The nominated local
organisation to take on the administration of the Big Local will have robust financial systems, be responsible
for keeping the Partnership regularly updated and provide support to commissioned organisations or projects
to ensure the good financial management, value for money and shared resources.
Co-ordination
In order to develop a sustainable long term plan, it is essential for the partnership to
know the wider council strategies, local stakeholder organisations’ plans, national and
local government policy changes. The Hanwell Big Local Partnership could be a key part
in delivering a joined up approach influencing decisions made about the local area and
creating a strategic long-term plan.
With the key local developments being the Hanwell Community Centre potentially
being a community asset transfer in 2015 and the Copley Close regeneration
continuing until around 2019, we have a real opportunity for bringing together the council and residents to
make a fully integrated local plan.
6
Strategies and Developments in the area
Hanwell Community Centre
We believe that the Big Local Partnership could also be the steering group for the centre as they will be
representing the needs of people in the area. The Big Local Partnership could help partner the Council to
develop a long term strategy and facilitate a Centre User Group forum to support the services within the
centre. This will enable the centre to develop as a viable asset by the time the building becomes available
for transfer for the community to apply to own.
Crossrail
With the links to Crossrail changing the way that the station will be used in the future, we hope that the Big
Local investment will encourage the Council’s Regeneration team, Great Western Railways and Network
Rail to look at improving the bridge across the track improving accessibility for people, not only to the
station but also to Hathaway School Children’s Centre and to the facilities on Copley Close and Cuckoo
estate.
Copley Close Regeneration
We hope that with the £58 million being invested in the housing stock by the Council, that we can work in
partnership with the Council and ensure that the Big Local money can be invested in a complementary way
to support sustained services and facilities for the people of Copley. There will also be opportunities for
partnership work in relation to employment as the Regeneration Team plans to create jobs locally
throughout the developments.
Hanwell Town Investment
We hope that we can learn lessons from the Hanwell Association of Traders in how to engage the
businesses in the area and work with residents to gain the skills and confidence that will allow them to
contribute to the decision-making in the area. We also will be working with Hanwell Community Forum to
ensure that Hanwell Big Local area is included in and contributes to the wider Hanwell Neighbourhood Plan.
Copley Close Children’s Centre’s reach covers the whole of the Hanwell Big Local area. The Children’s
Centre Advisory Board involves local people, health services, social care and education services in creating a
development plan for the centre that meets the needs of the families with children aged five and under. In
order to make this plan relevant and responsive to the needs of the families within the community the
Advisory Board needs to be connected and represented in the Hanwell Big Local Partnership.
Public Health and CCGs
The changes within the NHS and the emerging CCGs may also create opportunities to tackle the health
inequalities in the area alongside the activities that the Big Local Panel can provide. By having the Health
services represented within the Big Local Partnership will be able to effectively measure and evidence
impact, prevent duplication and share resources meeting the needs of the community.
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Residents have identified these issues and come up with these ideas during our
discussions, consultations and film making
What we think are the issues
What we think are the solutions
Lack of Communication
 People felt that they did not know what was happening
or available in the area.
 There are many ways that groups try to share
information but the organisations are frustrated at the
lack of uptake and residents are saying they don’t know
what is happening.
 There is no central point where information can be
gathered and distributed.
Lack of Physical Access
 Mobility problems make for major issues for the older
residents and those with disabilities- they may not be
able to get out of their houses which creates isolation
which in turn makes for an unhappy community
 The Bridge across Castlebar Park station is a particular
barrier for parents with small children which prevents
the access to children’s centre and schools
 Hanwell Community Centre does not have adequate
access inside or getting to the building and only has one
set of toilets on the ground floor.
Lack of training and employment
 Lack of basic skills such as English language, literacy,
numeracy and ICT is preventing adults from being
employable.
 Many residents were concerned about the issues
relating to welfare reforms, unemployment and were
struggling to access training to gain skills.
 Underachievement in young people’s education is
related to poverty, overcrowding and other social
issues and a lack of access to extra-curricular activities
 Lack of affordable childcare spaces prevents parents
from returning to work or undertaking courses that
help them onto pathways to employment.
Crime and Ant -social behaviour
 The police statistics may say something different but
the local perception is that crime is fairly high in the
area. We think this is mainly to do with higher crime
rates in the past and a few major incidents that raise
people’s concerns.
 Youth involvement in crime and anti-social behaviour,
in particular gang-related drug dealing and violence.
 Until recently (2012) the area was recognised as a
Domestic Violence hotspot. Despite a reduction1 in
reported incidents it is thought that this may be due to
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Communication Strategy
 We need a multimedia and practical communications
strategy that ensures up to date accurate information
reaches all members of the community
 Some suggestions include; Website, radio station,
noticeboards, newsletters and local rangers or
ambassadors who can share information with people.
 Transport- a sustainable service around the area to make
moving about and accessing services easier
 Improved routes- working with Great Western, Network
rail and Copley Regeneration improved alleys and
crossings on roads and across the railway would enable
people to move more freely.
 Lift and more toilets fitted in the Hanwell community
centre- improved facilities in the community centre will
allow more people to access activities within it
Increase local provision
 In partnership with local providers, colleges and the Local
authority ensure that local residents have access to basic
literacy, numeracy and ICT skills and language support.
 Work with the regeneration team, local business and
voluntary sector organisations to develop apprenticeships
and work placement opportunities with accredited
training
 Encourage the development of local enterprise and social
enterprise
 Provide support through homework clubs, afterschool
and holiday clubs and youth clubs for children and young
people aged 5-19
 Work with early years and the Children’s centre’s advisory
board to ensure a co-ordinated approach to childcare
provision in the area.
Increased community cohesion
 One of the benefits of having the Big Local money is that
we will have an impact on how people feel about the
community. We hope to engage even the ‘hardest to
reach’ members of the community in the decision-making
process. This way people will feel that they belong.
 We will work with the police and community safety to
reduce rates of crime and ASB but the most effective and
long term way to have an impact is to create a community
where people respect each other, their homes and their
environment.
Information gained from the local Safer Neighbourhood team
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cuts in local domestic violence services rather which
raise awareness of the issue rather than the issue being
resolved.
Underused green spaces and communal areas (including
community centres)
 We are very proud of the outdoor and indoor facilities
that we have but many people are concerned that we
do not use them or are not able to access them
enough.
 There was an issue for some older residents that their
communal garden was not secure. Many residents who
don’t have gardens in the area would like to have a
designated area where they can grow plants and food.
 Lack of ‘ownership’ of community buildings and spaces
has led to neglect and underuse
 Dog mess, litter, maintenance & lighting of these areas
was highlighted as a deterrence for using them
Concerns about Health and Wellbeing
 There is a relatively high older population in the area
and with this comes health problems and increased
isolation which increase the risk of mental health and
dementia-related illnesses.
 Increase in obesity amongst children is an issue
affecting this area more than most.
 There is a history of high levels of mental ill-health and
of substance misuse.
 People who are struggling on low incomes are finding it
difficult to have access to healthy food and skills
relating to cooking raw ingredients are getting lost.
Losing our cultural identities
 We have a culturally-diverse population. There are
strong community identities and whilst we have gone a
long way towards creating a cohesive community we
could do more to support newly-arrived communities
to integrate without the fear of losing their cultural
identities
 There are issues of serious youth crime that are
affecting young people’s sense of belonging in the area
 The history of the area and Hanwell Community Centre
will get lost if we do not capture the older resident’s
stories.
 ‘Community Wardens’ who are in the parks and
communal areas to engage people in positive activities
and make people feel safe.
Increasing involvement
 Community projects that encourage people to use the
facilities we have, get people involved in activities they
wouldn’t usually do with people they may not usually mix
with.
 Transport or support to go to Hanwell Community Centre,
Gurnell Grove Community Hall and other venues in the
area.
 Information about the activities in the halls and green
areas
 Create gardens and play areas that are safe and
encourage people to enjoy the outdoors.
 ‘Community Wardens’ who are in the parks and
communal areas to engage people in positive activities
and make people feel safe
 Work in partnership with existing services and council
departments to identify gaps and create projects to
ensure the cleanliness of the area.
Healthy Hearts and Minds Activities
 Many physical health issues are exacerbated by
mental health issues which may be alleviated by simple
activities such as interacting with others or getting
involved in something you enjoy.
 In partnership with Public Health and the emerging CCGs
we can develop a co-ordinated range of preventative
activities and services and so reduce the reliance on
medical responses.
 Having activities and facilities that are available to
residents for free or low cost will ensure that those
people who are most at risk are able to access them.
 Growing projects, cooking classes and a local market
could enable families to access and learn how to cook
fresh food.
Celebrating diversity and heritage
 Having a shared identity for the area could encourage a
sense of belonging for everyone, young and old.
 Heritage projects can capture the history of the area and
the people in it, celebrating where people have come
from and the traditions and cultures that they bring with
them will create understanding and increase tolerance.
 Practical issues such as language barriers can be
overcome by providing ESOL classes or ensuring that all
activities are supported to improve basic skills.
 Intergenerational projects encourage learning and trust
between older and younger people. This has an impact on
other issues raised above such as perception of crime and
isolation and therefore improves community cohesion.
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Meeting Local Needs
We want to ensure that the process is fluid and responsive throughout the ten years. Therefore, we need to
create processes that ensure that the money is spread across the whole area but are flexible and transparent
enough for the Partnership to prioritise themes or solutions in years to come. We have identified 4 themes
that have an impact on the underlying issues such as crime, isolation and poverty and therefore, in turn,
create a cohesive community.
Accessibility
This is a wide theme that includes ensuring access to information and
support, physical accessibility and financial accessibility and may also lead to
capital projects. Funding projects that provide accessibility ensures that we
are creating equality of opportunity. Residents have put forward ideas about
having transport for local older residents to get to services, activities and go
on day trips as well as support children, young people and families to get out
of the area and have new experiences. Other ideas were having English (ESOL)
classes to enable people with English as a second language to be more
involved in the community. There were also suggestions of having after school clubs and youth clubs on each
estate that provide access to youth activities every day of the week.
A computer suite will be created at Hanwell Community Centre in early 2014 to help people get access to
the internet. Having internet access can have a huge impact on people’s lives.
Children can benefit by being able to do their homework and develop their skills, enabling them to improve
their confidence and academic achievement. Adults can make savings, access information, apply for work,
manage their bank accounts etc. Older people can keep in touch with family that have moved away, join
interest groups, and the interaction reduces isolation.
We may consider investing in a Wifi ‘bubble’ that covers the whole area. This would allow the households in
the area to have affordable access to internet which would contribute to the accessibility theme and will
also enable communication and contribute to equality.
Developing the Hanwell Big Local website so that it can become an interactive portal with links to all the
organisations in the area and online learning portals that support people to navigate the internet and learn
skills will make the information about the area more accessible it will also support the employability and
enterprise, health and leisure theme. Having a central information point will also support the principle of
co-ordination.
Employability and Enterprise
This theme is particularly relevant to the current welfare reforms where people
are experiencing particular hardship but also will contribute to finding
alternatives to traditional employment routes which are inaccessible to many.
This, of course, can also include education and skills. Therefore, this theme will
have the most impact by working closely with local training providers,
educational support services and statutory services. It maybe that having a coordinated approach to providing training, job search support and benefits
10
advice and improving the communications in the area, will be enough to support more people. Once we have
done that we can see where the gaps are and commission services that will meet the needs of local people
that are not being met.
EASE’s Sewing Group aims to support people to learn sewing and tailoring skills.
Some people come to the group as a hobby but others attend as it is a real opportunity for people to
develop a skill which could enable them to become employed or self-employed. People also can make
savings at home by mending and making clothes and soft furnishings and use re-cycled materials. This
activity also helps to develop literacy and numeracy, builds people’s confidence and reduces isolation.
The sewing group would like to expand to be able to support more people and to have sessions for specific
groups who have expressed an interest, for example young people.
This group has an impact on equality and contributes to the employability and enterprise, environment
and health and leisure themes.
Environment
Enhancing and preserving the local environment whether that be housing or
green spaces, or increasing the use of outdoor spaces, will ensure we protect
the identity of the local area. We also need to be mindful of having sustainable
environmental activities, promoting recycling, reducing waste and pollution.
To increase the use of outdoor spaces we need to work towards improving
safety in the area. Working with the local Council’s neighbourhood champion
scheme, we could have local people who can report on crime, anti-social
behaviour and environmental issues (such as graffiti, rubbish, broken lights and
fly-tipping). We could also support these Neighbourhood champions to encourage use of parks and communal
areas and promote services in the area by offering them additional training and guidance. This would
encompass the ideas that residents have put forward for Street wardens or park rangers. This would have an
impact on safety in the area and they could work closely with the Police and the Council. This would be simply
an issue of co-ordinating and providing information to the local neighbourhood champions and would not be
an additional project for the Big Local.
Other Ideas included cycle paths, improved communal gardens and play areas, growing spaces and alley ways.
North Hanwell Baptist Church want to create a garden area so that the people who use the church hall,
especially the toddlers and their parents of the weekly stay and play and the older people that attend the
Pop In, can enjoy the outdoor space they have safely. The residents at the sheltered block, Ditchley Court,
want to make more of their communal space and to make it secure. There will be new secure communal
outdoor spaces on Copley Close and the area behind Gurnell Grove Community Hall requires development.
These projects could be supported by a group of volunteers from the local area as well as the residents who
directly benefit from them.
This will not only improve the environment in the area but will also address the principle of safety and will
make the outdoors more accessible. It will have an impact on equalities in relation to health and wellbeing,
as gardening is recognised as being therapeutic, both mentally and physically.
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Health and Wellbeing
Developing opportunities to access services that encourage active lifestyle and
involvement in the community, not only enables a sense of belonging that improves
self and social esteem but also has an impact on safety, mental health and wellbeing.
We want to develop the area to be known as a place that inspires creativity and
encourages life-long learning. We want this to be a healthy place to be.
Much of this work is existing. We have art groups, a boxing club, fitness classes, singing
and dance, martial arts and support groups throughout the area. We also have online
learning, language and numeracy classes. Again, a co-ordinated approach providing information about what is
happening and having activities throughout the day and in the evening and at low cost will make them more
accessible to people.
Once we have been able to create a simple centralised information point it will be easier to be able to identify
the gaps and focus the Big Local funds where it is needed most. Working in partnership with the CCG and
Public Health will be important to add value to their commissioning and ensure we be able to provide support
to people with long-term illnesses in the community.
Ideas include regular children and youth activities after school and throughout the holidays, heritage projects,
cinema club and trips out for older people.
An example of a project that could contribute across themes and support the chosen principles is the
Support for the Cuban Boxing Club. It is highlighted as a priority. This also meets the safety principle as the
club has had an impact on crime and anti-social behaviour plus promotes personal safety and respect for
others. It contributes to the employability theme as it has improved young people’s confidence, discipline
and concentration at school increasing academic achievement. It has an impact on both health and
wellbeing by enabling fitness for people of all ages and abilities and improving people’s confidence and self
esteem.
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Method of identifying themes, priority projects and allocation of funding
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Residents were asked for their ideas about what would improve the Big Local Area.
We created a Big Local ‘Monopoly’ Board. It showed the boundaries of the local area and we took it to
all the events, activities and discussions. People put their ideas on the board showing where they were
needed most.
Our youth work trainees outreached on Gurnell Grove asking young people, parents and residents
what the issues were and what they wanted in the area. Over four weeks they talked to 40 people.
We held Fun Days on Gurnell Grove in April and Copley Close in May that attracted over 250 local
residents and got them involved in the Big Local conversation
We promoted Big Local and talked to people
The film makers asked people attending the Pop In at North Hanwell Baptist Church in July and also
people they stopped in the street during a week in August.
We ran 2 workshops on Copley Close, 2 in Gurnell and 2 in Hanwell Community Centre in September.
We had two focus groups with 12 Brentside High School students who live in the area. One in the
school and one at the Base.
E.A.S.E. also used local information, statistics and data for other organisations and services to ensure
we had an understanding of the needs in the local area.
We compared these to the issues that the residents identified and put them under the four theme
headings.
These were displayed at meetings and at public consultation events.
The Big Local event in Hanwell Community Centre in October attracted around 200 people.
People were invited to vote for their favourite ideas under each heading by putting stickers on the
ideas according to their priorities.
A green sticker meant 1st priority, orange sticker meant 2nd priority and red meant 3rd priority.
These votes were counted by volunteers from the Youth Offending Team and put on a spreadsheet.
E.A.S.E. analysed the results2:
 put them in order of priorities,
 highlighted duplication across the themes
 identifying projects that would support the core principles
These results will help the partnership to decide the projects that they want to consider
commissioning.
We created a time line to identify when there would be strategic changes, such as elections, funding
streams coming in or finishing and effective projects or developments finishing
This will help the partnership prioritise what they commission and agree when to do so.
We have developed a resident partnership board with space for more representatives from different
communities and from different organisations.
We have been considering different proposals from organisations and deciding if they meet the needs
of the community and will help the Hanwell Big Local Partnership to progress with the agreed mission.
We have consulted with the community at Hanwell Community Centre and had positive feedback on
the plan so far and the proposed spending plan.
The plan was completed by the Chair and signed off by the partnership to be submitted to the Local
Trust.
See detailed spreadsheets page 22-25
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14
15
Theme One: Accessibility
This list of suggested projects creates equality of access to services, physical mobility around the area and includes communication.
We propose to take out the communication projects and fund them under expenditure allocated directly for the principle of communication.
Youth clubs on Copley Close, Hanwell Community Centre & Gurnell Grove..
transport for older people to get to activties and services
weighted
2nd
3rd
total
totals
25
45
11
81
176
36
20
22
78
170
1
2
After school clubs for 5-11 year olds, including Homework Clubs- spaces available for young people to
do their homework outside of school
A new bridge over the Castlebar Park station/ train track
25
34
24
14
31
20
80
68
154
150
3
4
More communication about what is happening in the area- website, newsletter, twitter, facebook
linked up with all the organisations in the area
Wifi bubble- making internet accesssible to all in the area
Support the flexible childcare & creches to help people access training
More notice boards
Machines to play listening books on
Free or low cost activities for all residents in the area near to their home
Studio/ rehersal space- making music producing, djing etc accessible to all
Safer neighbourhood police hubs- to makeit easier to make contact
Lift in the community centre
25
15
19
14
13
10
11
10
10
15
21
12
20
16
15
17
14
3
21
12
18
13
13
22
8
8
22
61
48
49
47
42
47
36
32
35
126
99
99
95
84
82
75
66
58
5
6
6
8
9
10
11
12
13
10
2
18
13
9
25
27
47
45
14
15
12
3
6
21
48
15
15
12
27
42
16
4
3
15
22
33
17
4
277
1
277
5
13
18
277
1st
Volunteer youth ambassador- trained youth members supported to reach young people in the
community
More toliets in the community centre or available outdoors
Safety hubs in the area- a space to report domestic violence, racial harassment, child protection issues
etc
Radio station- an opportunity for people in the community to DJ, have discussions on air, promote local
services, share information etc
An extra bus 'school only bus' in the morning & afternoon to alleviate some of the issues around public
transport
Homeless hostel- emergency housing for anyone for anyone who finds themselves homeless over night
with links to support & health services etc
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Theme Two : Employability and Enterprise
Extra-curricular activities for young people aged 5-19 across the whole area is duplicated in the themes of Health and Leisure and Accessibility. It is estimated to
provide daily activities for young people in three locations for the different age groups and during school holidays will cost in the region of £100k per annum. The
Partnership need to work with existing providers in the area and develop a joined up approach with them and the local authority Youth Service to develop a funding
strategy that supports the whole infrastructure and ensure the sustainability of the services.
Ensuring that the needs and wishes of young people is represented on the Partnership will be very important.
There are various forthcoming initiatives in 2014 such as funding for anti-poverty work and E.A.S.E.’s job club moving into Hanwell Community Centre that the
Partnership need to take into account. We may not need to fund as much work in this theme but simply take time to co-ordinate existing services or provide core
costs to ensure the services are sustainable in the long-term. All activities whether funded by Big Local or not should be included in the centralised communication
strategy and shared with all stakeholder and residents.
extra curricular activties for young people aged 5-19 including homework support and holiday schemes
Affordable training courses run locally to help people gain skills to work & get qualifications
Job clubs to help people look, apply for & gain interview skills
weighted
1st
2nd
3rd
totals
total
priority
44
23
38
105
216
1
36
24
32
92
188
2
37
20
28
85
179
3
Sewing- place for people to learn how to sew, tailoring skills, support for people to create their own clothes,
soft furnishings, sell them or to create their own alteration service etc
32
27
26
85
176
4
support for flexible childcare & creches to help people access training & employment & give children a good
start
26
29
23
78
159
5
32
23
20
23
13
22
65
68
149
137
6
7
11
21
12
29
16
27
31
21
24
71
58
63
122
116
114
8
9
10
18
17
15
50
103
11
19
10
277
10
12
277
25
17
277
54
39
102
71
12
13
Create jobs for local unemployed people to do additional maintenance & litter picking allowing people to
gain qualifications while they are helping the environment
volunteering opportunities recognised and supported locally so that they can contribute to CVs
Heritage projects- somewhere to show the history of the area, do events & educational activities for schools &
community groups work with the different ethnic communities to show their journeys & share the stories
Studio/ radio/ rehersal space- making music producing, djing etc accessible to all
Volunteer youth ambassadors-trained peer mentors
Support for local business to improve shop fronts- create a more attractive shopping centre along Greenford
Avenue, invest in shop fronts & bins etc
Small business loans- start up enterprise loans to support local people set up their own social & private
business
Exchange projects for young people to give opportunities for travel to other areas & countries
17
Theme Three: Environment
The suggested ideas range from direct safety activities that can contribute to Police strategy and the Council’s Neighbourhood Champions. These environmental
projects especially creating communal gardens and growing activities are tangible and visible and usually have quite an impact on the people who benefit, the
ongoing up keep needs to be imbedded in any plans. Issues relating to roads and cycle paths can be brought to the local council through the Ward Forum who will
have an influence and possibly some funding to deal with these issues.
1st
Cycle Paths
growing spaces- vegetable & fruit growing available to the community
More Police
A bird/ nature spotting hut
Improve use of green area opposite Hathaway primary school
Safer neighbourhood police hubs
Create jobs for local unemployed people to undertake additional maintenance
& litter picking to improve the environment
Artworks/ sculptures in parks
Park ranger/ play workers/ street walkers- people who can be in the green
spaces, play areas etc to make people feel safe
Improve the alleys
Create a nature reserve on the corner at Brentside High school
Recycling points
Murals
A pond
A graffiti wall where people can put up their graffiti art safely & it can be
displayed
Safer road crossings near Brentside High & Primary
Secure community gardens for residents to enjoy on Copley Close & Gurnell
Grove, especially if people haven't got a private garden
Secure community gardens in sheltered accomadation with equipment stored
locally so residents can get involved & maintain them
Football pitches at the back of Hanwell community centre
Tennis Courts at the back of Hanwell community centre
A paddling pool
total number of votes
2nd
25
24
20
25
21
20
14
11
11
11
12
18
12
19
28
9
18
5
51
54
59
45
51
43
115
113
110
106
105
101
priorities
1
2
3
4
5
6
23
12
8
21
12
8
43
41
97
86
7
8
20
17
10
10
10
7
11
11
16
16
12
15
1
9
12
10
17
19
32
37
38
36
39
41
83
82
74
72
71
70
9
10
11
12
13
14
9
8
17
13
9
18
35
39
70
68
14
16
5
15
22
42
67
17
3
8
15
6
13
11
277
16
13
13
7
277
34
27
26
18
55
49
39
29
18
19
20
21
277
18
3rd
total
weighted totals
Theme Four: Health and Wellbeing
This theme covers a large number of suggested ideas as there are many residents with a varied and diverse range of interests and needs. The main thing here is
that that there are existing services that need to be supported to make them more accessible and visible. This could be under the communication strategy and
under the principle of equality. There is also CCG commissioning and the Public Health strategy which may be able to match fund or will be delivering activities that
need to work in conjunction with the Hanwell Big Local services and that of the Children’s Centre if we are going to save resources, prevent duplication and have a
real impact on health inequalities and residents’ quality of life.
weighted
suggested solutions
1st 2nd 3rd total totals
priorities
Experience trips for young people i.e. Outward bound, seaside, farms etc Community day trips- for people to get out of
the area & see other parts of the country
35
28 32
95
193
1
Holiday clubs for 5-16 years
16
35 23
74
141
2
More meeting places and activities for older people
14
26 37
77
131
3
Support for Cuban boxing club to bring non-contact techniques & discipline to schools, in the area & increase usage of the
club including women's only sessions
13
31 18
62
119
4
Heritage projects- somewhere to show the history of the area, do events & educational activities for schools &
community groups work with the different ethnic communities to show their journeys & share the stories
25
11 17
53
114
5
Cinema
19
9 23
51
98
6
Play area
21
13
5
39
94
7
More football coaching
10
21
9
40
81
8
Relaxation /pampering sessions
11
14 13
38
74
9
Young parents group
16
4
9
29
65
10
Youth clubs on Copley Close, Gurnell Grove & in Hanwell community centre
10
5 14
29
54
11
Park ranger/ play workers/ street walkers- people who can be in the green spaces, play areas etc to make people feel safe
10
11
1
22
53
12
Live music events
5
8 21
34
52
13
Parkour/ free running- a space where people can practice & indoor equipment
10
6
9
25
51
14
Archery
11
3
2
16
41
15
Tennis courts and football pitches at the back of the community centre
9
7
16
41
15
Exercise classes- zumba, aerobics, yoga, pilates, step etc
7
8
3
18
40
17
Support for people with terminal/ chronic illness
8
6
4
18
40
17
Taster sessions of different activities so that you can try something new
6
4
9
19
35
19
Crafts including sewing
3
9
7
19
34
20
Dance classes- street dance, break dance, ballet, tap, modern
4
4
4
12
24
21
Achievement events- celebrating the achievements of residents- working in partnership with schools, local projects & the
local authority
5
4
1
10
24
21
Ice-skating
3
4
6
13
23
23
Rollerblading or roller-skating
3
3
6
12
21
24
Swimming
3
3
4
10
19
25
Total number of votes
277 277 277
19
What happens now?
 The film is online on the Big Local Facebook page and the website is being revamped and developed.
 The partnership members were nominated and voting took place in December 2013. We currently have
8 residents on the Partnership we have representatives from Gurnell Grove, Cuckoo Estate, and Copley
Close we have a representative from ECVS.
 The consultations and activities have developed a momentum and more people are talking about Hanwell
Big Local and are able to understand the importance of their role within the area. By December 2014, we
should have recruited a full membership of the partnership. We have held some spaces free so that we
can recruit 4 or 5 more. One should represent an organisation in the area, the rest should be local
residents and we want to make sure that we have a membership that reflects the local community,
including a younger member and people from different cultures.
 The Local Trust will want to see that:
 The Profile shows a good understanding of the area and residents.
 The Plan reflects the views of the local residents
 The Partnership Governance is in place.
 The commissioning processes are adequate
 The organisation selected to administrate the funding is suitable.
 Whilst the Local Trust is considering our submitted plan, the Partnership will
 Allocate small grants funding to residents and groups in the Big Local Area
 Develop and agree policies and procedures to ensure safeguarding of the Big Local Plan, robust
financial management and good practice models
 Be trained and develop confidence in the adopted the monitoring and evaluation tools so that they
can be fully involved in the measurement of impact of the projects and Plan
 Seek the match funding required to complete the plan
 The Local Trust will confirm acceptance of the Plan and money will be transferred to E.A.S.E.
 E.A.S.E. is the nominated organisation to administrate for the Hanwell Big Local Trust. They will make sure
that the funding is properly looked after and support the Partnership to
 Distribute funding
 Monitor progress
 Ensure problems are highlighted at Partnership meetings
 Support the development of the plan for year 2-5
 The Partnership and the funded organisations will start to deliver the projects.
 Launch event in partnership with Ealing Autumn Festival will take place in Hanwell Big Local
20
Planning Expenditure
The following pages provide the outline for the








Planning for the future
10 year strategy
First year expenditure plan- principles
First year expenditure plan- themes
Description of projects
Matched funding strategy
Administrative processes
Monitoring and Evaluation
21
Wider strategies or events that will have an impact on decisions and resources
Year 1
2014
Year 2
2015
 Local electionschange in leadership
will have an impact
on LA priorities
 National elections
 Copley Close
regeneration begins
July
 HCC asset
transfer proposed
Year 3
2016
Year 4
2017
 Olympics
Year 5
2018
 Local
elections
Year 6
2019
 Estimated
completion of
CC regen
 Children's centre
ring-fenced budget
no longer protected
Year 7
2020
 Olympics
 Potential
National
elections
Year 8
2021
 census
Year 9
2022
Year 10
2023
 Local
elections
 Estimated
completion of
Crossrail

 Anti-poverty
funding available Jan
 People and places
funding
 CCG/ public Health
commissioning 




This is a working document.
As we find out about new strategies, campaigns, funding streams ending and starting, developments and neighbourhood plans that will impact
positively or negatively on the progress of the Big Local Plan we will add to it.
This is important in order to:

maximise the use of the Big Local Funding

add value to the projects and activities

prevent duplication

enable partnership working with other organisations and sectors

plan for the future

ensure all projects leave a legacy

develop and have an exit strategy
If you have any information that you can add let us know!
22
Ten Year Strategy
Phase One
2014
£25,000 (16.5%)
£1,500 (1%)
Phase Two
2015-2017
£40,000 (10%)
£4,000 (1%)
Phase Three
2018-2020
£30,000 (10%)
£3,000 (1%)
Phase Four
2021-2013
£20,000 (10%)
£2,000 (1%)
Co-ordination
Equality
Accessibility
Economy &
Enterprise
£1,500 (1%)
£2,000 (1.33%)
£27,000 (18%)
£37,500 (25%)
£4,000 (1%)
£16,000 (4%)
£72,000 (18%)
£100,000 (25%)
£3,000 (1%)
£12,000 (4%)
£54,000 (18%)
£75,000 (25%)
£2,000 (1%)
£8,000 (4%)
£36,000 (18%)
£50,000 (25%)
Health &
Wellbeing
Environment
Administration &
Financial
Management
£30,000 (20%)
£80,000 (20%)
£60,000 (20%)
£40,000 (20%)
£11,000 (7.5%)
£14,500 (9.66%)
£44,000 (11%)
£40,000 (10%)
£33,000 (11%)
£30,000 (10%)
£22,000 (11%)
£20,000 (10%)
Communication
Safety
£150,000






£400,000
£300,000
£200,000
The above ten year strategy is not set in stone as it will need to respond to changes in the local community need, following evaluation and reviewing the
progress and impact of the work done each year according to the agreed planning cycle.
We have agreed the expenditure for the first year only. We feel it is important to provide funding for some very visible quick wins that will have a real impact
on people’s lives immediately but will build capacity for the ten year plan. This strategy allows us to develop a strong foundation and infrastructure for
Hanwell Big Local and beyond the funding period.
Having impactful projects that are easy to measure in the first year will enable the Hanwell Big Local become a household name, it will build trust in the
community and enable and encourage more involvement by residents as volunteers in funded projects and the Partnership itself.
From Phase Two- Four, (2015-2023), we will invest in longer term projects, investing in organisations or capital projects that will develop the sustainable
services we need in the area.
Regeneration and Crossrail developments will have an input into the local economy until the end of Phase Three (2018-20). With Big Local and other
matched funding and by adopting the agreed principles within this Plan, we will be able to make a big impact on the lives of residents in the area, whilst
developing sustainable ways of continuing beyond the Big Local funding.
Whilst we project that we have a fairly uniform pattern of expenditure across the phases the substantial financial reduction at each phase ensures that the
Partnership, its partners and the funded organisations focus on the exit strategy throughout the funded period to ensure that the legacy of the Big Local
prevails beyond the funding. It also allows for flexibility throughout the planning stages for each phase in order to reflect the every changing economy.
23
Funding allocation Year one
Principles Budget Years
Communications
Small grants
Signage and Notice Boards
Newsletter
Website maintenance
Posters and leaflets
Printed giveaways
End of year Event
Equalities
Partnership Training
Specialist training
Accessibility adaptations /
facilities
Expenses
Safety
Safeguarding
Data Protection
Financial/ organisational Risk
Assessment
Co-ordination
Expenses
Training
Explanation/breakdown
Big
Local
Matched Total
Small grants from £50-£500 for events and activities that engage residents in
community activities to engage people in the Big Local and spread the message
that Big Local has started including Hanwell Carnival presence
Big Local notice boards throughout the area, signs for big local partners and
supported groups, signage on the borders of the area
Design, Printing and distribution costs for 2 newsletters
Development of existing structure, training for volunteers, technical support
Design , print and distribution of an information leaflet
Hanwell big local magnets, pens, t-shirts etc for events
Celebration event for local community to review the year and feedback
£5000
£5000
£10,000
£7000
£7000
£14,000
£2000
£4000
£1000
£5000
£1000
£25000
£2,000
£2,000
£1.000
£1,000
£18,000
£4,000
£6,000
£2,000
£5,000
£2,000
£43,000
Confidence building, understanding roles, communication skills, planning skills
for partners and funded groups
Specific support required for individuals
Hearing, physical accessibility, language, etc
£500
£500
£1000
£500
£500
£500
£1000
£500
To support residents attend training & meetings
£500
£2000
£1000
£500
£3000
£1500
£200
£300
£500
£100
£200
£2000
£300
£500
£1500
£800
£2800
£500
£500
£1000
£1000
£2000
DBS checks, training and safer recruitment
Security for computer system and lockable dedicated filing cabinet
Training for partnership members and support for funded groups
for costs involved with co-ordination for resident partners
Strategy training for partners and funded groups
Administration / Management Costs
Project Co-ordinator £12 *16 *50 = £10,400 + recruitment costs of £100
Volunteer support £5*4*50=£1000
Office costs (photocopying, internet/telephone access access etc)
24
£1000
£500
£1500
£10,500
£1,000
£1500
£10,500
£1000
£1500
Management 10% inc looking for future match funding for administration costs
TOTAL CORE EXPENDITURE
Theme Expenditure
Activity
Transport -Purchase of ECT package include subsidised door to door
service, group travel, needs assessment & publicity & volunteer training
Horticulture Apprenticeship – partnership between Accession, Ealing
Council Pathways & Apprenticeship & Youth Justice Service – aims to
work with local residents to improve or develop communal garden spaces
and ensure that they are maintained and sustainable
Youth Programme - A co-ordinated timetable of activities for young
people supported by a team of detached youth workers and volunteers in
all parts of the HBL area for young people aged 8-19yrs old
Business Support – support for the local retail businesses along the
Greenford Ave to improve their trade, engage with the community and
work together to increase footfall and economic activity.
Hanwell Community Centre and Heritage Projects – increasing
engagement and establishing HCC as a community asset that is
community led utilising the heritage of the people, area and centre
Theme addressed
£1500
£14,500
£44,500
£0
£20300
£1500
£14500
£64800
Big
Local
£25,000
Matched
Total
£19,250
£44,250
£25,000
£25,000
£50,000
Health and Wellbeing
Employability & Enterprise
Accessibility
Employability & Enterprise
Accessibility
£38,000
£82,000
£120,000
£7,500
£7,500
£15,000
Accessibility, Health & Wellbeing,
Environment
Employability & Enterprise
£10,000
£10,000
£20,000
£105,500
£154,250
£259,750
£150,000
£174,550
£314,050
Accessibility
Health and Wellbeing
Employability & Enterprise
Employability & Enterprise
Environment
Health & Wellbeing
Total Theme expenditure
Total Year One Expenditure
Transport Project
25
Introduction: Shared Objectives
Ealing Community Transport’s (ECT) ethos is to provide community benefit by ensuring participation and engagement and by enabling people to have more opportunities
in their lives. Big Local recognises that community transport has something to offer local areas where it empowers people to take decisions directly for themselves and
their community.
ECT would welcome being a contributor to Hanwell Big Local Partnership’s (the Partnership) determination to improve people’s independence and opportunity through
its local accessible community transport.
Physical accessibility has been highlighted frequently by older people in the community and by families and groups working with young people and children in the
Hanwell Big Local area. We understand the difference that people-based community transport makes.
ECT currently provides transport for communities and individuals in similar areas or circumstances. We provide transport for Sure Start families in the Northolt area, for
children and adults, some of them quite vulnerable, and outings for socialising with friends and neighbours. Another example is the Albert Dane Social Enterprise Group
(ADSE), set up when the council’s Albert Dane Day Centre closed. Val, one of its members, who set up ADSE and organises transport for members said: “Until I went to
Albert Dane in the first place, I hadn’t been out of my house for 18 months after my husband died. Quite a lot of our members would be indoors by themselves all day
without the group. It gives us a reason to get up and get out – and we could not do it at all without the transport.”
Solutions
ECT offers two services of most relevance to the Partnership’s objectives:
PlusBus is a door to door bus service for people who cannot use or have difficulty using public transport through reasons such as age or disability or long term illness.
PlusBus is a bookable service that runs from 9.30am to 5 pm on weekdays. We currently meet the transport needs of families, children, older people, disabled people and
more. The PlusBus operates in the Ealing Borough and adjacent areas.
Group Transport scheme hires out minibus vehicles to a wide range of local voluntary and community groups, either with a professional driver or using a volunteer driver
introduced by the group. Schools, clubs and neighbourhood associations embedded in their localities are counted amongst our member organisations.
ECT Proposal
1. Needs assessment
We suggest the following eligibility criteria for Partnership subsidised individual trips:
a) Geographical eligibility - assessed by home address against the Hanwell Big Local boundary map/description provided by the Partnership
b) General eligibility - “Persons who are unable to use / have difficulty using public transport.”
The latter is consistent with the current PlusBus service and enables uniformity, ease of application and controlling administrative costs.
Those seeking membership of the Partnership/ECT PlusBus scheme would need to complete a simple application. We would ask to be informed of any special
accessibility needs the individual had e.g. type of wheelchair, walking aids etc.
We suggest Group Transport eligibility criteria as follows:
c) Any voluntary or community group or neighbourhood association partly or fully within the Hanwell Big Local boundary map/description provided by the Partnership
d) Any voluntary or community group whose activities take place or participating members are resident within the Hanwell Big Local area.
2. Maximising Eligible Trips
26
ECT’s proposal is designed to maximise the number of trips for a given level of subsidy, while allowing both individual and group trips. It is a cost-effective way of meeting
the Partnership’s requirements. The trips are an add-on to existing ECT services. Hence, we do not have to re-invent the wheel and the resource can be maximised in the
number of trips delivered.
An extension of ECT’s existing PlusBus service would cater for the Partnership’s subsidised individual trips. The full cost of an individual single trip on PlusBus is £10. ECT
will reduce it to £5 through match funding (see section 6 for details). A subsidy from the Partnership of (say) £2.50 would reduce the amount paid by the passenger to
£2.50. Further fare examples are given below.
We would require a contribution to additional operational work and overhead costs as a result of the additional demand on our services of £2,850.
Where several individual journeys are to a common destination, trips would be grouped e.g. for a shopping centre outing and each passenger charged individually. Other
than delivering efficiencies and making the service viable, the additional benefit is that isolated individuals would have regular social interaction with other passengers.
Children travelling with a parent will travel free.
However bespoke group trips and longer journeys out of the Borough would be charged on a case by case basis using ECT’s community group rates.
Our typical charges for group return trips with an ECT professional driver are in the range of £90 for shorter local journeys to £120 each for journeys of around 25 miles at
community rates. Most of our groups tend to complete shorter journeys. We would anticipate a mixture of one off, regular and school holiday group trips. Setting aside
£6000 would cover up to about 60 typical group trips. If trained volunteer drivers (see 5 below) were used the cost would be reduced significantly and the budget would
cover more group trips. Trips will be charged in accordance with our rates and the actual cost will be dependent on factors including miles travelled.
The Partnership would need to become a member of the Group Transport scheme, with a membership and annual renewal fee of £5.
3. Publicity
Any publicity for the Partnership funded part of the service would include reference to Hanwell Big Local. For example we could jointly agree a news item for the local
press or for our websites or relevant leaflets.
4. Scheme Promotion and Survey
ECT would promote the scheme via its website, through news items and by producing and distributing a promotional leaflet/flyer in the Hanwell Big Local area. We would
consult the Partnership on the design of the flyer. We suggest the cheapest method of distribution is through the local voluntary groups and by HBL volunteers delivering
door to door. We estimate the cost to be £1,500.
Within its PlusBus user perception survey programme ECT would include passengers receiving the Partnership subsidy. Additionally we would collect data from the
application form and at time of booking for individuals, including selected trip purpose, disability, age and gender. We would report trip numbers by type and user survey
results to help ECT and the Partnership assess the success of the project. The cost for this is £1,500.
5. Training Local People
We share the Partnership’s desire to train and improve the skills of local people and improve the employment opportunities for those seeking work. Additionally, trained
people could offer their new skills within the local community.
ECT is an approved trainer of volunteer and professional minibus drivers under the nationally accredited MiDAS scheme.
We propose a package of training and short work experience to include:
• Certificated MiDAS training for driving a wheelchair-user accessible minibus
• Manual handling training
• Safeguarding training
• 5 days of unpaid work experience with an experienced driver
The training and work experience package would be offered at £160 per person.
27
Subject to the Partnership’s agreement, it and other voluntary organisations in the area would be eligible to nominate trainees. Setting aside £2,400 would enable about
15 people to receive this package.
They would then be available to drive in a voluntary capacity, including hired ECT vehicles for voluntary/ community group trips. This would enable the Partnership to
reduce the cost of group trips in the HBL area. However it must be noted that licensing and insurance requirements are such that volunteer drivers must be at least 21
years of age.
The training would equip those holding a D1 driving licence to be of a standard for professional accessible minibus driving positions gaining access to employment
opportunities with ECT.
6. Budget and Match Funding
Individual trips
The full cost for PlusBus is £10 per single journey per individual.
For this proposal ECT would cover the charge in the following way:
The Partnership subsidy £2.50
The users fare £2.50
ECT match funding £5.00
We can accommodate these trips within the existing capacity of the PlusBus operation and up to a maximum of 3,600 one-way journeys (for both individual and
“grouped individual” trips).
Maximum cost to the Partnership would be £9,000 and maximum matched value by ECT £18,000. The Partnership could decide to decrease the fare paid by individuals to
say £1 (or the equivalent cost of £1.45 on London buses) per trip which would enable 2250 journeys, still a significant number. ECT believes that a service is valued more,
if a fare is charged.
No-one knows at this stage the level of demand that will materialise from this project and within which specific transport service. Therefore in the spirit of partnership
and by mutual agreement, a reasonable amount of funds not allocated to committed costs could be transferred from one service item to another. For example if there is
a greater demand for training than assumed, while group trip demand is lower, funding could be increased for training and reduced for group trips.
We have assumed a one-year project. Again by agreement, unused trips could be rolled over into a second year.
HBLP Cost and ECT Match-funding Summary Cost to HBLP
ECT Match-funding Value
Individual trip subsidy £10,750
Individual trip subsidy £16250
Group transport trips £6,000
Group Transport subsidy £3,000
Promotion and dissemination £1,500
Monitoring and reporting £1,500
Driver training £2,400
Contribution to overheads, booking scheduling, supervision etc. £2,850
HBLP Total £25,000
ECT Total £19,250
28
Horticulture Apprenticeship Project
Background
Residents had concerns about the safety and underuse of communal outside area. Most were really proud of the green areas and wanted them conserved but felt
that they needed more care and maintenance. The Partnership have agreed that it is important in all projects that they fund, to consider the need to work in
partnership with agencies and the local authority in order to maximise the impact and enable the finances to be used in the most effective way.
In the first year we are focussing on projects that not only have an impact and meet needs but also will raise awareness and promote the work that Hanwell Big
Local can do in order to build trust and engage more local residents in future plans.
Partnership Working
With this in mind, we propose to work in partnership with Accession and Ealing Employment and Skills Team, Youth Justice Service, Housing and Regeneration
Team to develop and Horticulture apprenticeship scheme and Community Gardens.
Accession is a social enterprise that has experience of running horticulture projects and support apprentices, one of which has won the Apprentice of the Year
Award. Accession could manage the project and support the apprenticeships. They will also be able to develop four community projects in the first stage of the
project working with the Youth Justice Service.
Ealing Employment and Skills Team runs V-inspired, Pathways and Apprenticeship Schemes enabling young people aged 16-24 to prepare and gain skills to
become employed. The team can identify and recruit local young people through the Pathways scheme. This would financially support and resource three
young people for 6 months.
Youth Justice Service enables young people who are at risk of or have become engaged in offending to give back to the community through reparation and
addressing the negative behaviour. The YJS has developed a funding application to Heritage Roots funding to develop a Victorian Community Garden that
reflects the history and diversity of the area.
Ealing Housing Regeneration is involved in a five year plan to improve Copley Close through a range of building options including refurbishment and rebuilding.
They have committed to creating opportunities for local people to be engaged in work experience and apprenticeships and have allocated gardens (private and
communal) and open spaces throughout the estate. There is a piece of land behind Cheyne Path that will need to be developed as part of the regeneration.
Ealing Housing provides the majority of the social housing in the area. Any work on their land would need to be agreed by Housing and they would also be able
to contact local residents to help engage them in the activities. There is also funding available through Ealing Housing that may support the project
Shared Vision
 The community gardens project will create new or improve existing community spaces for the use of residents.
 The development of the plans will be a collaborative process that involves interested residents and the expertise of the Accession Horticultural Team.
 The physical development will bring people together in to create the garden – older people, young people referred and supervised by YJS, young people, families- supported
by the Accession worker.
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 Potential projects would include the Housing ‘Open Space transformation’ project, the Regeneration ‘Community Garden’ space behind Cheyne Path, Hanwell Community
Centre/ YJS Heritage Roots Victorian Diversity Garden, Small projects by local residents who apply for small grants to improve their community plot, garden courtyard etc.
 The residents will be encouraged to maintain the gardens but will be supported by the Pathways trainees supervised by the Accession Worker and will also work with YJS
reparation volunteers (with YJS worker supervision).
 The Pathways trainees (with the Accession Worker) will support vulnerable residents and work on other local garden projects with residents,
 Two of the Pathways trainees will be awarded apprentices where they will continue to develop communal garden areas, support vulnerable residents and work on the
development of the Community Garden space at the back of Cheyne Path as well as gain qualifications and skills.
 In year two of the apprenticeship, they will continue to work on local gardening projects but will also work with the Prince’s Trust to develop business skills and a business
plan to enable them to progress to having their own viable business that can tender for local contracts and undertake community and private landscaping projects
The Proposed Timeline
August 2014 Costings agreed and Hanwell Big Local expenditure plan decided
August/Sept Plan submitted to the Big Local Trust and monies are drawn down
2014
September
Potentially, The ISIS Challenge Team could provide 60 young people from the Ealing area to undertake a day of voluntary work which could support this.
2014
SeptemberPreparation work with Ealing Youth Justice Reparation team and resident groups, using the HBL small grants fund to get them started and start the
Dec 2014
conversation about the spaces
Accession and partners seek match funding to fund the placements and future apprenticeships.
Nov 2014
Recruitment starts for 3 Pathways placements by Ealing E&S Team.
January –
3 Pathways trainees have a two day placement with Accession developing and maintaining the existing community gardens in the area, working with
June 2015
vulnerable residents to maintain private gardens on the estatesi.
Four Community Gardensii across the HBL area have been identified and designed by Accession worker with the residents input.
YJS, residents and Accession continue to work on developing the gardens with the help of the new pathways apprentices.iii
A summer gardening project could provides an additional youth activity during the summer and would contribute to the garden development.
July 2015
Two apprenticeships are awarded and managed by Accession.
(phase 2)
July 2015Apprentices work with YJS, Community Groups, Residents to work on Maintenance and community garden and landscaping projects
2017
Including supporting residents of Copley work on a major project behind Cheyne Path.
2016-17
Apprentices are supported by Princes Trust to develop their work into self-employment so that the service can continue beyond the funding and the
young people can own their own business
Financial Partnership
In order to make sure the Hanwell Big Local money is used effectively we need to monopolise on the opportunities and external funding available. This plan allows for this:
Funding source
Amount or contribution
Time scale
Hanwell Big Local
£2500 X 2 = £10,000 Community Gardens (tbc) non-housing spaces
Jun- Dec
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Ealing Housing Open Space
£5000 x 2 = £10,000 Community Gardens (tbc) housing spaces
Jun-Dec
Hanwell Big Local
Accession worker 2 days a week to supervise and train Pathways trainees including
management and costs = £10,816
Time and resources to secure the funding for the 2 year apprenticeship =£4,184
3 Pathways trainees pays minimum wage and provides resources, tools, training and ongoing
support = £15,000
Jan- Jun 2015
Ealing Employment and Skills Team
Jan- Jun 2015
Hanwell Big Local, Regeneration and
2 Apprentices and management costs
July 2015-2017
Accession funding (HBL Phase 2)
 Pending funding applications to Heritage Roots and negotiations with Ealing Housing and Housing Regeneration will see how many additional gardening projects can
be started in the first year.
 Identifying funding for the 2015-2017 apprenticeship will be a priority throughout the year and the partnership will continue to look for external funding with the
view that a contribution may be included in the future Hanwell Big Local budget (2015-8)
 In 2016, as part of the apprenticeship, the Prince’s trust will be involved to support the development of the apprentices’ landscape gardening and maintenance
business.
N.B: POTENTIAL ADDITIONAL MATCHED FUNDING:
There may be potential to include this in a bid as part of the People and Places Funding that is being developed at the time of writing. This project fits exactly with the likely
targets and themes and therefore the Hanwell Big Local funding that has been allocated would be redirected either to support future years of the apprenticeship or to support
environmental projects with young people as part of the Think Big Locally Youth Project below.
Think Big Locally Youth Project
The Partnership recognise the importance of extra-curricular activities and the impact these have on children and young people. They also recognise that with a high proportion
of children and young people in the area living in low income families that many young people are not accessing these activities. Many families, in addition, are living in
overcrowded housing conditions which has a negative impact on academic achievement, health and wellbeing and anti-social behaviour.
Studies have shown that children and young people that access extra-curricular activities are more confident, have improved concentration, behaviour and academic
achievement. Children and Young people need opportunities to learn and apply teamwork and communication skills outside of the classroom, express themselves, be creative
and let off steam. The focus of funding on employability and academic skills has increasingly squeezed the funding for afterschool clubs and youth clubs and the young people
who most need the opportunities are being left out.
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The partnership recognise the importance of investing in our children and young people and creating a long-term strategy that enables them to grow with a sense of belonging
and pride in their community and themselves. We also recognise the importance of relationships in a young person's life.
We, therefore, aim to work in partnership with existing groups and projects to utilise what is already there and support new projects that create a holistic and varied timetable of
activities. This timetable of activities will be promoted and supported by a detached team of paid and volunteer youth workers and leaders managed by EASE. This youth work
team will encourage young people to engage, build consistent professional relationships, pick up child protection concerns and join the activities and projects together.
We aim to have a varied timetable that has something happening every day of the week with sessions for juniors (8-11s primary school) and seniors (11-19s). There will be
flexibility for young people with disabilities and for the 11-13 yr age groups to choose with which age group they feel more comfortable. Where possible, we will work with the
council’s Children and Young People Services, Youth and Connexions and Play Service, Active Ealing to maximise the use of the funding and to ensure that young people with
additional needs are supported appropriately and able to access services.
We do aim for young people to be included regardless of income but also understand the need for a charge for these activities for people to respect the work that goes into
putting them on and also for a sense of ownership. This will not exclude the children and young people that are most in need as they will be able to arrange lower fees or free
places according to their situation. We would expect the minimum would be 50p and the most that we would ask as a contribution would be £2.50
We have had a number of representations from different groups that can provide activities additional to what is existing:
The Little Art Room
Creative Workshops
They can develop a programme of workshops with you around the needs of attendees working closely to ensure that young people have the best possible experience. We have a
large number of workshops on offer including a variety of art sessions, cookery, Come Dine with Me, Masterchef, floristry, cake making/decorating, bake off, fashion, textiles and
design, Jewellery making, build a bear, chocolate making, and recycling workshops. All of our sessions can include a showcase or fund raising activity as an outcome.
We can provide 50 workshops per age group over the year with flexibility during holidays at £250 per session. The costs excludes room hire but are fully inclusive on delivery of
all products, insurance, administration, staffing set up and clear up. 95% of tutors are residents in Hanwell ensuring that not only can they deliver activities to young people but
we can also reinvest in our local economy offering opportunities to the talented workforce around us who have a drive and passion for work.
£250 x 100 sessions =£25,000
The Little Art Room
Dance Workshops
They can develop a programme of workshops with you around the needs of attendees working closely to ensure that young people have the best possible experience. Our dance
workshops include contemporary dance, kick box dancing, hip hop, street, Mini Circuits to Music, Diva, Zumba, and Yoga Dance. For primary school sessions we have a maximum
of 15 young people and sessions last approximately 40 minutes. For secondary school age sessions last 45 minutes have a maximum of 20 young people.
We can provide 50 workshops per age group over the year with flexibility during holidays at £60 per session for primary school age and £80 per session for secondary school age.
The costs excludes room hire but are fully inclusive on delivery of all products, insurance, administration, staffing, set up and clear up.
£7000 for 100 sessions
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Cuban Boxing Club Health and Fitness Sessions for young women aged 13-19.
The aim of this project is to facilitate a healthy and holistic approach to personal and physical development. The sessions will be held at the CBA Gym at Hanwell Community
Centre or in the Gurnell Grove community centre and parks in the area.
Run over 50 weeks the project will work with up to 20 young females up to the age of 19 years (25 years with disabilities), from the local community. The project will provide
female specific fitness and boxing sessions once a week for an hour. Other bolt on options include; providing nutritional advice and a mentoring service. Personal development
work will be delivered in both group work sessions and on a 1:1 basis. Importance is placed upon both physical development and training the mind in endurance and discipline.
This in turn feeds directly into the optional mentoring sessions which aim to support the members to attain goals and make and sustain positive life choices.
£5000 including rent, insurance, qualified staff and equipment
Pulse Basketball
Pulse Basketball has been running coaching sessions in the area for just over a year. They have been able to engage a large number of young people in improving their skills and
confidence through the sport. They have grown in number over the year but are conscious that there are young people who cannot attend because they come from families that
do not have the income to commit to the ongoing training. Sporadic attendance has an impact on skill development and therefore the young person’s ability and confidence.
Pulse would like to provide subsidised places or alternatively and additional course that can cater for the support that these young people need.
£5000 to expand existing services and make sure that it is accessible to all children regardless of income. This will allow approximately 20 young people aged 8-19 to attend
for 50 weeks of the year at reduced cost
Rolladome Rollerskating School
Rolladome have been promoting and delivering roller-skating as a route to health, wellbeing and confidence for five years and have been running a very successful club in
Hanwell . As with Pulse, the costs of room hire has meant that they are not able to reduce the prices which has excluded young people of all ages from attending and benefiting
for the activities and learning that Rolladome provide.
£5500 will allow 32 young people aged 8-19 a week to attend the courses or activities for 50 weeks
Youth Work Team
E.A.S.E. has been running youth clubs in the Hanwell Big Local area on behalf of the London Borough of Ealing Youth Service for 10 years, they have been running summer
schemes, afterschool clubs and youth support activities since 2001. They are accredited by ABC Awards to deliver a range of Youth work training and they have extensive
experience of supporting staff and safeguarding children and young people and working with parents. The Partnership, feels that that they are best placed to manage the team
of detached workers and volunteers. The training will engage the volunteers and develop the staff team creating the sustainability for the youth programme. Funding will be
sought to fund the ongoing running costs of the staff team
Item
breakdown
cost
Paid staff (including oncosts)
35 hours per week x 3 workers x 50 weeks x
£13ph*
5 sessions x 3 volunteers x 50 wks x £5 per session
Accredited part time training for 10 people
Equivalent of 1 day a week x 50 weeks per year **
TOTAL
£68,250
Volunteer youth workers and young leaders
Staff training – delivery of ABC level 2 qualification for 10 people
Management costs
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£3,750
£8,450
£8,000
£88,500
In-kind/match
funding
£15,000
Funding
required
£59,250
£1,200
£7,250
£16,200
£72,500
*Breakdown of course costs
Tutor costs
3600 £20 ph x 180hrs
Assessing costs 2500 £25ph x 100hrs
Registration costs 650 £65 pp
TOTAL COST OF YOUTH PROGRAMME
Hanwell Big Local Funding Contribution
Existing funding
Corporate sponsorship
In Kind Donations
External funding
Stationary and printing £500 £50 pp
Training room rental £1200 £10 x 120hrs
**The manager would not only have to manage the team but support the course
requirements ensuring 10 students 100 hr placements are supported
Existing Youth Service Housing and Ward Forum funding
for EASE youth services
JS is currently working with June Martin of The Little Art
Room on a number of sponsorship leads
Room hire equipment provision etc
Application to John Lyons and other external funding
will be completed either for year one or future years
£120000
£38000
£15000
£20000
£5000
£42000
Business Support
HAT (Hanwell Association of Traders) is a strong organisation in the town centre able to work together on projects and tackle issues as they arise. It acts as an
effective structure for communication between the Borough and the business community.
LB Ealing works with Hanwell Association of Traders to help establish trader groups across the Borough. The Mayor of London has described HAT as a model
trading group for London.
HAT aims to bring together business, promote, support and develop business opportunities for local businesses alongside acting as a conduit between Ealing
Council amongst other organisations. We work closely with business on a one to one basis to offer practical advice on cash flow, utilities, visual marketing and
connecting with other business locally to maximum business.
HAT was formed as part of a regeneration project in 2008 and has developed into a key organisation in the promotion of events and community links. Our work on
business support has seen a drop in shop vacancies from 16% to 8% with the national average at 14% vacancy.
We have worked extremely hard in the development of shop front grants, new paving and improved parking facilities in the town centre. We have developed a
website and a number of key events in the town centre including Hanwell Winter Fair, Hanwell Hootie, craft markets, a clean Hanwell day and a number of smaller
events throughout the year.
HAT would like to offer its experience to assist with the development and support of local businesses as part of the project. We can work with you to develop a
programme for business support, visual marketing, event management and work towards creating a constitutionalised trading group who can work together for
the benefit of local business and the community. The daily rate of £300 which allow the service to discuss any elements of their services in the support for local
businesses.
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Costs One day a week for the equivalent of 1 day per week for 40 weeks
a) work with traders and enable the development of the individual businesses
b) support the traders to develop a constituted groups
At least one event developed by the traders to encourage footfall in the area
Total
HBL contributions
Match funding
potentially available from People and Places funding awarded to Hanwell
£12000
£3000
£15000
£7500
£7500
Hanwell Community Centre and Heritage Projects
 Throughout the research and consultation for this Plan the resounding message from everyone, young and old of all cultures was their pride in the cultures and
love of the area. A major concern was the underuse and lack of ownership by local people of the community centre and the related loss of heritage intelligence.
The Partnership would like to invest in the heritage and development of the Hanwell Community Centre to ensure that the history of the area and the people
within it is captured, documented and shared in creative ways.
 Historically, Hanwell Community Centre is a community asset that is much loved but also at the heart of some controversy and division between the
community and the powers that be. Ealing Council has recently taken the building over with the view to having a better idea of the running costs and viability of
the centre and also, with the view to finding a long term sustainable plan by April 2015. The Partnership is a neutral body in the community, being led by
residents and working closely with local strategists and Local Authority departments to meet the needs of the residents in the community.
 The Partnership, therefore, would like to lead a steering group for the building which, over the first year, would consider the viability and develop proposals
and a business model for Hanwell Community Centre to be a community owned asset. They will work with representative centre users (organisations and
individuals) to understand the issues relating to accessibility, running costs and the investment needs. This will also be an arena to identify joint working
opportunities, develop skills and identify gaps in the skills base of the group. This Steering Group could potentially become the Hanwell Community Centre
Management Committee which would include the Hanwell Big Local to ensure resident involvement and representation.
 There is a rich history within the building, being a workhouse until 1930s, the building of the Cuckoo estate, a venue for Rock musicians in the 60s and 70s.
There are also heritage arts and crafts that take place in the centre including pottery and upholstery. The Partnership is keen to capitalise on these stories and
the history we already have recorded and create sustainable projects that have educational, intergenerational and economic benefits for the local area and
residents. This will be distributed through the systems developed to distribute the small grants
Costs of managing and developing the steering group
Monies set aside for heritage projects that engage local community
Monies set aside for research into the building investment needs
TOTAL
HBL contributions
Match funding
potentially available from People and Places funding awarded to Hanwell
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£3000
£9000
£3000
£15000
£7500
£7500
Matched Funding
Within the budget we have displayed the need for matched funding. Hanwell Big Local Partnership has and will continue to work with the included projects to
identify alternative and additional funding available to them. We have and will continue to build relationships with the statutory and corporate departments that
are involved in investing in the area through Regeneration projects, Crossrail and CCG developments. We have also identified the potential of developing funding
streams that is being applied for Hanwell as a whole and Hanwell Big Local will be represented on the steering group. The Hanwell Big Local area straddles
Cleveland and Hobbayne Wards which means that there is funding available through Ward Forums. Ealing is developing Ealing HIVE. This is a crowd funding facility
and we will be submitting projects for matched funding
Some matched funding has been agreed already:
For instance, the Horticulture Apprenticeship has Pathways funding and Housing funding for this year as match funding, and there is £50k from Copley
regeneration for projects for the apprentices to undertake in year two and three. There is a year for Accession to find the funding for the apprentices.
Also the Transport service will be match funded by existing funding that ECT receives.
Other match funding will be included in the new funding stream bid People and Places:
£30k for youth programme
£7500 for the Business support
£10000 for the Heritage and Hanwell Community Centre
The programme that requires the most matched funding and therefore, has the most risk is the Youth Programme. This is also the programme that will take the
longest to become sustainable. However, this reflects the concerns of residents through the consultation and the needs of the community in the long term.
We will be working with the local Authority to negotiate the contribution that they provide to EASE. EASE is also applying to the Ward Forums to support the
youth programme financially. We will be putting forward the youth programme to be funded by the EALING HIVE and we will be applying to John Lyons to support
the development of this different way of working with young people. We are also developing relationships with corporate sponsors who are interested in
supporting work in Hanwell.
The youth programme can be developed incrementally as funding is secured and as more young people engage. It will take some time for young people to engage,
especially in parts of the Hanwell Big Local area that have not had activities operating previously. We will arrange to release Big Local money to groups as their
numbers increase. We are also working with groups that are not going to be receiving Hanwell Big Local funding so there will always be something for young
people to do.
The focus on the first year will be developing the youth work staff team and building up engagement of young people. EASE will work within their existing budget
initially. The training will start once the team of volunteers is recruited which is likely to be later on in the year, by which time we can raise the funding to cover
the costs. There will be a Think Big Locally steering group including all funded and externally funded groups and we will create a development plan for this and for
the long term. This way the young people can rely on the services and by the end of the first year we will have a strong foundation for the future years.
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Administration
E.A.S.E. (Empowering Action & Social Esteem) Ltd will receive approximately 10% of the budget each year. The
role is purely administrative. E.A.S.E. is not involved in any decision making, which is purely the role of the
Partnership.
There will be a part time worker employed by Hanwell Big Local to administrate the Big Local Partnership. This
involves:
 Setting up all the systems adopted by the Partnership
 Liaising with all the projects to ensure they have all the legal and Big Local requirements in place.
 Gathering monitoring and evaluation information from each funded project
 Gathering financial monitoring from each project
 Reporting all monitoring and evaluation at a quarterly basis to the Partnership
 Highlighting issues to the Partnership at the earliest opportunity so that they can come up with
solutions
 Ensuring all paperwork is up to date and in place for audit or report to the Local Trust
Whilst in the first year, EASE will have full funding for this role they will be expected to find match funding in
future years as the 10% contribution from Hanwell Big Local will amount to reduced funding over the next
three phases.
Administrative Systems
Hanwell Big Local Partnership with EASE are currently developing the systems we will use to receive and disburse
funding as Trusted Lead organisation.
This is important so that the Partnership can keep track of the spending, making sure that the monies applied for
from the Local Trust are being spent appropriately and in a timely way. It is also important, that the Partnership
can ensure that the match funding is being recorded and that we are within budget throughout the year.
The Partnership has also undertaken the development of a straight forward written performance schedule for each
project setting out development milestones, outcomes and funding commitments on a quarterly basis.
Whilst the structure of the document is the same, each project will have different milestones and outcomes. Some
of the outcomes may be related to funding (i.e. as more young people are involved in the project, more funding
can be released) but we will be negotiating these with the project leaders to ensure that they are realistic and
achievable.
Having these processes in place ensures that we will be able to support projects and feedback to the community
and track the progress and respond to issues that may occur throughout the year.
We are also exploring the need for contracts for substantive projects. We have to ensure that we have contracting
procedure in place for the projects that are best served in this way. We are evaluating the legal and financial
implications of this.
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How we will know we’ve made a difference
The projects will be reviewed every six months, based on agreed milestones, targets and objectives set to
measure and evaluate the outcomes and ‘markers’ for the community.
We will measure success in practical and simple ways and will work with the project leaders and Partnership
members to identify what success looks like for them. They will provide information about how they have
achieved their goals and the Partnership will actively be involved in monitoring and evaluating them.
How often and when will we check what we are doing and change it, if it’s needed
We understand the benefit of long term funding for community groups and services. It creates stability of
service and allows providers to concentrate on providing a quality service rather than worrying about the
looming funding deadlines.
We would also like to create a funding culture where the Big Local panel is supportive so that when groups
gain funding they know how they are contributing to a bigger picture and can work with others to create
sustainable and meaningful change.
We suggest that the funding should be flexible enough to be able to respond to the changing needs in the
community throughout the four themes allowing funding to be allocated to:



Pilot or research projects – short term projects that can test theories and allow for innovation and
create evidence for future and alternative funding.
Delivery projects – longer term support that may be match funded to allow organisations to provide
services or activities by supporting core and/or running costs. This will be on the basis that they will
provide monitoring and evaluation reports and allow visits and will be working towards an exit
strategy.
Investment - this may be in the form of loans, money for feasibility studies or capital works. This could
enable enterprise in the area, enable physical improvements or one off practical solutions.
In the first year, we will be testing the policies and procedures that we adopt to ensure that they are robust
and flexible enough to allow projects to gain momentum. We will evaluate our goals and processes after
eighteen months and then every year after that in order to ensure that
a) we are meeting the needs of the whole community
b) making fair decisions
c) being transparent in our process
How will we find out and share information about progress
 We will be working with all the Big Local funded and other groups to reach as many people in the area
within the first year to ensure we are hearing residents’ voices, suggestions and concerns.
 We will develop the website to be an information point for all activities happening in the local area as well
as highlighting the Hanwell Big Local funded activities. The website will also be a measure of how we are
progressing towards our goal of having a co-ordinated and interactive programme that engages a large
number of the whole community.
 A bi-annual local newsletter will be distributed promoting work and projects achieved which will encourage
others to become involved. This will be produced by local residents and funded with advertising from local
businesses to raise their profile/services.
 Any revenue will be ploughed back into the community and considered as private match funding. This will
also be a measure of our progress over the years as it should become self-funding and will reflect the
amount of engagement with community groups and services that is taking place every six months.
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i
Including Ealing Regeneration’s allocated budget for supporting residents with new private gardens, maintaining new and existing
communal areas and the development of the Housing land behind Cheyne Path.
ii
North Hanwell Baptist Church, Ditchley Court, St Johns Quiet Garden, Gurnell Grove Community Hall
Ealing Housing ‘Open Space Transformation’ funding would be applied for and it is hoped that Accession would be considered to
deliver the programme in this part of the borough
iii
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