Arches Local Big Local Year 2 Plan

Contents

Page

Introduction by Chair of the Partnership

3

About Big Local

4

Map of the Arches Big Local Area

5

Community Profile

6 - 10

Consulting the Community

11

Themes Arising from Community Consultation

12

Local Partnership

13

Local Residents Forum

14

Local Organisations Forum

14

Resident Led Organisations Forum

15

Steering Group Structure

15

Membership of the Arches Local Steering Group 2014/15

16

Changes in the Area

17

Action Plan and Budget Year 2

18 - 28

Summary of Budget

28

Conclusion

29

Appendix A Big Local Co-ordinator Post

30 - 31

Appendix B Big Local Assistant Co-ordinator Post

32 - 33

2

Arches Local Big Local Year 2 Plan

Introduction by Lindsay Robinson, Chair of the Arches Local
Partnership.
It has been my pleasure to Chair the steering group for the Arches Local. What a year it has been
with so many successes. My personal highlight was the fun day we held at Luton Millennium Green
to celebrate the opening of our “pocket park” it was fantastic to see so many local residents having
fun and getting involved.
The list of people to thank is too long to mention here, but if any of those people are reading this
please take a moment to reflect on the great things we have achieved thanks to your help. It is truly
inspirational to see just what can be achieved when we work together.
Special thanks must of course must go to Stephen Perez whose tireless work has driven the project
so far and I look forward to working with Stephen in the years to come.
A fantastic year full of many firsts, we still have a great deal we hope to accomplish but I feel with a
start like this all things are possible.

Lindsay Robinson.

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Arches Local Big Local Year 2 Plan

About Big Local
Big Local is an exciting opportunity for residents in 150 areas around England to use at least £1m
each over 10 years.
Big Local aims to give people in more disadvantaged areas in England greater control over what
happens in their area, over decisions that are made about resources and service provision in the
place that they live. There is a lot of evidence to show that having greater control over what happens
in the place where we live is better for our health and wellbeing.
This can come about by potentially improving the social determinants of health and crime. If we
could influence what happens in the area where we live, like the provision of a pocket park or
shopping facilities, these can improve our health and reduce crime levels.
The Big Local programme is funded by the Big Lottery Fund and managed by Local Trust.
The four programme outcomes for Big Local are:
1. Communities will be better able to identify local needs and take action in response to them.
2. People will have increased skills and confidence so that they continue to identify and respond to
needs in the future.
3. The community will make a difference to the needs it prioritises.
4. People will feel that their area is an even better place to live.
Big Local is NOT:
It’s NOT about your local authority, the government or a national organisation telling you what to
do.
It’s NOT about individual groups fixing their favourite problem without talking to a wide range of
different people who live and work in the community.
It’s NOT about short-term thinking – you’ve got 10 years or more to plan and deliver the best
options for your area.
As part of the Big Local programme, the area which has been locally named ‘Arches Local’ was
awarded £1million in the spring of 2012. The partnership was endorsed in June 2015, and is led by
residents, and supported by local organisations. From the varied consultations with Arches Local
residents they formed the first year plan which was endorsed on 16th July 2015.
Over the year the partnership has strived to deliver the plan’s programme, for the benefit of all
those that live in the Arches Local area. On our delivery journey we have found that things have
changed that have affected our plan both positively and negatively. Where things have changed we
have demonstrated being flexible in partnership with Local Trust along the lines of “that if the plan
does not work, change the plan but never the goals”.

4

Arches Local Big Local Year 2 Plan

Map of the Arches Local Area

5

Arches Local Big Local Year 2 Plan

Community Profile
As can be seen from the Map on page 5, the Arches Local area stretches across two local wards; it is
an area which is does not form a natural neighbourhood or community and could be described as a
corridor shape.
The name Arches Local was decided by a range of local residents as the Luton arches are roughly in
the centre of the geographical map. This historical site is easily and readily identified by all in the
area both residents and visitors. It is an imposing structure which is currently in in need of further
maintenance and care. We have in year 1 successfully engaged with Network Rail and Medway
Council in starting the ongoing process of its regeneration.
Historically Luton Arches was a meeting place for local people; there was a driver fountain and a
bath house that sat in front of the Arches.

Housing In Arches Local is a mixture of privately owned homes, private rental houses, flats and
rooms and social housing managed by a number of social landlords and trusts . There are also
several supported housing areas specifically for older people. The River part of the Arches Local
area is under large redevelopment with new homes being provided by mhs homes and Orbit.
Many of the privately owned houses and rentals are Victorian terraced homes. Rental costs across
the area have risen due to the shortage of homes and an increase in population but would still be
amongst the lowest in Medway and therefore attract a range of tenants for both long and short
term tenancies. The increase in rental prices has seen an increase in the number of terrace homes
becoming houses of multiple occupancy.
As described in the previous plan, open and green spaces across the area are viewed as ‘work in
progress’: the amount of space is limited and the use of the available space has caused tensions
locally. We have had success in year one with the regeneration of spaces most notably at Luton
Millennium Green with a creation of a pocket park.

6

Arches Local Big Local Year 2 Plan
Talking to local people there are a variety of views expressed: please find below the common
themes; in green what they do like, in red thing people don’t like, and in blue they would like to
change.

*data from the summer event held at LMG 9th July 2016

7

Arches Local Big Local Year 2 Plan

Across the area there are a number of shop parades and also single shops (corner shops). The area
within the River Ward (Brooklines) is situated behind and adjacent to Chatham High Street which
offers a retail and business economy which is constantly evolving. The range of small convenience
retail outlets provides high-cost short-term shopping solutions to the local community including a
ever-growing range of fast food outlets.
The area does not have any secondary or primary schools located within it but there are a range of
primary schools located on the fringes of the area and a number of secondary schools including
Brompton Academy and the newly named Victory Academy within walking distance.
The area is rich in a diversity of people from different cultures and background who are on the whole
getting on, and as can been seen from the proliferation of nationality-specific convenience stores
there are opportunities for people to start a business. Travelling across and around the area there
are a large number of peoples from far afield, but also many that have lived in the area for
generations. The range of people locally include European; Asian; African and eastern Europeans,
there are a range of age groups and also diverse employment and business opportunities. Notably
since the last plan there has been a large increase in residents with West African heritage, most
notably Nigerian.

8

Arches Local Big Local Year 2 Plan
Medway is relatively worse off in the 2015 index - compared to the 2010 index - with a general
widening and worsening of Medway’s most deprived neighbourhoods. There is a six-year gap for
men in life expectancy between the most deprived and least deprived areas.
Medway’s population has increased from 249,288 in 2001 to 263,925 in 2011, a 5.9% increase.
Levels of deprivation are higher in Medway than England and Wales with fewer households having
no indicators of deprivation.

Luton & Wayfield

River Ward

Big Local Area - Approximately

14,379 residents (+5.4%)

9,712 residents (+39.3)

5000 - 6000 Residents

Approximately 30% of the Luton &
Wayfield Ward are residents of the
Big Local area.

Approximately 5% of the River Ward
are residents of the Big Local area.

In the overall measure of deprivation
2015, the most ‘relatively’ deprived
communities are concentrated in
central urban areas in Medway –
most notably in Chatham Central,
Gillingham North and Luton &
Wayfield.

Medway’s 015E LSOA , located in
River ward, is ranked in the 1% most
deprived for ‘health and disability’
(as well as crime). In the 2010 index,
this area was ranked in the 3% most
deprived nationally

Luton and Wayfield has the highest
levels of deprivation with over twothirds of households (68%) having
one or more indicators of
deprivation.

River ward—had the highest
percentage population increase,
+39.3%

Luton and Wayfield ward has
approximately half of all those who
either cannot speak English well or
cannot speak English in Medway

Whilst the numbers are smaller,
River ward also has a significantly
higher proportion of its population
who cannot speak English well or
cannot speak English.

Luton and Wayfield has 36.2% of
households with no adults in
employment (2nd highest in
Medway), with Lone parent
households in employment the
lowest in Luton and Wayfield (42.5%,
248 households)

Private renting was highest in River
ward (36.1% of households)
River ward saw the greatest
percentage increase (up 66.9%) in
the number of lone parent
households.

Information taken from the 2015 Index of deprivation and the 2011 Census information

9

Arches Local Big Local Year 2 Plan

10

Arches Local Big Local Year 2 Plan

Engaging the Community
-

Since July 2015 a series of activities and meetings have been held to consult with the local
community to communicate and deliver the aims of the Year 1 plan and gain views on the
area from local residents in preparation of the Year 2 plan.

-

Events have been held, supported by volunteers, where we have asked 3 simple questions:
what do you like, what do you not like and what would you like to change in the area? The
events were held at different times of year and with differing ages to try to obtain as wider
participation as possible. Some of them are listed below.
o An open event held at the newly opened Magpie Community Centre Café to present
the plan, with lots of activities including wood carving, drawing, food and drink
provided.
o Sponsorship of a Lego Club held at the All Saints Church hall, which was very well
attended and continuing into the year.
o Invited local school children to help with the creation of the pocket park at Luton
Millennium Green including helping planting trees and wildflowers.
o Large open day event held at Luton Millennium Green to celebrate the opening of
our Pocket park including circus acts, a hog roast, police car display, and gardening.
o Wild Flower Seed Bomb - creating and throwing at Luton Millennium Green with
Magpie Growers.
o Supported a strawberry and cream tea event held by Dolly Morgan for Older people.
o Attended various local events including Sure Start Aspire parents summer fair, have
a go sessions.
o Creation of a community bench inspired and designed by local children.
Other meetings
o Range of people attended, range of different views put forward.
o Consultation with All Saints Residents Association.
o Feedback to the Chatham Community Partnership.
o Invited to speak with Community Safety Partnership.
o Contributed to the Home Office Consultation around gangs.
o Turning Point Recovery forum.
Media Coverage
o Local and national press coverage of Arches Local events.
o Facebook site established and twitter account set up.
o Website set up.
Volunteer Community Researchers
o The small team of researchers that had been trained by 3P’s (People Promoting
Participation) continue to undertake research at Arches Local events and have
collected the largest amount of information in a single day at the recent open event
at Luton Millennium Green.

-

-

-

11

Arches Local Big Local Year 2 Plan

Themes Arising From Consultation With The Community
From the previous plan many of the continued themes have been repeated with continued
consultation with the community and through delivery of the Year 1 plan we have a better
understanding of how to address them:
o

o

o

o

o
o

Social Investment
There is a need for help with a variety of personal issues, for example - personal
finance and budgeting, advice, counselling, employment and training, health and life
styles.
Open Spaces & the Environment
Increase the access to open spaces and encourage the use of them, focusing on
Luton Millennium Green and Town Hall Gardens by Rope Walk Street. Address issues
raised locally around the general cleanliness of the area and problems with fly
tipping which may been compounded by Medway Council now charging for bulky
item removal. The poor traffic management in the area lack of enforcement at the
Luton Shopper Car Park. Regeneration of the Luton arches which are still seen locally
as an eye sore.
Private Rented Sector Housing
There are concerns about the quality of private sector rental housing and the
overcrowding of properties, in particular the impact of poor housing on health and
anti-social behaviour. We aim to further identify local housing issues affecting
wellbeing that might be tackled locally
Activities for Young People
Insufficient affordable activities or locations in the area for young people to
participate in during their free time.
Community Cohesion and Partnership Development & Delivery
The lack of cohesion in the community and that there is insufficient community
connection. The lack of local infrastructure, need for development of the
partnership structures and capacity building for people to engage.
Communication
Spreading the message about Arches Local.
Drug & Alcohol Misuse and Dependency
The concerns in a rise of antisocial behaviour relating to drug & alcohol misuse
locally across all ages groups.

12

Arches Local Big Local Year 2 Plan

Local Partnership
The Arches Local partnership structure is our way to ensure that people locally have mechanisms to
provide recommendations about how our local area can be improved and to agree that the
vision/plan does reflect what local people think is important:
o

In considering the structure we are conscious that it is important to consider how
we can involve the broadest range of people and organisations in our area and to
make sure we consider issues such as equality and diversity.

The challenges that we face in Arches Local include:
o The lack of local social and community infrastructure in place.
o The fact that the Arches Local area is not a single or easily defined community.
o Communication across a wide area without a central focus point.
o The physical barriers which inhibit participation, for example Luton Arches and the
road network.
We will seek to address the challenges by:
o Developing and formalising structures to support involvement and participation of
residents, local resident-led organisations and other organisations through three
new forums.
o Developing structures to support the forums which are representative, have clear
and transparent processes and are answerable to the wider community.
o Regular communication with each forum at least quarterly via events and
newsletters.
o Representatives from each of the 3 forums to attend and participate as members of
the Big Local Steering Group.

Arches Local Community Partnership Structure

13

Arches Local Big Local Year 2 Plan

Arches Local Residents Forum
o
o

Membership – All residents in Big Local Area recruited and publicised across the Big Local
area.
Role of Group: to continue the Big Local conversation with residents. Establishing a vision
through talking to people that live and work (including volunteering) in the area, to address
the issues they identify and to record how they would like the area to look and feel in the
future. This also includes talking to local organisations, agencies and service providers. The
vision will be formed into a Community Plan.
o Meeting Structure: 4 meetings per year plus events.
o Quarterly reporting through an event and newsletter.
o The forum elects / Chooses 6 representative members to attend the Big Local
Steering Group.

A member of the Big Local Partnership. As an individual resident member you will be invited to
attend the Community Forum meetings and the Annual General meeting, and will receive regular
communication and updates from the Community Forum / Partnership / Steering Group.
A Friend of Big Local Partnership. As a Friend (volunteer) you give as much or as little time to
support the Community Forum / Partnership in lots of different ways e.g. helping out at an event,
delivering leaflets, giving feedback on ideas, sit on a task group and encourage your community
group to get involved in Big Local.
Steering Group Members – voting member taking expert advice, offering own contribution and
making a collective decision on how the money will be spent to best change the area for the better.

Arches Local – Local Organisations Forum
Membership - Range of organisations that deliver services within the Big Local area e.g. mhs homes,
Turning Point, Medway Youth Trust, All Saints Community Project Trust, Medway Voluntary Action.
o Role of Group: to continue the Big Local conversation with local organisations
delivering services across the Big Local area. To identify opportunities for joint
working and added value and identify programmes which are complementary
and provide value to one another.
o Meeting Structure: 4 meetings per year plus events.
o Quarterly reporting through an event and newsletter.
o Elects / Chooses 3 representative members to attend the Big Local Steering
Group.
o A member of the Big Local Partnership – Resident-led or business organisation.
As a local organisation member you will be invited to attend the Community
Forum meetings and the Annual General meeting, you will receive regular
communication and updates from the Community Forum / Partnership /
Steering Group Members will be required to circulate / share all information
received as a Big Local Member with your organisations members or across local
businesses in the Big Local area (whichever is appropriate) and ensure that your
members / other businesses are aware of and able to become involved /
participate in Big Local Community Forum activities, events and conversations.

14

Arches Local Big Local Year 2 Plan

Arches Local – Resident-Led Organisations Forum
Membership -Range of organisations that represent / campaign for or are responsible to
local residents e.g. School Parent Teacher Associations, Resident Organisations.
o

o
o
o
o

o

Role of Group: to continue the Big Local conversation with residents.
Establishing a vision through talking to people that live and work (including
volunteering) in the area, to address the issues they identify and to record how
they would like the area to look and feel in the future. This also includes talking
to local organisations, agencies and service providers. The vision will be formed
into a Community Plan.
Meeting Structure: 4 meetings per year plus events.
Quarterly reporting through an event and newsletter.
Elects / Chooses 2 representative members to attend the Big Local Steering
Group.
A member of the Big Local Partnership – Resident-led or business organisation.
As a resident led organisation member you will be invited to attend the
Community Forum meetings and the Annual General meeting, you will receive
regular communication and updates from the Community Forum / Partnership /
Steering Group Members will be required to circulate / share all information
received as a Big Local Member with your organisations members in the Big
Local area and ensure that your members / other resident led organisations are
aware of and able to become involved / participate in Big Local Community
Forum activities, events and conversations.

The Arches Local Steering Group
The Steering Group is the decision-making body of the Community Forum / Partnership. It is a core
group of members who make key decisions within the wider Partnership.
o

o

o

o
o
o
o
o
o

Purpose: The job of the Steering Group is to ensure the activities and operations of the
Partnership, set out in the Terms of Reference, are carried out effectively and efficiently,
and that the Arches Local achieves its aim and purpose whilst giving consideration to the
Big Local Principles.
Membership: The aim is to achieve a membership of the Steering Group that reflects
the population profile of the area. Any proposal for the inclusion of new Steering Group
members will be considered in light of achieving this aim.
The Arches Local Steering Group will have a minimum of 10 members with residents
being at least 51% of the entire steering group - currently 11 residents (69%), 2
representatives from resident-led organisations, 3 representatives from local
organisations / service deliverers.
The Steering Group will try to support anyone with any particular needs to ensure their
full participation in all meetings.
The minimum number of meetings per annum is 6; one every two months.
The meetings will enforce the Ground Rules agreed by the wider Big Local Group.
The group will report back to each of the three Forums quarterly.
The Steering Group membership will be reviewed annually.
Role of Individual Steering Group member: Attend Meetings & represent Big Local in
Chatham: Provide information to wider area/groups/ residents Support and participate
in the Big Local Implementation locally Make decisions in line with plan and local
priorities as identified by local people

15

Arches Local Big Local Year 2 Plan

Members of the Arches Local Steering Group 2016/17
Mr Stephen Perez
Mr Neville Dack
Mrs Elizabeth Esposito
Mrs Linda Fiddyment
Mr Steve Hutson
Mr Carl Kroon
Cllr Vince Maple
Mrs Monika Oravcova
Mr Lindsay Robinson
Ian Long
Dolly Morgan
Paul Pickford
Kevin Barrington
Shaun Johnson
Jacob Clear
Natasha Boardman-Steer

Arches Local Coordinator (non-voting)
Medway Voluntary Action
Resident
All Saints Community Project Trust
Medway Youth Trust
Resident and Community Researcher
Chatham Central Councillor and Resident
Czech and Slovak Society in Medway
Chair and Resident
mhs homes
Resident
Resident
Resident
Resident
Resident
Resident

16

Arches Local Big Local Year 2 Plan

Changes in the Area
The following is a summary of the known changes taking place in or near the Arches Local area
which are likely to affect the community:
o
o
o
o
o
o
o
o
o
o
o
o
o

The Continued redevelopment of the Waterfront in Chatham and Military Road area
(outside Big Local Area).
Continued housing development in and around the “Carpeaux Close” area; some still
under construction but mostly completed.
Implications on the local area of national policy change i.e. Any housing reports;
introduction of universal credit.
Improvements around the Luton Arches from Medway Council and Network Rail.
Opening of the Go Outdoors and occupancy of empty units attached to it.
The Magpie Community Centre Café continued development as a community asset.
Development of an Arches Local Neighbourhood Plan.
Fort Luton continued development and place in the community.
Riverside One Studios Medway Council future plans for Riverside One building/site.
Outsourcing of the Youth Service and reduction of All saints Sure Start Staff.
Turning Point 1 year extension budget reduction.
Public Health Directorate work on levels of alcohol harm due to the density of licensed
premises.
Medway Council proposed disposal of assets locally (including Luton Shoppers Car Park).

Before

After

17

Arches Local Big Local Year 2 Plan

ACTION PLAN and BUDGET YEAR 2
1. Social Investment
Description of the Issue: we have further identified that people in the Arches Local Big Local area
experience challenges in:
o
o
o
o
o
o
o

Managing personal finance;
Access to affordable finance;
Basic ESOL, numeracy, literacy;
Gaining employment;
Accessing training;
Enjoying good health, both physical and mental health;
Access to affordable fresh food.

We have found from having conversations with other partners and looking at their social investment
models that there is a large amount on offer dealing with individual issues but very little that actually
has an end product leading to direct employment or improved standards across the health spectrum
and that much of it is replicated or is aimed at certain communities.
We now better understand that this is a wide spread and complex issue and that there is no single
solution to it. The plan is to address some of the issues with the creation of a local market ideally
located at the Luton Shoppers car park and to investigate developing a social enterprise recruitment
consultancy putting people before profit.
Why do this piece of work?
The market and social enterprise recruitment consultants will act a local resource and also a
platform to address the above identified issues in a real life setting with purpose, using the proposed
mhs homes provides house/hub as a venue to deliver innovative and tailored solutions to many
challenges listed above.
To develop some evidence-based information on whether:
- people resident in the Arches Local Big Local areas would use a market and what would
they would like to see on offer;
- identify the challenges around creating a market and recruitment consultants and their
location;
- the retail offering available locally and how where appropriate best complement them
- any barriers that local people may face in accessing existing recruitment consultants;
- speak to Hasting works and other social enterprise recruitment consultants
Using the evidence collected above provide a full report which provides:
- a clear evidence base for next steps;
- a clear identification of actions to address challenges, need and resource needs;
- details on partnership organisations around delivery.

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Arches Local Big Local Year 2 Plan
What will be achieved?
- A clear understanding of local need;
- Clear targets with impact measures;
- An action plan for future delivery of the projects to meet the needs and challenges
identified within the evidence base;
- A resource plan for delivery of identified projects.
What needs to be in place before this piece of work goes ahead?
- A clear understanding of the purpose of the theme / priority shared by the Partnership
members and wider partners;
- Identified resource to manage the piece of work whether that is through direct delivery, a
commissioned piece of work or partner delivery;
- Clear brief for the work agreed by the Partnership.

What resources are needed to support this theme?
- an agreed budget;
- a delivery mechanism as decided by the Partnership ie. Commission, through the Arches
Local Co-ordinator in partnership with the LTO and local partners
How will it be managed?
- The partnership will drive the delivery of the project, manage and monitor the delivery of
the completion of the evidence base;
- The Locally Trusted Organisations will facilitate the delivery of the resource whether
through recruitment of a staff member or commissioning a delivery agent in line with the
brief designed and agreed by the Partnership.
What are the risks to the project?
Without identifying clear issues / underlying issues the risks are:
- the project will not capture impact locally;
- the project will not be clearly defined and evidenced and therefore not produce any local
impact;
How will we measure its success?
- If as a result of the project the Partnership have a clearer plan of work with priorities and
delivered successfully elements of the around creation of a Market, Hub and recruitment
consultants.

Budget Year 2
Plan Issue – Social Investment
Investigate the creation of a market: what will be the aims and
objectives of the market? How will the market will be managed and
financed? What criteria will be used to select stallholders?
Identify The Basics for the market. For example, location, stallholders,
opening times, car parks and so on.
Explore the creating of a social enterprise recruitment consultancy.
Establish what is its object and values, what is currently on offer,
develop a business plan, identify a location.

£7.5k

£10K

19

Arches Local Big Local Year 2 Plan
Veolia Bid (£75k) match funding for mhs housing house being turned
into a community hub; Small projects to enable delivery of a range of
support options specifically development of small businesses, social
enterprises, and managing family finances, etc. £12.5k rent, ancillary
costs, legal fees

Total Budget

£25K + £12.5K

£55k

2. Open Spaces and the Environment
Description of the Issue: Throughout the continued community engagement process the general
condition of the local environment and local open and green spaces have been highlighted as
priorities for improvement.
The Arches Local Partnership has been busy implementing and creating an appetite for change in
some of the key areas identified i.e. Luton Arches and Green Spaces. Match funding (£38k) has been
brought in to help create with the community a pocket park in Luton Millennium Green from
Department for Communities and Local Governments, Tesco (Green bags), Postcode Lottery. A
landscape architect’s drawing was created to visualise how the Arches could look and has been a
useful tool in discussions around bringing in inward investment combined with basic costings being
drawn up. Work has been undertaken across the area to address the issues highlighted and has had
a positive impact locally most notably the pocket park. Part of the challenge in year 2 is to build on
this success and replicate it other parts of the Arches Local area, a key one being River Ward.
The Big Local and partner engagement programmes with residents highlight the following:
Environmental improvements (in partnership with the Medway Council & key stakeholders)
including:
o
o
o
o
o
o
o

Street cleanliness and traffic management issues;
Reduction in fly tipping;
Luton Arches – the road system, appearance, sewer works, pigeons, footbridge;
Pig Alley (service road behind Luton Road);
The disposal of the ‘free’ car park at Luton Arches and future development plans;
Inconsiderate or poorly planned parking across the area which causes difficulty for people
trying to travel around the area on foot, by car and by bus;
Derelict Housing and empty homes.

Open & Green Spaces - access to and use of safe open and green spaces including: Town Hall
Gardens / Spaces for children to play
o
o
o

The need for more places for children to play in which are safe, do not cause disruption or
disturbance to residents;
A range of play spaces for children and young people of different ages;
Development of the existing few green spaces e.g. Town Hall Gardens (the park behind Rope
Walk), continued development of Luton Millennium Green;

20

Arches Local Big Local Year 2 Plan
o

o

Management of spaces which are currently not managed and therefore provide convenient
‘fly tipping’ locations e.g. the area which was formerly the oil tank location on Magpie Hall
Road, the derelict space on the corner of Castle and Luton Road;
Development of Luton Junior School playing field into a multipurpose sports area.

We are aware that Medway Council have developed plans for a section of Luton Road and Pig Alley
under section 215 Town & Country Act. We are working in partnership with Medway Council’s green
spaces team in the management and future plans of our open green spaces

Why do this piece of work?
To further develop our success with local open and green spaces;
To further develop a clear action plan with partners that will enable the Arches Local
Partnership to decide on the activities to deliver improved local spaces.
What will be achieved?
- Further improvement of the green and open spaces that have been highlighted by local
people;
- Secure continued maintenance and development responsibility for each location;
- Views of local people to be fed into proposed plans for regeneration, restructuring and
redevelopment of each location;
- Actively campaigning and lobbying of the Local Authority to improve locations;
- Promoted opportunities for individuals actions that Big Local can commission, fund or grant
aid.
What needs to be in place before this piece of work goes ahead?
To progress with these projects the Partnership will need:
- a clearly defined specification which details the purpose of the project;
- to work in partnership to drive this theme/project.
- a clear understanding of the purpose of the theme / priority shared by the Partnership
members and wider partners;
- Identified resource to manage the piece of work whether that is through direct delivery, a
commissioned piece of work or partner delivery;
- a clear brief for the work agreed by the Partnership.
What resources are needed to support this theme?
- an agreed budget of £25k;
- a delivery mechanism as decided by the Partnership.
How will it be managed?
- The partnership will drive the delivery of the project, manage and monitor the delivery of
the goals and update of the evidence base where appropriate;
- The Locally Trusted Organisations will facilitate the delivery of the resource whether
through recruitment of a staff member or commissioning a delivery agent in line with the
brief designed and agreed by the Partnership.
What are the risks to the project?
Without identifying clear issues / underlying issues the risks are:
- the project will not capture impact locally;

21

Arches Local Big Local Year 2 Plan
- the project will not be clearly defined and evidenced and therefore not produce any local
impact;
- as the general environment is an issue that is raised at all community consultation and
engagement events it is important to ensure the work carried out by the Partnership is a
direct response to local issues and aspirations.
How will we measure its success?
- If as a result of the project the Partnership have delivered the project goals gaining match
funding. Updated priorities to improve the use of green and open spaces locally in line with
residents’ aspirations.

Plan Issue – Open Spaces & Environment
During Year 2 of our plan we will therefore continue our successful work on the
development of the environment: open and green spaces. The direct deliverables
from this work include:
o To further develop from year one work on current open spaces and
environmental areas to include any proposed developments /
redevelopments by local organisations. To notably include;
o Improvement s to Luton Arches – – the road system, appearance,
sewer works, pigeon fouling, footbridge ?;
o Improvements to Luton Millennium Green.
o

To look at developing, in partnership with Medway Council Green Spaces
and in line with local requirements and aspirations, Town Hall Gardens
(the park behind Rope Walk);

o

Hold events at target sites where appropriate to ascertain environmental
improvements wanted by the community leading to initial work around
the permissions required and costings;

o

Further engage potential partners particularly Medway Council and the
local Registered Social Landlords in discussions around the open spaces
and environmental strategies;

o

Seek potential match funding opportunities and addressing sustainability
issues.
Totals

Budget Year 2
£25K

£25k

3. Private Rented Sector Housing
There has been across the Arches Local area a continued increase in more people renting from the
private rented sector. Properties continue to change occupancy frequently often because
their short-term tenancies end. This instability locally has added to the lack of community spirit. The
high turnover has led to more letting agent boards and more dumping of waste or ‘bagging out’,
when people are forced to leave properties quickly.
The continued rise in rent prices nationally and the increase of people moving to area has led to
certain neighbourhoods becoming known as places to obtain affordable rentals; more people
occupy bedrooms and households become quickly overcrowded.

22

Arches Local Big Local Year 2 Plan
Medway Council with input from Arches Local has taken decisive action in a targeted area over a
short period of time with a myriad of powers and the positive results were clearly there to be seen,
but without more widespread continued action. The indications are that the situation will continue
to get worse with parts of the area languishing behind the more affluent parts of Medway and the
small targeted area (Luton Road & Service Road “Pig Alley” to the corner of Castle Road) that had
benefitted from direct action worsening to previous conditions.
What we have also ascertained from Medway Council intense enforcement in the aforementioned
targeted area is that other local agencies have not been delivering i.e. street cleansing and general
maintenance adding to the uncared-for appearance.
There is clearly a link between the private rented sector and occurrences of anti-social behaviour but
there is still work to do to establish association beyond doubt as can been seen from the below
statement.
The decision not to pursue Selective Licensing was made following a specialist assessment funded by
the CLG and undertaken by the Local Government Regulation (formerly LACORS). As you will be
aware, for Selective Licensing to be introduced the Council would need to be able to demonstrate the
area is suffering from low housing demand and/or anti-social behaviour (ASB), and importantly that
we could predict the impact that the scheme would have and that incidents of ASB would reduce
considerably. The assessment looked at these two issues and concluded that whilst there were issues
with the local housing market there was insufficient evidence to support the case to meet the first
criterion around low demand. In respect of the second criterion around ASB and private sector
landlords failing to take appropriate action, it was clear that there was ASB. However, the frequency,
the number of incidents and the links to housing in the area were either insufficient or unclear, and
so a clear connection could not be established and a case could not be made in respect of the ASB
condition. Consequently, we could not demonstrate that the implementation of the scheme would
have a direct impact on ASB.*
Based on the evidence and advice from LGR, the decision was made not proceed with Selective
Licensing.
*statement from Medway Council Strategic Housing Department
Local area management of the private rented sector is a main priority for the Arches Local Plan.
Why do this piece of work?
Of all of the issues that have been raised over the life of the Big Local programme in Arches
Local, management of private rented housing is the one raised most often and with most
passion.
The effect of poorly managed private rented housing in the area currently influences:
- environment;
- experience of the area;
- community cohesion;
- health and the wider determinants of health;
- anti-social behaviour and there policing of the area;
- perception of the area by both local residents and visitors.
What will be achieved?
The proposal to commission an audit of the effect of the poorly managed private rented
sector will provide the Partnership and wider Big Local community with an evidence base for

23

Arches Local Big Local Year 2 Plan
discussion with Medway Borough Council around selective licensing of the private rented
sector and the potential positive impacts for local residents, both those living in the private
rented homes and the wider community.
What needs to be in place before this piece of work goes ahead?
- Agreement with Public Health and the Health & Social Care Board;
- Possibly an agreement for a joint commission of the piece of work;
- Agreement from local partners, e.g. Medway Community Safety Partnership, that they will
participate in and supply information for the work;
- A clear brief / project specification;
- Testing on the detail of the brief / specification with Public Health;
- Buy-in to the project from local GP practices and Registered Social Landlords across the
area.
What resources are needed to support this theme?
- A lead organisation or individual from within the Partnership to build links and support
with Public Health and other local partners;
- A budget of approximately £50K.
How will it be managed?
- The partnership will drive the delivery of the project, manage and monitor the delivery of
the completion of the evidence base;
- The Locally Trusted Organisations will facilitate the delivery of the resource whether
through recruitment of a staff member or commissioning a delivery agent in line with the
brief designed and agreed by the Partnership;
- A lead individual from either the Partnership or a local partner to drive the project, develop
the necessary relationships with partner organisations and public health staff.
What are the risks to the project?
Without identifying clear issues / underlying issues the risks are:
- The project will not capture impact locally;
- The project will not be clearly defined and evidenced and therefore not produce any local
impact;
- Without a cohesive presentation of the relevant evidence it will be difficult to gain the
support of key statutory partners for this programme of change.
How will we measure its success?
- Sign up for selective licensing by Medway Council; the Director of Public Health; health
practitioners; local Police and registered social landlords;
- On presentation of the findings of this piece of work, agreement to progress selective
licensing for the Arches Local area.
Plan Issue – Private Sector Housing
Having consulted with other statutory authorities around what they are doing in
this area and building on discussions and work done with Medway Council
Arches Local wish to commission:
o specialist data analysts to analyse the levels and location of anti-social
behaviour, and any correlation with the presence of private rented
sector tenancies;
o additional analysis of Council data around the state of the private rented
sector in Arches Local:

Budget Year 2

£50k

24

Arches Local Big Local Year 2 Plan
o

o

consultation with key stakeholders including the Council and local
businesses to consider the options and address this growing issue
locally;
Wider consultation with tenants, landlords, support agencies and
resident groups and other concerned parties on the introduction of
alternative models to manage the private rented sector locally including
Additional and Selective Licensing schemes.

The outcome that we are is seeking the development of a Medway Council
Private Rented Sector Strategy pilot scheme which:
o reduces anti-social behaviour and an improvement in neighbourhoods;
o improves the general environment of the Arches Local area;
o improves property conditions and tenancy arrangements of the private
rented sector;
o Improves relations and cohesion across the area.
Totals

£50k

4. Affordable Activities for Young People
The on-going challenge of providing a range of affordable activities for young people, coupled with
the lack of open and accessible green space locally is a theme which has fed into all of the Big Local
engagement.
To respond to this challenge we wish to have a grants fund to support local organisations in helping
to create and provide a range of safe and cohesive activities for young people across the Arches
Local area.
Desired Outcomes

More opportunities for young people:
o A menu of services and activities for young people;
o Raised engagement of a range of young people from across the Big Local area;
o Raised aspirations and achievement by developing links with the Jobs, Training and
Enterprise locally.
More engagement by young people
o Development of a Young Persons’ Forum / Voice
o Development of the capacity of young people to frame the environment in which
they live.
Stronger relationships between youth, the community and local services.

It is also important to consult young people around the outcomes as part of the continuing process.
Plan Issue – Affordable Activities for Young People
Organisations can apply for funding for activities that benefit young people
across the area by providing activities and events which promote community
safety and community cohesion by:
o Increasing the range of activities available for young people living in
the area;
o Encouraging the growth of local initiatives that are designed and run

Budget Year 2
£20k plus a grants
management fee of
£5k to include £2k
for support of young
people

25

Arches Local Big Local Year 2 Plan
by residents;
o Supporting residents to make their community a better place by
- bringing young people together;
- bringing young people of different ages, cultures, faiths,
communities etc. Together.
Grants of up to £2K will to allocated through this programme and activity
must include publicity and information relating to Arches Local.
Riverside One Project Funding Agreement ALFA003 due to continue from
31/10/2016. Instalments 2 – 6 unpaid/not completed

£3.4k

Totals

£28.4k

5. Community Cohesion and Partnership Development & Delivery
The lack of local infrastructure means the development of the partnership structures and capacity
building for people to engage are vital to the success of the Arches Local Plan.
The Arches Local Partnership recognises that there is a need to increase and improve
communication to engage with as many partners and residents as possible and to this end proposes
a strategy and support from a worker to increase participation.
Plan Issue – Community Cohesion & Partnership Development & Delivery
Organisations or individuals can apply for funding for activities that benefit
people across the area by providing activities and events which promote
community safety and community cohesion by:
o Increasing the range of activities available for people living in the area
and encourage the growth of local initiatives that are designed and run
by residents;
- Supporting residents to make their community a better place by
bringing people together of different ages, cultures, faiths,
communities.
Grants of up to £2K will be allocated through this programme.
Organisations or individuals can apply for funding for activities that benefit
senior and elderly people across the area by providing activities and events
which promote community safety and community cohesion by:
o
Increasing the range of activities available for senior and elderly people
living in the area and encourage the growth of local initiatives that are
designed and run by residents;
Supporting residents to make their community a better place by
bringing older people together of different , cultures, faiths, communities.
Grants of up to £2K will be allocated through this programme.
Renewal of Arches Local Co-ordinator contract. This post will manage the
delivery of the Big Local Plan for the Partnership, each of the themes and
activities and ensure timescales and outcomes are produced for the
Partnership to inform the ongoing delivery and development of the
Programme. Draft JD at Appendix A
The employing organisation will be the Locally Trusted Organisation on behalf
of the Partnership. The workplan for this post, ongoing management and

Budget Year 2
£20K plus a
grants
management fee
of £5k to include
£2k for support
for individuals
and organisations
applying
£10K plus a
grants
management fee
of £2.5k to
include £1k for
support for
individuals and
organisations
applying

£30K
£1k (inc Aug RPI
salary increase
1.8% approx.
£540)

26

Arches Local Big Local Year 2 Plan
monitoring of performance will be managed by the Partnership Group.
Recruitment of Arches Local Assistant Co-ordinator position. This post will
report to the Arches Local Co-ordinator and assist in the delivery of the Big
Local Plan for the Partnership; each of the themes and activities and ensure
timescales and outcomes are produced for the Partnership to inform the
ongoing delivery and development of the Programme.

£6k (plus 20% oncosts)
(£14k Including
expenses and oncosts budgeted in
separate plan)

This is a new post which was decided prior to year 2 plan implementation. The
post will be appointed and managed by the Partnership. The employing
organisation will be the Locally Trusted Organisation (Medway Plus) on behalf
of the Partnership. The work plan for this post, ongoing management and
monitoring of performance will be managed by the Arches Local Coordinator
and Partnership Group. Draft JD at Appendix B.

Supported by Red Zebra, investigate the best options towards creating a
Supported action
vehicle i.e. community interest company, for Arches Local to autonomously bid by LTO Red Zebra
for funding
o

Development and maintenance of the 3 forums, recruitment of
members; identification of organisations and individuals to engage;
o Develop relationships with local organisations regarding plans;
o Events / social engagements to encourage groups and individuals to
mix;
o Partnership development activities.
Rental for venues for events and social activities and meetings and
refreshments
Totals

Supported
activity by the Big
Local Coordinator
£3K
£77.5k

6. Drug & Alcohol Misuse and Dependency Diversion Activities
The recurring themes of issues with drugs and alcohol has been recorded at all of the Big Local
engagement events. To better understand and respond to these issues we will support local
organisations and the community in helping to create and provide a range of safe and cohesive
activities for those affected by these issues across the Arches Local area.
Desired Outcomes

More opportunities for people suffering from dependency issues:
o A menu of services activities for young people.
More engagement by people suffering from dependency issues:
o Raised engagement and better understanding of dependency issues across the Big
Local area.
Stronger relationships between the participants , the community and local services
o Identify the correlation between environment and the issues of dependency;
o Signpost to other organisations i.e. Turning Point, ASCPT, Porchlight.

27

Arches Local Big Local Year 2 Plan
Plan Issue – 6. Drug & Alcohol Misuse and Dependency Diversion Activities
Organisations can apply for funding for activities across the area by providing
activities and events which act as a diversion from Drug & Alcohol Misuse:
o Complement the range of activities available in the area (not duplicate);
o Encouraging the growth of local initiatives that are designed and run by
residents;
o Bringing people with dependency issues of different ages, cultures, faiths,
communities etc. together.

Budget Year 2
£10K plus a
grants
management Fee
of 2.5k to include
£1k for support
for individuals
and organisations
applying

Grants allocated through this programme and activity must include
publicity and information relating to Arches Local
Totals

£12.5k

7. Other Core Costs
The plan outlines the costs for year 2. The plans and funding for year 3 will be dependent on the
results of work commissioned in year 2 and the partnership’s consideration of what they wish to
undertake and how this may be taken forward. Outside of the budgets for particular actions to be
taken forward there will be a need for other costs to be budgeted for the Partnership.
Plan Issue – Other Core Costs
Newsletter x4
Website
Training Budget
Office Supplies/Costs/Photocopying
Cost of premises for Big Local Co-ordinator
Totals

Budget Year 2
6k
1.5k
5k
1.5k
5k
£19K

Summary of Budget
Area of Plan
Social Investment
Open spaces and the Environment
Private Sector Housing
Affordable Activities for Young People
Community Cohesion and Partnership Development & Delivery
Drug & Alcohol Misuse and Dependency Diversion Activities
Other Core Costs

Budget Year 2
55K
25k
50k
28.4K
77.5K
12.5K
19K

Totals

£267.4k

Red Zebra LTO Management Fee (5% of expenditure)

13.4k

Grand Total

£280.8k

28

Arches Local Big Local Year 2 Plan

Conclusion
We have begun our journey in “creating local change” in the Arches Local area. Like the many hills
that are present there have been ups and downs on the way. There has been great success in the
delivery within some areas of the plan where we only envisaged creating glossy reports. We have
come a long way in a short period of time and our impact can been seen throughout the area.
Through our local engagement events we have continued to listen and record the feelings and needs
of the community we represent. This local voice is reflected in the aims of the Year 2 plan.
All our major achievements have been made successful through working in partnership with others
whether it has been Medway Council or other statutory and voluntary organisations in Medway and
beyond. The added challenge now is to increase the number of residents working in partnership
within the Arches Local area to make it an even better place to live.
Year one has set the bar high for year two but we are confident that together with our partnership
growing in diversity, strength and like the children attending the Lego Club sponsored by us we can
be creative, build on and deliver the aims and aspirations of the Year 2 plan.

29

Arches Local Big Local Year 2 Plan

Appendix A:
Big Local Co-ordinator Post : Draft

Arches Local - Big Local
JOB DESCRIPTION
Title of post: Arches Local Big Local Co-ordinator
Accountable to: Arches Local Big Local Partnership Group, with line management from the Arches
Local Locally Trusted Organisation.

Salary £30K (37 hours per week). 12 months fixed term.

Main purpose of the role:
The purpose of this post is:
 To support, empower and report to the local partnership to ensure effective delivery and
enable them to be effective in their partnership role
 To manage, oversee and evaluate all areas of the Big Local delivery plan
 To manage and support staff and volunteers
 With the partnership to ensure Arches Local Big Local has a legacy
 To bring in match and in kind funding to support the Big Local deliverables and develop
effective partnership working between the residents on the local partnership, the Arches
Local programme and local providers from the statutory and voluntary sectors

Lines of responsibility
This role will report to the Arches Local Big Local Partnership and are also the appointed Local
Trusted Organisation. There will be a strong relationship between the chair of the Arches Local
partnership and the coordinator regarding the plan implementation and agreed objectives and
milestones; this will include full written and verbal reports at partnership meetings.
The Arches Local Big Local Co-ordinator will also be in regular contact with the Big Local Rep who is
appointed by the Local Trust to support the local area.
The Arches Local Co-ordinator will supervise and manage all staff & volunteers working on the
programme; any service level agreements or contracts in relation to the programme and manage
and support a group of local people to volunteer and get involved in Arches Local Big Local.

30

Arches Local Big Local Year 2 Plan

Role
Local Partnership






Support the partnership members to grow in their roles
Provide written reports and information to the partnership
Support full partnership meetings and small working groups
Monitor spend against key budget headings and the plan in line with the accounts liaison
officer and reporting to the full partnership
Develop mechanisms and set up systems for measuring success, evaluation and monitoring
Provide and signpost to training opportunities for partnership members to fulfil their roles
effectively
Encourage residents, volunteers and service providers to join the partnership and get
involved in the process through the forums

Management






Manage and support commissioning processes ensuring partnership members make key
commissioning decisions
Develop policies and procedures as required by the partnership
Recruit, manage and support volunteers
Provide necessary monitoring processes and set milestones with the partnership
Coordinate the quarterly and annual review for the Local Trust
Review and refresh the Big Local plan as needed
To ensure health and safety and risk assessment in place for all Arches Local Big Local
projects

Sustainability and Legacy:




To identify and bring in to the programme match and in kind funding to develop the legacy
To identify key partners providing services in Arches Local and look at collaborative
approaches and joined up working in terms of different areas of the plan
To bring partners together
To oversee the implementation of the community pods and ensure there is fundraising
strategies in place for their longer term sustainability
To review the role every 6 months to ensure that any changes in priorities can be addressed

Delivery


To support and oversee the sub /working groups of the partnership offering help where
needed
To set up and run activities and projects as agreed
To undertake any other tasks not stipulated but within the spirit and level of the role.

31

Arches Local Big Local Year 2 Plan

Appendix B:
Big Local Assistant Co-ordinator Post : Draft

Arches Local - Big Local
JOB DESCRIPTION
Title of post: Arches Local Big Local Assistant Co-ordinator
Accountable to: Arches Local Big Local Partnership Group, with line management from the Arches
Local Coordinator.
Salary £10.8K (£24k Pro-Rata 2 Days (one fixed day) per week). 12 months fixed term.

Main purpose of the role:
The purpose of this post is:
 To support, report to the Arches Local Co-ordinator to ensure effective delivery and enable
them to be effective in their role
 To assist with the management, oversee and evaluate all areas of the Big Local delivery plan
 With the Arches Local Co-ordinator to ensure Arches Local Big Local has a legacy
 To bring in match and in kind funding to support the Big Local deliverables and develop
effective partnership working between the residents on the local partnership, the Arches
Local programme and local providers from the statutory and voluntary sectors

Lines of responsibility
This role will report to the Arches Local Big Local Co-ordinator and also Medway Plus the appointed
Local Trusted Organisation. There will be a strong relationship between Arches Local Co-ordinator
and the Partnership regarding the plan implementation and agreed objectives and milestones; this
may include full written and verbal reports at partnership meetings.
The Arches Local Assistant Co-ordinator will assist in the supervision of any service level agreements
or contracts in relation to the programme and support local people to volunteer and get involved in
Arches Local Big Local Plan.

32

Arches Local Big Local Year 2 Plan

Role
Local Partnership




Where requested provide written reports and information to the partnership
When requested support full partnership meetings and small working groups
Develop mechanisms and set up systems for measuring success, evaluation and monitoring
Provide and signpost to training opportunities for partnership members to fulfil their roles
effectively
Encourage residents, volunteers and service providers to join the partnership and get
involved in the process through the forums

Management









Develop policies and procedures as required by the Arches Local Co-ordinator
Assist in the recruitment, management and support of volunteers
Provide necessary monitoring processes and set milestones with the partnership
Assist with the quarterly and annual review for the Local Trust
Review and refresh the Big Local plan as needed
Sustainability and Legacy:
To identify and bring in to the programme match and in kind funding to develop the legacy
To identify key partners providing services in Arches Local and look at collaborative
approaches and joined up working in terms of different areas of the plan
To bring partners together
To review the role every 6 months to ensure that any changes in priorities can be addressed

Delivery

To set up and run activities and projects as agreed
To undertake any other tasks not stipulated but within the spirit and level of the role.

33