Invest Local Driving Change Plan 2019/2021
Contents
1 Introduction and summary 2 2 Community profile 4 Community consultation 5 3 4 Vision, priorities and projects 6 5 How will we know we have been successful? 9 6 Budget 12 7 Annex 1. All Project plans Files attached 2. Dynamix consultation report 3. Programme review session July 2018 4. Baseline survey – People and Work 5. Vision and Priorities Review 6. Scorecard results Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 1. Introduction and summary
In March 2016, the community of Hubberston and Hakin accepted the invitation offered to them by Building Communities Trust to take part in the Invest Local programme. Invest Local has £1 million to spend in Hubberston and Hakin over 10 years, with the community deciding on what that money should be spent on.
The story so far…. The first Driving Change plan for Hubberston and Hakin was agreed by the Community Forum in July 2017. Due to a number of factors this plan has been extended to the end of August 2019. Some great achievements have been made in this time including; Ownership of the Community Centre was transferred to a locally run CIO (Charitable incorporated organisation). Improvements have been made to the centre and usage is increasing. Established community groups have been strengthened through investment in the park, the golf club and the football club. The small grants scheme has been a great success with new community groups and activities being established, as well as support for existing groups to offer better facilities for members. Communications are improving with a new facebook group that has recently been set up and a noticeboard has been installed on the outside of the community centre. However, there has been a delay setting up further systems as we have lost contact with the company employed to set up a website. A number of Community fundays have been run at different venues across the community. These have proven to be a great success and have provided us with the opportunity to check in with the community that we are doing the right thing. Through the small grants scheme and engagement with parents at the school our forum has grown to 28 voting members. An additional meeting is held at the school in the afternoons on the same day as the evening meeting to engage with community members who cannot attend the evening meetings. Forum members have completed Participation training with Dynamix and had support to run a consultation at a community funday at the community centre in 2018. See Annex 1 for the full report. The community forum was formally constituted in June 2018. The group held an AGM in October 2018 where a review of the constitution, finances and achievements were made as well as discussion around roles of Chair, Secretary and Treasurer. This was also used as an opportunity to consult on some project ideas. Programme Review took place in July 2018. See Annex 2. Baseline survey completed by People and work. See Annex 3. Agreed to continue with PAVS as fundholder From 2017-2019 £119,962.50 has been allocated to improvements in Hubberston & Hakin through Invest Local, with 97% of that funding being spent/committed to date
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 Agreeing our Driving Change plan… The community forum has been working on this Driving Change plan for over 6 months. We have undertaken thorough evaluation of the community benefit of projects put forward and gone through a rigorous prioritisation exercise to ensure that the investment in our community is right for the area, shows community benefit, value for money and meets the vision and priorities for the area. This has involved; Invitation for project proposals Review of our vision and priorities. See Annex 4 Presentation of project proposals from all project leads Scorecards on all project proposals with all forum members scoring proposals based on whether projects met the vision and priorities, had clear community benefit, is sustainable and accessible, whether other sources of funding had been looked at, whether success could be shown, whether the project was achievable in 12months, value for money and if the project linked with other organisations/projects/initiatives in the area. Review of the scorecard results (see annex 5) on meeting the vision and priorities, community benefit, sustainability and value for money was carried out by BCT Trustee Carol Green, PAVS Chief Officer Sue Leonard and Invest Local Officer Kate McCabe who presented comments alongside possible alternatives or funding conditions that could be placed on the proposals following comments and scoring completed by the forum. An online anonymous vote was carried out on all project proposals by all 28 members of the forum. This gave us the option of voting on project proposals as submitted, or possible alternatives or funding conditions put forward following the scorecard exercise.
VISION 2019 PRIORITIES 2019
1. To feel proud of and part of our community 1. Continue to develop the Community
2. The community feel they are listened to and Centre and other community facilities that they matter 2. Improve wellbeing (focusing on the 5 3. To look after and improve our environment ways to wellbeing**) 4. Strengthen and sustain the local groups, 3. Increase Pride in the Community organisations and facilities already in our 4. Increase communications in the community and all work together better Community 5. To improve wellbeing 5. Improve the Environment 6. Providing more opportunities for children and 6. Sustain Local Groups and Increase
young people Participation
PROJECTS 2019/2021
1. Community centre building improvements 2. Rugby club kitchen and catering facilities 3. Development of the football club facilities 4. Mental health support and wellbeing 5. School playground development 6. Community engagement, communications and small grants 7. Development plan for Gelliswick bay 8. Yacht club boat yard and car park 9. Youth club 10. Little Acorns play group development 11. Community Development worker 12. Milford Haven Golf club paths Page 3 of 12 13. Training and employment support Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 2. Community Profile Hubberston and Hakin form part of Milford Haven and is located on the western side of the main town with a population of approximately 5000. The local area has some 2162 households, with a significant number of these rented out as social housing. This now includes a new private housing estate at Fairways. Although there are two communities in the area - Hubberston and Hakin – a lot of people consider them to be indistinguishable with some people living in Hakin referring to themselves as coming from Hubberston and visa versa.
Key facts about Hubberston and Hakin
Population – 5050; slightly higher under 16s population compared to the Pembrokeshire and Welsh average with a larger than average number of pensioner households. 62% of homes are privately owned (less than the Welsh average) others are mainly owned by the local or Pembrokeshire Housing Association. Average house prices are lower than across Wales with a higher than average percentage of houses in the lower Council Tax Bands compared to the rest of Pembrokeshire. 27% of children live in poverty (compared to the Welsh average of 21%) The local environment is mainly good with better air quality and lower flood risk compared to the rest of Wales. Crime rates are lower than the Welsh average. There are more people with a limiting long-term illness living in Hubberston and Hakin compared to the Welsh average. Pupil attainment in Hubberston and Hakin at Primary School age is slightly below the Welsh average; by secondary school age it is 10% below. About 24% of young people in Hubberston and Hakin attend Higher Education; across Wales the figure is 33% The percentage of young people not in work or looking for work is over double the Welsh average with the total number of people out of work nearly double compared to the rest of Wales. In general more men are claiming benefits than women. The main employment in the area is shops or in health and social care. The baseline survey undertaken by People & Work Unit in December 2018 gathered opinions from 328 residents on; residents’ sense of community and the community’s strength; residents’ sense of well-being (how they feel); and residents’ sense of resilience (their ability to cope with adversity).
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 The results suggest that overall there is a good sense of community. However, residents feel they have relatively little influence over local services. The results also suggest that community members resilience is fairly strong.
3. Community Consultation
Members of the forum completed participation training with Dynamix in March – June 2018. Through these sessions forum members had the opportunity to look at different methods they could use to consult with the wider community. It also provided the opportunity to look at how they felt about current engagements methods. Concern was raised about not engaging enough community members in the programme as well as there being limited representation from the community on the forum. Dynamix supported the group by running a community consultation at a funday held at the community centre in the summer 2018. This enabled the forum to gauge support for some of the ideas being discussed for the next plan. A lot of support from attendees at the event was shown for development of Gelliswick Bay, the Football club and making a park at Glebelands. The same exercise was used at the AGM with similar results. These consultations have been considered in discussions but it is noted that the results are an indication of those who attended those events and not a full representation of the community. The baseline survey undertaken by People and Work on behalf of the Invest Local programme captured responses from 328 residents in Hubberston and Hakin suggest that there is a good sense of community in the area. Input from residents into what they want in the area focused on activities for children and young people, improving local assets and environmental improvements. The majority of the members of the forum are representative of local groups/clubs/organisations as well as being resident in the area as such they speak to their members, friends, families about Invest Local and feedback to the forum. A group of newer forum members have recently completed participation training with Dynamix and are planning on how they can use their skills to consult with young people in the area. The Invest Local Officer is also supporting those leading on fundays to consult with the wider community.
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 4. Linking Vision, Priority and Projects
The community forum have taken careful consideration of linking the community vision and priorities to the projects included here. Our plan is for two years as we feel that this is needed to make a commitment to some of the projects listed. However, we also recognise that other projects may come forward within this time and as such we will continue to review progress and consult with the community to make sure we are meeting their needs. Priority Link Action/Project What will the project do? Budget to to meet the vision priority Continue to 4 Community Make improvements to the community £70,000 develop the Centre building centre to improve accessibility for all Community improvements abilities through toilets and changing Centre and 2 years facilities. Will improve the kitchen other areas to make the centre more fit for community purpose to increase usage and facilities achieve financial sustainability of the CIO. Rugby Club Install a kitchen at the rugby club to be £14,800 kitchen and able to cater for members and for large catering facilities functions to ensure financial 1 year sustainability of the club. Development of Partial funding of improvements to the £15,000 the football club car park at the football club to sustain facilities membership and usage, improve 1 year access and safety on site. Subject to agreement of lease. Yacht Club Partial funding of improvements to the £15,000 1 year car park at the yacht club to sustain membership and usage, improve access and safety on site. Improve 2 Mental health Provide locally accessible training and £13,440 wellbeing support and counselling provided by the Adlerian (focusing on wellbeing Society to address mental health the 5 ways to 2 years issues and improve mental well-being. wellbeing**) This will run alongside the development of a wellbeing network of partners to look at activities to improve wellbeing in the area. 5, 6 Outdoor Provision of outdoor equipment at the £10,000 equipment at the school to improve opportunities for school children and young people to improve wellbeing and learning environment Increase 1 Community This provides flexible access to funds £20,000 Pride in the engagement, to run community engagement Community communications activities and events, deliver a small Increase 2 and small grants grants scheme and improve communicati 2 years communications in the area.
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 ons in the Community events; will include events Community to increase participation, awareness of Invest Local and community activities and provide opportunities to consult with the community. Communications; will provide a budget to develop marketing materials to increase awareness of invest local and to promote community activity and opportunities. Small grants; Will provide a scheme for local groups to apply for up to £500 to start up or develop their group/project. Improve the 3 Development Gelliswick Bay is an area which many £2,000 Environment plan for local people value and would like to Gelliswick Bay see developed as a community space. 2 years We aim to develop a community-led plan for the area through working in partnership with all groups and organisations based in the area. Gelliswick Bay Preservation Association, Yacht Club, Sea Cadets and Sea Scouts are key partners. We will explore alternative funding for this kind of community-led collaborative venture that would improve the local area and contribute to the local economy. Sustain Local 4, 6 Youth club Provide a youth club provision at the £9,000 Groups and 1 year Community Centre one night a week Increase for 48 weeks of the year. This will look Participation to engage young people aged 14 - 18. Little Acorns play To train and employ a local person in £14,456 group childcare level 3 to free up development management time for business 1 year planning, funding and exploring options for volunteering. This project will also provide 1-1 support for a child with additional needs to access holiday provision during the summer holidays. Community To provide a locally-based Community £43,766 Development Development Officer to support the worker Invest Local Steering Group to explore 2 years additional funding and engage with local residents, groups, stakeholders and partners to develop and deliver a range of projects to meet the shared vision and priorities set out in the new Driving Change Plan.
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 Milford Haven Completion of paths at the Golf Club to £5,000 Golf Club paths increase income to be invested in free 1 year youth activities. Training and This project will involve engaging £17,457 employment employment and training support support agencies in the area and provision of a 1 year loan (through Danny Fellows Trust) or grant (through the Community Forum) for local people to access training to maximise opportunities for local people to increase skills and qualifications for local employment opportunities. TOTAL £249,919
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 6. How will we know we’ve been successful?
Action/Project to meet the What could be measured? How will we measure it? priority 1. Community Centre The number of groups attending Centre records building improvements and Centre number of users in each group. The frequency and number of Centre records sessions booked. Revenue created by bookings. Financial records Expenditure in relation to Financial records revenue of the Centre. The range of inclusive groups, eg Centre records numbers of youth, elderly, parents, children adult learning, sports groups etc. Meeting the needs of the Survey/questionnaire of users. community and community Wider community consultation to benefit. Improving wellbeing. ensure community needs are being met by the facility. 2. Rugby Club kitchen and Increased number of bookings Club records catering facilities Increased income at the club Club records
Number of members benefitting Club records
Satisfaction of customers Survey/questionnaire of users.
3. Development of the Sustain/increase current Membership records football club facilities membership numbers. Sustain/increase social club Social club accounts revenue stream. Zero Resident complaints to PCC PCC pollution control records. pollution control due to car park noise nuisance. 4. Mental health support The number of participants Records provided by Adlerian and wellbeing supported Society The age ranges of clients Records provided by Adlerian Society The previous situation of clients Before and after questionnaires before attending The number of sessions provided Records provided by Adlerian and attended Society
The range of challenges Records provided by Adlerian addressed Society Which was the most sought after Records provided by Adlerian course Society
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 Effectiveness of sessions Before and after questionnaires provided
Number of clients who move on Records provided by Adlerian from the sessions towards Society independence in dealing with their problems. 5. School playground Children’s physical skills Outcomes in PE lessons and development (balance, coordination, observations at playtimes perception, agility)
Children will be more active Participation in active play and other physical activity opportunities such as local sports clubs
Equality of opportunity for all Emotional wellbeing children – impact of child poverty assessments; analysis or is reduced through excellent progress of pupils who are facilities for all children eligible for free school meals (eFSM)
6. Community engagement, Communications plan Plan produced communications and small grants Number of volunteers Records of volunteers
Number of materials produced Communications records
More people know about IL Questionnaire/survey. Increased activity on social media New groups Small grants records established/supported
7. Gelliswick Bay Setting up a partnership to look at Number of partners engaged Development Plan developing the area
Development of a coordinated Number of meetings held plan 8. Yacht Club boat yard and Membership fees Holding membership increases car park to inflation Increase in local participation Membership records 9. Youth club Number of young people Records from Milford Youth attending sessions Matters
Number of hours youth provision provided 10. Little Acorns play group Completion of training Tutor records development
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 Increased income through Financial records fundraising Sustainability of Little Acorns Business Plan developed 11. Community Development Community Development worker PAVS records worker recruited and employed Number of community groups Community Development supported Worker (CDW) records Number of new community Community Development members engaged Worker (CDW) records
Number of community members Community Development signposted Worker (CDW) records
Amount of additional funds raised Community Development Worker (CDW) records 12. Milford Haven Golf Club Increases in numbers of junior Golf Club records paths members Retention of members of all ages and abilities. Success of our junior section at local and national competitions 13. Training and employment Knowledge of support available – Number of enquiries as a result support enquiries made of the marketing of opportunities – all agencies involved to report and social media data gathered. Number of people accessing Data from agencies and Danny training Fellows Trust Number of people gaining Data from agencies and Danny employment Fellows Trust Number of grants issued Details from project leads
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Hubberston and Hakin Invest Local Driving Change Plan September 2019/2021 7. Budget
Project Budget (£) 1. Community Centre building improvements 70000.00
2. Rugby Club kitchen and catering facilities 14800.00
3. Development of the football club facilities 15000.00
4. Mental health support and wellbeing 13440.00
5. School playground development 10000.00
6. Community engagement, communications and small grants 20000.00
7. Development plan for Gelliswick Bay 2000.00
8. Yacht Club boat yard and car park 15000.00 9. Youth club 9000.00 10. Little Acorns play group development 14456.00 11. Community Development worker 43766.00 12. Milford Haven Golf Club paths 5000.00 13. Training and employment support 17457.00 TOTAL project costs 249,919.00 Total minus Community Development Worker 206,153.00 PAVS fundholder fee 5% of £206,153 10307.65 (Community development worker budget is excluded as PAVS will host this job) FINAL TOTAL 260,226.65
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Annex 1
Hubberston and Hakin Plan review and Additions – summary version
Background
Hubberston & Hakin have been working on a 2 year plan that started on September 2019. Since the completion of the plan, much has been done to meet those priorities set out by the forum. Their plan Review was held over Zoom in September and was a reasonable turnout. The session took the form of group discussions, as well as smaller breakout sessions and group feedback. This document is a review of completed and current projects to date. The last section outlines the forums request for additional money that they wish to add into their current plan that will end in 2021.
Their current priorities are:
1. Continue to develop the Community Centre and other community facilities 2. Improve wellbeing (focusing on the 5 ways to wellbeing) 3. Increase Pride in the Community 4. Increase communications in the Community 5. Improve the Environment 6. Sustain Local Groups and Increase Participation
Examples of the ways priorities are being met:
1) Major improvements for the community centre building and working towards revenue sustainability, as well as meeting environmental obligations, Capital works for Hakin United, Rugby club kitchen and catering facilities improvements, Yacht club car park improvements.
2) Improved wellbeing by providing funding for counselling to Adlerian Society and who are now looking at ways to continue this, by going online.
3) Supported many projects through small grants, such as technology for the Parents & Supporters Association for Milford Haven Sea Cadets
4) Developing an advertorial to communicate who they are and who they support, for the wider community. Created their own logo.
5) Making connections with locals and organisations in preparation for Gelliswick Bay projects/ development.
6) Successful youth club provision. Funded employment training for childcare position at Little Acorns and recipient is now Assistant Manager at the centre, continuing higher level study. Employed community development worker that started in post January 2020.
Summary of Plan Review
The plan review highlighted that there is a strong sense of pride in their community and all that they have achieved since the last plan, and of the wider community as a whole. Many have enjoyed being in a position that has allowed them to learn more about the community and build further relationships as a result of being part of the forum. They feel that they are in a privileged position within this group to be able to learn more about people and projects and meet others with a shared drive and passion for making a better community.
There is much pride in the community centre and how this has gained strength from being nearly shut down, to having a steady growth of groups utilising its venue. They are pleased with their plan, but feel disappointed that a lot of work has had to be postponed due to the initial COVID lockdown. Many felt that it was challenging to keep motivation up during lockdown. Other projects supported in the plan is the Sea Cadets for essential items for their sailing boats and first aid equipment, training programs with Springboard and counselling services with Adlerian Society and a weekly youth club service.
Moving forward
They felt that the plan took quite some time to complete and for the future, to finds ways to ensure this is a quicker process.
• A focus for moving forward is to have strong leadership. It was agreed that it was beneficial to the group that a Chair be elected. • Many agreed that the development of Gelliswick Bay area was going to be a focus for the future. It will be necessary to link with other organisations and individuals and develop a separate sub group for this. • Communications and engagement with wider community, even with potential restrictions will be more of a focus for the future. Lockdown has shown that whilst there are challenges, it can still be achieved to some extent. • Response to COVID. The forum understand that living with restrictions will be here for a while and feel that work must continue, albeit differently. Supporting wellbeing in relation to current circumstances provides wider community support but also provides more opportunity for communications and engagement. Responding to current unemployment figures and the repercussions of this is also a focus.
The points and ideas put forward during this plan review, all fits within the current plan. COVID has meant that there has been a huge delay in being able to carry out many of the priorities they had set out and once opportunity allows, this can be resumed.
Request for Additional Funding in current plan
There have also been further developments to the plan and the forum have agreed to provide additional funding in the following areas of work.
Hakin United Football Club Hakin United were offered an opportunity to purchase the lease of the land, to secure the club for the future and the wider community. The decision deadline was fast approaching and the forum agreed that this opportunity had to be supported, otherwise risk losing the land to potential threats such as housing. The forum felt that the football club provided a valuable asset to the wider community for sport and engagement and wished for this to be available for the community long term and had requested that a clause be written into the purchase contract, that it be given to the community if the club were ever to fold and to protect the asset for the community in the event that the football club decides to sell the land and relocates to new area.
Milford Youth Matters The forum have agreed to continue support of Milford Youth Matters youth club sessions. This has been a huge success, with continuing support of young people during COVID who were particularly affected mentally and with their outreach service, they had managed to engage over 99 young people (14+ years) in their service, with many actively engaging regularly. This has also progressed into building the staff capacity of the organisation due to demand, and the forum agreed to fund an employment opportunity for a local young person to train and work at Milford Youth Matters for one year.
Milford Haven Sea Cadets The forum also felt it necessary to part fund the kitchen refurbishment for the Sea Cadets to increase sustainability for the long term.
COVID Fund
The Forum would also like to add a budget for COVID responses to its plan. This would alow them to provide swift support to any further emergency responses that are required within the community for individuals facing hardship, funding for small scale activities tackling isolation (such as children’s activity packs, work with younger people) PPE and also any extra support that might be required for local groups whose income has been adversely affected by lockdown to help with specific bills etc.
(For breakdown of additional costs please see appendix 1)
Appendix 1
Additional Projects 2019-2021 £’s Community Centre building £70,000.00 improvements Rugby club catering kitchen £14,800.00 Development of Football club (purchase £15,000.00 £40,000 Freehold of land) Yacht Club £15,000.00 Mental health support and wellbeing £13440.00 Outdoor equipment at the school £10,000.00 Community engagement, small grants £20,000.00 and communications Development plan for Gelliswick Bay £2,000.00 Youth club/Youth Trainee £9,000.00 £27,000 Little Acorns development £14,456.00 Community Development worker £43766.00 Milford Haven Golf Club £5,000.00 Training and Employment £17,457.00
Milford Haven Sea Cadets £15,014.55
COVID Response £10,000
Fundholder fee 5% £4600.73
Total £96,615.28