WORKING TOGETHER

TO MAKE PIMLICO AN
EVEN BETTER PLACE
TO BE

2023 – 2025 PLAN

1 ABOUT US
From our Chair
I am delighted to introduce our final plan, setting out how we intend to make Pimlico
an even better place to be; for everyone. We are determined to work in a way that
promotes equity and creates a community that is welcoming and inclusive. We aim to
leave a positive legacy that includes local residents feeling safe within the
community, connected with other residents and confident about their futures. We
hope for all residents, partners and stakeholders to look back on our achievements
with a sense of pride, inspiration and motivation to continue making Pimlico an
even better place to be; beyond 2026
Yasmina Hedhli
Our Partnership
The Pimlico Million partnership involves local people that want to find ways the
Pimlico Million area can be improved. We want our plan to reflect what people
locally think are important as well as to ensure the plan and budget are being
implemented. The partnership’s role is a strategic one and includes planning
activities, reviewing the vision and priorities, engaging with local residents, creating
budgets and monitoring spending for the Big Local area. The partnership also works
with a Local Trusted Organisation (LTO), currently Quaker Social Action: to employ
staff, manage finances and deliver support to the partnership and their projects.
Our Members
Yasmina Hedhli
Peshang Arkawazi
Yarah Alsilawi
Jason Gillot
Tanya Hlavatskykh
Amal Makki
Fr Owen Higgs
Maggie Harper

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Our Locally Trusted Organisation (LTO) and Staff

Quaker Social Action (QSA) is an East London charity based in Bethnal Green. Their
mission statement is “to enable people to seek solutions to the issues that affect
their lives”. In recent years QSA has been helping some local communities in London
through taking on the LTO role, first in Aberfeldy (Tower Hamlets) in 2018, then in
2018 Pimlico Million and subsequently Barnfield (Greenwich) and Plaistow South
(Newham) 2021.

QSA as the Locally Trusted Organisation (LTO) has provided financial and
organisational support and an operational framework from which the programme
operates, therefore in addition to their core function as the LTO, QSA employs and
provides line management and support to the Pimlico Million staff. They employ a
dedicated Community Change Area Manager to lead on their LTO role.

This stage of the plan will be supported by two members of staff:

• Community Engagement Lead O.8 FTE Nawal Lakhdar

• Funding Manager 0.8 out for recruitment

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2 OUR AREA

Area description
The Pimlico Million area is made up of a number of housing estates the largest of
which is Churchill Gardens. Ebury Bridge and Gatliffe estates are currently
undergoing major regeneration which will result in a loss of social housing and a
change of demographic mix of the area. Between these two estates is Peabody
Avenue run by a large housing association of the same name. The area also includes
some other private sector and social housing within the area’s boundary. Because of
the riverside location property values are very high. Added to this the area is
situated in Zone 1 which means residents are paying inflated prices for groceries etc.
while in many cases, living on low incomes.

Local Insight highlights

Local Insight provides some key facts about our area and particularly on how it varies
from the London average. The population is around 8,000 but with only 51% born in
the UK compared with the London average of 59%. It’s not surprising therefore that
there is a lower proportion of residents with English as a first language than for
London as a whole.
32% of households are single person households under 65 compared with a London
average of only 20%. Lone parent families are also much higher at 37% compared
with London’s 25%.
The most significant difference for religion is that 28% of the population are Muslim
compared with 16% for London as a whole.

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 17% of people have no
There are 7,885
qualifications in
people living in
Peabody Avenue and
Peabody Avenue and
Churchill Gardens Estate
Churchill Gardens Education &
Population compared with 16%
Estate skills
across London

15% of children aged

32% people aged 16-74
0-19 are in relative
are in full-time
low-income families
employment in Peabody
in Peabody Avenue
Avenue and Churchill
and Churchill
Vulnerable Gardens Estate
Gardens Estate Economy
groups compared with 37%
compared with 17%
across London
across London

3% of households
69% of households have
lack central heating
no car in Peabody
in Peabody Avenue
Avenue and Churchill
and Churchill
Gardens Estate
Gardens Estate Access &
Housing compared with 42%
compared with 2% transport
across London
across London

The % of people
The overall crime 'satisfied with their
rate is lower than the neighbourhood' (88.5%)
average across Communities is higher than the
Crime &
London & average across London
safety
environment (74.4%)

17% of people have a

limiting long-term
illness in Peabody
Avenue and Churchill
Health & Gardens Estate
wellbeing compared with 13%
across London

3 COMMUNITY VIEWS

Pimlico Million regularly seeks the views of local residents to inform plans and to
communicate with local residents. Our Community Engagement Lead speaks with
local residents and community organisations on a daily basis, visiting local ‘hubs’ for
connection, like the community Hot Chocolate events on a Thursday in Churchill
Gardens square. As an Arabic speaker she set up and runs a bilingual women’s
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coffee morning and acts as a focal point for connection in the area bringing
individuals and organisations together to run projects, or enjoy services. In addition,
we are in regular contact with the local Residents’ Associations, and are just about to
restart the Resident Association Network, which fell into abeyance after Covid. We
have 760 followers on Facebook and a growing number on Instagram. We also have
over 300 people and local organisations on our email contacts spreadsheet and are
regularly in contact with them.

In developing the current plan, numerous

consultation events took place alongside an online
survey which was promoted at a range of local
events during March and April 2023 as well as to the
Partnership’s mailing list. There were 167 responses
with 80%, living in the Pimlico Million area.

The most common challenges which residents

currently face are financial as a result of the
economy. The most popular improvements people
would like to see over the next year were around
affordable food and energy and lower inflation.
However, the 2nd most popular were around
community safety and fear of crime.
Residents expressed strong, and overall equal, support for all the current plan
priorities. There was also strong support for inclusive community events and for
youth clubs and activities for young people.
As a result of these
findings, we have
decided to continue
with the themes from
the previous plan but
with the addition of
‘Safer Neighbourhoods’
and ‘Local Economy’.
When preparing this
plan, the partnership
was determined to be as
inclusive as possible. So
one question asked
about any groups we
may be unaware of but
whose needs we should
consider for inclusion in
our plan. Consultation Event 2023
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 Celebrating International Women’s Day March 2023

This generated a very wide range of suggestions of people and groups whose needs
we should include. This reassured us that all our projects and activities must
continue to be as open and inclusive as possible.
Stakeholder’s survey
Local organisations, who are stakeholders and potential delivery partners, were
approached with two questions:

1 What are the biggest issues your service users are facing over the next 3 years?
2 How could Pimlico Million partner with you to benefit the community of the Big
Local area in support of our priorities (see list overleaf)? Please provide as much
detail as possible including project objectives, costs, timescales, resources
required, etc.
19 responded and their full replies are set out in the Stakeholders Survey Report.

4 REVIEWING OUR PREVIOUS PLAN

The partnership came together at a facilitated workshop in October 2022 to
complete a plan review. This is covered in detail in a separate report. As well as
reflecting the key learning points, the review also documents all that we have
achieved to date.
The review set out to answer Local Trust’s set of plan review questions. However,
these questions have since been revised and updated by Local Trust and the new
questions include some topics that were not previously covered.
A new question is: ‘Under your current plan what have been the partnership’s
proudest moments and why?’ The plan review details the impacts we have had and
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refers to our inclusive community and cultural events; our work with bilingual
speaking women; and the range of activities for children and young people through a
number of local partners. We are very proud of all of these and we held a
celebratory event to showcase all of our work hosted by Westminster’s Lord Mayor
in his Parlour in November 2022.
The new questions ask: ‘What are the current needs and opportunities in your Big
Local area?’ We have sought to answer these questions through our resident and
stakeholder surveys. The resident survey asked a sample of residents what were the
main issues they faced at present and also asked for ideas about how Pimlico Million
could respond. The stakeholders’ survey asked what issue their service users
currently face and also what ways Pimlico Million could partner with them to
respond.
There are also new questions concerning legacy:

• ‘How are you progressing towards your legacy?’

• ‘What needs to happen to enable you to achieve your legacy?’
• ‘What help do you need to deliver your next plan and achieve your legacy?’
We considered the type of legacy we wished to leave at a partnership away day in
March 2022 and again at our meeting early in 2023. Whilst we hope there will be
some physical and organisational elements to our legacy, we plan that the main
legacy will be in lives changed and particularly in local people gaining greater skills
and confidence together with increased capacity to achieve change for community
good in the future. As we select projects for inclusion in this final plan, one of the
selection criteria is that they must all contribute to this legacy.

Magician at Intergenerational Party 2022

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5 OUR VISION AND OUTCOMES
Our vision statement continues to be:

Working together to make Pimlico an even better place to be.

Local Trust expects plans to support the 4 Big Local outcomes. Our plan review
provides considerable detail on how our activities have already supported these
outcomes. Here’s how this new plan also does this.

Outcome This plan

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.
Many of the projects we intend to
support we hope will involve building
the capacity of local people to respond
to the issues they face and to take
action, including seeking other funding
sources once Big Local finishes.
A number of projects, whether working
with children, young people or older
people, are concerned to develop skills
and enable people to be more effective
in their local communities.
All projects within the plan are chosen
to meet a number of key criteria, one
being that they are judged to have a
high impact in the community.
We expect our community events to
positively enhance the sense of
community cohesion and that people
are proud of living in this area.

Celebrating at our event in the Lord Mayor’s Parlour November 2022

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6 OUR COSTED VISION
Our costed vision retains the priority themes that we have been delivering over
previous plans: Building Inclusive Communities; Children and Families; Older People;
Green and Open Spaces; Young People; Safer Neighbourhoods; and Small Grants.
However, as a result of our consultations, we have decided to respond with two
further themes: Safer Neighbourhoods and Local Economy. In both cases we are
allocating small budgets as we want to explore ideas on how we can best respond to
these issues.
We are also concerned that we retain the ability to respond to unanticipated needs
or opportunities, even though we are now approaching the last two years of funding.
Consequently, we have designated an Opportunity Fund to be available should the
need arise.
The costed vision shows just over half of the funds available being spent directly on
projects and activities with the other half on staff and overheads. However, our
staff will also be delivering a number of the projects and activities so the actual
proportion of spend on these is much higher.

Costed Vision
BUILDING INCLUSIVE COMMUNITIES 49,400

CHILDREN AND FAMILIES 39,400

OLDER PEOPLE 14,400

GREEN AND OPEN SPACES 10,000

YOUNG PEOPLE 67,250

SAFER NEIGHBOURHOODS 2,000

LOCAL ECONOMY 5,000

SMALL GRANTS 20,000

OPPORTUNITY FUND 9,013

STAFFING AND OVERHEADS (QSA) 223,491

TOTAL 439,954

TOTAL FUNDS AVAILABLE 439,954

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7 OUR ACTION PLAN
Overall approach
The action plan and corresponding budget was produced through a number of
stages. A list of potential projects was first drawn up based on previous and current
projects together with some proposals that were already under consideration.
The plan review identified some projects, such as the community events and small
grants schemes, which were successful and deserved to be continued.

Celebration Event 2023

The residents’ survey was designed to test if the priority themes which had been
adopted for previous plans were still current and responded to local community
need. The survey found that there was virtually equal support for the current themes
but that the partnership should also consider adding community safety and the local
economy.
The stakeholder consultation generated a further list of potential projects in support
of the established priority themes.
Altogether a total of 60 potential projects were identified. These were then assessed
against 4 key criteria:
Inclusion and/or equity. Inclusive to all or is it targeting a particular community
to ensure equity

Impact Making a positive difference to individual and

community – Being able to define potential impact
and what it does can be measured

Deliverability Clear objectives, costs have been worked out, clear

who will deliver and they have relevant experience
and capacity (trusted provider)

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Legacy (leaving a lasting mark) – of community capacity and
/or making area a better place to live

Only projects which scored highly on all four criteria, with a couple of exceptions,
were considered for inclusion in the Plan.
Even after this stage, we still had more projects than we could afford to fund. We
also found that some projects were well defined and could be approved to start very
soon whereas others still needed further information before we could approve
them. We particularly want to ensure that
they contribute to inclusion and legacy. With
only 2 years left for spending, this would
have meant that the smaller and newer local
groups may not have received funding for as
long as the larger more established ones. So
we decided that we would only offer 18
months funding to all groups and that this
also means we can stagger the starts and
therefore allow the partnership the time to
properly consider all proposals before they
start.
The complete list of potential projects are
included in appendix 2. Many of these are
based on proposals received from local
stakeholder organisations who are already
operating in the area. Therefore, if we
proceed to commission them, there is a high
probability of delivery and sustainability.
However, we also want to give new and emerging groups the opportunity to be
funded for their work. So we are expecting to fund some such groups.

Budget
The budget totals, also shown in the costed vision, have been calculated as follows.

• Priority themes. The costed vison and budget line totals are calculated by
adding all the potential costs of projects and activities in a particular theme
• Small Grants. This is kept at £20,000 as we have established processes for
promoting and assessing these and we know many local groups will benefit.
We will also run a £10,000 small grants round targeting groups working with
older people.

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 • Staffing and overheads- QSA’s calculation of actual costs of staffing, support
and overheads.

• Opportunity Fund. This budget is a contingency fund designed to allow us to

respond to needs or opportunities that arise, or to provide more funds if one
of the priority themes is fully subscribed.

Delivery partners
Up until now, the partnership has engaged with
other local organisations through its small grants
programme which has invited competitive bids.
However, with this final plan, the partnership
will also increasingly look to commission local
organisations to deliver on specific elements
within the plan. The process of consulting
stakeholders has strengthened potential links
with local agencies and has identified a number
of potential projects which some of these Pimlico Radio at an event 2022
organisations will be able to deliver.

Monitoring and evaluation

All commissioned projects and activities and all grants will be awarded on condition
that the organisation provides interim monitoring reports, where relevant, and also
an end of project evaluation.
The end of project evaluation will follow a standard format asking for responses to
the following question:

• What was actually delivered?

• How many people benefitted?
• How many of these were resident within the Pimlico Million area?
• What feedback did you get from the participants?
• How did you ensure that the project was inclusive?
• What do you consider to be the lasting legacy of the project?
We will aim to collect these evaluation responses and produce an overall summary
report in video format as we celebrate the conclusion of our programme.

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 Closing down
Our plan aims that all programmes and activities will finish by June 2025. We will
plan for staff contracts to finish in July 2025 and we proposed to offer a completion
bonus to staff worth 2 month salary as an incentive to complete the contract period.
Our LTO contract will continue until September in order to allow for a full wind down
of activities, publication of an evaluation review and for holding a concluding
celebratory event.

9 OUR LEGACY
Through our ongoing work with residents we will strive to ensure we are developing
new confident community leaders who have the skills, knowledge and confidence to
find solutions to local issues and act upon them. We will continue to develop the
people and environment to ensure there is increased neighbourliness, opportunity
and self-belief; as a result of this the Pimlico Million area will be a great place to live
where people feel safe, connected and healthy. Through developing the skills of
local residents we will help to increase their employability, raise their aspirations and
increase their resilience to the challenges they face. As Pimlico Million do not intend
to continue beyond the end of the Big Local programme we hope that many of our
active residents will continue to volunteer in their community and make a
difference.

10 OUR PLAN AND THE BIG LOCAL PROGRAMME

Pimlico Million is one of 150 Big Local Areas each awarded over £1m to spend on
projects and activities which respond to the needs and provide benefits for the local
community. The Big Local programme is run by Local Trust with funds from the
National Lottery. Pimlico Million’s formal name in this programme is ‘Peabody
Avenue and Churchill Gardens’. However, this name does not accurately reflect the
Big Local area which also includes Ebury Bridge Estate, Chelsea Wellington Estate,
Gatliffe Close and a number of other streets and estates.
Pimlico Million’s current Plan was for two years and was approved in April 2021.
However, Local Trust has agreed an extension so that it now runs to July 2023. The
Big Local programme finishes in April 2026 but Local Trust expects all Plans to finish
by September 2025. This means that Pimlico Million is now preparing to submit its
last Plan which can run for 2 years and 2 months from August 2023 to September
2025

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APPENDIX AND SUPPORTING DOCUMENTS
Appendix

• Planned Projects and Activities

Other Supporting Documents:

• Residents Survey Report

• Stakeholders Survey Report
• Plan Review Report
.

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