BigLocal:BeyondtheEarlyYearsOurBiggerStory:TheLongitudinalMultiMediaEvaluation

ofBigLocal

2015–2016

AngusMcCabe,MandyWilsonandRobMacmillan

With:PaulMorgansandMattEdwards

Angus McCabe, Mandy Wilson and Rob Macmillan

With: Paul Morgans and Matt Edwards

July 2017

July 2017

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Acknowledgements Our thanks to:

• All those who gave their time generously in the 15 Our Bigger Story Big Local areas for

interviews, informal discussions, filming and other activities in Barrowcliff, Birchfield, Blackpool

Revoe, Bountagu, Catton Grove, Grassland Hasmoor, Growing Together, Hanwell, Lawrence

Weston, North Northfleet, Radstock, Ramsey Million, Three Parishes, Whitley Bay, and

Westfield

• Local Trust, the Big Local evaluation advisory group and Local Trust partners for their

continuing advice, guidance and support.

• Helen Harris for patient evaluation administration.

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Contents

SectionSection1:IntroductionOverviewandsummary1.1:Aboutthisreport1.2:Reportstructure1.3:Thumbnailsketchesofthe15areasSection2:WorkingtowardstheBigLocaloutcomesOverviewandsummary2.1:Introduction2.2:Communitiesarebetterabletoidentifylocalneedsandtakeactioninresponsetothem2.3:Peoplehaveincreasedskillsandconfidencesothattheycancontinuetoidentifyandrespondtoneedsinthefuture2.4:Thecommunityismakingadifferencetotheneedsitprioritises2.5:PeoplefeeltheirareaisanevenbetterplacetoliveSection3:HowBigLocalworksOverviewandsummary3.1:LocalTrustandBigLocal3.2:TheBigLocalpartnerships3.3:Alighttouchapproach3.4:OpportunitiestoreflectandsharelearningSection4:BigLocalasalastingchangeagentOverviewandsummary4.1:Negotiatingchange4.2:Catalystforchange4.3:Leadershipandinfluence4.4:Expectations4.5:Sustainabilityandlegacy4.6:ConcludingremarksSection5:BalancingActsOverviewandsummary5.1:Introduction5.2:BalancingtheBigLocalvisionwithrealitiesontheground5.3:Balancingcommunityneedsandcommunitywants5.4:Balancinglongtermdevelopmentwithshorttermdelivery5.5:Balancingthehyper-localwithbeingoutwardlooking5.6:Balancingaccountability,riskandinnovation5.7:BalancingfreedomsandflexibilitiescontrastedwithclearadviceSection6:Conclusions:ThinkingbackandlookingforwardOverview6.1:Learning6.2:Thefuture

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Appendix:ResearchmethodsListofTablesTable1:TheBigLocalProgrammeTable2:BigLocalpartnershipsinvolvedinOurBiggerStory:ProfileofmembershipsTable3:Agerangeofpartnershipmembersacrossthe15casestudiesTable4:Gendermakeupofpartnershipsacrossthe15casestudiesTable5:Ethnicidentityofpartnershipsacrossthe15casestudiesTable6:ApproachestoplayandyouthprovisionTable7:DifferentcontinuumsofpartnershipworkingTable8:OurBiggerStory:Summaryofevaluationactivity2015-16Table9:OurBiggerStory:Coreevaluationfocus

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Section 1

Introduction

Overview

Thissectionprovides:

• Anintroductiontothereport• Thumbnailportraitsofeachofthe15BigLocalareasparticipatingintheevaluation

SummaryThisreport,commissionedbyLocalTrust,summarisesthelearningfrom15urban,ruralandseasideBigLocalareasinvolvedinthelongitudinal,multi-mediaevaluationofBigLocal,“OurBiggerStory”,overtheperiod2015and2016.Thissectionprovidesanintroductiontothe15areasthatparticipatedascasestudysitesin2015and2016.Followingsectionsofthereportexamineprogressagainstoutcomes(Section2),howBigLocaloperatesinthe15areasinvolvedinOurBiggerStory(Section3),thematiclearning(Section4)andthechallengesfacingBigLocalpartnershipsindeliveringtheirplans(Section5).ThefinalsectionthensummariseskeylearningtodateandhighlightsemergingissuesforthefutureofBigLocal.

1.1 About this report

LocalTrustcommissionedalongitudinalmulti-mediaevaluationofBigLocalinearly2015.Theevaluation,“OurBiggerStory”,isplannedtorunfrom2015throughto2025.

Thisreportmapsprogressintheevaluationsampleof15BigLocalareasfrom2015to2016.Itexplorestheapproach,delivery,outcomes,impactandinfluenceofBigLocalacrossthe15areas,andtheprinciplesthatunderpinBigLocalasaresident-led,assetbasedapproachtoplacebaseddevelopment.

1.2 Report structure

Thissection,Section1,providesanintroductiontothe15areasthatparticipatedascasestudysitesin2015and2016.Section2exploreswhatisworkingandoverallprogressagainsttheBigLocaloutcomesacrossthe15evaluationareas.Section3outlineshowBigLocalworks,theBigLocalapproachandprinciples.Section4reflectsonthekeythemesthatemergedfromthefirstyearofevaluationactivityacrossOurBiggerStoryareas(issues,forexampleofleadership,influence,expectationsandlegacy).Section5providesanalysisofthestrengthsof,andchallengesfacing,anambitiousprogrammebasedontheprinciplesofresidentledchanges.Section6thensummariseskeylearningtodate–andidentifiesemergingissuesforfutureconsideration.

Wheredirectquotationsfrominterviewshavebeenusedinthereport,theseareusedtoillustrateaviewwiderthanthatofanyoneindividualorBigLocalarea.Allquotesareattributedtotheroleof

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thespeakeri.e.partnershipmember,resident(wherenotapartnershipmember),paidworker,deliverypartner,LocallyTrustedOrganisation(LTO),BigLocalrepandLocalTrust.

AdetailedaccountofevaluationmethodsandprocessesisprovidedinAppendix1.

1.3 Thumbnail sketches of the 15 areas

BarrowcliffBigLocalBarrowcliffisasocialhousingestateof2,900people,sittinghighonahilloverlookingScarborough,aseasidetown.TheSteeringGroupthatoverseasBarrowcliffBigLocalhasfivewishes:acleanerenvironment;bettercommunityfacilities;goodeducationandjobs;improvinghealthandlifestyle;communitysafety(includingcommunityprideandneighbourliness).ScarboroughJobmatch(partofGroundworkNorthYorkshire)istheLocallyTrustedOrganisation(LTO)forBarrowcliffBigLocalactingastheaccountablebodyforthefunding,drawingitdownfromLocalTrustanddistributingittogroupsasneeded.Todate,LocalTrusthas‘paid’£500,915toBarrowcliffBigLocalExamplesofactivitiesBarrowcliff’sflagshipprojectwasthecreationofaplayparkinthecentreofthehousingestate,alongwithtrafficcalmingmeasuresneartheparkandtheschool.Ithassupportedanumberofactivities,throughcommissionstoorganisationsandthroughgrantstolocalgroups,aroundgivingpeopletheconfidenceandskillswhichinturnhelptheiremploymentprospects.TheseincludecoursestohelppeoplegettheCSCScardstheyneedtoworkonconstructionsites,ajobmatchprojectandits‘BiggestLoser’project(aweightlosscourse).Itisworkingwiththelocalschooltoprovidedifferentapproachestoeducatinglocalchildren.MakingadifferenceTheparkhashelpedlocalresidentsrealisethatchangecanhappenandithashelpedtoimprovetheimageoftheestate.BarrowcliffBigLocalisprovidingopportunitiesthatlocalpeoplemightnototherwiseaccesse.g.itssupportforaccessiblecyclingandthelocallyrunandlocallyappropriateweightlossprogramme.ThereisevidenceofpeoplefindingemploymentthroughtheirinvolvementinBigLocal.

………………………………………………………………………………………………………………..BirchfieldBigLocalBirchfieldissituatedonthenorthernedgeofBirmingham’sinnercity.TheBigLocalareacoversanareawithapopulationof7,200people.HousingtenureismixedwithahighproportionofHousingAssociationpropertiesandhousesinmultipleoccupation.Itisadiversecommunityinwhich54%ofthepopulationisofAsianoriginand45%oflocalresidentsareunder25yearsold.Birchfield’sBigLocalplan,whichwasendorsedinFebruary2014,andPlanReview(2015)identifyfourthemesfocusedonphysicalimprovements,culturalheritage,improvinglocalservicesandlevelsofparticipation,aswellasdevelopingthelocaleconomy.TheLocallyTrustedOrganisation(LTO)isBirminghamVoluntaryServiceCouncil.Todate,LocalTrusthas‘paid’£392,639toBirchfieldBigLocal.Examplesofactivities

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MuchoftheBigLocal’sworkisbeingdeliveredthroughthecommissioningoflocalsocialenterprisesandbyvolunteers.Forexample,ATHACCICaresupportingfamilieswithdisabledchildrenandBRAG(BirchfieldResidentsActionGroup),alocalvoluntaryorganisation,areleadingonBirchfieldinBloom,andtheLivingstonRoadallotmentprojectworkswithvulnerableadults.VolunteershavebeenrecruitedtohelprunSteppingForward(whichcombinesajobclubwithhelpwithconversationalEnglishandbasicIT),aWomen’sGroup(encouraginglocalwomentoshareskillsandknowledge)andthedevelopmentofaBirchfieldHeritageTrail.InpartnershipwithUnLtd,Birchfieldhassupportedlocalresidentsinexploringsettingupsocialenterprises,and6ventureshavesofarachievedaStarPeopleAward.BirchfieldBigLocalrecentlycompletedaCommunityAssetSurveytoidentifypotentialbuildingsorlandthatcouldbedevelopedasacommunitycentre,andisconsideringbecomingincorporatedasawayofmanagingthatasset.MakingaDifferenceTodateBirchfieldBigLocalhaverecruitedover30regularvolunteerswhohavebeensupportinglocalresidentswithbenefitsadviceandaccesstoemploymentsupport.WorkingwiththeCityCouncilandMidlandHeartHousingsubstantialenvironmentalimprovementshavebeenmadetothearea.ThishasincludednotonlywinningBritaininBloomawardsbutalsoaddressingissuesofstreetlitterandflytipping.SupportfortheWomen’sGroupandATHACCIChasplayedaconsiderableroleinovercomingsocialisolationamongstvulnerablegroupsinthecommunitywhilsttheHeritageTrailhasincreasedprideinthearea.

………………………………………………………………………………………………………………..BlackpoolRevoeBigLocalRevoeissituatedabouthalfamilefromBlackpoolseafront.RevoeBigLocalcoversanareaof3,000peopleandisamixoflongestablishedresidentsalongsidehighlytransientcommunities.Revoeisamongstthe10mostdeprivedneighbourhoodsinEnglandand,whilstpredominantlywhite,hasgrowingMuslimandEasternEuropeangroups.TheLTOisBlackpool,WyreandFyldeCouncilforVoluntaryService.Todate,LocalTrusthas‘paid’£39,043toBlackpoolRevoeBigLocal.ExamplesofactivitiesRevoe’sBigLocalplanwasapprovedinJanuary2016andtheareasofworkfocusonenvironmentalimprovements,communitysafety,localbusinessdevelopmentandopportunities.Revoehasadoptedanopentenderingprocessfortheservicesitwishestocommission,inwhichtenderproposalshavetostateclearlyhowtheorganisationintendstobringaddedvaluetoRevoeBigLocal.Thereisalsoastrongemphasisonhealthandwellbeing–inparticularinaddressingdrugandalcoholuselocally.ExamplesofactivitiesincludeworkingwithlocalshopkeeperstoimprovethefrontagesonthemainCentralDrive,arangeofcommunitysafetymeasures(includingCCTVandimprovingshopfrontsecurity),HepatitisClocaldrop-insessionsanddrugsupportandcounsellingservices.MakingadifferenceItisearlydaysforRevoeBigLocal.Contractsforservicedeliveryhaveonlyrecentlybeenawardedwithworkcommencinginthelatesummerof2016.Whatisevidentisthecommitmentofthepartnershiptotakeonthedifficultissuesofdrugsandalcohollocally,especiallyastherehasbeenagreementacrossthecommunityastotheimportanceoftacklingdrugsandalcoholuse–butnoagreementonhowbesttodoso.TheaimistodevelopthehubatIbbisonCourtintoathrivingcommunityResourceCentre.Twokeydevelopmentsintheimmediatefuturewillbethe

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commissioningofoutreachyouthworkandtheappointmentofaCommunityWorkApprenticetoenhanceandbroadencommunityengagement.

………………………………………………………………………………………………………………..BountaguBigLocalBountaguBiglocalisinLowerEdmonton,NorthLondon.ThenameBountagucomesfromthetwokeyroadsinthearea(BouncesRoadandMontaguRoad)andthecommunityhubsitsalmostonthecornerofthetwo.TheBountaguareacoversabout1,500householdsand5,200residents.TherearethreesocialhousingestateswithinBountagu–bothowneroccupiedandprivatelyrented–aswellasprivatehousing.Oftenthesehouseshavebeensplitintoflats.TheBountagumissionisToBuildtheCommunityTogether.Thepartnershipbelievesingeneratingacooperativeculturewherepeoplecangiveorexchangeskillsandservices,buildingthecapacityofthecommunitytohelpitself,ratherthancommissioningotherstodeliverservices.ItscorefocusistobuildaBountagucommunity,alongsideprioritiesofchildrenandyoungpeople,people50plus,enterpriseandemployment,environmentandfacilities.Sustainabilityandlegacyisalsosomethingthepartnershipintendstoplanforoverthenextcoupleofyears.TheLTOisEnfieldChildrenandYoungPersonsServices(ECYPS),avoluntarysectorsupportorganisationwhichisbasedinthelocalarea.Todate,LocalTrusthas‘paid’£201,025toBountaguBigLocalExamplesofactivitiesBountaguistakingacommunitydevelopmentapproachindeliveringtheplanwithasmallnumberofpart-timestafftoengageanddeveloplocalresidentsandvolunteers.Bountagu'scommunityhubisamajorresourceforhostingactivitiesandhasadiversegroupofpeoplemakinguseofthespace.Theseincludecoffeemornings,youngpeople’sgroups,ESOLclasses,ajobclubandsocialenterprisesupport.Inaddition,thereisacleanupproject,an‘Over50sBuddyingService’,anannualcommunityfestival,andoutreachworkthroughdoorknockinginthelocalcommunityandworkwithschools.MakingadifferenceResidentstalkaboutpeoplefeelingmorerelaxedandpositiveaboutwheretheylive;thereareexamplesofincreasedneighbourlinessandpeoplefromdifferentcommunitiesintegratingwitheachother;manypeoplehavebeenhelpedintoworkthroughtraining,employmentandenterpriseadviceprovidedbyBountaguBigLocal.

………………………………………………………………………………………………………………..CattonGroveBigLocalCattonGroveisanareaofapproximately6,200peoplesituatedonemilenorthofNorwichCityCentre.TheBigLocalareafallswithintwoelectoralwards,bothofwhichareclassedasareasofhighdeprivation.ThemainCattonGroveestatewasbuiltinthe1930sandtherearemanylongstandingfamilieslivingthere,thoughtheBigLocalareaalsoincludesprivatehousing,someofwhichisbuytolet.InrecentyearstherehasbeenanincreasingEasternEuropeanpopulation.TheBigLocalpartnershiphaslargelyretainedtheprioritiesagreedfollowingconsultationatthestart:buildinganactiveandvibrantcommunity;accesstoemploymentandtraining;buildingahealthycommunity;activitiesandservicesforyoungpeopleandactivitiesandservicesforolderpeople.TheLTOforCattonGroveBigLocalisVoluntaryNorfolk.LocalTrusthas‘paid’£165,929toCatton

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GroveBigLocal.ExamplesofactivitiesCattonGrovehasfocusedongainingmanagementcontrolofalocalunusedpolicebuildingandopeneditasacommunityhub(‘TheBox’)in2016.Theaimistomeetlocalneedsinalocalspace.Anorganisationiscommissionedtorunadvice,supportandtrainingsessions(e.g.ajobsclubanddigitalskills)fromthere.TherehasbeenhighdemandfortheservicesprovidedatTheBox(includingfromresidentsfromEasternEurope,whohavebeenpreviouslydifficulttoengagewithBigLocal).Thepartnershiphastakenabottomupapproachtodeliveringsomeofitsprioritiesforexample,communitynewslettersandacommunityallotment.Inaddition,childrenandyoungpeople’sactivitiesaresupportedthroughcentrebasedandoutdooryouthwork.MakingadifferenceTheadvicesessionsatthecommunityhub,TheBox,aresupportingpeoplewithcomplexwelfarerightsandhealthissues.Membersofthepartnershipsaythemostvaluablethinghasbeenmakingnewfriendsandbuildingrelationshipswithpeopletheywouldn’thaveotherwisemet.

………………………………………………………………………………………………………………..GrasslandHasmoorBiglocalThisBigLocalareacoversthetwovillagesofGrassmoorinNorthEastDerbyshireandHaslandinChesterfield.Thesearetwoseparatecommunities-Haslandhasapopulationof9,700peopleandGrassmoor3,850-andtheaimistocreatecloserlinksbetweenthetwothroughstimulatingmorelocalactivity.Grassmoor,inparticular,isanexminingareawherelotsofsocialactivitieswereontap,andthechallengenowistoencourageandsupportpeopletogetonandmakethingshappenthemselves.TheLTOisLinks:theChesterfieldandNorthEastDerbyshireCouncilforVoluntaryServiceandAction.Todate,LocalTrusthas‘paid’£216,513toGrasslandHasmoorBigLocal.GrasslandHasmoorBigLocal(GHBL)hasabaseinbothcommunitiesandhasputupvideoscreensinseveralwellusedvenuestopromoteBigLocalandwhattheyaredoing.Keyareasofworkinclude:

• People:Children&YoungPeople;WorkingAgeFamilies;SeniorCitizens• Place:Green&OpenSpaces;LivingEnvironment;CommunityFacilities• CommunicationandEngagement

GHBLhopes/aimsformatchfundingoritsequivalenttobefoundforitslargerprojectsinordertomaximiseitsBigLocalresources.Eachactivityareahasaworkinggroupcomprisingvolunteers.ExamplesofactivitiesAlotofsocialinitiativesareorganisedtotryandbringpeopletogetherthroughaffordableactivitiesandcreatemorecommunityspirit.Thesehaveincludedachildren’ssummerprogramme,acommunitycinema,intergenerationalgardeningactivities,‘MeninSheds’,galasandlocalsocialsandtrips.Inthelastyear,afocusonpovertyhasledtowelfarerightssessions,aholidayhungerproject,andamonthlyaffordablemealforlocalfamilies.Inaddition,residentsareinvolvedinenvironmentalprojects.Thereareplanstoimproveandmaximiseuseofkeybuildingsandfacilitiesineachofthetwovillages,plusthedevelopmentofaskatepark.

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MakingadifferenceTheGreenandOpenSpacesworkinggrouphasbeensuccessfulinworkingwithitslocalauthoritiesandotheragenciestoopenuppathwaysinthearea,connectingthetwoareasandmakingthemaccessibletoeveryone.In2016,schoolholidayactivitieswereprovided,primarilybyvolunteers,forfourdaysoverfiveweeks,includingfreelunchesandsnacks.The‘PitStopDiner’isprovingverypopular.

………………………………………………………………………………………………………………..GrowingTogetherBigLocalThisBigLocalhas11,700residentsandcoverstheBlackthorn,CherryLodge,Goldings,Lings,LumbertubsandOverstoneLodgeestatesinEastNorthampton,allbuiltaspartoftheNewTownsdevelopmentsinthelate1960sandearly1970s.GrowingTogetherhasavisiontoensurethattheestatesare‘greatplacesinwhichtoliveandtogrowup,whereresidentscareforeachother,thecommunityandtheirenvironment‘.Itscurrentprioritiesincludeinvestmentinchildrenandyoungpeople;improvingthequalityoflifeforolderanddisabledresidents;creatingavibrantandexcitingcommunityforeveryone;enhancingandprotectingthelocalenvironmentandbringingtogetherthediverseandchangingcommunity,includingnewcommunities.TheLTOisalocalcommunityorganisation,BlackthorneGoodNeighbours.Todate,LocalTrusthas‘paid’£801,811toGrowingTogetherBigLocal.ExamplesofactivitiesGrowingTogetherhasusedmoreofitsmillionthananyoftheothercasestudyareas.Ithasbeenusedtosupportthreenewplayareas,twoyouthshelterswithexerciseequipment,a“trimtrail”ofoutdoorexerciseequipment,youthclubsoutdooractivityyouthprogrammes,filmbasedyouthprogrammes,wildlifeinformationboards,thestart-upcostsforanewcommunitynursery,clubsforolderresidentsandforaninter-clubKurlingleagueandaprogrammeoftrips.TheBigLocalpartnershiphasalsosupportedenvironmentalandperformancezonesatalocalschool,establishingacommunityhubservingtwooftheestatesandleadingamajorpartnershipprojecttomakeabrookthatflowsthroughtwooftheestates(andthreelakesalongitscourse)sustainableinthefaceofseriousenvironmentalpressures.IthasalsorunapopularsmallgrantsfundandledthedevelopmentofNeighbourhoodPlanfortheareaapprovedinalocalreferendumon23February2017(otherthanstafftime,theNeighbourhoodPlanworkwasfundedfromoutsidethe£1mBigLocalallocation).MakingadifferenceGrowingTogetherestimatesthatbyMarch2016ithadfunded35physicalandcommunityenhancements,1600hoursofcommunityactivity,andsupported328communitygroupsandorganisations.Atleast38%ofyoungpeopleinthearea(andprobablyamajority)hadhadatleastoneGrowingTogetherfundedexperience,andevidencesuggestedthattheolderpeople’sclubshadtransformedthequalityoflifeforsomeveryisolatedpeople.

………………………………………………………………………………………………………………..HanwellBigLocalHanwellBigLocaloriginallyconsistedofthreeperipheralestatesintheLondonBoroughofEalingwithadiversepopulationofsome7,800.Over2016theBigLocalareawasexpandedtocoverafourthestate,bringingthetotalpopulationcloserto10,000people.HanwellBigLocalpartnershipconsistsofelevenlocalresidentsofwhichthreeareagencyrepresentativesincludingtheLTO,supportedbyaProjectCo-ordinator.

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TheLTOisEASE,alongestablishedcommunitydevelopmentcharity.Todate,LocalTrusthas‘paid’£111,428toHanwellBigLocal.ExamplesofactivitiesHanwellBigLocal’splanwasapprovedinNovember2014andhasfourcorethemes:accessibility(mobilityandaffordableservice);healthandleisure;theenvironmentandemployability;andenterprise.Initialactivity,topromotetheprofileofHanwellBigLocal,focusedonthedisbursementof14smallgrants.Subsequentprojectssupportedbythepartnershipinclude:anaffordabledoor-to-doorbusserviceforthosewhofinditdifficulttogetaboutinthelocalarea;youthactivities;ahorticultural/gardeningapprenticeshipscheme;supportforresidentstoimproveneglectedcommunalgardens;andlocalbusinessesdevelopment.Thesehavelargelybeendeliveredthroughacommissioningprocessinvolvinglocalagenciesidentifiedintheoriginalplan–e.g.EalingCommunityTransport,CultivateLondon&PieceofGreenandEASEYouthServices:eachwithambitioustargetsformatchedfunding.ThepartnershiphasalsoworkedwithlocaltraderstoimprovethelocalretailofferandjointlysponsoredthefirstChristmaseventatthelocalshopstoswitchonthelights,thefirstintheareaforoveradecade.MakingadifferenceTheHorticulturalApprenticeshipSchemewillbefullyoperationalin2017,offeringtwo,twoyear,apprenticeshipstolocalpeople.EalingCouncilhasalsoagreedtohandoveranunusedpieceofland—CheynePath—andhaveprovidedmatchfundingforthemtodevelopaconservationareawithresidents.OthermajordevelopmentsintheareaareCrossrailandtwomajorregenerationprojectsofLocalAuthorityhousingstock–developmentswhichthepartnershipistryingtoinfluence.ThemajorcurrentissueistheplannedmanagementtransferofHanwellCommunityCentrefromlocalauthoritycontrol.HanwellBigLocalhassupportedthedevelopmentofalocalconsortiumtobidformanagementofthissubstantialassetandadecisiononthistenderisduein2017.

………………………………………………………………………………………………………………..LawrenceWestonBigLocalLawrenceWestonisaperipheralestatetothewestofBristolandattheedgeofAvonmouthdockswith7,100people.Theestatehasalargelylongestablishedwhitecommunitythoughwithasmall,butgrowing,populationfromEasternEurope.LawrenceWestonBigLocalemergedfromacomprehensivecommunityplandevelopedbytheLTO(AmbitionLawrenceWeston:ALW)in2013,whichhassubsequentlybecomethebasisforLawrenceWestonbecomingadesignatedneighbourhoodDevelopmentPlanarea.Todate,LocalTrusthas‘paid’£143,616andLawrenceWestonBigLocalhasattractedover£700kothermonies,inadditionto£1.2millionCoastalCommunityFundforthewardarea.ExampleofactivitiesTodate,LawrenceWestonhasundertakenadiverserangeofactivities.Thesehaveincludedtakingovertherecentlyclosedyouthcentreasabasefortheemploymenthub.Thepartnershiphasalsosupportedenvironmentalimprovementstogreenspaces,theinstallationofnewplayareas,thedevelopmentofacommunityshopsellinglocallyproducedartsandcraftsmaterialsandacommunitycaféinthelocalBaptistChurch(CaféontheCross).Inaddition,BigLocalhasfocusedonenergyefficiencymeasurestothehousingstockintheareaandthepromotionofgreenenergyinitiativesinpartnershipwithBristolCommunityEnergy.ThepartnershiphasalsousedBigLocalmoniesstrategicallytoleverinsubstantialadditionalfundingthroughtheCoastalCommunitiesFund:apartnershipinitiativewithtwolocalauthorities:BristolandSouthGloucester.

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MakingadifferenceWithALW,theBigLocalhasplanstotransformthecommunity.Theseincludeattractinginvestmentfromasupermarketchainforanewshoppingoutlet,workingtodevelopcurrentlyderelictlandintobothhousingforsaleandcommunityownedhomes.Anothersitewillalsoaccommodateanintegratedcommunitycentre,housingBigLocal,localvoluntarygroups,healthandwellbeingservicesandthelocallibrary.Thepartnershiphasalsoinvestedinsubstantialgreenenergyinitiative,suchasasolarfarmandwindturbinesonbrownfieldsitesaroundtheM5corridorbetweentheestateandAvonmouthwhichwillbringinasustainablereturnofanestimated£25,000peryear,withanupfrontpaymentof£150k,forcommunitybenefit.

………………………………………………………………………………………………………………..NorthfleetBigLocalNorthfleetislocatedjustsouthofGravesendinNorthKentandtheBigLocalcoversfourestatesinthetownwithapopulationof2,400people.HistoricallythesewerepredominantlywhitecommunitiesthoughtheyhavebecomeincreasinglydiverseandnowincludesmigrantsfromEasternEuropeaswellasAfrican,CaribbeanandSouthEastAsiangroups.TheBigLocalplanwassubmittedinAugust2013andidentifiedfreecommunityspaces,accesstoemployment,childrenandyoungpeopleandenvironmentalimprovementsaskeypriorities.TheLTOistheCouncilforVoluntaryServiceNorthWestKent.Todate,LocalTrusthas‘paid’£320,344toNorthfleetBigLocal.ExamplesofactivitiesNorthfleetBigLocalhassupportedadiverserangeofprojectsandworkscloselywithUnLtdtopromotelocalsocialenterprise.InitiativesincludeCASTraining,providingsupportinaccesstoemploymentandotheradviceservices,HiveHopefoodbankandtheNoWallsGardenwhichworkswiththelongtermunemployedandex-offenders.Thepartnershiphasalsosupportedthedevelopmentoflocalamenitiesincludingasecurechildren’splayareaandworkingwithourlocaltrustedorganisationtoreopenandutiliseWallisParkCommunityCentre.Muchofthepartnershipsworkinthepasttwoyearshasfocusedonbuildingcommunitycohesionacrossthefourestatesinthearea.Workingtowardsthisgoalhasincludedworkonheritagepromotiontoincreaseprideinthecommunityandorganisingregularcross-communityeventssuchasafarmers’market.MakingadifferenceExamplesofNorthfleetBigLocalmakingadifferenceincludeCASTrainingworkingwithover300peopleinitsfirst18monthsandsupportingover70localresidentsintoemployment.PreviouslyderelictlandhasbeenturnedintoaplayareaandNoWallsGardenhasimprovedthephysicalenvironmentaroundthecentreofNorthfleet,whilstsupportinglocalresidentsinto,forexample,self-employmentaslandscapegardeners.Manyofthesubstantialchallengesforthepartnershiplieahead.ThedevelopmentofEbbsfleetGardenCityandthepotentialParamountThemeParkaroundtheedgesofNorthfleetpresentopportunitiesforincreasingresidents’accesstolocalemployment–issueswhichNorthfleetBigLocalarealreadyinnegotiationsaboutwiththeEbbsfleetDevelopmentCorporation.

………………………………………………………………………………………………………………..RadstockandWestfieldBigLocal1SituatedinNorthSomerset,BigLocalcoverstwowards,RadstockandWestfieldwhichincludetheout-lyingvillagesofClandown,Haydon,WrithlingtonandTyning.Thearea,nowdefinedasprimarilyrural,wasformallypartoftheNorthSomersetcoalfield.Thetotalpopulationis11,500thoughwithrecenthousingdevelopmentsparticularlyinRadstock,thatpopulationisexpanding.TheLTOis

1ToavoidconfusionwithWestfieldBigLocal(Sheffield),RadstockandWestfieldisreferredtoasRadstockthroughouttherestofthisreport

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WestfieldParishCouncil.Todate,LocalTrusthas‘paid’£139,168toRadstockandWestfieldBigLocal.ExamplesofactivitiesTheRadstockBigLocalplanwasapprovedinFebruary2015.Thishasfivecorethemes,people,place,mobility,businessdevelopmentandlifelonglearning.Overthefirsttwoyearsofoperation,BigLocalhasfocusedonsmallgrants.TheseareawardedthroughhighprofileDragon’sDenstylecommunityevents.TodatetherehavebeenfourDragon’sDensawardingover40grantsofupto£500.Thesehavesupportedadiverserangeoflocalprojects–fromSwallow’s(workingwithadultswithalearningdisability),thoughtolocaldramagroupsandphysicalimprovementstocommunityfacilities–suchasthelocalhistorymuseum(todevelopitstouristoffer)andtheVictoriaHallArtsCentre.BigLocalisintheprocessofdevelopingtheBigFundwhichwillawardlargergrantsforeventsandbuildingimprovements.MakingadifferenceRadstockBigLocalhastwopart-timedevelopmentworkers.Muchoftheirworkhasbeentodevelopthecapacityoflocalgroupsnotonlytobidforfundingbutalsolookatlongertermsustainability.TwoexamplesofpositiveoutcomesaresupportingWestfieldAllotmentGroup(WAGs)todevelopgrowingspacesspecificallyforchildrenandyoungpeopleandsupportingSwallow’stodevelopasocialenterprisewithpeoplewithalearningdisability.Therearealsolongertermplanstodevelopthelocaleconomythroughtowncentreimprovementsandthedevelopmentofanintegratedcommunityhubandhealthandwellbeingcentre.

………………………………………………………………………………………………………………..RamseyMillionBigLocalRamseyMillioncoversthesmallmarkettownofRamseyandfivenearbyvillagesinCambridgeshire.Thisisaruralarea,withapopulationof8,400,inthefenlandcountrysideapproximately15milesfromPeterboroughandHuntingdon.RamseyParishisarecognisedareaofdeprivationwithpoortransportlinks,limitedemploymentopportunitiesandlowaspirations–particularlyamongstyoungpeople.Ramseyisonthecuspofchangingfromamarkettowntoadormitorytownwheresomepeoplework,shopandentertainthemselveselsewhereonlyreturninghomeatnight.RamseyMillionaimstoinvolveyoungpeopleinindoorandoutdoorsocialspaces;enablefamiliesandchildrentoaccessaffordableactivitiesandevents;improvecommunitytransportlinks;providetrainingandemploymentopportunities;makethemostofthetown’sheritageandensureopportunitiesforpeopletosupportoneanother.ItsmainLTOisasmallcommunityorganisation,RamseyNeighbourhoodTrust.Todate,LocalTrusthas‘paid’£315,986toRamseyMillionBigLocal.ExamplesofactivitiesRamseymillionhascreatedandsupportedregularchildren’sactivitiesacrossawideagerange–from0-18years.Itisalsosupportingtheforthcomingskatepark,whichhasbeenonthecardsforatleasttenyears.Alotofworkhasbeencommittedtolocalheritageprojects,bothtobuildcommunityprideinRamseyandtoattractoutsiderswhospendtheirmoneyinlocalshopsandcafes.Thishasinvolvedhelpinglocalheritagegroupstoworktogethermoreeffectivelyandcontractingadedicatedworkertoopenupnewvisitoropportunities.ThishasledtoaRamseybrandandnewwebsitewww.discoverramsey.co.uktoattractvisitorsfromfurtherafield.

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MakingadifferenceRamseyMillionhasfacilitatedcommunicationbetweenorganisationsintheareaandbecomea‘goto’organisationforthecouncilwithwhomitnowhassomeinfluence,aswellasforlocalcommunitygroups.Theyouthactivitiesarerunwithyoungpeopleasvolunteers,apprenticesandaspaidworkers,andareverydifferentinnatureformtheyouthworkdeliveredinRamseyinthepast.Thetownisreportedtobebusierandmorevibrantandthereappearstobeareductioninanti-socialbehaviour.RamseyNeighbourhoodTrustwasasmallorganisationrunbyvolunteersbuthas,asaresultofRamseyMillion,createdtenjobsforlocalpeopleandbuiltitscapacityasapotentiallegacybodytocontinuetheBiglocalethos.

………………………………………………………………………………………………………………..ThreeParishesBigLocalTheThreeParishesBigLocalislocatedinNorthShropshireontheedgeoftheWelshborder.Originallyacoalminingarea,theThreeParisheshasapopulationof8,000inthevillagesofSt.Martin’s,WestonRhynandthelargertownofGabowen.Eachcommunityliesabouttwomilesapartandtheareaisdissectedbyamajorcommuterroute–theA5.TheLTOisOswestryCommunityAction,alocallybasedcharitywhichaimstofosterresidents’skillsandaspirationstorespondtocommunityneeds.Todate,LocalTrusthas‘paid’£210,702toThreeParishesBigLocal.ExamplesofactivitiesTheoriginalThreeParishesBigLocalplanwaspublishedinSeptember2014andrefreshedinearly2016.Amongstitskeyaimsareenvironmentalimprovements,enhancingcommunitybuildings,developinglocalenterpriseandimprovingskills,qualifications,healthandwellbeinglocally.Twokeyissuesidentifiedwereaccesstoaffordablecreditand,indeepruralcommunities,transport.MuchoftheearlyworkoftheThreeParishesBigLocalfocusedonsmallgrants,withdevelopmentalsupportforlocalcommunitygroupstoaccessfundsandbuildtheircapacitytoattractexternalmonies.Examplesincludesupportinganowwellattendedlocaldrop-incoffeemorningandenablingyoungpeopletoparticipateinactivitiesbeyondtheimmediatecommunity.BigLocalalsofundssummerschemesandoutofschoolactivities.BuildingonthisexperiencetheBigLocalpartnershiphasmovedontomakinglargergrants,forexampleenablingCommunityFirstResponders(volunteerruralambulanceservice)topurchaseandequipanewambulance,andsupportingaconsortiumoflocalgroupstodevelopthelocallibrary(underthreatofclosure)intoacommunityresource.MakingadifferenceOver2015-16,workingwithFAIRshare,theThreeParishesBigLocalpilotedaruralCreditUnioninthethreelocalsettlements.Thishasbecomethepartnership’slargestsingleinvestmentinanefforttoaddressfinancialinclusion.Thoughinitiallyslowtostart,thisinitiativehasbeenre-shapedindiscussionsbetweenthepartnershipandFAIRsharetoinclude,aswellasthreelocalcreditunioncollectionpoints,outreachpromotingfinancialliteracy,developingmoreon-lineaccesstocreditunionsavingsandloans,andasuccessfulsavingsclubinthelocalschool.

………………………………………………………………………………………………………………..WestfieldBigLocalWestfieldisa‘township’withapopulationof3,400onthesoutheastedgeofSheffield,ontheborderwithRotherhamandoverlookingDerbyshire.Theestatewasbuiltinthe1970stohousetheincreasingpopulationofSheffield.WestfieldBigLocalfeelthattheareahasbeenneglectedandthatthecommunityspiritevidentwhen

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theestatewasbuilthasdisappeared.Ithasfewcommunityfacilitiesandisfocusingonsevenpriorityactionareas:community;crimeandantisocialbehaviour;spacesforsocialising;healthandwellbeing;environmentandgreenspace;educationandemployment;andactivitiesforallthecommunity,youngandold.WestfieldBigLocalworksinpartnershipwiththeUniversityofSheffieldwhohavehelpedtomaparangeofassetsintheareaandheldanInternationalPlanningConferenceatthelocalschool.TheLTOisBeightonVillageDevelopmentTrust.Todate,LocalTrusthas‘paid’£96,599toWestfieldBigLocal.ExamplesofactivitiesWestfieldhasconcentratedonreinvigoratingcommunityspiritthroughitsannualgalaandsocialtrips,andonarrangingamanagementtransferofthepreviouslycouncilmanagedcommunitycentre.Itisnowcreatingacommunitycaféandofferingarangeofcommunityactivitiesthroughwhichpeoplecansocialise,suchasacraftgroupandagardeninggroup.Biglocalrunsholidayactivitiesforchildrenandislookingatthepotentialformoreplay/parkspaceontheestate.MakingadifferenceThecommunitycentreistheonlycommunityspaceontheestateandisprovidingafacilityforallages.Ithasbecomeadrop-inpointforpeoplewhowerepreviouslyisolated,andyoungerandolderpeopleareworkingtogether.Thereisasensethatmorepeoplearetalkingtoeachother,thereisgreatercommunityengagementandthereisamorecommunityspirit.

………………………………………………………………………………………………………………..WhitleyBayBigLocalWhitleyBayisaseasidetowninNorthTyneside.TheBigLocalareahas3,200residents.Havinggonethroughaperiodofdecliningfortunesandrisingunemployment,thereisnowaregenerationstrategywhichincludesarejuvenatedseafrontandenthusiasmtore-invigoratethetown.Itwantstoseerelationshipsbetweenpeopleandorganisationsinthetowngrowanddeepenandanincreasingsenseofcommunityemerge.TheWhitleyBayBigLocal(WBBL)themescentreonengagementandcoordination;environment;people;wellbeing;partnershipsandcommunication.TheWBBLPlan2016-2019exhortsresidentstolookaftereachother,lookafterthemselves,andlookafterWhitleyBay.ItsLTOisNewProspects,acharitywhichprovidessupporttopeoplewithlearningdisabilities.Todate,LocalTrusthas‘paid’£220,925toWBBL.ExamplesofactivitiesWBBLhastakenbothagrassrootsandastrategicapproach.IthasopenedupengagementandvolunteeringopportunitiestoindividualsatitscommunityshopandthroughitsSmallSparksgrantstoindividualsandsmallcommunitygroups,whichhaveledtooverfortyprojects.Therearelotsofsmallscaleactivities,aswellascontributionstoWhitleyBayasawhole.Forexamplethroughimprovingthetown’sappearancewithplantsandflowers;cleanups;theBigLocalappointmentofatowncaretakerandsupporttotherevivalofthetown'sannualCarnival.BigLocalhastakenamorestrategicapproachthroughtheestablishmentofacreditunioninthetown.Ithasalsosupportedlocalyouthorganisationscreatedaregularnewsletterandwebpage,workedwithUnLtdanddevelopeditsownmasterplanforWhitleyBay.ThepartnershiphasalsobeenactiveintheopeningupofcommunicationbetweenBigLocalandkeyagenciesaboutthismasterplan,particularlythelocalCouncil,police,ChamberofTradeandlocaltransportagencies.Ithasalsoleveredinover£100,000ofmatchfunding.

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MakingadifferenceWBBLisaformalconsulteeonNorthTynesideCouncilplanningissuesandhashelpedgivepeopleavoiceinstrategicplanningforthetown,e.g.aroundtheseafrontregenerationandeconomicdevelopment,andchangedtherelationshipbetweenthecommunityandthecouncilforthebetter.Ithasbroughtpeopletogetherandlinkedresidentsintoinitiativestheywerepreviouslyunawareof.ItseesitselfasacatalystforturningroundtheperceptionsofWhitleyBayanditsfortunesinthefuture.WBBLhasrecentlydecidedtocreateitsowncharitystructureandhasbecomeacharitableincorporatedorganisation(CIO).

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Section 2

What’s working - progress towards the Big Local outcomes

Overview

ThissectionexploresareasprogressagainstthefourBigLocaloutcomesof:

• Communitiesbeingbetterabletoidentifylocalneedsandtakeactioninresponsetothem.

• Peoplehavingincreasedskillsandconfidence,sothattheycontinuetoidentifyandrespondtoneedsinthefuture.

• Thecommunityismakingadifferencetotheneedsitprioritises.

• Peoplefeelthattheirareaisanevenbetterplacetolive

SummaryBigLocalareasweresetthefollowingbroadoutcomesatthestartoftheprogramme:

• Communitiesbeingbetterabletoidentifylocalneedsandtakeactioninresponsetothem.

• Peoplehavingincreasedskillsandconfidence,sothattheycontinuetoidentifyandrespondtoneedsinthefuture.

• Thecommunityismakingadifferencetotheneedsitprioritises.• Peoplefeelthattheirareaisanevenbetterplacetolive.

Inreality,partnershipsstruggletoexpresstheseasfourseparateanddiscreetoutcomeswith,inmostcases,thefirstthreebeingsubsumedintoanevenbetterplacetolive.Further,BigLocalareasareworkingondiverseissuestoaddresstheseoutcomesandtheneedsexpressedbytheircommunities.Theserangefromplayandyouthworkprovision,undertakingenvironmentalimprovements,providingaccesstoworksupport,benefitsadviceandaddressingsubstancemisuse.Deliverymechanismsalsovary.Someareasfocusonsmallgrantstograssrootsgroupswhilstothershaveenteredintoservicelevelagreementswithdeliverypartnersorundertakensubstantialcapitalprojects.Intermsofprogressagainsteachoutcome:

• Communitiesbeingbetterabletoidentifylocalneedsandtakeactioninresponsetothem.Partnerships,intheplandevelopmentstage,undertookawiderangeofconsultationactivities.Astheyhavemovedintodeliverythishasbeenlessofapriority,thoughpartnershipsareawareoftheneedtokeepthewidercommunityinformedandengaged.

• Peoplehavingincreasedskillsandconfidence,sothattheycontinuetoidentifyandrespondtoneedsinthefuture.Thereisevidencethatsomepartnershipsandtheindividualsinvolvedhavedevelopedtheconfidencetotakedifficultandcomplexdecisions.BigLocalpartnerships,oftenthroughdeliverypartners,aredevelopingtheskillsoflocalresidents(e.g.accesstoemployment)andthecapacityofcommunitygroupslocally.

• Thecommunityismakingadifferencetotheneedsitprioritises.BigLocalpartnershipshave,insomeinstances,madeadifferencetothephysicalenvironmentlocally(e.g.greenspaces/playareas)orhaveplanstodosowherethishasbeenidentifiedasapriority.Individualsinterviewedalsoreportedthatinvolvementwiththepartnership(orBigLocalsupportedprojects)hadmadeadifferencetotheirphysicalandmentalwellbeing.

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• Peoplefeelthattheirareaisanevenbetterplacetolive.Residentsandpartnersreportarangeof‘soft’outcomesinrelationshiptothisgoal;theareahadmoreactivities–orservicesthatwereunderthreathadbeenprotected.Agreaterlevelofcommunitycohesion,reducedlevelsofsocialisolationandabetterfeelingaboutthecommunitywerealsoreportedinsomeBigLocals.

Overall,whilstmanyareashavemaderealachievements,earlyprogressagainstthedefinedoutcomeshas(inevitably,giventhenatureoftheprogramme)beenslowerthananticipatedanduneven.Whilstsomehaveachievedtheirearlyobjectivesothershavestruggledandbecome‘boggeddown’inissuesofgovernanceandpartnershipincorporation.PartnershipsalsoreportchallengesintermsofengagingthewidercommunityintheworkingofBigLocalandcanstruggletoconnecteverydayactivitiesintheirareawiththeirstrategicvisionforBigLocal.Whistchangewasreportedbyandforindividualsandsomegroups,the‘rippleeffect’ofthisintothewidercommunityis,asyet,unclear.Reflectingonprogresstodate,thekeylearningincludes:

• Change,andembeddingBigLocalasawayofworkingtakestimeandisnotalinearprocess

• Residentsinterviewedvaluedthemoreopen-endedcommitmentofBigLocalanddeliverypartners–ratherthantheincreasingpolicyfocusonbriefinterventions

• Likemostarea-basedinitiatives,measuringtheimpactof,andattributingchangeto,BigLocalbeyondanecdotalevidencecanbechallenging

• Widercommunityengagementcanbeproblematic• Therearerisksthatpartnershipsbecomeenmeshedinroutinedaytodaymanagement

andactivityatthecostofprovidingstrategicdirectionandrelatingroutineactivitytotheiroriginalvisionfortheircommunity.

2.1 Introduction

BigLocalwasinitiallysetupwithfourwellpublicisedoutcomes,whichexpressedtheaspirationsfortheprogrammeasawhole.InitiallytheywereintendedtoarticulatetheunderlyingethosofBigLocalinthatitisresidentled–withlocalresidentsbothidentifyingneedsandthendesigningcommunityplansthattailorresponsestospecificcommunities.Thiscontrastedwithmanypreviouscommunitychangeandregenerationinitiativeswheresolutionsbeing‘imposed’fromtheoutsideagainstpre-determinedpolicyobjectivesandtargets.

Initially,theselookstraightforward,simplyexpressed,andrelativelydiscreetasfouroutcomes.BigLocalareashave,however,oftenstruggledtoarticulatetheseoutcomesforanumberofreasons:

• LackofclaritySeveralareashavefoundtheinitialoutcomestoowordyandhardtopromotetoothersinameaningfulway.Manytendtooptforjustthe‘evenbettertoplacetolive’outcome.Inparticular,peopledonotnecessarilyseethedifferencebetweenthefirsttwooutcomesaroundbeingbetterabletoidentifylocalneedsandtakingaction,andhaveincreasedskillsandconfidencesothattheycontinuetoidentifyandrespondtoneedsinthefuture.Exercisesaroundtheoutcomeswithcasestudypartnershipsillustratethatsomemembersarenotfamiliarwiththematalland/ortheyusetheminterchangeably.Theythereforerecordthesameachievementsacrossseveraloutcomeswhich

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raisesquestionsaboutwhether,forexample,theobjectivesofmakingadifferenceandabetterplacetolivefundamentallydifferent.

• WeightingandorderingThroughouttheresearch,questionshavearisenastowhethertheoutcomesworkinalogicalsequencesuchthatforexample,identifyingneedsanddevelopinglocalskillsandconfidencetocontinuetoidentifyneedsarepre-requisitestomakingadifferenceandanevenbetterplacetolive.Itisnot,therefore,alwayshelpfultoviewBigLocalsolelythroughthelensofoutcomessetatthestartoftheprocess.Futureevaluationsmaywanttotakeabroaderviewofchangeinneighbourhoods.

• MeasurementofoutcomesCrucially,whilsttheoutcomesstatementsareperhapsdeliberatelybroad,BigLocalareashavealsofeltthechallengeofmeasuringprogressfromneedsanalysistodeliveringagainstthestatedoutcomes.Areashavealsostruggledwithwhatconstitutessufficientlyrobustevidenceofprogressagainst,orachievementof,outcomes.Isanecdotalevidenceofabetterplacetolivesufficientoraresome‘harder’outcomemeasuresrequired(e.g.numbersgainingemployment,reductionincrimeratesetc.)asproxymeasureswhich‘evidence’improvementsinlocalcircumstances?Ina‘lighttouch’programmethisisclearlyachallenge–identifiedbyonepartnershipchair,whostatedthat:

‘[Startingdelivery]hasmademeawarethatwehavetoputthingsinplaceatthestartofaprojectsothatwehaveabaselinetolookbackto…..Unfortunatelyitcreatesmoreworkforoverstretchedvolunteersunlesspaidworkersaregoingtodealwiththeprocess.’(Partnershipmember)

ThepointsabovehaveimplicationsforthewaythatBigLocalpartnershipsexpresshowtheyexpecttomeetoutcomes,bothinoriginalplans,andinactualdelivery.Developingskillsandknowledgeofindividualresidentsandinlocalcommunitygroups,insomeinstances,isexpressedsimplyasthat–whereasforothers,asnoted,thisoutcomeissubsumedinto,andevidencedas,theoverarchingoutcomeofanevenbetterplacetolive.

Thefollowingfindingsare,therefore,offeredwiththecaveatthat,ratherthanbeingdistinctanddiscreetoutcomes,therearesubstantialoverlapsbetweeneachofthefourBigLocalaspirationsandinhowrespondentstalkaboutthem.

2.2 Communities will be better able to identify local needs and take action in response to them

Approachestowardsmeetingthisoutcome

Intheinitial‘gettingstarted’phaseoftheBigLocalprogramme,the15areasinvolvedintheevaluationtookarangeofapproachestoidentifyinglocalneeds.InthecaseofLawrenceWeston,forexample,thisprocessbuiltonapre-existingcommunityplan.InWhitleyBaythepartnershipcommissioneditsownconsultation,engagingover1,000people,whichthenfedintothecouncil’sownplanningprocessandthetown’smasterplan(seealsoSection4.3:leadershipandinfluence).Inotherareas,intelligenceaboutlocalneedswasbasedprimarilyonexistingdataandsurveys–supplementedbyconsultationexercises.This,initself,provedachallengingexerciseasmanyBigLocalareasarenotcoterminouswithwardorconstituencyboundariesandthelocalpopulationprofilecan,therefore,differsubstantiallyfromthoseofOfficeofNationalStatisticsdatasets.The

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workoftheSchoolforPublicHealthResearch(SPHR),withLocalTrust,todevelopdetailedpopulationprofileswhichareBigLocalarea/boundaryspecifichas,therefore,beenawelcomedevelopmentforsomeareas(e.g.Birchfield,whousethisinformationonaregularbasis).

Mostareashave,however,adoptedaconsultativeapproach,withextensivecommunityconsultations(supplementedbysocio-economicdata)informinginitialneedsassessments,followedbyfurtherconsultationsattheplandevelopmentstage.Thetacticsadoptedhavevariedfromareatoarea.Insomecases,consultationstooktheformoflargescaleopenmeetings(e.g.Hanwell).Inothers,theapproachwasmoretargeted–usingconsultationswithspecificgroupssuchaschildrenandyoungpeople,olderresidentsandlocalbusinesses(forexampleinBlackpoolRevoe).

Whatemergesfromtheinitialneedsassessmentworkisthat:

• Theextentofengagementactivitiesto‘reach’intocommunitiesatthestagesoflocalprofilingandplandevelopmentvariedsubstantially.Areasthathaverobuststatisticsof‘reach’rangefrombetween10%andthe50%asindicatedintheNCVOCommunityEngagementReport(2016).TheNCVOEarlyYearsevaluationin2015concludedthat,overall:‘Steeringgroupsandpartnershipsfeelstronglythattheprocessofresearch,consultationandengagementundertakentogetthingsstartedintheirareahasleftthemwitharichsourceofinformationonlocalneedsfromtheperspectiveofpeoplelocally.Thelevelofdetailandevidenceinprofilesandplansisoneofthestrongesttangibleindicatorsthatareashave(orhavedeveloped)theabilitytoidentifylocalneeds.’(p93).

• Intermsofthecurrentevaluation,theprioritiesidentifiedbytheparticipatingareas,arebroadlyreflectiveofthoseinthewiderprogramme–includingtheenvironment,communitycohesion,jobsandeconomy,youthandhealthandwellbeing(asthetopfivepriorities).

WiththeexceptionofBlackpoolRevoe(seeBlackpoolRevoefinalplanconsultationmeetingfilm),alltheareasinvolvedhadcompletedtheirinitialcommunityprofilesandplanconsultationsinadvanceofthecurrentevaluation.Whatresidentsandpartnerswerethereforeaskedtodoaspartofthedatacollectionwastoreflectbackontheirlearningfromthoseinitialconsultationsand,whereapplicable,howthesehadinformedactivitiesaroundrefreshingtheirdeliveryplans.InGrasslandHasmoorforexample,theyfeltthatthecommunityprofileidentifiedthemainareasofneed.Sincethen,thepartnershiphasfrequentlyusedcommunityengagementquestionnairesatactivitiesandevents,askingresidentswhattheythinkisandisnotworkingwellorwhatismissing.Theyalsoencouragedtheformationofworkinggroupsaroundthemesintheplanrunbyresidentsnotnecessarilyonthepartnership,toidentifyandhelptofill‘gaps’.InWestfieldBigLocal,actiongroupssuchasgardening,craft,bakeandtastegroupsareaneasysourceofongoingconsultation.Thekeyhasbeentomakebestuseofthemandtoensurethatthosenotattendingactivitiesarealsoconsulted.Toaddressthis,theyareplanningdoorknockingaroundthearea.

Thereissomeearlylearningaroundapproachestoengagingthewidercommunityinidentifyingneedsandtakingaction:

• Publicitysurroundingtheallocationof£1milliontoeachareahadnotalwaysbeenseenashelpfulandhadraisedexpectationsofimmediatespendonsomeareas.Onechairnotedthat‘peopledidnotunderstandthatthiswasresidentledandthatittakestimetofindoutwhatresidents’realneedsare.’Indeed,inanumberofareas,includingBlackpoolRevoe,theassumptionamongstthebroadercommunitywasthatthepartnershipwas‘sittingon’£1million.

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• SomeactiveresidentsperceivedalackofguidanceintheearlystagesfromLocalTrust–thoughthelearningfromthefirstroundofBigLocalareashadinformedthedevelopmentofsubsequentguidancewhichBigLocalsinlaterroundsfelthadbeenhelpfulandeasedtheplanningprocess.

• Movingfromcommunityprofilingtoplandevelopmentanddeliveryhadbeenslowerthan

anticipated.Insomecasesthismeantthatearlyenthusiasmandmomentumfortheprogrammehadbeendissipated.

• Thedifficultyofcommunicatingtoresidentswhat‘residentled’meant.Inareassuchas

LawrenceWestonwheretherehadbeenexperienceofpreviousregenerationprogrammestherewasareportedcommunityscepticism(basedonthatpriorexperience)aboutBigLocal‘beingdifferent’andactuallybeingresidentled.ThisispickeduplaterinSection4,Expectations.

• Makingtheengagementmeaningfulhasbeenachallengeinsomeareas.Thereareexamplesofwhereresidentshaveaskedpeopletochoosethethingstheythinkaremostimportantintheareafromalistofthemes,onlytofindthateveryonetickseverythingandtheyarestillnonearertoidentifyingwhattoofferandhow.Asoneresidentsaid:

‘(It’s) quite difficult when you say to somebody, out of the blue, any of us, meincluded,wellwhatdoyouwant?YouthinkwellIdon’tknow,andthenif[we]sayyougetafewoptions,doyouthinksoandsomightwork?Andthentheymightgooh yes, thatwould be good, yes Iwould quite like that, so sometimes if you justleaveitasanopenthing,peoplereallydon’tknowwheretostartthinkingaboutit.’(Partnershipmember)

Otherstalkedofthedangerofpeoplefocusingonthenegativesintheircommunitiesratherthanthepositivesandthestrengths.

• PromotingcommunitywideownershipofBigLocalhasbeenachallenge.TheNCVOEarly

YearsreportnotedthetensionbetweenBigLocalbeingseenas‘aboutthewholecommunity’ratherbeing,simply,thepartnership,andseenas‘anorganisationwithfunding’Allthepartnershipsinthisstudycommentedonthis,asonepersonstated:

’MymainpriorityisthatpowersitswiththecommunityandthattheneedsandideasaregeneratedfromthecommunityasawholeandnotjustourboardbutIfindithardwithallofthestrongvoicesandstrongideaswehaveontheboard.’(Partnershipmember)

Acrossthe15areas,partnershipmembersquestioned(andattimesagonisedover)whethertheyhadreachedbeyondthoseresidentsandgroupswiththeloudestvoices:‘It’shardertoengagethosewhoarehardtoreach,orvulnerableandfindoutwhatcanreallymakeadifferenceintheirlives’(Partnershipmember).Amoredetaileddiscussionofthisissue,andhowitmayberesolved,isavailableinthefilmofthenetworkingandlearningeventinRamsey.

• Linkedtothepointabove,wastheprioritisingprocesswhennegotiatingthecontentoftheplan:

‘Locally,thereweresomepeoplewhohadpetprojects,howevertherewerealotofcommunitymemberswhogotinvolvedwhowantedtoworktogetherasawhole

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communitytomakesurethatnooneisleftbehindordoesn’tfeelwelcomeandthatinspiredmetostayinvolved.’(Partnershipmember)

Inthesamevein,onepartnershipmembertalkedabouthowthepartnershipwasseentohavea‘bigwedge’ofcashwhichshouldfillthebigholesonotherorganisationsfinances.Atasecondlevel,earlyconsultationsrevealed,forexampleinThreeParishes,WhitleyBayandHanwell,that,unexpectedly,alotofactivitywasalreadyhappeninglocally‘belowtheradar’:

‘Inourarea,becauseofwhathasgonebefore,there’sahugeadministrativetaskjusttofindoutwhat’salreadyprovided…bringingpeopleandgroupstogether....tomeettheneedsofresidentsasopposedtopassivelytakingwhatotherorganisationsandtheirfunderswanttooffer…Notveryexciting…doesn’tmakeinterestingpublicity…butitisessential.’(Paidworker)

Thisraisedthechallengeofdevelopingplanswhichdidnotduplicate(orcompetewith)existinggroups/activities,supportedthedevelopmentofthoseactivitieswhilstnotexcludingnewinitiativesand,attheoperationalstage,co-ordinatingactivitiessothatthewholewasgreaterthantheparts.RamseyMillionisanexampleofwheretheyhaveincentivisedlocalgroupstocollaborateandaddvaluetothewholethroughaRamseywideheritageproject.Indeedco-ordinationofactivitiesandthepromotionofinter-agencyworkingbecamekeythemesofeachofthenetworkingandlearningeventsinRamsey,Birchfield,HanwellandLeeds.

Progresstowardsmeetingthisoutcome

So,arecommunitiesbetterabletoidentifyneedsandtakeaction?Manystartedwithsomefairlystraightforwardunderstandingofneeds,andresponsese.g.litterpickingactivitiesasaresultofpeoplecomplainingabouttheenvironment,provisionofactivitiestobringpeopletogetherwhosaidtherewasnothingtodo.However,thelearningfromearlyplanconsultationsandsubsequentdevelopmenthasinformedfurtherneedsassessmentworkandinsomeareasthethinkinghasbecomemoresophisticated:

• Intelligencefromnewandemergingprojectshasinformedtheirneedsanalysis.InNorthfleet,forexample,‘Weidentifiedthatabout60%ofpeopleusingtheFoodbankhavementalhealthproblemssothatissomethingwewanttodosomethingabout’.(DeliveryPartner)

• Workplanshavebeenrefinedwhereneedsidentifiedintheinitialplan,fromexperience,hadnotactuallymaterialised.Forexample,inHanwell,olderpeopleidentifiedaccessiblelocaltransportasakeyissue,yetthesubsequentRingandRideinitiativewassubstantiallyunder-used.Whatemergedatthisstagewasthatwhatolderpeoplewantedwasaccesstoaffordabletransportfordaytripsandsocialactivitiesratherthantheindividualisedserviceinitiallyidentified.Similarly,RamseyMillionrealisedthatitsWheelstoWorkschemewasnota‘goer’intheirarea,partlybecauselocalroadswereunsafeformotorcycles.However,bypromotingtheschemeinCambridgeshire,otherareashavepickeduptheproject.

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• Openevents,especially‘piggybacking’onotherlocalorganisationsevents(suchaslocalcarnivalsetc.),havebeenusedmorefrequentlyasameansofbothreachingout–butalsomakingBigLocalmorevisible–andnotexpectingpeopletosimplycometomoreformalmeetings.Insomeinstances,therefore,needsanalysishasbecomeamoreinformalprocess–possiblylesssystematicbutwithgreaterreachthanintheinitialphases.

• Thewaythatplansareexpressedhaschangedinsomeareas–withtheuseofmuchsimpler

languageinpublicfacingplans:

‘Needsmaynothavechanged.Notreally…butthewaythatweexpressthoseneedsandaspirationshaschanged…Basicallyfouryearsago(intheoriginalplan)thelanguagewastoobusinesslike,tooacademicsohaschanged.Sowecutitdownintermsthatareabitmoreaccessibleandunderstandable’.(Partnershipmember)

Learninginrelationtothisoutcome

Thereisagrowinglearningwithinpartnershipsofthechallengesinmatchingneedsassessment,prioritysettinganddelivery.Awarenessandreflectionofthedilemmaspartnershipsfaceinidentifyingneedshasincludedthefearof‘over-consultation’(socalled‘consultationfatigue’)wherewhatpeopleactuallywanttoseeisdeliveryontheground)ontheonehand,withawarenessoftherisksofnotbeingseentoconsultandinvolveontheother:

‘Wellwehaven’tdoneconsultationwiththewidercommunityforawhile….wedohaveanewsletter,askingpeopletorespondtocertainthings,butwehaven’tdonethatwideconsultationwedidwhenwefirststarted.’(Partnershipmember)

Forothers,ongoingconsultationisanessentialpartoftheBigLocalprocess–where‘communicationisthekey.BigLocalneedstoreachouttopeopleandkeepintouchwhentheyclickintoBigLocalsothatpeoplefeelapartof[it].’(Partnershipmember)

Inmanycases,initialplansandsubsequentplanrevisionshaveidentifiedtheopportunitiestorealiselonghopedfordevelopments(e.g.thePlayParkinBarrowcfiffhadbeen‘onthecards’for10years–ortheskateparkinGrasslandHasmoor–ontheagendafor10yearsplus)or‘quickwins’aroundenvironmentalimprovements.However,whathappenswhenthereisagreementabouttheissuesthatneedtobeaddressedasanurgentpriority–butnoagreementbetweenresidentsastowhatthesolutionis?BlackpoolRevoe,forexample,hasidentifieddrugandalcoholmisuseasavisibleandunderlyingprobleminthearea–butthenthecommunityisdeeplydividedbetweenthosethat‘wantthedruggiesout’andthoseforwhomwhatisrequiredisaccesstosupport,earlierinterventionsandtreatmentoptions(seeSnapshot1).Asnoted,theidentificationof(acommon)needdoesnotalwaystranslatesmoothlyintoanagreedworkplan.

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Then,thereistheissueofnotonlycontinuingtoengagewith,orreachoutto‘thequietervoices’withinestablishedcommunities,buthowtoinvolvenewlyarrivedgroups:forexampletheRomaniancommunityinBlackpoolandemergingPolishgroupsinLawrenceWeston.ForsomeruralBigLocalstheprofileofnewarrivalsisratherdifferent:housingdevelopmentsin,forexample,Ramsey,RadstockandtheThreeParishes,areattractingmoreaffluentresidentswhoare(orarelikelytobe)out-commuterstoneighbouring,larger,centresofemployment.Identifyingandrespondingtoneedsincommunitieswillbeanongoingchallengeforpartnerships.However,intheplanrefreshprocess,therehasbeenafeelingthat,whateverthechangeinlocalpopulations,theunderlyingneedsofaccesstoemployment,promotinghealthandwellbeingandacleanandgreenenvironmentwillremainthesame.

Learningaroundthisoutcomeissummedby:

‘IfIcouldgobacktothebeginningwiththeknowledgeandexperienceIhavenowIwoulddothingsdifferently.Irecognisethatyoucannotexpectalreadyoverworkedvolunteersfromdeprivedareastofindthetimetogiveitthebeststart…..Residentledisagreatideabutitneedstostartwitheveryindividualbeingcompletelyinformedandgiventheopportunitytoengageandparticipate.’(Partnershipmember)

2.3 People have increased skills and confidence, so that they continue to identify and respond to needs in the future

Approachestomeetingthisoutcome

‘IwouldloveBLtobeaboutrealisingthateveryone’sskillsandexperienceisvaluableandnotjustthoseskillsthatmaybevaluedintheworkplacebutalsotheskillsthatareharderto

Snapshot1:BlackpoolRevoe-Tacklingthe‘hard’issues.BlackpoolRevoe(TheRevoelution)isamongstthe10mostdeprivedneighbourhoodsinEngland(alongwithfourotherwardsinBlackpool).Ontheonehandithasastablepopulation–withtwoorthreegenerationsoffamiliesreportedaslivinglocally.Ontheotherhand,itisacommunityundergoingchange.ThereisagrowingPolishandRomaniancommunity,forexample,andanincreasingnumberofpropertiesinmultipleoccupationwithtransienttenants.InboththeRevoeCommunityProfileinearly2014andthesubsequentCommunityPlan(December2015)therewasaconsensusamongstresidentsthatthekeyissueintheneighbourhoodwasthemisuseofillegaldrugs.Therehasbeen,however,noagreementonthesolutiontothisissue.Forsome,includingthepartnership,thoseusingillegalsubstancesneededearlierinterventionsandsupport–particularlygivenlengthywaitingtimesfortreatment.Forothers,whoreportedfeelingunsafeonthestreets(particularlyatnight)theanswerwas‘gettingridofthedruggies.’ThetensionsaroundthisissuewereevidentattheRevoelution’sfinalplanconsultationmeetinginDecember2015.Afterextensiveconsultationsandnegotiations,theyadoptedatwinapproach.TheRevoelutionissupportingarangeofcommunitysafetymeasures–includingCCTVandimprovingshopfrontsecurity,andissupportingtheHepititisClocaldropinsessionsandhascommissioneddrugsupportandlifecoachingservices.‘Somepeopleinthisareahavegivenupandcan’tseeanywayoutofanything.Arevo(e)lutionisaboutchangeandwe’dlikethemtohavethathope–tobeabletochange.’(Partnershipmember)

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measurebutareintegraltobuildingastrongcommunitythegreatestofwhichIbelievearediversityandequality.’(Partnershipmember)

Whilstthereareanumberofresidentswhohavelonghistoriesofcommunityactivismorpaidemploymentinvoluntaryorganisations,thereisalsoaconsistentstory,fornewermembers,ofthetransformationalexperienceofbecominginvolvedinBigLocalpartnershipsorsub-groups.

Residentstalkabout‘neverhavingdoneanythinglikethisbefore’–fromsimplyattendingmeetingsthroughtotakingdecisionsonspend,actingassecretarytothepartnershiporleadingaworkinggrouponalocalissuetheyfeelpassionateabout.Onepersontalkedaboutbeing‘abitlikearabbitintheheadlights’withlittleideaofwhatwasgoingon,‘IthoughtwhatamIsupposedtobedoing,whatisthisallabout,whatismyrole?SoI’mlistening.’ (Partnershipmember)

‘We’realotmoreknowledgeablenowabouthowtodothings.We’restillnotthereyet.Weknowalotmoreaboutthecommunityandhowtodothings.Thesmallgrantshavegivenusalotofinsightintowhat’sgoingoninthearea,becausewedidn’tknowtherewerealldifferentsortsofgroups.SoIpersonallythinkwe’velearnedalotthroughthat.Thewholethingisalearningcurve.Experience.We’regrowingallthetimeinwhatwecanhelp,howwecanhelpandthemorepeoplethatfindoutaboutus,themorewecanhelp.’(Partnershipmember)

Manyofthe15partnershipshavelearntalotaboutcommunityprioritiesanddifferentwaysofrespondingtoidentifiedneedsthroughrunningsmallgrantsprogrammes,asinthequoteabove.Theyarebuildingtheirskillsandconfidencethrough‘tryingthingsout’andreflectingonwhatworkswithoutapportioningblame.InGrasslandHasmoortheyaredevelopingnewprocessessuchasparticipatorybudgetingandbuildingtheirconfidencetodothiswellthroughlookingatwhathasworkedwell,andlesswell,elsewhere.InBarrowclifftheMondaymorningbreakfastmeetingsandthecoffeemorning‘drop-ins’inLawrenceWestonhaveprovenareliablewayofbringnewpeopleandnewideastothetable,thusenablingacontinuousroutetomakingneedsknownandgeneratingsolutions.InmostBigLocalsstudied,thereisanopennesstoreflectingonpastactivitiesandlearningfromthem,Forexample:

• BarrowcliffBigLocalforexample,isopenaboutthefactthatsomeoftheirpreviousapproachese.g.theOpportunitiesDay,wasnotwhatpeoplewanted,asevidencedbythefactthatnotmanypeopleturnedup(thoughitwasausefulnetworkingopportunityforagencies).Reflectingonthebestbits,thehardbitsanddoingthethingsotherscannotdo,thevicechairofBarrowcliffBigLocalsuggestedthat,ratherthana‘scattergun’approach,whattheyneededwasamoretargeted‘sniperrifle’approach.

• LawrenceWestondevelopedanEmploymentHubtopromotelocalresidents’accesstoemploymentintheAvonmouthdocks.Initialtakeupwasslow–inpartduetofallingunemploymentratesinthearea.Theprojectwasredesignedtoworkwiththosefurthestfromthelabourmarket,identifyingbarrierstoworkandisestablishingamoreindividuallytailoredmentoringscheme.

• TheBountagupartnershiphassimilarreflections,stressingthatBigLocalisnotanexactscienceandeveryonehaslearntbydoing:‘…trieddifferentthings,andthingsthatwethoughtweregoingtobeflagwavingthingshavereallyditchedanddived.Andsomethingsthatwedidn’texpect,haveworkedreallyreallywell.’(Paidworker)

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Progresstowardsmeetingthisoutcome

Skillsandconfidencearedeveloping:

• withinpartnerships,atacollectiveandindividuallevel• intheprojectsandcommunitygroupssupportedbyBigLocal.

Withinpartnerships

ConfidenceandskillslevelhaveincreasedwithintheBigLocalpartnershipsastheyhavedevelopedandresidentpartnershavebecomemoreexperienced:

‘Havingbeeninvolvedfromthestart,yesit’sabigask.Butforsomeithasbeenalovelyprocess.Whenyoucametoourmeetingand[partnershipmember]saidyesI’lldo[that],henevereverwouldhavedonethat…sotoseethatconfidencegrow.MostofthepeopleonthepartnershiphaveneverbeentoameetingnevermindbeinginvolvedinsomethinglikeBigLocalwith£1mandit’sabigasktogetthemtothinkabouthowtheyspendthat.Oncetheygottheirheadsroundthat,whenthegrantsofmorethan£20k/£30karemorethantheirannualpay,then,twoorthreeyearsin,theycoulddoit–yes,£30kthatsoundsreasonable.’(Partnershipmember)

Akeydimensiontothishasbeenresidentsfeelingthat,perhapsforthefirsttime,theirviewsaretakenseriouslyandnotdismissed‘outofhand’.Thishasprovidedthemwithaconfidencethattheycan‘grow’theirprojectsandmanageBigLocalresources:

‘Partnershipboardmembershiphasempoweredresidentstoincreasea)personalconfidence,b)articulate‘needs’oftheircommunity.’(Paidworker)

TwoBigLocalpartnershipshaveidentifiedagrowthinconfidencethroughthepracticeofevaluatingprojectproposals

‘Partnershipmembershavegreaterconfidenceinwhatwedo…….Partnershiphaslearntthevalueofassessingbids–increasedtheirownability.’‘We did have projects that came to the table, andwe didn’t just accept those projects forwhattheywere,andbetweenallofuswequestionedtheprojects,wequestionedvalueformoney,wequestionedwhether theywereactuallydelivering toourareas. Weofferedourservicesassomebodywhohadknowledgeandexpertise,soIthinkformethatresponsibilityforthatmoneywaswellandtrulyshared,…andthatwasallforthebenefitoftheresidents.….givenusfarmoreconfidencenowtoactuallymakedecisions.’(Partnershipmembers)

Theactionsofpartnershipsmaybecollectivebuttheexperienceisverymuchatanindividuallevel.Forsomeresidents,especiallywherethereisaconsciouslysupportivecultureinthepartnership,theinvolvementhasbeenatransformativeexperience(seeSnapshot2)intermsoftheirconfidenceandtheskillstheyhavebuilt.

Asnotedearlierinthereport,somepartnershipmembershavegoneontobecomepaidworkersforBigLocalorinonetheirsupportedprojects.Thesepeoplearenowusingtheskillstheylearnedasvolunteerpartnershipmemberstocontinuetoidentifyandrespondtolocalneedsintheirpaidwork.

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Acrossthecommunity

ThereisalsosomeevidenceacrossBigLocalsthatthatskillsandconfidencearebeingbuiltatabroaderlevelthanthepartnershipanditsmembers.RamseyMillionisbecomingseenasthe‘goto’bodybyothercommunitygroupsandagencies.Ithasadvisedothersonhowtoidentifyneeds,carriedoutworktofurtheridentifywhatisneededandpassedthisonandhastriedtoensurethatlocalpeopleinvolvedinprojectsbuildtheirskillstoo.Firstly,forexample,itcommissionedapieceofworktolookatthetown’scommunityspaceswithaviewtoidentifyingthespaceavailablewithwhatwasrequired.ItfundedotherstodothisworksothatitwasseenashavingsomeindependencefromtheBigLocalpartnershipandthusenablingdifferentgroupsinthetowntobeinvolvedinthedecisionmakingprocess.Secondly,youngpeoplewhojoinedtheRamseyyouthproject,Crunch,havebeensupportedtobecomevolunteersandparticipatedintrainingsessionstobecomeyouthworkers-theyarenow‘givingback’andplanningsessionsandrelevantactivities.

SeveralBigLocalsbelievethattheirgrantsprocesshastaughtgroupshowtomakebetterfundingbids,thereforeraisingtheirabilitytoincreaseincome.Insomeareas,thishasbeenaconsciousactivity(e.g.GrasslandHasmoorBiglocalhasstipulatedmatchfundingforallitsactivity,thuspushinggroupstoidentifyadditionalfundingsources).SimilarlyinthecommissioningandcontractingarrangementsinBlackpoolRevoeandHanwell,thosebiddingarerequiredtodemonstratethe‘addedvalue’theybringtoBigLocal.InGrowingTogetherBigLocal,theyhavetaperedtheirlargegrantfundingtoencourageorganisationstobuildtheirskills,bemoreresourcefuland,hopefully,sustainablebeyondBigLocal.

Snapshot2:APartnershipmember’sexperience–JodieMontgomery,RamseyMillion‘Astheconsultationandthelasteventscametoanend,thesteeringgroupwerethenputtingtogethertheplanonwhatthePartnershipwasgoingtoentail,whocouldapplyetc.andtheyhadaneventthatIwenttofindoutaboutwhatbeingaPartnershipmemberentailed,whatweneededtodo…IwentalongandInoticedthat…..Iwasoneoftheyoungestintheroomandtherewasn’tthatmanypeopleonthefamiliesandchildrenside.…..soIfeltthatIneededtostayinvolvedtomakesurethatfamiliesandchildrenwererepresented.…..It’sbeenahugelearningcurve,itreallyhas.Peoplehavegotsomanydifferentpersonalities.Learningwhentosaysomethingandwhennottosaysomething,andsometimesjustsayingsomethingeventhoughyouknowthatyou’regoingtogetabadresponsefromsomeone.Butyoujustsayitanywaybecauseifyoudonotsayitthenyoudonotgetyourpointacross.Istillstrugglewithwordsandhowtosayittomakesurethattheyunderstandhowit’scomingoutofmybrain.ButIgetthereintheend.But,no,it’sbeengood.…..Wehaveadiscussionoverwhatwefeel,soifwe’vegotanyquestionswewanttoraiseontheunderstandingofthings,whethertheproject involvesthetraining, ifwe’recomingtogetherasacollaborationwithanothergroup,whoisprovidingwhat,anyquestionsanyonehasgot,theyask.Andwhennobodyelsehasgotanythingelsetoaskandweallfeelthatweunderstanditenoughwethenvote.…I’vegotabetterunderstandingofhowthingswork.Theywilldowhattheyneedtodotomakesurethatyoucanbeinvolved.’

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IntheThreeParishes,theflexibilitiesaffordedbyBigLocalfundingmechanismshasenabledthepartnershiptoredesigntheCreditUnionworkplantoaddresstheslowstarttotheinitiativeandaddressfinancialliteracywithchildrenandyoungpeople(seeSnapshot3).

Snapshot3:ThreeParishes-IdentifyingandrespondingtoemergingneedsTheThreeParishesBigLocalidentifiedthedifficultiessomeresidentswerehavinginaccessingmainstreambankingandaffordablefinancialservicesinadeepruralarea.Asaresultsomewereturningtohighinterest/paydayloancompaniesorevenloansharks(becausetheyweremoreanonymous).Inresponse,ThreeParishesBigLocalworkedwithFAIRshareCreditUnioninShrewsburyandTelfordtoofferservicesfortwohourseachweekinGobowen,WesternRhynandSt.Martins.Takeupwas,however,slow.OneofthereasonsgivenforthisincludeddifficultyineducatingpeopleaboutthebenefitsofcreditunionmembershipandthestigmathatcouldbeassociatedwithbeingseentouseaCreditUnionpointinaruralcommunity.ThepartnershipreviewedtheapproachbeingtakenwithFAIRshareandrevisedtheworkplan.Thisnowmeansnoweeklyonetoonesessions,greatermarketingfocuspromotingFAIRshare’sdevelopmentofanonlinemembershipapplication,allowingmemberstoapplyatatimethatsuitsthemandlesspublicly.Thereislessdirectservicedeliverytime(onehourperweekineacharea),butgreateroutreachtoencouragetake-upandthedevelopmentofcreditunionservicesonline.Inaddition,achildren’ssavingsclubhasbeensuccessfullyestablishedinoneofthelocalprimaryschools.Thislastdevelopmentwasseen,notonlyasawaytoencourageacultureofsavingatanearlyage,butalsoasawaytoreachouttoparentsandencouragethemtojoinandsave,withouttheissueofstigma.Theearlyresultsofthischangeofcourseapproachhavebeenpromising–particularlywiththesavingsclubwherechildrenhavebeenrecruitedtotakeonarangeofbankingrolesandthishasbeenbuiltintotheschooldaycurriculum.Theothertwoprimaryschoolsintheareahaveexpressedaninterestinextendingthisscheme.FormoreinformationseetheThreeParishes‘UsingSmallGrants’video.

Learninginrelationtothisoutcome

Thisincreasedconfidenceindecisionmakingandtheskillstotakedecisionsoncomplexissues,isnotasimpleprocess.Intermsofawardingcontractsunderacommissioningprocess,forexample,thechairofoneBigLocalnoted:

‘[Theorganisations]allgavegreatpresentationsandhadmuchtoofferusbutonlyonecanbechosen.Thisishardwhenaspartofasmallcommunityyouknowthesepeopleandtheirwork.ItshouldfeellikeyouhavepowerandinfluencebutitfeelslikearesponsibilitythatyourdecisioncouldcomebackandbiteyouifwegetitwrongandIdon'tlikeupsettingpeople.Let'shopewedidn't.’(Partnershipmember)

However,thelongtermtimeframeofBigLocalhasmeantthatresidentpartnershavebeenabletolearnanddevelopattheirownpace–ratherthanagainstpre-determineddeadlines.Theyfeelthey

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havethepermissiontowithdrawforperiodsiftherearedifficultiesintheirpersonallivesoraresimplytoobusy–andthenreturn.Indeed,asnoted,foranumberofresidentsinitialactivitywiththepartnershiphasresultedinbecomingemployed–eitherasdevelopmentworkersoradministratorswithintheirBigLocal.PartnersattendingLocalTrustSpringEvents,chairsmeetingsandlearningworkshopsparticularlyvaluedtheseopportunitiesforpeerlearning.Thisappliednotsimplytogainingtechnicalknowledge(forexamplesessionsonmeasuringimpact),butthechancetosharechallenges,exploresolutionsand,whereaBigLocalareafacesparticularlydifficultissues(eitherinthewayapartnershipisworkingorproblemswithplandelivery)buildingasensethat‘wearenotalone’inthis.

2.4 The community is making a difference to the needs it prioritises

Approachestomeetingthisoutcome

BigLocalareashaveadoptedarangeofstrategiestomakeadifferenceintheirarea.Theseinclude:

• Acommunitydevelopmentapproachaimedatcreatingmore‘neighbourliness’,prideinthecommunityandstimulatingsmallscalecommunityactivitiesledbyresidents(e.g.Bountagu)

• Theuseofsmallgrantstostimulateorextendcommunitybasedactivity(e.g.Radstock,WhitleyBayandThreeParishes)

• Project/servicedeliveryfundingthroughlarger/establishedvoluntaryorganisations–throughgrantsandcommissioning(e.g.BlackpoolRevoe,CattonGrove,GrowingTogether)andServiceLevelAgreements(e.g.Hanwell)withasystemofpaymentin-arrearsagainstoutcomes

• Brokerage–improvingtheco-ordinationofexistinglocalgroupsandservices(e.g.WhitleyBay,Ramsey)

• Actingasstrategicchangeagents–throughaimingtoattractsubstantialinwardinvestmentandradicalphysicalchangewithinthearea(seeSnapshot17:LawrenceWeston)

• Acombinationofall,orsome,oftheabove.

Progresstowardsmeetingthisoutcome

BigLocalactionscanbeclusteredaroundfivekeythemes:environmentalimprovements;promotinghealthandwellbeing;strengtheningandcelebratingasenseofcommunity;stimulatingnewactivitieswhichmeetlocalneedsandworkwithchildrenandyoungpeople.

Makingaphysicalandenvironmentaldifferenceisathemethatrunsthroughoutall15OurBiggerStoryareas.Examplesinclude:

• Thedevelopmentofstaticplayequipmentareas.ThesevaryinscalefromthecreationofanentireplayparkinBarrowcliffthroughtotheproposedskate-parkinGrasslandHasmoorandsmallerscaledevelopmentsinLawrenceWeston,NorthNorthfleetandtheGrowingTogetherarea

• Improvementstogreenandopenspacesandimprovedpathsandwalkwayse.g.GrasslandHasmoorBiglocal

‘…butweprovedourselveswrong,thatwecandoit!Andasyousay,ruddyhardworkbutwegotthereintheend!’(Partnershipmember)

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• Allotmentdevelopmentsaimedatencouragingyoungpeopletobecomeinvolvedingrowingvegetables(Radstock)orasaspacetoenablepeopletocometogetherinasafespace(e.g.CattonGrove,adultswithmentalhealthproblemsinBirchfield)

• Providinghangingbasketsandstreetplantersinlocalshoppingareas–forexampleinWhitleyBay.

Aslightlydifferentapproachtotheenvironmenthasbeendevelopedaroundlocalheritage.InBirchfieldthishasinvolvedcreatingheritagewalkswhichraiseresidents’awarenessoflocalhistorythroughto,atalargerscale,substantialinvestmentinenhancinglocalheritagesitesinRamseyasameansofattractingtourismandsupportingthelocaleconomy(seealsoSnapshot4).Similarly,RadstockBigLocalhasbeenworkingwiththeTownCentreTeamto‘makeRadstockaplacewherepeoplewanttostop–andshop-ratherthanjustdrivethrough.’(Paidworker)

Snapshot4:RamseyHeritageProject

InApril2015RamseyMillionPartnershipcommissionedCambridgeshireACREtorunaprojecttoraisetheprofileofRamseyParish.Ramseyhasmanyhistoricalandnaturalattractionsaswellasawideselectionofindependentretailers.Thisprojectaimstoinjectsomevitalityintothetown,bringvisitorsintothearea,increasefootfallinthetownandspendinginlocalshops,aswellasencouraginglocalpeopletohaveprideintheirtownandthesurroundingvillagesandFenlandscape.

Withitsownbranding,DiscoverRamseyhasorganisedanumberofeventsoverthelasttwoyears,broughtthedifferentheritagegroupstogether,andcreatedadedicatedwebsitetoprofilethehistoryandhelppeoplegetthemostoutofvisitingRamsey.

In2016,twoeventsheldinSeptemberhelpedputDiscoverRamseyonthemap:

Thefirstwasfreeentrytosevenheritagevenueswithavintagebustakingpeopleroundallthesites.Visitorsrecordsatalltheheritagesitesweremorethaneverbeforeandatonesite,visitornumberswereupbytwothirdsonthepreviousyear.

Atthesecondevent-CraftSaturday–thereweremorethan30stalls,peoplebrandnewtotrading,interspersedwithmoreexperiencedtraders,werebusyalldayaswerethelocalshopswhopostedonFacebookthatthiswastheirbusiestever;‘Broughtabuzztothetown.’

Andthisisnotjustaboutvisitors,theBigLocal’smoneyandexpertiseisinvestinginencouragingmoreresidentstocomeoutoftheirhouses,andtheyseethisasopeninguplocalvolunteeringopportunities.

Thesecondcommonthemerelatestoactivitieswhichaimtomakeadifferencetothehealthandwellbeingofindividuallocalresidentsthroughactivitiessuchas:

• fitnessclasses(Barrowcliff’sBiggestLoser–seealsoSnapshot5)• socialgroupswhichaimtoovercomesocialisolation–particularlyamongstolderpeople:for

example‘MeninSheds’inThreeParishesandGrasslandHasmoor,themanycoffeemorning/afternoonteatypedropinsatBountagu,GrowingTogether’solderpeople’sclubs

• thoseusingalcoholandillegaldrugsinBlackpoolRevoe.

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Snapshot5:Barrowcliff-ThebiggestloserandawinningcommunityBarrowcliffBigLocalfundedScarboroughfitnesscentre,CompassGym,torunaninnovativeweight-lossproject,TheBiggestLoser,intheheartofthecommunity.40pluslocalresidentsembracedthechallengetogetactiveandtransformtheirlives.Thisdirectlyresultedin:

• acollectivetotalweightlossof138.9lbs-onepoundshortof10stones• 924centimetreslost.

Butthestorygoesfurtherthanthis:

• communitylinks:BarrowcliffBigLocalisconcernedabouttheextentoflonelinessintheareaandawarethatpeoplewillcrosstheroadratherthanspeaktoeachother.Theprojecthasbroughtpeopletogether,theywalkhomefromthesessionstogether;andtoinjectabitofmotivationtheprojectparticipantsweresplitintotwoteamswhichmeanttheysupportedeachothertoloseweightandbecomethewinningteam

• individualbenefit:oneyoungperson,ona‘UniformedServices’collegecourse,wantedtojointhearmedservicesbutwasoverweightandthereforedidnotmeetthecriteria.MotivatedbytheBiggestLoserproject,helost2stonesinweightandstartedanewjobinthearmy.

Whatnext?BarrowcliffBigLocalwillruntheprojectagain,andalreadyhas30peoplesignedup.Itrecognisesthoughthattheyneedtoreachoutbeyondthe‘same’people–theycouldhave20peoplewhoarehealthyandfitbutwanttoreachtheother1,200peopleontheestate.Thisistheirbiggestchallenge.

Inmanywaysthesearesmallscaleinitiatives–certainlyintermsoffinancialsupport–butcanhaveasubstantialimpactonthelivesoflocalresidents:

‘Findingthiscommunitygrouphasgenuinelybeenalifechangerforme.Themusicandsocialaspectofthisgrouphasmadeaverysignificantcontributiontomyphysicalandmentalhealthwhilstrenewingmyinterestinmycommunity.’(Localresident)

‘It’snotjustahealthandwellbeinggroup…itspunoutintoareadinggroupandwe’llsupportthat.Thegardensandallotmentgroup…it’snotjustaboutgrowingthings.It’saspaceforpeoplewithoutgardens or people who have mental health problems who just want somewhere peaceful to sit.’(Partnershipmember)

Thethirdcommonthemeiscelebrationandcommunityevents.Initiativesinclude:

• Carnivalsandfun-days(Bountagu,Hanwell,Westfield,WhitleyBay)• Farmer’sandcraftmarkets(NorthNorthfleet,RamseyMillion,WhitleyBay)• Christmas celebrations. By sponsoring the Christmas lights in Hanwell, the Big Local

partnershipreportedthattheareanolongerfelt‘thepoorrelation’toneighbouringpartsofEaling:

‘Theideaofsoftoutcomesisveryimportant,becauseImeanthateventthatwehaddownthelocalshopswhichisaresultofsponsoringatradingassociation,itreallygivestheimmediateareaarounditalift.’(Partnershipmember)

Sucheventsareincreasinglybeingusednotsimplyasevents‘intheirownright’butasameansofpromotingcommunitycohesion,bringingtogetherdiversecommunities(orestateswheretherehas

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beenahistoryoftension)and‘partoftheagendaherewasmakingpeoplefeelbetterabout,andtakepride,intheareatheylivedin,’(Partnershipmember).Further,theyarealsoaforumforcommunityconsultatione.g.BarrowcliffBigLocalcombineditsannualgeneralmeetingwithafamilyfunday,and,asinRamsey,theyraisetheprofileofBigLocalintheirownareasaswellashelpingimproveperceptionsoftheareatooutsiders.

Thissenseofusingeventsasameansofcreating,orrecreating,communityspiritiscloselylinkedtothedevelopmentofcommunityhubs:spaceswhichbringtogethercommunitiesandservices.Thereare,already,successfulexamples–forexampleinBountagu(wherethehubhasbeendescribedas‘likeahomefromhome’,seeSnapshot6),andinBlackpoolRevoe(whereservicesarebeginningtobedeliveredinaco-ordinatedway)aswellasinCattonGrove,WestfieldandtheGrowingTogetherBigLocalareas.

Someareas,desperateforacommunityspace,haveexpendedsubstantialenergiesontryingtoidentify,ornegotiatemanagementof,potentialcommunityhubs,(seeWestfieldSnapshot7),some

Snapshot6:BountaguCommunityHub‘Bountaguisadiversecommunityandthefocusisonintegration,buildingcommunityspiritandasustainablefuture.’(Bountagustrapline).

Thecommunityhubisaphysicalspace,housedinanoldbettingshopinaparadeofshops,butinfacthasgeneratedacommunityspiritwhichextendsmuchmorewidely.

Forasmallspace,alotgoeson.Mondaysit’sinformationandadviceandhelpwithformfilling,anafternoontea,andanover50slunch.TuesdayoffersconversationalEnglish,ITskillsand‘HangOut’youthclub;Wednesdaybringsajobclub,coffeemorning,Wi-Fisupport,enterpriseandbusinessadviceandayoungpeople’senterpriseclub.Thursdaysincludeadrop-in,‘HangOut’youthclub,youthforumandonFridaysthereisacoffeemorning,abefriendingprogrammeandkeepfit.

Akeyoutcomeis intheconnectionspeoplemake-findingoutwhattheyneed,andthenfindingwaystohelp.‘Soitiskindofmakingthempersonallyhappier,morecontented,anditisalsoaboutmakingthemproudtolivehereagain,becauseforthelast30yearsorso,peoplehavefeltashamedtolivehere,ratherthanproudtolivehere.Soitisaboutthewholecommunity,anditisalsoaboutindividuals.…Itmakesthemfeelimportantaswell.’(Partnershipmember)

Residentsnotethatpeopleintheareaseemmorerelaxed,friendlyandsmilemore.‘Weseethatpeoplestopouthere,theylookinthewindowyes,buttheyareactuallynowtalkingtoeachother,soitisakindoftalkingpoint,eveniftheydon’tcomein.Andtheybringstuffin,….giveittoustogive to the community.’ The flowerbeds outside have also made a difference – residents areencouraged to plant them or bring plant donations into the shop: ‘people care about the area,confidence, sense of pride and belonging. The flowers have had a major effect on people’semotionalkindof…wellbeing,Iknowitsoundslikeabitoverthetop,but….theygetasenseofitastheirs.’(Partnershipmember)

Therewerefivedeathsinthecommunitylastyear.The50+groupsandbuddyingservicehelpedfamiliesandfriendsdealwiththegriefbycomingtogetherinthecommunity–acrossallethnicitiesandfaithswiththecommunityattendingfuneralsfromallreligions.Bountaguhelpedwiththefuneralswhentherewasnooneelse.‘Soforthelasttwoyears,thosepeoplehavehadcommunity,theyhavehadfriends,theyhavehadthingstodo,theyhavehadpeopletolookoutforthem.…Bountaguresidentshavebeentheirfamily.’(Partnershipmember)

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areintheprocessofcreatingthelegalstructuresfordoingso,butsomehavetodatemadelittleornoprogress.Thisissueisaddressedfurtherinthefinalsectionofthecurrentreport.Snapshot7:WestfieldBigLocalgetsacommunityspace‘Andit’sabigthing,becauseit’stheonlythingthiscommunity’sgot.Wehaven’tgotadoctors,wehaven’tgotalibrary,wehaven’tgotachurch,we’vegotnothing.’(Partnershipmember)Westfieldisanouterestate,8milesfromthecentreofSheffield.Therearefewfacilitiesontheestate.Inthelastyearthedoctors’surgeryhasclosedforthesecondtime.Theonlycommunityfacility,theCom.UnityCentre,isacommunitycentrebasedinanoldpubbuilding,runformanyyearsbythelocalauthority.Primarilyusedasayouthcentre,itwasonlyopenatlimitedtimeseachweek,anddespitebanksofcomputers,agym,acaféandmeetingspace,wasunderusedbythelocalcommunity.

‘Youknow,beforeBigLocal,thecouncilhadgotthisasacentre.Ididn’tevenknowanythingaboutitandI’velivedonthisestatefor40year.’(Partnershipmember)

WestfieldBigLocalhasprioritisedtakingonthemanagementof theCom.UnityCentre. It isnowopeneveryday–but ithasbeenaturbulent journey. Ithastakentwoandahalfyearsof ‘hardnosedbargaining,’alotofthistimetakenupwithtoingandfroingwiththelegaldepartmentinthecouncil. Negotiations with the council have been protracted – resisting the rent paymentsoriginallyspecified,alongsiderestrictions to itsuse.Theresidentsweresupportedthroughaprobono solicitor and a surveyor from Sheffield Hallam University. This meant they were able topresent a lot of documentation about the condition of the building. The partnership feels thatpresenting this level of technical information surprised the council and went way beyond theinformation the council had itself, ‘Sheffield Council realised that they’d got a battle on theirhands.’(Partnershipmember)

ThegroupalsobenefitedfromtheadviceofaSocialInvestmentRepwhohelpedwithunderstandingbuildingregulations.Thepartnership’sadvicetoanyothergroupsattemptingsomethingsimilarwouldbetogetspecialistsinvolved(inWestfield’scasethiswasallfreesupport)asthismadeabigdifference,andtominuteeverymeetingwithwrittenandsigneddecisions.

‘Ithinkthatwewentintherewiththeseblinkers.Wethoughtitwouldbeoveranddonewithinamonth,tobehonest.’(Partnershipmember)

Therearedifferentapproachesthoughtoassettransferandmanagement.InHanwell,ratherthantheBigLocaltakingontheassetofthecommunitycentrefromthelocalauthority,thepartnershipissupportingaconsortiumoflocalagenciestotakeonamanagementrole–thoughassettransfernegotiationshavebeenprotracted(seeSnapshot8).ThreeParisheshasuseditsroleasabroker,nottofundthetransitionofalocallibraryintoacommunityresource,buttobringagenciestogethertosupportandmanagethisprocess.

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Intermsofmakingadifference,smallgrantsandprojectfundingarestimulatingbothnewandgreaterlevelsofactivity(seeSnapshot9).Forexample,inNorthNorthfleet,forexample,CASTrainingSolutionsstartedoutasavolunteerled‘jobclub’.FundingfromBigLocalenabledtheprojecttoexpandthenumberofinitialdaysitopenedand,subsequently,enabledthemtoattractadditionalmatchedfundingandbegintodelivertraining,adviceguidanceandcounsellingforJobCentrePlus.Asnoted,CAShasbeenparticularlysuccessfulingettinglocalresidentsintoemployment,andthisispickedupinthedifferencethatBigLocalismakingtoindividuals.

Snapshot9:Makingadifferenceforprojects–AcommunityallotmentinBirchfield

‘Thecommunityallotmentactuallygotgoingandwasverysuccessful.Wepickuppeoplewho’vegotlearningdifficultiesfromlocalhostelsandwetakethemalongtotheallotment,andwe’venowgotamanageroftheallotmentwhoworks16hoursandweshowthemhowtogrowfood,howtocookitwhenit’sgrown,onwetdayswedoartgroupswiththem,youknow,wegettheminvolvedwiththeearthandwithallthatthatmeanstothem,butoneoftheoffshootsofthatwaswedecidedtotakepartinBritaininBloom,It’sYourNeighbourhood.That’shadareally,reallybigimpact……

Weweregettinglittlebitsofgrantsfromallovertheplace,sothemanagerwasspendingalotofhistimecontinuallyapplyingforbitsofgrantstokeepitgoing.But,whenBigLocalstarted,weactuallygotagrantfromthemwhichmeantheknewthathehadanincomefortwoyears,hedidn’thavetospendallhistimeapplyingforbitsofgrantsallovertheplace,andwecouldgetonwithactuallydoingstuffinthecommunity.Soweexpandedtheallotmentproject,westartedtodoalunchclubwherepeopleinthelocalcommunitycoulddropin,getsomefoodthatwe’dgrownontheallotment,andmeetotherpeopleinthecommunity.

Becausewe’dgotsomanypeopleinvolvedcomingalong,wehadfourorfiveopendayswherepeoplecouldcomealongandmakehangingbaskets,plantpotsup,andwegavethemallmaterialandshowedthemhowtodoit,andweactuallyinvolvedabout500people.Andit’squiteasmallarea,Birchfield,sothat’salotofpeopletoinvolvefromasmallarea.’(Partnershipmember)

Snapshot8:HanwellBigLocal-CollaboratingaroundcommunityspaceHanwellCommunityCentreisalargeVictorianbuildingandhistoriclandmarkwhichwasoriginallyanorphanageinthe19thCentury.TheCentreiscurrentlyrunbyEalingCouncilandhousesarangeofactivities:fromsportsandfitnessgroups,anursery,artsandcraftsgroupsaswellasmeetingrooms,officespaceforlocalprojectsalargesportshallsuitableforeventsandarecentlyopenedcafé.TheCentre,however,hashadtobesubsidisedinrecentyearsandtheCouncilhasdecidedtotenderoutthemanagementarrangements.Ratherthanbidding,HanwellBigLocalhassupportedthedevelopmentofaconsortiumoflocalorganisationstobecomeconstitutedandsubmitatender(HanwellCommunityCentreConsortium).Afinaldecisionhasyettobereachedonawardingthecontract(thisisnowexpectedinMarch/April2017)–thoughtheConsortiumdevelopedabusinesscaseandsuccessfullynegotiatedtheinitialexpressionofinterestandtenderingprocessandhasbeenselectedasoneoftwopreferredbidders.ThisapproachhasnotonlyenabledarangeoflocalgroupstospreadthefinancialriskoftakingontheCentrebutalsoofferstheopportunityfortheConsortiumtobidforadditionalresourcestoimprovethefabricofthebuildinganditsfacilities.AstheCentreisabuildingofhistoricimportance,thisincludespotentialHeritageLotteryfunds.

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Itisonethingtostimulateactivity,andanothertohelpitbecomeasustainableactivitybuiltuponrobustevidenceofneedanduse.Thetwoexamplesbelow,illustratehowBigLocalhashelpedtostartsomethingthathasdevelopedalifeofitsown:

• ThecommissionbyGrowingTogethertoFree2talkforyouthworkserviceshasgiventhisrelativelynewyouthworkCommunityInterestCompany(CIC)atrackrecordwhichitcanusetohelpsecureothercontracts.AsasmallandveryneworganisationitwasdifficulttoattractfundingbuttheGrowingTogetherworkhasenabledFree2talktobetterunderstandhowitneedstoreflecton,andevaluate,itswork.Free2talkhasbeenabletousethisevidenceabouttheyouthworkprocessanditsrelevancetotheGrowingTogetherarea.ThishashelpedittocontributetoapartnershipbidforalargecontractandciteGrowingTogetherasmaking‘arealdifferencetoourorganisation’.

• ScarboroughandRyedaleCommunityCyclingCommunityInterestCompany(CIC)wasasmall,non-profitmaking,organisationwhichprovidescyclingopportunitiesforeveryone,includingthosewithlimitedmobility.ItsfirsteventwasatGallowsCloseCommunityCentreinDecember2014,fundedthroughBarrowcliffBigLocal,asanactivityforolderpeopleinthearea.ThisbroughttheCICtotheattentionofanationalcyclingcharityandithassincebeenabletoexpanditsservices;buildingandprovidingmoreaccessiblebikesandtrikes,andrunningcyclehireschemes,stillinBarrowcliffbutalsonowbeyondthecountyboundaries.

Inanumberofinstances,thesuccessofaprojectsupportedbyBigLocalhasalsogivengroupstheconfidencetomoveonandtrynewapproachesanddevelopnewprojects.InRadstockandWestfield,forexample,SwallowsransuccessfulZumbaclasseswithadultswithalearningdisability.Asecondsmallgranthasallowedthemtoexpandtheircurrentcommunitycaféintoproducingpreservesaspartofasustainablesocialenterprise.

Forsome,earlyspendhasbeenausefulwayofpromotingtheBigLocalconceptofresidentledchange,publicisingBigLocal,andaddressinginitialresidentscepticismabouttheprogramme:‘Whenwestartedtherewasalotofapathybutthathaschangebecausethingshavestartedhappening.’(Partnershipmember).Further,theflexibilitiesandlackofbureaucracyattachedtothesmallgrantsscheme(runinRadstockasaDragon’sDeneventratherthanthroughadetailedapplicationprocess,andinWhitleyBayasverysmall‘SmallSparks’grantstoindividuals)hasmeantthat‘Wecanjustgetonanddothingswithoutjumpingthroughhoops.’(Smallgrantrecipient).Forotherareas,thefocushasbeenon‘softoutcomes’soughtthroughcommunitydevelopmentactivities,asintheBountagusnapshot(8),andinBirchfield,therecruitmentofavolunteerco-ordinatorhasfacilitatedthedevelopmentofarangeofvolunteerledinitiatives,includingEnglishforSpeakersofOtherLanguages(ESOL)support,anolderpeople’ssocialclubandtheSteppingForwardemploymentandtrainingadviceservice.TheseinitiativesaimtomakeadifferencebyaddressingthesocialisolationfeltbyolderresidentsandthosewhosefirstlanguageisnotEnglish.

MakingadifferencetochildrenandyoungpeopleiscommonthroughouttheBigLocalplanpriorities,andthereareexamplesofinitiativesaimedataddressingthisineveryBigLocalarea.Severalareasofferarangeofprovision(illustratedinSnapshot10),toensuretheymeettheneedsofdifferentagegroups,butalsotoprovidearangeof‘waysin’foryoungpeople

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Snapshot10:GrowingTogetherBigLocal-YouthworkCreatingnewopportunitiesforyoungpeoplehasbecometheprincipalfocusoftheGrowingTogetherprogramme.Inpart,thisisduetoawidespreadbeliefamongpartnershipmembersandinthewidercommunitythatimprovingthelife-chancesoftheyoungestmembersofthecommunityisprobablythemosteffectivewaytobringaboutlastingimprovementstotheestates.Thereisalsoanawarenessthattheothersideofinvestinginyoungpeopleisreducinganti-socialbehaviour.GrowingTogetherhas:

• paidforfournewplayareasandboughttwoyouthshelters,eachwithitsownexerciseequipment

• fundedyouthclubsrunbyFree2Talk,paidforadventurousoutdooractivityyouthprogrammesrunbyChangeofScene,contributedtoReelscape’sfilmbasedyouthprogrammesandcoveredthecostofImpactNow’seducationsupportyouthworkonthreeestates,aswellasgivenagranttotheScouts.

• Made29smallgrantstoorganisationsworkingwithchildrenorteenagersIntotaltherewere3,568youngpeoplereportedasusingGrowingTogetherfundedchildren’sandyouthactivities.Thisnumberreflectsthefactthatsomeyoungpeoplealmostcertainlybenefittedseveraltimes.HoweveradditionalchildrenandyoungpeoplewereinvolvedinotherBigLocalfundedactivities,includinguseofthenewplayandteenfacilities,whichhavenotbeenquantified.Assumingmaximumoverlapaminimumof950(outof2500inthearea)individualchildrenandteenagershavebenefittedanditisprobablymuchhigher.PlayareasTheverylargemajorityoftheplayfacilitiesoriginallyinstalledontheestateshavebeenremovedortakenoutofuselongago.Restorationofpublicplayequipmentavailabilitywasthesinglemostfrequentlymentionedsuggesteduseofthe£1mduringtheinitialconsultations.Thepartnershipthereforesetatargetofcreatinganewplayfacilityoneachofthefiveestates.

‘Wewantedaparkoverhereforalongtime-theothersaretoofarawaytogotoveryoften.Wecomeherethreeorfourtimesaweek,usuallywhenwe’replayingfootball.It’smucheasier.’(Groupof14yearolds)‘Theplayareasareabsolutelygreat.They’retherightthingsintherightplaces.They’rewellusedandthelocalsseemveryhappywiththem.RillwoodCourt’sgivensomethingtotheolderkidsthattheydidn’thavebeforeandtheBird’sHillRoadoneisespeciallywellusedfrom2to4intheafternoons,afterschool.Noone’scomplainedtomeorsaidthey’reawasteofmoney.’(CouncilNeighbourhoodWarden)

YouthworkFree2TalkhaveruntwoGrowingTogetherfundedyouthclubsintheareawithassociateddetachedactivitythrough-outtheperiod.Thetwoclubs,runonadrop-inbasis,havebeenfor8to11yearoldsand12+yearolds.Free2Talkhavealsorunanumberofotherprojects,supportedbySmallGrantsFundgrantsandhaveplayedakeyroleinthedevelopmentanddesignofthetwoyouthshelters,ensuringthatlocalyoungpeoplewereinvolvedinthecreationofafacilitythatwouldbetheirownspaceontheestates.ArecentcasestudyshowstheimpactengagementwithFree2Talkcanhave.Agroupofeightyoungpeoplehadstoppedcomingtotheclubandhadstartedtobecomeisolatedfromotheryoungpeople.Themajoritywereoutofschool/employmentandtheyhadcometorecognisethattheyneededhelp.Theirinitialbehaviouronreturningwaschallengingandattentionseekingandyouthworkershadtohelpthemtoresolvesomeissueswithoutresortingtofighting.Throughtheuseofmusicandinternetbasedsharingactivitieswithothers,theyarebecomingre-integratedsociallyintothewidergroupandbetterabletomanagethemselves

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appropriately.

‘Ifwehadn’thadthemoney,thenthesituationnowwouldbeverydifferent.Theplayareasandyouthshelterswouldn’tbethereandtheJuniorWardensprogrammemightnotberunning.TherewouldhavebeennoFree2TalkactivityonBlackthorn…Wewouldn’tbewherewearenowandIthinkthechallengeswouldbegreater.I’vegotnothingbutgoodtosayofhowthemoney’sbeenused.’(DeliveryPartner)

Manyoftheexamplesprovidedinthissectionofthereportareatthelevelofintention,processandactivity,ratherthanevidenceofrealcommunitychange.Atthisstageintheprogramme,thatisperhapsunderstandable.Howevervaluabletheseactivitiesmaybeasamechanismforstimulatinggrassrootsactivity,thequestionremains(andiscommenteduponfurtherintheconcludingsectionsofthisreport)astotheextenttowhichtheseapproaches(orindeedproject/servicefunding)canaddressthestructuralcausesofpovertyandinequalitywhichcharacterisemostoftheBigLocalcommunities.

SomeBigLocalpartnershipsaredoingtheirbesttoremedythesocialinequalitytheyhaveidentified.ItisaregularconversationinWestfieldwheretheytrytoensurethatalltheir,andotherorganisations’,activitiesareopentoall,andprovideacombinationofasavingsschemeandbursariestomakethathappen.GrasslandHasmoorBigLocalhasfocusedalotofitsplannedactivityonalleviatingpovertyinonewayoranother,forexample,theHolidayHungerProject,welfarerightsadviceandthePitStopDiner(seeSnapshot11).

Snapshot11:GrasslandHasmoorBigLocal-PitStopDinerThisinitiativeisdeliveredbyvolunteersandwasoriginallysetupbyGrasslandHasmoorBigLocal(GHBL)workingwithPublicHealthAdultCare.ThePitStopDinerisopenonthefirstSaturdayofeverymonthatGrassmoorCommunityCentre.Ateamofaround15volunteersdelivertheprojectwithsupportfromGHBLandPublicHealth.TheteamreceivethedeliveryonaTuesdayreadyforcreatingthemenuandputtingonFacebooktopublicise.OntheFridayvolunteerspickupexcesssurplusfoodfromTesco.TheeventtakesplaceontheSaturday-thisiswhenvolunteersareatfullcapacity.Theeventstrivestobringresidentsofdifferentbackgroundstocomealong,enjoyamealandsocialisewithothermembersoftheircommunity.Thededicatedvolunteersatthedinerareamixofyoungpeoplelookingtogainexperienceandwhocanlearnnewskillsfromthemoreexperiencedvolunteers.Theoriginalideawastoprovideamealandhelptoalleviatepovertyinthearea.However,thePitStopDinerisopentoallandwasnotsetupsolelyforpoverty-relatedissues,itisalsothesocialenrichmentaspectthatishighlyvaluedandkeytomanyresidentsthatattend.ThePitStopDinernowstrivestocultivatecommunitycohesionandimprovehealthandwell-beingforthelocalcommunities-creatinglastingchangeanddevelopingcommunityspirit.DavidMaric,boardmemberatBigLocal,said:‘Itisaboutgettingthatpridebackinthevillage…Itisnotjustfortheelderly,itisfortheyoungpeopleaswell.Itisaboutgettingthemtogether,gettingthemtalkingandgivingthemagood,nutritiousmeal.’

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ThisleadstoanexplorationoftheextenttowhichBigLocalismakingadifferencetoindividuals.TheBigLocaloutcomesareprimarilyfocussedonthewholecommunity.However,itisindividualsthatmakeupcommunities.ThehereisevidencethatopportunitiesprovidedbyBigLocalpartnershipstodevelopskillsandknowledgehasbuiltconfidenceandassistedpeopleintojobs,self-employmentand(withUnLtdsupport)intosocialenterprisedevelopment:

‘I’mproudtogetinvolvedandpromotethearea…[WhenImovedhere]no-onespoke.Noweveryonetalksandsayshelloastheyknowmefrom[BigLocal]eventsandthenewsletter…..Mentally[bybeingontheBoard]I’minabetterplaceanditdistractsmefrommyhealthissues….LearningpresentationskillswasastepforwardandbroughtbackthingsI’ddoneinthepast.’(Partnershipmember)

ThesethemesarereflectedinSnapshots12and13aboutresidentsintwoBigLocalareas,CherylandJake.

Snapshot12:Changeforindividualresidents-Cheryl’sstory‘TwoyearsagoIhadtwosmallchildren,fiveandfour.Istartedgoingtothechildren’scentretointeractmorewithothermums.We’reonbenefits‘causeI’vegivenupworktohavemychildren.whichwasn’taverygoodlifestyle.NowI’vebeengiventhefunding[CherylisanUnLtdStarPerson]it’sjustchangedmylifeandgivenmetheopportunitytogoselfemployedandbuildmyownbusinessandprovideabetterlifeformeandmyfamily.Theideabehindmystarpeople’swasjusttogetothermumsinthecommunitywhowerelikeme,whodidn’treallyinteractinthecommunity.….…outofthehousesandinteractingwitheachother.I’malotmoreconfidentnow.I’vegotgoalstolookforwardtonowwhichIdidn’thavebefore.It’sjustgivenabrighteroutlookonlifeformeandmyfamily.There’sbeenalotofdifficulties,ittookquiteawhileformyfundingtocomethrough.…but…Iknewit’swhatIwantedtodo.IwantedtodosomethinginBarrowcliffthatwouldmakeBarowcliffbettersoIwasn’tgoingtogiveuponthat.(Mychildren)wantingtogetinvolvedanddostuffnowaswell….It’sbroughtthemmoreouttheirshellsaswellsowhichisreallygood.’AfilmofthefullinterviewwithCherylisavailablehere.Cherylhassincemovedofftheestatetofindalargerhome–butretainsherconnectionswithBarrowcliff,andhasestablishedherownbusiness.

Cheryl’sstorymaynotberepresentativeofthejourneysofallresidentswhobecomeinvolvedinBigLocalpartnershipsandotherlocalvoluntaryaction–butitisnotatypical(seealsoJake’sstoryinSnapshot13).

Snapshot13:Movingtoselfemployment–Jake’sstory.

Jakeisawhitemaninhis40s.Heandhisfamilyhavelivedintheneighbourhoodalltheirlives.Jakehasabackgroundininformationtechnology.Hebecamedisillusionedworkingforalargecorporationandsubsequentlyspentseveralyearseitherunemployedorworkingonshorttermcontracts.

JakehasbeeninvolvedwithhisBigLocalforjustoverayear,havingengagedwithBoardmembersandtheBigLocalworkeratapublicevent.Jakedescribedtheimpactthatinvolvementhashadonhislife:

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‘Iusedtobeacomputertrainerandfeltknockedabout.Iwasfestering.NowI’mmoreinvolvedandhaveabetterqualityoflife.It’sgivenmeafreshoutlookonlifeandbroughtmeoutofapit….Ineverusedtobeacommunitytypeperson.NowI’mgettinginvolvedandit’simprovedmylife.’

BigLocalalsoencouragedJaketodevelophisideasforself-employment:

‘Icameupwiththeideaofthiscomputerbusiness[recyclingandrepairs]andtheysaidwe’llhelpyouifyoucanhelpus.Theyofferedmeaspace,aplatformtoadvertisetothelocalcommunityatevents.’

InBountagu,anumberofresidentshaveusedtheirexperienceofvolunteeringwithBigLocaltomoveintojobsorfurthertraining(SeeSnapshot14),whilstinNorthNorthfleet,CASTrainingSolutions(seealsoSnapshot18)reportedthatithadworkedwithalmost700localresidentsinitsfirsttwoyearsandthat29%ofthesehadmovedintosomeformofemployment.

Snapshot14:Bountagu-Fromvolunteeringtopaidemployment

BountaguBigLocalhasusedvolunteeringopportunitiesasawayofgettinglocalresidents‘jobready’andintowork.Forexample:

• TgainedajobinCommunityDevelopmentattheCouncilafterbeinginvolvedintheParentsEngagementPartnershipandBountaguPartnership

• LvolunteeredwiththeBountaguHangOutafterschoolclubandgainedworkinaschool• Mgainedworkdoingtransportanddecoratingservicesafterdoingoddvolunteerjobsat

theHub• BgainedworkasanoutreachworkerwiththeYouthEngagementProject(police)after

beinginvolvedwithBountagucommunitydevelopmentprojects• WgainedworkatBountaguasacleaner.• Othershavemovedintoworkwithchildrenandyoungpeople,insupportworkwitholder

peopleorsettinguptheirowncateringbusinesses.

Examplesfromotherareasthathaveprioritisedroutesintoemploymentinclude:

• LawrenceWestonoffers,inpartnershipwithBristolEnergyCo-operative,paidinternships–developingthewebsiteforlocalgreenandenergyefficiencyprojects

• BarrowcliffhassupportedthreeSiteSafetyCertificatecoursesforalmost100residents.Allhavegainedthequalificationanditwasreportedthatanumberhadmovedintoworkintheconstructionindustry

• Hanwellisdevelopingahorticulturalapprenticeshipschemewithaviewtosupportingapprenticesintolongertermemploymentinthisfield

• WhitleyBay,whereJamJarCinemahasworkedwiththelocalhighschooltopilotArtsAwardsforyoungpeoplewhichcancontributeupto35UCASpointstowardsUniversityentry.

• BirchfieldandNorthNorthfleet,workingwithUnLtd,havefocusedondevelopingsocialenterprises,ledbylocalpeopleandrespondingtolocalneeds–includingtrainingforthelongtermunemployedandex-offendersthroughtoplayandsupportservicesforisolatedfamilieswithdisabledchildren

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Learninginrelationtothisoutcome

Thekeylearningisthatmakingadifferenceforindividuals,groupsandcommunitiestakestime.Thisisnotanew,orrevelatory,finding.Itis,however,onethatisworthre-statingatatimewherethepolicyemphasis(forexampleinmentalhealthandaccesstoemploymentinterventions)isontime-limited,brief,interventions.Eachsnapshotillustrateshowtheindividualsandgroupsinvolvedvalued:

• themoreopenendedcommitmentofBigLocalanddeliverypartners• tailoredsupportratherthan‘onesizefitsall’• beingrespectedandnotbeingjudged.

Further,whilstasnoted,partnershipmembersoftenstruggledtoarticulatethedifferentBigLocaloutcomesasdiscreetentities,whereareashavetalkedaboutmakingadifference,thishasoftenbeengroundedinrespondingtoreal,ratherthanassumed,identifiedneedsinthecommunity.GrasslandHasmoorBigLocalillustratedthisandthetimeithadtakentoreachtheir‘mostfruitfulyear’atapartnershipdiscussionin2016.Ithasalsoappliedtooutcomeswhereareashavesomecontroloverthedesiredoutcomes–ratherthancontrolbeinglocatedelsewhere.Thishasapplied,inparticular,toplanningpermissionsorsubstantialexternaldevelopments(e.g.EbbsfleetGardenCity)overwhichaBigLocalmayhavenoinfluence.

2.5 People feel that their area is an even better place to live

Approachestomeetingthisoutcome

BigLocalpartnershipsareacutelyawareoftheirroleinbringingaboutpositivechangeintheircommunities.Thereisevidence(asabove)thatillustratesomedifferencesbeginningtobemade.Theextenttowhichthiscreatesan‘evenbetterplacetolive’inthelongertermremainsthesubjectofthelongitudinalevaluation.However,thereareimmediateproxyindicatorsthatillustratethatmanyofthe15BigLocalareasareontheirwaytoachievingthisoutcome,withtheprovisothatperceptionsofabetterplacetolivearebasedoncomplexfactors;thepersonallivesandwellbeingofindividuals,people’srelativelyhighorlowexpectations(seeSection4.4)aswellasthebroadersocio-economiccontextofthevariouscommunities.

Withongoingausteritymeasures,partoftheirrolehas,insomeways,becomeoneofensuringthings,atleast,donotgetworse.Akeyareaherehasbeenplayandyouthprovisionwhich,nationally,hasbeencutacrosstheboard(seeNationalYouthAgency’scutsmonitor).BigLocalareashave,ofteninthefaceofpressurefromwithinthecommunity(orsimplyafeelingwithinthepartnershipthatsomethingneedstobedone),pickedupandfundedplayschemesandoutofschoolprovision.Inotherwords,someBigLocalactivitieshavebeenmoreabouttryingtostopthingsgettingworse,ratherthanmakingtheplace‘evenbetter’.

Inaddition,inBirchfieldtherehavebeenconcernsthat,astheareaisseenasreceivingBigLocalfunding,thelocalauthorityiswithdrawingsomeservicestoconcentrateonotherareasofdeprivation.Indeed,Birchfieldisoneexampleofwherethereare‘hardnegotiations’betweenBigLocalandtheauthorityaroundresponsibilities.Toaddressthis,theBigLocalisanactivememberoftheinter-agencyenvironmentgroup–andconstantlyarguingthat,whilstlocalresidentsmay

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organiselocallitterpicksandimprovetheenvironmentthroughgardenimprovementsandenteringBritaininBloomcompetitions–thelocalauthorityretainsastatutoryresponsibilityfortacklingflytipping.

TheabovepointshighlightthedifficulteconomicclimateBigLocalasaninitiativehasevolvedin–withongoingausteritymeasures.Withinthatcontext,thefollowingparagraphs(andSection5)summarisetheprogressmadeinthe15OurBiggerStoryareas,inmakingtheircommunitiesabetterplacetolive–andthechallengestheyface.

Progresstowardsthisoutcome

Anevenbetterplacetoliveisaparticularlyambitiousoutcome.ItisonethatcanbedifficulttoproveacausallinkbetweenBigLocalactivitiesandbroaderchangeinthecommunity.Whatisbeingbuiltinareasisacollectivenarrativeofhowthecommunityischanging–eitherintermsofthesoftoutcomesofpeople’sperceptionsoftheircommunity–orinthe‘hard’evidenceofenvironmentalandrelatedphysicalimprovements

Intermsoftheformer,onevulnerableresidentcommentedonthepresenceofacommunityhub,‘Thisplacehaschangedmylife’.InWhitleyBay,peopletalkabouthowtheyare‘startingtoseechangehappen’,andhowBigLocalcanbeaseedthathaslastingimpact,thatBigLocalcanimpactontheatmosphereandtheeconomy.Putsimply–peopleseethingshappening.ThisisdowntonewactivitiessupportedbyBigLocalbutalsoduetotheroleithasplayedinlinkingpeopleintoexistinglocalprojectsanditsmediationandco-ordinationroleacrossagencies.ReflectingoncommentsthattheBigLocalpartnershipcouldbeseenasjustanotherfundingorganisation(andinruralcommunitiessuchasRadstockandThreeParishesasubstantialoneatthat),thereisevidencetocounterthis.EvenwheretheBigLocalhas‘recreated’afundingstreampreviouslysupportedbythelocalauthoritysuchassmallgrantsprogrammes,orpickedupagapinalocalservice(e.g.RamseyMillionyouthprovision)thewayinwhichtheseactivitiesaredetermined,andthewaytheyaredelivered,differs.Forexample,whereaslocalauthoritiesusedtodistributecommunitycheststylesmallgrants,theprocessinThreeParishesandRadstockisnowlinkedtodevelopmentsupportforgrassrootsgroups.InRamsey,BigLocalhasensuredarangeoffollowonactivitiesfromtoddleragetolateteensthatarerunandsupportedbyresidentssothatthereisgreaterownershipoftheactivitiesandmoreresidentdirectioninthewaytheprojectsaremanaged.ParentsandchildrenalikeareproudofRamseyMillion’schildrenandyouthprojects:ToddlerTime,Crunch,BOSH.Atitsbest,thelocalrootsofBiglocalmeanthatareascanhave,oraspiretohave,specificallyrelevantandappropriateprojectswhicharetailoredtotheneedsofthelocalcommunity:

‘It’saboutworkingwithpeopleandtheirideasandhavingagoandnotworryingaboutit….(BigLocal)enablespeopletohavetheirdreamsandgettingthemgoing.’(Partnershipmember)

FormanyBigLocalpartnerships,thismaystillbemoreanaspirationthanareality,butitisagoaltheystrivefor.Asnoted,distinguishingbetweenthefourBigLocaloutcomeshasbeenproblematicwithactivitiesseentorelatetoatleastoneoutcome.FormanyBigLocalpartnerships,thislastoutcomeistheculminationofachievingagainstthefirstthree.

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Inthissection,wehavelargelyfocussedonactivitiesandprojects,andhighlightedwhereprogressisbeingmade.Theevaluationalsoidentifiedwhereacommunitydevelopmentapproachhasbeenadoptedtohelpbuildconnectionswithinandacrosscommunities–the‘bonding’and‘bridging’ofsocialcapitaltheory.SomeBigLocalareassuchasWhitleyBay,havealsofocussedonthethird‘linking’dimensionofsocialcapitalthrough‘turningroundthecommunitiesrelationshipwiththeCouncil’(Partnershipmember).TheevidencethatthisishappeningwastheOurBiggerStorythematicworkshopinWhitleyBayinAugust2016wherecouncilstafflistenedandparticipatedalongsideresidents,andspokeofthechangetheywereseeing.Snapshot15providesaperspectiveonhowWhitleyBayissupportingthecreationofsocialcapital.

Snapshot15:AcatalystforconnectionsandcommunityactivityinWhitleyBayThroughBigLocal,peopleinWhitleyBayarebetterconnectedandtakingpartinactivitiestogether.PeoplewithdifferentinterestshaveconnectedthroughBigLocal,sometimescatalysedbyBigLocalfundingwhichhashelpedtomakethingshappen,butalsojustbybeingthere;‘wewouldn’thavehadtheconversationsifBigLocalhadn’tbeenhere’.Peoplewhogotinvolvedinonething,havemadeconnectionswithothers–BigLocalhasenabledpeopletomakemoreofwhattheyhavegot,helpingeachothertounlockresources.Residentsandagenciessaypeoplearetalkingtogetherinamuchmoreconstructiveway.Thisincludesturningroundthecommunity’srelationshipwiththecouncil;‘BigLocalgivesresidentsavoice’,andcommunicationatstrategiclevelisgreatlyimproved.TheeffectBigLocalcanhaveissummedupinDebbie’sstory.

‘IhavelivedinWhitleyBayfor22years….Myonlyconnectiontothelocalcommunityinthoseearlyyearswaswhenmychildrenwereatschool….

ThoughlivinginWhitleyBay,IworkedinthecityofNewcastle.Whilstvolunteering….twoyearsago,randomly,IwasputinasmallgroupwithanotherlocalWhitleyBayresident….ShetoldmeaboutalocalcommunityukulelegroupinWhitleyBay[thisgroupgotgoingwithBigLocalsupport].IttookanotheryearformetofreeupthetimeandgaintheconfidencetoattendmyfirstBayUkesessioninSeptemberlastyear.IhavebeenattendingweeklysessionseversinceandhaveplayedwiththegroupattheBigLocal,theWhitleyBayCarnival,RosemountResidentialHomeandmostrecentlyattheGreenbeanMarket.Findingthiscommunitygrouphasgenuinelybeenalifechangerforme!Themusicandsocialaspectofthisgrouphasmadeaverysignificantandpositivecontributiontomyphysicalandmentalhealthwhilstalsorenewingmyinterestinmylocalcommunity.’IbelievethattheBigLocaltoaverylargeextent,hasbeenasignificantcatalystforchangeinWhitleyBayandhassownalargenumberofseeds.Quiteliterally.UntilplayingattheGreenbeanMarket,Ihadnoideathattherewassuchamagnificentgardenatthestation.Ihadheardofthestationmastersgardenbuthadnoideahowestablishedanddelightfulitwas.Iamsolookingforwardtoretiringandspendingsomevolunteertimeinthisgardenandhavingthetimetobeanadvocateforthebenefitsoftakingpartandconnectingtocommunityactivities.’(Resident)

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Learninginrelationtothisoutcome

All15areasinvolvedwithOurBiggerStoryareatdifferentstagesintheirBigLocaljourney.BarrowcliffandGrowingTogetherhavespentoverhalftheir‘million’whilstBlackpoolRevoe,ontheotherhand,onlystartedtodeliverservicesagainstitsplan(agreedinDecember2015)overthesummerof2016.

Asstated,achievingoutcomesforsomeisalongtermgoalratherthanaseriesof‘quickfixes’.Inaddition,measuringprogresstowardsoutcomesisdifficult,andsomethingthatBigLocalareasthemselvesstruggletoevidence.SomechangesareseenbyBigLocalasparticularlydifficulttoquantify;

‘Youcan’tmeasurethosethings,butalotofthosethingsarehappeningor,youknow,it’ssomethingassimpleassomebody’llseeyousomewhereelseandthey’llsmileandyoudidn’tusedtogetthatbefore,youcanfeelphysicallythedifference.’(Partnershipmember)

AsBigLocalpartnershipsstarttoseetheirbudgetcomingtoendhowever,partnershipmembersaremorekeentoknowhowwelltheyhaveperformedsofar.TheGrowingTogetherpartnershipisacaseinpoint.Ithasproducedashortreportonitsprogresstodate,includingacommentaryonthechallengesofmeasuringandattributingimpact(seeSnapshot16):

Snapshot16;GrowingTogether:ThechallengesofmeasuringimpactFrom:GrowingTogether:ProgrammeImpactAssessment;August2013toMarch2016Basedonextensiveconsultation(approximately600interviewees)andconductedbetweenNovember2012andApril2013,theGrowingTogetherCommunityPartnershipsetthefollowingverybroadpriorities:

• makingtheplacefeelsafer,especiallybytacklinganti-socialbehaviourandcriminaldamagetocars,housesandtheenvironment

• providingmoreopportunitiesandthingsforchildrenandteenagers,sothattheycanmakethebestofthemselves

• improvingthelocalenvironmentandencouraginglocalpeopletolookafterit

• addingtothequalityoflifefortheoldermembersofourcommunities.

Thedeliberateintentionwastoensurethatthelargestpossiblenumberofpeoplelivingonourfiveestateswouldfeelatleastsomebenefit.Thiswidespreadhas,ofcourse,meantathinnerlayerofjam.Itshouldbenotedthatinamajorcommunityconsultationexerciseduringthesummerof2015,allbuttwoof164intervieweesthoughtwe’dgottheseprioritiesright……

Outputsachieved

Measuredpurelybyitstotaloutputs,thecumulativeimpactoftheGrowingTogetherprogrammeovertheperiodunderconsiderationwasimpressive.

Output Totalachieved

Peopleinvolved(NBusersofmorethanoneprojectcountedforeachprojectseparately)

4,553

Hoursofcommunityactivity 1,600

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Physicalandcommunityenhancements 35

Organisationsandcommunitygroupssupported 28

Allthis,ofcourse,begsthequestion,“sowhat?”Whatrealdifferencetothecommunitiesofthefiveestates,andindividualsinthosecommunities,didallthisactivityactuallymake?Therestofthisreportisanattempttoanswerthatquestion…

Outcomes

Thesummaryofprojectsandoutputsintheprevioussectionspaintsapictureofconsiderableactivitylinkedtotheagreedpriorities.Butwhatdifferencehasitactuallymadetopeople’slivesinthearea?

Sometimesitispossibletomeasureoutcomesinapreciseandquantifiableway.Anemploymenttrainingprogrammemightmeasurethenumbersofpeoplecompletingitscoursethatthengoontosecureajobforwhichthetrainingnowqualifiesthem.Acrimepreventionprogrammemightmeasurethefallincrimesofaspecificcategory,orthefallinre-offendinglevels.

VeryfewofGrowingTogether’sactivitieslendthemselvestothissortofquantitativeoutcomemeasurement.Endresultswilloftenonlybeseeninmanyyears’time.Evenwhenoutcomescanbemeasuredthereareoftenahostofotherfactorsinplay.Couldafallinanti-socialbehaviourrates,forinstance,beattributabletotheactivitiesofayouthprogrammewhenworkbyschools,policingmethodsandalternativeactivitieselsewheremightallhaveaninfluence.Thisreport,therefore,makesconsiderableuseoftheprofessionalopinionsofpeopleworkingintheareaandofcasestudiestobuildupapictureoftheimpactachieved.

Asthissectiondemonstrates,BigLocalareas(eventhoseintherelativelyearlystagesofevolution),aremakingsomeprogressagainstthefourBigLocaloutcomes.Asareasdevelopatrackrecordofdelivery,thesignificanceofavisionbecomesmoreapparentinknowingwhatwillindicatesuccessinthelongterm.Thisishelped,particularly,inthoseareaswherecurrentplansandactivitiesareclearlyrelatedtoalongertermvisionforthecommunity(e.g.LawrenceWeston-seeSnapshot17).

Snapshot17:Anevenbetterplacetolive:along-termstrategicvisionSincetheplanforLawrenceWestonwasagreedinJanuary2014,LawrenceWestonBigLocal,workingcloselywithitsLocallyTrustedOrganisation(AmbitionLawrenceWeston)hasdeliveredarangeof,oftenrelativelysmallscale,improvementsontheestate.Thesehaveincludedimprovingstaticplayequipmentareas,supportingthecommunitycaféatthelocalBaptistChurch(CaféontheCross),developingemploymentsupportandopeningacommunityshopwhereresidentssellarts,craftsandothergoods.This,however,isonlypartoftheirlongerterm,strategicvision,formakingLawrenceWestonandevenbetterplacetolive.ThatstrategicvisionhastwokeyelementsLawrenceWestonasagreenerplacetolive:withtheBigLocalinvesting,withBristolEnergyCo-operativein:

• energyauditsontheestatewithaviewtoencouragingresidentstotakeenergyefficiencymeasures

• windturbinesand,morerecently,asolarfarm(builtonabrownfieldsitebetween

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LawrenceWestonandtheM5motorway).This,itisanticipatedwilldelivernotonlygreenerenergyfortheestatebutalsobringa£25,000returnonthatinvestmentforthebenefitofLawrenceWeston

Newmixeddevelopment:usingthelargeareaofderelictlandinthemiddleoftheestate(leftbythedemolitionofthefurthereducationcollege)thereareplansforanewsupermarket,newhomes(includingsomecommunityledhousing)andacommunityhubwhichwouldalsoaccommodatetheGPsurgeryandotherlocalservices.Towardsthesegoals,LawrenceWestonhasworkedcloselynotonlywithBristolCityCouncilbuttheneighbouringauthoritiesofSouthGloucestershireandNorthSomersettosuccessfullyattractCoastalCommunitiesFundmoniesandstimulateother,private,investmentinthearea(suchasthesupermarket).TheprogressmadeinLawrenceWestoncanbeviewedintwofilmsmadein2015and‘ProjectsforChange’inlate2016.

Thatprogressis,however,uneven.Thepaceofchange(ashasbeennotedacrossall15areas)isoftenslowerthananticipatedorhopedfor.Someareas,afterinitialdevelopment,havesloweddown–orbeensloweddown(forexamplewithdifficultiesinplanningprocesses)orarestrugglingtoinfluenceeventsandsituationswhichtheyfeelarebeyondtheirdirectcontrol.ThelearningfromtheprogressmadetodateandthechallengesfacedbyBigLocalareasinrealisingtheirplansandvisions,areaddressedinSection4.

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Section 3

How Big Local works

Overview

Thissectionoffers:

• AnoverviewoftheaimsoftheBigLocalprogramme.• AsummaryoftheBigLocal‘lighttouch’approach.• WhoisinvolvedinBigLocalatthecommunitylevel.• HowBigLocalareasaredeliveringintheircommunities.

SummaryThissection,andaccompanyingDiaryLinesfilm,describestheBigLocalapproachandhowthisisworking.Thechallengesofthatapproach,andthelearninginvolvedareaddressedinSections4and5ofthisreport.All15areasinvolvedinOurBiggerStoryareatdifferentstagesofdevelopment.Thisrangesfromthosewhobecameoperationalin2016throughtothosethathavebeendeliveringagainsttheirplanforjustoverthreeyears.Allareverydifferentinthattheyare:

• addressingdifferentissues• operatinginverydifferentlocalcontexts• takingdifferentapproachestodelivery.

Theydo,however,sharecertaincommoncharacteristics.EachareahasestablishedBigLocalpartnershipsinwhichthemajorityofmembersarelocalresidents.Mosthaveadoptedfairlytraditionalmodelsofgovernancewithformalmeetingsandcommittee/sub-committeestructures.Allhavenowappointedworkerstosupporttheworkofthepartnership.All,tovaryingdegrees,alsoreportchallengesinengagingresidentswiththeformalpartnershiparrangements.Further,onceoperational,partnershipmembersnotethecomplexitiesofmanagingtheBigLocalprogramme.Insomecases,developingfullyfunctioninggovernancearrangementsandmakingthetransitionfromvisiontodeliveryhasbeenslowerthananticipated.Balancingresidents’managementofthestrategicdirectionofBigLocalandbecominginvolvedintheoversightofdaytodaydeliveryissuesisalsochallenging.Manypartnershipshavebeenfoundtoberiskaverse(bothintheirgovernanceandspending).This,however,reflectsthelevelofaccountabilitytothecommunitypartnershipmembersfeelaroundmanagingBigLocalfunds.PartnershipmembersarepassionateabouttheirinvolvementinBigLocalandtheircommunity.Thisisreflectedinthesubstantialamountsoftimetheycommittopartnershipactivity–aswellasothervoluntaryactionintheircommunity.Thatpassioncan,however,resultintensionsandconflictbetweenresidents.Equally,partnershiprelationshipswithexternalbodies,inparticularlocalauthorities,vary.Therearethosethathavedevelopedclosepartnershiparrangements(WhitleyBay),otherswherecontactisverylimitedorcanbe,wherelocalauthorities(intheviewofpartners)donotunderstandtheresidentledethosofBigLocal,fraughtwithdifficulty.BigLocal,asa‘lighttouch’programme,supportspartnershipsthrough:

• LocallyTrustedOrganisations(LTOs)whicharechargedwithtakingontheroutinemanagementtasks(e.g.employingworkers/overseeingfinances).TherearethoseLTO’sthatarepro-activeintheirrelationshipwithpartnerships.Inothercases,however,therelationshiphasbeenproblematic–eitherintermsofLTO’sdelivering

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whatpartnersexpectorbecausethoseorganisationsare,themselves,financiallyfragile.

• EachareahasaBigLocalrep.TheirrolehaschangedasBigLocalareashavebecomeoperational.Intheearlydevelopmentstagethiswassupportingpartnershipsincommunityengagement,profilingandplandevelopment.Increasinglytheyactasasoundingboardforpartnershipideasanddeliveryandareasourceofexpert,objective,adviceandsign-posting.AswithLTO’s,repscanplayaveryactiveroleintheworkingsofthepartnershiporadoptamore‘handsoff’approachunlessthereareparticularproblems.

• Asnoted,allareasinvolvedinOurBiggerStorynowhaveworkers.Theirrolevaries.Therearethosewhoplayalargelyadministrativerole,thosewhoundertakecommunityandorganisationaldevelopmenttasksormanagecommunicationswhilstothersundertaketheoversightofdelivery.Partnershipsreportedthatworkerscouldbeavaluableresource,freeinguptimeforpartnershipsfromroutinetasksandco-ordinatingactivity.

LocalTrustprovidesoverallprogrammeoversightandhas,overtime,refinedguidancetoBigLocalareasandstream-linedreportingrequirementsinwayswhichareashavebothfoundhelpful–whilstothershavefeltthattheycouldbenefitfromaclearer‘steer’fromLocalTrust.Whatpartnershipsdovalue(wheretheytakeadvantageofthese),arenetworkingandpeerlearningopportunitiesco-ordinatedbyLocalTrust.Theseeventshelpedlocalresidentssee‘abiggerpicture’beyondtheirimmediatelocality.

3.1 Local Trust and Big Local

LocalTrustemploysastaffteamof14andworkswithnationaldeliveryandresearchpartnerse.g.Renaisi,UnLtd,NorthernCollege,whobringadditionalexpertisetodelivertheBigLocalprogramme.Atgroundlevel,LocalTrustcontractswith56reps–localadvisorswhoprovide‘lighttouch’supporttotheBiglocalareasandactastheinterfacewiththenationalprogramme.Typically,arephas12daysayeartocarryoutthisrolewitheachareatheyaresupporting.

AttheheartofBigLocalisthevalueof‘resident-led’development.TheethosofBigLocalissummarisedinTable1.

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InBigLocal,residentsdecideuponanychangesthattheyfeelneedtohappen,designhowchangewilltakeplace,anddetermineappropriatetimeframesforaffectingchange.Inthissection,weexplorewhat‘resident-led’meansinpracticeinBigLocalareasandexaminethevaryingstructuresandprocessesthathaveemergedinthespiritofresident-leddevelopment.

3.2 The Big Local partnerships

TheworkineachareaisoverseenbyaBigLocalpartnership.Thisisthedecisionmakingbodywithresponsibilityfordesigningactivitiestoachieveagreedoutcomes.LocalTrustprescribesthatmembershipofBigLocalpartnershipsmustcompriseatleast51%residents.Inreality,mostofthe15areasthatarecontributingtoOurBiggerStoryhaveahigherpercentageofresidentsontheirpartnerships.Inthe15areasstudied,therewasameanaverageofapproximately13membersperpartnership,ofwhichninewereresidents(69%)andfourwerenon-residents.SeeTables2-5forprofileinformation.

Table2:ProfileofmembershipofBigLocalpartnershipsinvolvedinOurBiggerStory(atNovember2016)

Area Partnershiptotal

Residents/nonresidents

Votingrights

Noteonvotingpermissions

Barrowcliff* 17 11/6 17 Allorganisationrepscanvote

Birchfield* 14 9/5 12 PaidworkerandLTOcannotvote

BlackpoolRevoe* 10 6/4 7 Schoolrepcanvotebutnototherworkers

Bountagu* 18 13/5 17 LTOcannotvote,somenonresidentscan

CattonGrove** 9 7/2 9 Allcanvote

Table1:TheBigLocalProgrammeTheLocalTrustBigLocalwebsitestates:‘BigLocalisanexcitingopportunityforresidentsin150areasaroundEnglandtouseatleast£1meachtomakeamassiveandlastingpositivedifferencetotheircommunities.BigLocalbringstogetherallthelocaltalent,ambitions,skillsandenergyfromindividuals,groupsandorganisationswhowanttomaketheirareaanevenbetterplacetolive.

BigLocalisfundedbytheBigLotteryFundandmanagedbyLocalTrust.

BigLocaloutcomes:1. Communitieswillbebetterabletoidentifylocalneedsandtakeactioninresponseto

them.2. Peoplewillhaveincreasedskillsandconfidence,sothattheycontinuetoidentifyand

respondtoneedsinthefuture.3. Thecommunitywillmakeadifferencetotheneedsitprioritises.4. Peoplewillfeelthattheirareaisanevenbetterplacetolive.’

http://localtrust.org.uk/get-involved/about-big-local

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Area Partnershiptotal

Residents/nonresidents

Votingrights

Noteonvotingpermissions

GrasslandHasmoor* 16 11/5 13 4nonvoters:LTO,independentchairandadvisors

GrowingTogether* 16 13/3 14 Oneresidentwhohasmovedstillhasvotingrights

Hanwell* 13 8/5 8 Onlyresidentscanvote

LawrenceWeston* 18 10/8 14 BigLocalworkersandLTOcannotvote,butsomeagencieshaveavote

NorthNorthfleet* 12 7/5 11 BigLocalpaidworkerdoesnothaveavote,agencieshaveavote

RadstockandWestfield*

9 7/2 7 LTOrep(resident)hasavotebutnotBigLocalworkers

RamseyMillion* 11 9/2 8 Oneresidenthaspaidroleandcannotvote

ThreeParishes* 11 10/1 11 Allcanvote,includingLTO

Westfield* 13 11/2 12 Inonresidentlocalbusinessownercanvote,advisorcannotvote

WhitleyBay** 14 8/4pluscouncillorandLTO

12 CouncillorandLTOcannotvote,somenonresidentscanvote

*InformationsourceisLocalTrustPartnershipReview

**InformationsourceistheBigLocalarea

Table3:Agerangeofpartnershipmembersacrossthe15casestudies(wherespecified)

Under25 25-44 45-64 65andover1 162 85 49

Table4:Gendermakeupofpartnershipsacrossthe15casestudies(wherespecified)

Female Male124 73

Table5:Ethnicidentityofpartnershipsacrossthe15casestudies(wherespecified)

White Asian/AsianBritish

Black/African/Caribbean/BlackBritish

Other

166 11 18 5(Source:LocalTrustPartnershipReview2016)

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Theprofileofpartnershipmembersdoesreflectabroaderpictureofvolunteersandcommunityactivists(OfficeforNationalStatistics2013)inthatthemajorityarewomenandWhite.Interestingly,however,theageprofileisyoungerthanthenorm.

ThesefiguresinTable3illustratethedifferent‘rules’thatpartnershipsapplytomembershipandvotingrights.Someallownon-residentstovote,someallowsomeorganisationalrepresentativestovote,someallowtheLTOtovote–othersdon’t.Inaddition,definingwhoisandisnota‘resident’canbecomplicatedbythedifferent‘hats’peoplewear.Forexample,residentsmaybeemployedorcontractedtoworkonbehalfoftheBigLocalgroupandtherebyforfeittheirplaceasaresidentdecisionmaker,ortheymayhaveotherlocalrolessuchaselectedmembers(intwoareas,partnershipmembershavebeenelectedwhilstonthepartnership),businesspeopleorworkersinotherlocallybasedorganisations.Someofthecasestudyareashavestruggledwiththisissueofpartnershipmemberswearingmultiplehats–ofresidentswhomayalsobeworkers,electedmembersorvolunteerswithotherlocalcommunitygroups–andpotentialconflictsofinterest:

‘…issuehereisconflictofinterestas…goingtoemployapartnershipmember…..It'ssohardtogetabalance.WewantBigLocaltoofferopportunitiestopeoplewithinourareabuttheminuteweemploysomeonewepossiblyloseanactiveenthusiasticmemberofthepartnership.Whatistheanswer?’(Partnershipmember)

Insomeareas,thepartnershipmeetingsareopentoallresidents,whetherformalpartnershipmembersornot.Forexample,inCattonGroveandNorthNorthfleet,residentsmayattendfrequentlythoughmakeitcleartheydonotwanttheresponsibilityofbeingafullpartnershipmember.Inothers,suchasHanwell,ThreeParishes,GrowingTogetherandBirchfield,partnershipstendtobeafairlyfixedgroup–frequentlyreferredtoformallyasa‘partnershipboard’.

Non-residentssittingroundthepartnershiptabletendhaveahistorywithintheareabutmayliveoutsidetheboundary:peoplebroughtin(forexample,agencyrepresentativessuchascouncilmembersandofficers,orsupportiveindividuals)becausetheybringparticularskillsandexpertisethatcanbenefitBigLocal.Inaddition,theLTO,whichprovideslocalaccountablebodyfunction,isoftenpresentasistheBiglocalrep.AllBigLocalareashaveatleastonepaidworkerwhoisoftenalsopresentandplayanumberofroles:supportingthechair,facilitatingtheplanreviewprocess,providingtheadministrative,monitoringorco-ordinationofpartnershipmeetingsanddeliverypartners.

Thosearoundthetableatpartnershipmeetingsreflects:

• thehistoryofcommunityactivitylocallyandrelationshipswithkeyagenciessuchasthelocalauthority,

• localauthoritiesandlocalagencieswillingnesstoengagewiththespiritofBigLocal,‘Isometimesthinkthatthecountythinksofusasthebackofbeyondandtheyforgetweexist.’(Partnershipmember)

contrastedwith:

‘…wouldvalueanyresidentthatcamealongtoameetingtogivetheirinputasmuchaspossible.Otherwiseitstopsbeingcommunity-led.’(Partnershipmember)‘That’simportant,thatwecontinuetobeopen,becausewedonotwanttoexcludeanybodyandIthinkeveryoneshouldbewelcometocome.’ (Partnershipmember)

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‘[We]haveacommitmenttothecommunity…it’sineverybody’sinteresttoseethatchange…thebenefitsforthehousingassociationsareobvious…it’sanobrainerforus[tobeinvolved]….’(Deliverypartner)

• whowasinvolvedfromthestartandhelpedshapetheBigLocal‘profile’inthearea,

• theextenttowhichpastapproachestocommunityinvolvementhavebeensuccessful,and

• learningfromslowortroubledstartsandfallingsout:

‘HashaditsupsanddownswithseveralattemptsatasteeringgroupandPartnershipbutsettleddownabitnow.’(Partnershipmember)

ThoseinvolvedwithOurBiggerStoryreflectedonthedifferentskills,knowledgeandenthusiasmthatpartnershipsmayrequireinmovingfrominitialconsultationandengagementto‘programmemanagement’,andwhoisstayinginvolved,inwhatisbecomingamoretechnical,andinsomecases,amore‘professionalised’process:

‘Thechallengeisconnectingthecreationoftheplananddeliverythroughthemanagementgroup….ittakestimetodevelopwhattheplanactuallymeansindeliveryterms.’(BigLocalWorker)

Thisbeginstoraiseissuesaboutwhatresident-ledmeansovertime:the‘types’ofresidentsthatsitaroundthepartnershiptable,thenumbersofpeoplemakingdecisions,theaccessibility,styleandformatofmeetings,thescopeofdecisionmakingbyresidentswhentheirLTOandotherssuchaspaidworkersarealsoatthetable.Theevaluationteamhasobservedhoweasyitisforthemoreconfidentandarticulatetospeakupandholdsway–eveniftheydonothaveaformaldecisionmakingrole.

Despitethesequestions,theresident-ledethosisvalued–thoughtimewasrequiredtobuildeffectivepartnerships,especiallywheretheseinvolvedbuildingnewsetsofrelationships:

‘Ithinkwehavedeliveredbrilliantly–foragroupofpeoplewhodidn’tknowanythingaboutanything.’(Partnershipmember)

‘Itiswhatitsays,wearegrowingtogether.’(Partnershipmember)

Whoisinvolvedandhowdoesitwork?

Respondentshavereflectedonthechallengesof:

‘….takingpeoplewithyou.Needtomakestrategicdecisionsbuttherearegapsinskillsandunderstanding.’(Partnershipmember)

Othershavetalkedofthepartnershipsunderstandingdifferentpeople’sabilityand‘moulding’thingstogethertoreachaninformedconsensusoragreement.Indeed,thereissubstantialevidenceofactiveresidentstryingveryhardtolistenandunderstandinordertofindaconsensualwayforward.Thereisalsogrowingevidenceofhowresidentsaresteppinguptothechallengeandmakingincreasinglycomplexdecisions–aroundplanningissuesorassetmanagement.Areasthatstartedoutonlymakingsmallgrantshavemovedontolargerscaleagreementswithdeliverypartners.

‘Residentinvolvement,notjustthecouncildrivingit.BigLocalisapositivewayforpeopletotakeownershipofwheretheylive.…peoplewhohadn’tworkedtogetherarenowworkingtogether,peoplewhocouldn’tsitinthesameroomaresittingtogetherandpeoplesaying’actuallytheyare delivering.’ (LocalCouncillor)

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PeoplehavealsotalkedaboutslowlygraspingwhatBigLocalisallabout,thattheyareseeingthebiggerpictureanddevelopingtheirconfidence:

‘…moresureofthemselves–the‘growinginthemissignificant’.Thesearepeoplewhohaveneverbeenonacommittee,canbedifficult,butlearning,andlearningabouthowtothinkforthemselves.Thisistheircommunityandthefirsttimetheyhavebeenabletomakedecisionsaboutit.Manytalkabouthowtheyhavelearnttolistentoothers,bepatient,morethoughtfuldiscussion.’(Partnershipmember)

Inanumberofareasthishasbeenaprocessof‘gettingtoabiggerpicture’,andinsomeremainsastruggle.Often,individualsbecameinvolvedto‘arguefortheirpetproject’ratherthanseeingBigLocal‘intheround’.Inthefirstyearofthisevaluationthereweremanycommentsthatreflectedconcernsaboutpeopleandgroupsonlylooking‘totheirownneeds’.ButaspeoplehavedeepenedtheirunderstandingofBigLocalandbecomemoreexperiencedpartners,thisischanginginmostareas:

‘Broughtquiteadiversebunchofpeopletogetherwhoprobablywouldneverhavemetunderanyothercircumstances...We’veallgotdifferentviews.We’veallgotourownpetprojectsprobably...everybodyhasmaybegotadifferentagendabutwe’reallabletoworkthingsoutandIthinkit’staughtmequitealotaboutotherpeopleandhowtomanagemyselfinanenvironmentlikethisasmuchasanythingelse.’(Partnershipmember)

‘Iwenttothemeeting,Isat,Ilistened,Isaidmorethanmypiece,Ireallygaveitto[them],becauseIhadgotallthenegativesthatIwasboughtupwith,….andIknowwhatpeoplethink,toadegree.SoIwasoutpouringthat,becausenobodyelsewasbothered,Ithoughtithadtobesaid….ButIthought,whenIwenthome,IthoughtIwillgiveitatry,…SoIjustkeptgoingtothemeetings,…andthenIwasfortunateenoughtobeaskedtojointheinterimsteeringgroup,andthenfollowingthat,intothepartnership.AlthoughIhavealotoffrustrations…Wekeepploddingaway,becauseunfortunatelyif(we)didn’t,thiswouldn’tbehappening.’(Partnershipmember)

Intheinterestsofinclusionandensuringtheyhavethe‘right’skills,somepartnershipshavetakenabroadviewofwhatconstitutesaneligiblepartner,andbeenopentopartnershipmemberswhovolunteerintheareaorprofessionals(whomayormaynotliveinthearea),orwhohaveparticularskillsandexpertise.However,asresidentmembersbecomemoreconfidentthereareexamplesofwherethisiscausingsomeunderlyingtensions.

‘Ifeelthatprecedenceshouldbegiventothosewholiveheresothatwecanbuildastrongcommunity.’(Partnershipmember)

‘IhaveattimesfeltIwasfightingtokeepwhatthecommunityhaveaskedforatthecentreofwhatwedowhilstotherboardmembersarepullingindifferentdirections,focusontheirstrongideasandprincipleswhichmaynotbethesameasthecommunitiesideasandprinciplesandgoingoffontangentswithprojectsthatthecommunityhavenotidentifiedasaneed.’(Partnershipmember)

WorkingtogetherhasbeenaparticularchallengeforthoseareasthatdidnotidentifytheareamarkedbyaBigLocalboundaryasonecohesiveplace.Initiallypeoplewerearguingfortheirparticularestate,villageorparish,forexample,GrassmoororHasland(ratherthanGrassmoorandHasland),orWesternRhyn(ratherthanThreeParishesasawhole).

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‘I’veseenalotofbadbehavour.Onconsiderationthoughsomeofthishasbeencausedbyourlackofunderstandingofwhatwasexpectedofusandhowtogoaboutit.TheBigLocal,withallgoodintentions,throwtogetheralltheenthusiasticvolunteersfromanarea,whoeachhavepassionandcommitmenttowhattheyareinvolvedin,andexpectthemtoworktogetherforthebettermentoftheareabutpersonalitiesandexistingprioritiesgetintheway.’(Partnershipmember)

ThereisarealpassionamongstthoseactivelyinvolvedinBigLocal,peoplewithanemotionalcommitmenttothelocality.Thisisastrengthofcommunitydrivendevelopmentbutitdoesbringitsownchallenges:

‘Thedifficultiescomeoutofapositive.Thereareamazingpeopleinvolved,verycommitted,andpassionateandcareabout[namesBigLocalarea].Thedownsideisthattheyallwanttoplayaleadingroleandthathascausedconflict.’

‘Strongcharacterscandrawothersin,butalsoputoffothers…’(Partnershipmembers)

Thisemotionalcommitmentandthesenseofownershipthatpeopledevelop,meanthatanydisagreementamongstpartnershipmemberscanbetakenverypersonally.Thiscanhavemorelastingconsequenceswhenthedifferencesofopinionareamongstfriendsandneighbours,asmaywellbethecaseinasmalllocality.Further,sustainingpassionoveralongtermprogrammesuchasBigLocalcanbewearing.Thereisalwaysariskthatpeople(andworkers)burnout.Thoughnotanewphenomenon,thisappliestoresidentsactiveinpartnershipsandmultipleotheractivities–butalsoininstanceswhereBigLocalworkerswerealsoresidents.

Thecommitmentofthosethathaveperseveredthroughtheupsanddownsofpersonalandgroupdevelopmentshouldbeacknowledged,asshouldtheirdeterminationtoachievetheoverarchinglongtermgoalsofBigLocalinthefaceofcurrentdifficulties:

‘….Webounceideasoffofeachotherandwetrytogettoaconclusion,andunfortunatelytheroadtothatconclusionisverybumpyIamafraid,andweveeroffandgoaroundit,orunderitoroverit,andtrytogetthere.’(Partnershipmember)

Alternatively,residentsmayhaveasharedunderstandingofwhatthekeyissuesareintheircommunity,butdifferfundamentallyonhowtorespond.Forexample,addressingdrugsandalcoholusewasidentifiedasacoreissueinBlackpoolRevoe(seeSnapshot1).Everyareahasprioritisedchildrenandyoungpeoplebuttheirresponsesandconsequentactivitiesareverydifferent(seeTable7).Thisisinpartdependentuponthelocalcontextandthetypeofservicedeemedtobespecificallyneededbutoftenbecausetheyrelyonthelocalconfigurationofexistingapproachesofserviceproviders.Forexample,GrowingTogetherwasabletocommissionafilmproductioneducationalprojectbecauseitalreadyexistedratherthandecidingtheyneededthisspecifictypeofproject.Someareashavebeenmoreinnovativethanothers.Forexample,BountaguBigLocalhassupportedyoungpeopletodevelopentrepreneurialskills,andchangeditsyouthclubapproachinordertopositivelytargetaparticulargroupofyoungpeople:

‘Wedidoutreach,andweaskedthemwhyareyounotcoming?…wethoughtweweredoingagreatjob,andtheplacewasempty.Andtheywerethinkingthisiswhereallthewaywardchildrengo.Soyouhavetobecarefulwhatyoupromote...itwasgivingthemamixedmessage…wehadbeatboxing…veryflash…theparentswereactuallyscaredtosendtheirkids.Soallthethingsthatweweredoing,althoughtheywerecoolwerekindofnotquitemeetingwhatpeoplewanted.’(Paidworker)

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Whatpartnerstalkedabout,however,wasthe‘steeplearningcurve’ofmovingfrominitialinvolvementtomakingthosebigger,harder,decisions.

Structureandprocedure

Thefollowingparagraphsoutlineanumberofthechallengesthatpartnershipsface,andsomeofthesolutionsthatBigLocalareashaveidentified.

Somechallenges:

BigLocalhasalwaysencouragedacreativeand,tosomeextent,aninformalprocessthatallowsanyonetoparticipate,regardlessofparticularskillsandknowledge.Yet,themajorityoftheareasinvolvedintheevaluationhaveadoptedtraditionalapproachestomeetings,planningprocessesandcommunityconsultation.

Observingtheuseofsuchtraditionalmeetings,onepartnershipchairnoted:

‘PartnershipBoardmembersdonotreallyunderstandBigLocalbecausetheyhavenotattendedtrainingeventstofindoutaboutBigLocalsotheyfallbackonwhattheyusedtodoandknow.It’sasortofcharitymodelwiththeBoardasTrustee’’.

Afrequentlyexpressedview,fromLocalTrustandreps–butalsofrompartnershipsthemselves–isthat,toensurethattheyareseentobeaccountabletheyhaveadoptedverytraditionalformsofgovernance.Somepeoplehavetalkedaboutthefactthatmeetingscanbetediousbutassumeithastobethiswaytogetthingsdone.Therearealsothosethathaveadoptedlocalgovernmenttypemodels–withexecutiveandworkinggroups.Othersoperatealmostastheboardsofcharitieswithhighlyformalisedproceedings.Indeed,mostoftheareasinvolvedinOurBiggerStoryusedtheterm,partnership‘board’.

Partnershipproceduresandresponsibilitiescanbedaunting:observationsincluderesidentsspendinginordinateamountsoftimediscussingthecomplexitiesofcontractsandVAT,orgettingtogripswithincorporatingasaformallyconstitutedbody:

‘Meetingsareboring–howlongdidittakeistoagreethatbloodyfundingform?Toomuchlegislation,termsofreference,etc.’(Partnershipmember)

Onepersonsaidthatattendingthepartnershiporoneofitsthemegroupswouldbe‘intimidatingifyouweren’taprofessional.’(Partnershipmember)

Mostpeoplerequiresupportandencouragementtogetandstayfullyinvolvedinanykindofgroupororganisation,andtokeepupwithunderstandingdecisionsthathavebeentakenandtheirimplications.Onepartner,forexample,talkedaboutresigningbecause‘nobodyislistening’.Anothercomplainedthatthepartnershipwas‘quitescary’andinmorethanoneareaconcernshavebeenraisedaboutthosemakingthedecisionsnotbeingintouchwith‘the‘real’people’:

‘Anexpectationthatanyonewhocomesontheboardisa‘moverandshaker’,ratherthanjustmanonthestreet.’(Partnershipmember)

Inadditionseveralpartnershipstalkedabouthowitcanbedifficultfornewmemberscomingintoalreadyestablishedstructuresandrelationships:

‘Hardbringingnewpeopleinbecausetheyfeelthereisagroupthatknowwhattheyaredoing,andwheredotheyfitwithinit?’(Partnershipmember)

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Insomeareas,peoplenoteadisconnectbetweenthoseonthepartnershipandthoserunningand/orinvolvedinactivities:

‘It’snotjoiningtogether–youhavevolunteers…doingthings…,andthenyouhavethepartnershipboardandtheyarenotmatchingup.’(Paidworker)

Observationsin13BigLocalareas,reinforcethis.Forexample,partnershipsmaycompriseafairlynarrowagerangeamongstmembers,oramajorityethnicity,whichisnotreflectedinthosetakingpartinlocalactivitiesandevents.Somepartnershipsrecognisethisanddiscusshowtheymightchangethecompositionofthestrategicbodyothers,however,seemunawareoftheseissues.

Somesolutions:

Anumberofpartnershipchairsstressedthattobeagroup,thepartnershipneedsasocialfunction(‘timetochatandgossip’)andhavefun,aswellasafocusontasks.Bountagu,hasorganisedsomeofitsmeetingsoveramealinalocalrestaurant.InRamseyMillion,newpeopleareencouragedtostartwithaprojectsothattheyunderstand‘their’bitofthewholefirst.Barrowcliff,LawrenceWestonandNorthfleetallhold‘gettogethers’asaninformal‘way-in’forpeoplenewtoBigLocal:

‘FortnightlyMondaymorningclubinthecafé:Itkeepsresidentsinvolvedinaninformalway–peoplewhomaynotwanttoparticipateinformalmeetings.’(Paidworker)

Most,butnotall,BigLocalpartnershipshaveworking,thematicorsub-groups.Thesecanbeeffectiveanddrawonthespecificskillsandenthusiasmsofresidentswhomaynot,forwhateverreason,wanttobeformallyonthepartnership(forexampletheGreenandOpenSpacesGroupinGrassmoorHaslandBigLocal).ThereisalwaysthedangerthatthiscanresultinasiloapproachtodeliverywhereindividualBigLocalthemesorworkprogrammescanoperateinisolationanddonotbuildto‘abiggerpicture.’ManyBigLocalareasrecognisethisandmeasuresarebeingputinplacetoensurethereisamore‘joinedup’andstrategicapproachthroughtheplanreviewprocess(forexample,inHanwell).Indiscussionswithpartnerships,severalhavecommentedthattheirapproachtosuccessfulsubgroups/workinggroupsistoavoidthembecoming‘cliquey’wheretheyprovideavoiceforoneortwopeople,orareundulyinfluencedbyagencieswhichhaveaninputonworkinggroups,butnotthepartnershipasawhole.AlltheseissuesandwaysofmitigatingthemhavebeenthesubjectofBigLocalnetworkingevents.Asimplechecklistidentifyingfamiliarchallengeswithdifferentapproachestomeetingthemfromacrossthe150areascouldstimulatenewthinking.Thereare,forexample,someworkingmethodsthatmightseemradicaltosomeBigLocalsbutwouldatleastcreatehealthydiscussion,suchastherotatingchairmodel,consensualdecisionmaking,andacommunitygettogetherjustafewtimesayearinsteadofaregularpartnershipmeeting.CreatingtheconditionsforcommunityleadershipisathemereturnedtoinSection4.

WorkingouthowtomakeBigLocalworkbestinaparticularareaisinparttheresultoftrialanderror.Withpositivemotives,manypartnershipsarerespondingtotheincreasingcomplexitiesofdeliveringplansbyformingexecutivegroups.Thesemaybecalledprojectmanagement,deliverygroupsetc.Thoseinvolvedinthesethinktheyarevitaltomanagingtheworkload,particularlyinthoseareaswithambitious,multi-strand,plans.However,thosenotinvolvedintheseexecutivegroupscanbeverycritical,withpeoplefrommorethanoneareacommentingthatpartnershipmeetingshavebecomea‘rubberstamping’exercisefordecisionsmadeelsewhere.Inonearea,somepartnersareunhappyaboutthewaytheprojectmanagementgroupwassetupandhowpeoplebecamemembers.Theyfeltthattherehadnotbeenanydiscussionandithadjust‘appeared’.In

‘ThemanagementgroupmakesallthedecisionsNotenoughconsultation.’(Partnershipmember)

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anotherareabothpartnershipandnon-partnershipmemberstalkaboutoneortwopeoplewhowanttocontroleverything,includingwhogetsontothepartnership.Conversely,discussioninoneareaaboutwhethertoformanexecutivegroupandholdlessfrequentpartnershipmeetingsledtoacollectiveresponsethateveryonewantedtobecentrallyinvolved,to‘havetheirsayandnothavewordsputintheirmouths’.Thereisoftenatensionherebetweenthosewhoare,andcan,putinalotoftimeandotherswhofeelleftout;thereareboththosewhofeeltheydoeverythingandfeelundervalued,andotherswhofeel‘leftoutoftheloop’andundervalued.

Manyofthetensionsidentifiedarebecomingstrongeraspartnershipsareresponsibleformoreandmoreplandelivery.Whatis,however,evidentfromthedataonpartnershipworking,structuresandprocessesisthatresidentsarereflectingonthekeyissuesofpower,influence,equityandcontrolindecisionmakingandengagementwiththewidercommunity.Thiswillbeimportanttopickupasthelongitudinalevaluationprogresses.

Transparencyandaccountability

Beingopenandtransparentrequiresaconsciouseffort.Asstatedabove,somepartnerships,tobeseentobetransparent,makeitclearthatmeetingsareopentoanyonewhowantstocomealongandencourageeveryonetoparticipateindiscussions.Forothers,organisingostensiblysocialevents(fete’s,localcarnivalsetc.)alsofulfilsthepurposeofthepartnershipbeingvisibletothecommunityandthereforemoreaccountable.

Attemptstoincreasetransparencyandaccountabilityoftentaketheformofnewsletters(see,forexample,NorthNorthfleet)andwrittenreports,web-basednewsandpublicationofmeetingminutes,occasionalopendays,consultationeventsandcommunitywideforums.Theseseemtoworkbestwheretherearepaidstafftohelpco-ordinatethings.Sometimestheonlypeoplewhoattendarethosewhoarealreadya‘bitintheknow’.Partnershipsregularlycomplainthatmorepeopledonotturnuptoevents:orattendancedoesnottranslateintoengagementwiththepartnershipanddecisionmaking.Theyalsogrumblethatpeopleonlycome‘foragrumble’andfeelfrustratedthattheirhardwork,timeandcommitmentisnotacknowledged.Inevitably,activeresidentscanbecomeverydefensive,particularlywhentheyhavepreviouslyexperiencedcriticism.

Allocatingfunds

Partnershipshaveexpressedcaution,bothaboutgovernancestructuresandspend,andareonlytooawarethatnotonlydotheyneedtobeaccountable,butneedtobeseentobeso.Theywere,intheirview,responsibleforexpenditurewithintheirowncommunity–ratherthanmakingdecisionsaboutfundingforacommunitywithwhichtheywereonlyremotelyconnected.

Thisisparticularlythecasewherepartnershipsaretryingtobalance:

• encouragingnewcommunityactivitywhilstnotintroducingonerousapplicationprocessesforfunding,

• ensuringperceivedequityoffundingwithindifferentpartsofBigLocalareas(e.g.notbeingseentofavouroneestateorvillageoveranother),and

• promotinginnovation(forexample,AmbitionLawrenceWeston’splansforsocialinvestmentingreenenergyproduction)whilstensuringthatfundedinitiativesareactuallydemonstratevalueforthecommunity.

Variousstrategieshavebeenadoptedandcontinuetoberevisedandrefined.Intermsofsmallgrants,areassuchasRadstockhaveintroducedpublicvotingDragon’sDen-styleevents.Three

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Parisheshasdevelopedasimpleapplicationprocess,withcapacitybuildingsupportandsimple,standardised,progressandfeedbacksystems.WhitleyBayBigLocalhasintroducedSmallSparksawardsofupto£250andhelda'Soup'crowdfundingeventasawayofgivingmoregrassrootsaccesstofunds.GrowingTogetherhasbothalargeprojectsproposalformandasmallgrantsapplicationformonitswebsiteandisclearwherethedecisionsaboutfundingwillbemade.AnotherexamplewastheRamsey‘projectmandateform’thateveryonewhowantedtodeliveraprojecthadtofillinandcouldbeusedforevaluationpurposestoensureeverythingwasopenandaboveboard.

Intermsoflarger,revenue,spendsmanyhaveadoptedamoredetailedcommissioningprocess,thoughafew(e.g.BlackpoolRevoeandWhitleyBay)haveoptedforopentenderingsoasnottobeseentofavourparticularagencies.SomeinWhitleyBayBigLocalhavesinceacknowledged,however,thatthiscanworkagainstadesiretostrengthengrass-rootsorganisationsanddamagerelationshipsatthelocallevel.

3.3 A light touch approach

Fromthestart,theBigLocalprogrammehasespouseda‘lighttouch’approach.IntheNCVOevaluationreport,BigLocal:theearlyyears,2015(p30)thecoreelementsofthislighttouchapproacharedescribedas:

• minimalrulesandregulations,

• supportandguidanceprovidedinanenablingway,

• simplesystemsandprocesses,and

• alearningculture.

Thediversityofthepartnerships’operatingmodelsistestimonytothefactthatLocalTrustanditsnationalpartnershaveencouragedBigLocalareastodevelopinwaysthataremeaningfultothemandappropriatetotheircontext(seeThumbnailsketches,Section1).Someareasbecameoperationalquicklyandhavedrawndownandusedalargeproportionoftheir£1million(forexample,GrowingTogetherandBarrowcliff),othershaveonlyrecentlybeguntodelivertheirplanandcommittedverylittleoftheirmoneysofar(forexample,RadstockandRevoe).Some,intheearlyyears,havetakenadeliberatelycautiousapproach:

‘Inthefirstyear…Ithinkwedidtherightthing,notputtingtoomuchpressureonourselves,justreallytryingtomakeafoundationwiththepeoplethatcameforward.Ithinkthenextthreeyearsisreallyaboutreallypushingtogetmorepeopleinvolved.’(Partnershipmember)

Theacknowledgementthat‘onesizedoesnotfitall’andenablingdifferentapproachestobedevelopedisakeyfeatureoftheBigLocalprogramme.Asnoted,BigLocalareasevolveattheirownpace,drawdownresourcesasandwhenneeded(ratherthanonapre-agreedschedule)anddevisetheirowngovernancestructures.Itdoesmean,however,thatastheprogrammedevelopsovertimeandnewprocessesareintroduced(e.g.theplanrefresh,thepartnershipreviewandtheintroductionof‘SocialInvestmentReps’),someparticipantsfeelthattheyaregettingmixedmessagesandquestionwhosemoneyitis.Someresidentstalkaboutwantingmoreautonomyandothersfeeltherecouldbemoreguidance:

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‘Theydon’tsay,“Ohyeah,we’vegotapolicyforthat,thereyougo”.Theysay,“Well,youputyourpolicytogether,youdecidewhatyouwanttodo”.’(Partnershipmember)

‘Couldbeclearer–areweautonomousornot?’(Partnershipmember)

‘Supposedtobedifferentbutyou’vegottodoeverythingthesame.’(Partnershipmember)

Therearethosewhofeelitwouldbeeasierforpartnershipconsensusiftherewereclearermessages(i.e.’youcandothis,youcan’tdothat’).Somehavesaidthatahandbookwouldbeusefulsothateveryoneisclear,particularlywithregardtotheLTO.TheareasthatreporteddifficultieswouldlikeguidancearoundtheLTOroleandresponsibilitiesandrelationshipwiththeBigLocalpartnershiptobe‘sharper’,particularlyinrelationtowhatthe5%granttoLTOsforadministration/managementcostsisactuallymeanttocover:

‘Ithinkthey(LTO)dosometimesstrugglewiththeirroleandwedonotalwaysknowwhattheboundariesare,soalittlebitmoreguidancefromtheLocalTrustHQ….wouldbegood.’(Partnershipmember)

LocallyTrustedOrganisations(LTOs)

Theconceptof,andrationalefor,LTOsisaproactiveaimonthepartofLocalTrusttofreeupresidentsfromthebookkeepingandpaperworkthatgoeswithmanagingandreportingonatleast£1million.Itisintendedtoencourageresidentswhomaynotwanttobepartofanorganisationtobeinvolved,andhelpthepartnershipsstayoutwardandoutcome-focused,asopposedtobecominginwardlyconcernedwithbureaucracyandtheirownorganisationalsurvival.Inaddition,theLTOmodelrecognisesthatthere are local organisations with existing structures in place that can provide support, advice and expertise to residents without creating something completely new.

Thenatureof,androlesplayedby,LTOsvarysubstantially.Someactpurelyasfinancialmanagerswithpartnershipstakingonthesupervisionofpaidworkers.Othersaremuchmoreengagedasadvisorsandactiveparticipantsinpartnershipsand,insomecases,theLTOisalsoadeliverypartner.Foramajorityofgroupsinvolvedintheevaluation,theLTOmodelworksverywell:

‘Agoodbackstopforaccountability,etc.’(Partnershipmember)

‘LTOroleofmanagingmoneyisgood–wouldbemoreofariskiflocalpeopleweredoingit.TheybridgethegapwithLocalTrust.’(LTO)

Insomeareas,theLTOisitselfasmallorganisationandplayingthisrolehashelpeditsdevelopment,localconnectionsandroots:

‘…Thefirsttimetheyemployedworkerswasonbehalfof[BigLocalpartnership]butagoodrelationship,allseemsverysmoothandstrongpersonalrelationships’.(Partnershipmember)

‘Weenablethemtogooutanddothework–wedothebackroomstuff.Wantthistocontinue…alargerbodyasengineroomandagroupoutthere.’(LTO)

Inatleasttwoofthestudyareas,therearesuggestionsfromboththepartnershipsandtheLTOthatthelocally-basedLTOwillbeanappropriatelegacybodyfortheactivitiesandwaysofworkinginitiatedbyBigLocals.

WhilsttheLTOmodelappearstoworkinmostareas,itisnotalwaysasmoothrelationship.AnumberofBigLocalpartnershipshavechangedtheirLTO.InoneareathiswasbecausetheyfelttheiroriginalLTOhadtheskillstomanagecommunityconsultationbutdidnothavethenecessary

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capacityforfinancialandprogrammemanagement.InatleastonecasetheLTOisinaprecariousfinancialposition.Inotherareasthough,therehavebeensomedifficultrelationshipsbetweenthepartnershipsandtheirLTO:

‘ManydonotunderstandtheLTOsrole,despiteitbeingexplained,andexpectstaffmemberstobeat‘their’behestatthesnapof‘their’fingers.’(Partnershipmember)

Therearecurrentlyatleastthreeoutofthe15casestudysiteswheretheLTOhasgivennotice.OnerespondentindicatesthattheLTOrelationshiphasbeendisappointingandquestionsthemodelbecauseitgivesallthe‘difficultstuff’tosomeoneelseinsteadofbuildingskillsinthecommunity,andcreatesdependency.

OtherdifficultieswithLTOswerereported.Theseinclude,forexample,LTO’snotprovidingregularaccountingupdatestothepartnership,notwantingtohavemuchofarole,refusingtohandleday-to-dayexpenses(orreimbursingstaff/partnerslate).TherearealsoexamplesofLTO’snotwantingtoemployBigLocalstaff,refusingtotakeonbuildingleasesorconversely,beingtooheavyhandedandnotunderstandingtheethosofresidentsrunningtheprogramme.Insteadofliberatingresidentsfrommoneymatters,itcanactuallydotheopposite–severalpartnershipshavespentsubstantialamountsoftimediscussinga‘failing’relationshipwiththeirLTO,andinsomeinstances,BigLocalareasfeeltheyarebeingpushedbythesituationwiththeirLTOintoformalisingtheirstructuresoastobecometheirownLTO.

‘Handsoff’support

InadditiontogreaterclarityregardingtheroleoftheLTO,somepartnershipshavealsorequestedmoreunderstandingabouttheroleoftheirBigLocalrep.

Theroleoftherepschangesasthepartnershipsworkthroughthedifferentstagesoftheprogramme(engagement,profiling,visioning,plandesign,plandelivery)theBigLocalpathway,thepost-planassignmentstating:

‘YourroleasarepistohelptheareaachievetheirvisionfortheBigLocalareathroughsupport,adviceandappropriatechallenge.YouwillmaintainanoverviewofBigLocalasthe‘eyesandears’ofLocalTrustandensurethatthethree-wayrelationshipbetweenthepartnership,LTOandLocalTrustisworkingasplanned.’(Rep)

Inonearea,thepartnershipnotedhowtheroleoftherephadchanged–frombeingverypro-activeintheplandevelopmentstagetobeingmoreofaresponsivesoundingboardinthedeliverystages.

Generally,theconceptoftheBigLocalreproleiswelcomed.RepsaredescribedbyBigLocalpartnershipsasplayingamediatingrole,asananalyser,asummariser,andvaluedfortheirsupportaroundteam-buildingandnetworking.Ontheotherhand,theroleofrepshasalsobeenquestioned:

‘Notsurewhattheirroleisorwhytheycome;…theyobservebutdonotcontributemuch;….donottackleanything.’(Paidworker)

Fortherepsthemselvesitcanfeelanisolatedrole,especiallyforthosethatdonothavepre-existingrelationshipswithotherreps.Repscanbeunclearabout‘doingtherightamount’.TheyhavetomanageandbalancetheexpectationsfromLocalTrustanditsrepsdeliverypartnerRenaisi,withexpectationsfromthepartnerships.SometimesrepsfindthemselvespickingupworkwhichmightbeexpectedoftheLTOs.Insomeareas,therepisdedicatingasubstantialamountoftime,andinothers

‘Repasthearrow–keepingthePartnershipsontrack.’(Paidworker)

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itappearstobeverylittle.This,however,maybeafluctuatingpatterndependingonthestrengthsandneedsofthepartnershipsatdifferenttimes.Inonearea,therewasafeelingthattherepshouldhelpnetworkandsignpostmoretotheworkofotherBigLocals,andonepartnerinanotherareasaidtheyexpectedmoredirectadviceand‘answers’fromtherep:

‘TheysaytheyareplayingDevil’sAdvocate,well….Idonothavetimeforthat…..Justsay‘yesorno’,or‘anotherareadoesthis.’(Partnershipmember)

Itmaybethatthosepartnershipsthathavehadanopportunitytochoosetheirrephavethoughtthroughtheirexpectationsmorethoroughlythanthosewhofeeltheyhavehadnochoice.Someareashaveretainedthereptheywereallocatedatthestartoftheprogramme,andinsomepartsofthecountrythereisamuchsmallerpoolofrepsavailable.Thelackofclarityregardingexpectationscanbefurtherconfusedwhenthereispaidworkersupportinplace.Forexample,whodoeswhatwhenitcomestosortingoutlocalconflictsorwherethereisahands-onLTO?Inothercases,repsprovideavaluablesupportandmentoringroletothepaidworker.Thisisnotadiscussionabout‘good’and‘poor’reps.Itismoreatestoftheclarity,andflexibility,aroundtheroleoftherepsandhowtheirstylesofworkingandpersonalitieshaveanimpactontheirrelationshipsatthelocallevel.Repsthemselveshavesuggested(OurBiggerStoryworkshopwithreps,22June2016)thattheymayhavebeenwithanareafortoolongandbecometoocomfortable,tooclosetothepartnershipandthedeliveryplan.Theyareconcernedaboutcreating‘dependency’.

Paidworkers

AllBigLocalareasinOurBiggerStoryhavechosentohaveonthegroundsupportthroughpaidworkers.Therolesofthoseworkersvarysubstantially:fromprimarilyadministrativetasks,tooutreach,communitydevelopmentandproject/programmemanagement.Asnoted,light-touchguidancehasenableddifferentapproachestoevolve.

Astheprogrammeoveralldevelops,moreandmoreLTOsareemployingworkersontheBigLocal’sbehalf.Thisisnotadecisionpartnershipstakelightly.Ontheonehandtheywereveryawareoftheresponsibilitiesofengagingpaidworkers,suggestingthatworkersshouldonlytakeontasksforwhichitwasseenas‘unreasonable’toaskofvolunteers(e.g.projectover-sight/monitoring),orwhereparticularskillsandalargeamountoftimearerequired(e.g.communityengagement).Further,BigLocalswereveryconsciousoftheirresponsibilitiestosupportworkersandpayreasonablewages:aresponsibilitythattheybalancedagainstakeyconsideration:paymentofworkersreducedtheamountofmoneygoingdirectlytothecommunity.

Workersareemployedthroughavarietyofmodels:secondmentfromthelocalauthority,employedbytheLTOorcontractedonaself-employedbasis.Thisdiversityismatchedbythedifferentrolestheyplay(e.g.co-ordinator,manager,communitydevelopmentworker,projectworkers,etc.)andbythenumbersofpaidstaff,fromoneparttimeworkertoonefulltimeworkertoseveralpaidofficers.

Somepartnershipshavebeenmorereadytooperatealongsidepaidstaffthanothers.Therelationshipappearstoworkwellwhere:

• theworkerhasbeenactiveintheareaforsometime

• therehasbeenapaidworkerinpostfromtheearlydays,beforetheplan,asthishasprovidedanopportunityforeveryonetolearnaboutBigLocaltogetherandlettheirrespectiverolesemerge

• theworkerisemployedbyanLTOwithastronghistorywithinthecommunity

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• theworkerisalsoalocalresident.

Insomecases,partnershipshaveagonisedoveremployingworkersasthishasbeenseenbysomeasreducingtheavailableamountofmoneyfordirectcommunityprojects.Othershavestruggledwiththeissueof‘savingmoney’withworkersoperatingonaself-employedbasisversusthedesiretobeseenasagoodemployerofferingfairtermsandconditionsofservice.Whereworkersareemployed,theyareseenasplayingavaluablerolein,andbringdifferentskillsto,BigLocalareas.Partnersvariouslyreportedthatpaidstaff:

• reducedtheadministrativeburdenonpartners• playedakeydevelopmentalroleinsupportingandencouragingco-operationbetweenlocal

groups• tookon‘routine’tasksthatfreeduppartnershipstobemorestrategic:

‘ObviouslyI’mpassionateaboutalotofthings,butit’sP.[theworker]thatdoesallofthelegworkforus.…..[theworker]hasprettymuchtakenabackseatintermsofdecisionmakingandstufflikethat.Alotofthedecisionsthathavebeenmade,havebeenmadebyusasagroup,andwheneverweneededsomethingdonelikedoorknockingdoneandthingslikethatwethenorganise[theworker]todothat.So[theworker]wasonlyactingontheactionsthatwewantedtocarryout.’(Partnershipmember)

Onthewhole,workersappeartounderstandtheresident-ledethosoftheprogrammeandarekeentosupportandnottounderminedecision-makingbyresidents.Itisinevitablehowever,thatparticularlywheretheworkerisfulltime,theywillbuilduprelationshipswithotherdecisionmakersandpowerholders,interactionsthatresidentsmaynothavetheopportunitytodevelop.Thisdoesraisequestionsaboutsustainablenetworksandinfluenceinthefuture.Therearealsoareaswhereresidentslettheworkers‘getonwithit’andcanendupbeingpassiverecipientsoftheprocess2.Therehavebeendifficultiesinafewareas,mostnotablywheretheworkershavenotstayedbeyondthefirstfewmonthsoftheircontractbutalsowherepartnershipmembersfeeltheyhavenotworkedeffectivelywithpaidstaffornotgotthebestfromthem.Althoughnottheemployer,thereareresponsibilitiesonthepartofpartnershipsintermsofthinkingthroughwhattheywanttheworker’sroletobeandunderstandingwhatthismightentailaswellashow,asvolunteers,theyworkalongsidepaidstaff.Learningfromseveralareasindicatesthat:

• somepartnershipmembersneverreallysawthepurposeofpaidstaffbutwentalongwiththemajority

• theworkerswerenotclearwhatwasexpectedofthemandweregivenverylittleinductionintowhatBigLocalisabout,and/ordidnotdoenoughoftheirownresearchintohowtheprogrammeoperates

• residentswerenotinvolvedenoughinthinkingthroughthejobdescription• theLTOdidnotquiteunderstandBigLocalandtheworker’srole• therewasalackofclarityaroundtherelationshipbetweentheworker’sroleandthatofthe

rep.

2 Note: recognition of this potential tension between paid workers and volunteers in grassroots community organisations is not new; Alcock, P., Harrow, J., Macmillan, R., Vincent, J. and Pearson, S. (1999) Making funding work: Funding regimes and local voluntary organisations, York, York Publishing Services.

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‘Hadtogothroughit[employmentofstaff]tosay‘dowereallywantthis?’Notwhatthepartnersenvisaged.Hadtofindoutwhattheydidn’tneed.’(Partnershipmember)

Wheretherelationshipbreaksdownitcanbeatraumaticexperienceforeveryoneconcernedandlearningabouthowto‘manage’therelationshipproductivelywouldbeusefulforallBigLocalareas.Equally,severalworkershavesaidtheywouldliketonetworkwithotherscarryingoutsimilarrolesandbuildtheirlearningabouthowtobalance‘beinglefttogetonwithit’withenablingresidentstotakethelead.

3.4 Opportunitiestoreflectandsharelearning

LocalTrustoffersarangeoflearningopportunities,andpeerlearning–sharingwithandlearningfromotherBigLocalareasatnetworkingeventswasparticularlyvalued–asarechair’smeetingsforthosewhoattend.Thesenetworkingspaceswere,forsome,akeyopportunitynotonlyfordisseminatinginformationon‘whatworks’butofferedasafespaceforsharingproblems,challengesandpotentialsolutions.Inoneobservedpartnershipmeeting,BigLocal,andLocalTrustitself,weredescribedas‘learningsystems’.

Forpartnershipmembers,learningwas,predominantly,experiential:learningbydoing.Thiswasrepeatedlydiscussed,acrossareas,intermsofthetransitionfromvisioningandplandevelopmenttodelivery.

‘Learntthatworkingwithpeopletakestime.’(Partnershipmember)

Partnershipmembersrepeatedlyreportedthedevelopmentofnewskills:fromunderstandingplanningapplicationprocessestoassessingfundingapplications;fromprojectdevelopmenttomonitoringandassessingdelivery.

‘It’salearningcurveforpartnerswhohaven’tworkedwithotheragenciesandotherbusinesses.It’slearningtoworkwiththebusinessesandunderstandingwhatweactuallywantfromthem,andwhattheycangetfromusaswell,it’sthattwowaythingthatwearelearningstill.’(Paidworker)

Thisappliedtovolunteersaswell.Forexample,thoseinBirchfieldvaluedtheopportunitytogainadvice,guidanceandcounsellingqualificationsthroughtheirinvolvementin‘SteppingForward’,theBigLocalJobClub.

Aswellastechnicalknowledge,localresidentsparticularlyappreciatedtheopportunitiesthatpartnershipsaffordedintermsof‘soft’skills:gainingconfidenceandself-belief,andusingskillstheyhad‘inthehome’todevelopnewgroups(e.g.gardeningactivitiesandarts/craftsgroups).BeginningtobeinquisitiveandraisequestionswasalsoanelementofBigLocallearningforlocalresidents–thoughthiscouldbeahardprocess:

‘Thathascomequitelatetousinsomeways.Overthelastsixmonthswehavebeenreallyquestioningthingsandithasburstthebubblealittlebitonsomeways.’(Partnershipmember)

‘Wearelearningthingsaswegoalong.Areallyinterestingexperimenthere.’(Partnershipmember)

‘It’sgoodtoknowwearenotalone.’(Partnershipmember)

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Intermsofexperientiallearning,planreviewsofferpartnershipmembersanopportunitytoreflectonwhattheyhavealreadylearnedandapplythatknowledgetoforwardplanning.

AllBigLocalareasareexpectedtoreviewtheirprogressandrefreshtheirplansonaregularbasis.Thisistakenveryseriously(seeforexample,thefilmofRamsey’sPlanReviewmeeting)andoftenconductedindedicatedmeetingswhichcanbecreativelyfacilitated,sometimesbyapaidworkerandsometimesbytheBigLocalrep.InHanwell,theplanreviewprocessinvolvedassessingdeliveryagainstcoreobjectivesandprinciples–inparticularlyequalities.

Thisisnotaquickprocesshowever,andpartnershipsdostruggletomakethetimerequired.

‘Recognitionthatasapartnershiphavetomanageitinabusiness-likeandprofessionalmanner.’(Partnershipmember)

Severalpartnershipshavetakenthisopportunitytofocus‘in’abitmore,acknowledgingthattheirinitialplanswereveryambitiousandthatitisbettertoprioritisefewerthingsandmakesuretheyaredelivered:

‘……itwasfeltthatwithhindsightthefirstDevelopmentPlanwastooambitiousintermsofthenumberofschemesandprojectsincludedwhichhasstretchedlimitedcapacitywithinthegroup.Despiteoverallsatisfactionwiththeoutcomesfromthefirstplan,forfutureplans,membersaremindedtofeaturefewerschemestofocusonmoreeffectively.’(BarrowcliffPlanReview2015p19).

SharedlearningAlthoughsomeoftheareasinvolvedinOurBiggerStoryareonlyjustmovingintothedeliveryphase,thereareemerging,sharedlessonson‘whatworks’indeliveringBigLocalplans–eventhoughhowthoseplansarebeingdeliveredvariesconsiderably.Theserelatespecificallyto:

• Howthepartnershipsoperate

‘Wehadareallygoodturnoutfromcommunitymembersinearlymeetingsandfeltwecoulddeliveralotofworkfromlocalvolunteerswhowouldstayinthecommunity.Astimewentonmanyofthepeoplewhooriginallyattendedfellawayanditwasclearthatweneededhelpandcapacitytodeliverourplans.However,IthinkwhathasbeenpositiveforusisnottohaveoneworkerwholeadsthewholeprojectandhasquiteabitofownershipbuttokeeptheownershipwiththeBLboardandtoengageworkerswhohavespecifictasks’.(Partnershipmember)

TheNCVOEarlyYearsReportindicatedthatupto30residentscouldbeactiveinanyoneBigLocalpartnership.Asareashavemovedtodelivery,thosenumbershavetendedtodeclinetoasmallercoregroup(seeTable3).Asaresult,someareashavestruggledwithfewerpeople(oftenalsoactiveinothercommunitygroups)feelingover-burdened:‘peoplegiveup,getexhaustedanddropout.’Byrelyingontraditionalformsofmeetingsanddecisionmaking,residentscanbeputoffattending.Factorswhichhavehelpedpartnershipsaddresstheseissueshaveincluded:

• Mixingformalbusinessmeetingswithsocialevents.• Beingvisible:thepartnership‘beingseen’atcommunityevents(oractuallyorganisingthem)

ratherthanassumingthatresidentswill‘cometothem.’• Makingpartnershipmeetingsopeneventstoensuretransparency.

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• Workingcollaborativelywithotherkeylocalstakeholdersandorganisations,sothatthepartnershipisnottryingtodooroverseeeverything-thereareseveralexamplesinthecurrentreportwhere,ratherthantakingtheleadonaparticularinitiative,partnershipshaveachievedtheirgoalbybrokeringrelationships(forexamplethetransitionofthelocallibrarytoacommunityresourceintheThreeParishes).

• Acknowledgingtheimportantsocialaspectsofmeetingsthatarenotsolely‘taskfocused’:‘Let’snotlosesightofit:BigLocalshouldalsobefun.’

• Reducingthenumberofformalwholepartnershipmeetingsandworkingthroughsub-groupswhichattractresidentstoaparticularissuetheyfeelpassionatelyabout.

• Ensuringthattherearewidercirclesofvolunteersaroundthepartnership;thosethatdonotattendmeetingsbutwilltakeforwardagreedactionsandplans.

• Holdingontothelongtermvision–evenwhenthingsgetdifficult.Equallyimportanthasbeenthewillingness(orotherwise)ofpartnershipstoattractnewmembersandtransfertheskillsandknowledgeofestablishedpartnershipmemberstothem:

‘Isuppose–Ifeelthatwe’vebeendoingthisforsometimenowandit’sthesamepeoplewhohavebeendoingit,andIthinkwe’vebeenverysuccessful,butIthinkwe’vereachedapointnowwhereweneednewbloodonthecommitteeandweneednewideasandwhateverwethoughttheareaneeded,we’vemovedonalittlebitnow.Andweneedyoungpeopleandmorepeopletocomeandstarttellinguswhattheareaneedsnow,becausethingsmovequitequicklyand…–it’sadifferentareathanitwasfiveyearsago.’(Partnershipmember)

• Partnership/inter-agencyworking

Thewayinwhichpartnershipsworkwiththeirlocalauthority,andvice-versacanbecritical.InthePartnershipsinConversation(Leeds),participantsfromWhitleyBaydescribehowtheyhaveinvestedtimeandenergyinturningroundtherelationshipbetweenresidentsandthelocalauthority–fromonewhereofficersandmemberscametocommunitymeetingsexpectingtobeshoutedattoonewhereamorecollaborativeapproachhasfacilitatedproblemsolvinginadifficultfinancialclimateforlocalgovernment.Here,theBigLocalhasbeenengagedintheSeafrontRegenerationPlanand,workingwiththeFriendsofWhitleyPark:‘[involved]gettingtheparkincludedinthat[SeafrontRegenerationPlan]meantthattheCouncilcametoseetheparkasanattraction,notaliability,’(seeWhitleyBayworkshopfilm).Inadditiontoworkingmorecloselywiththecouncil,WhitleyBayBigLocalhasalsoinvolvedthepolice,theChamberofTradeandamajortransportproviderinstrategicconversations.HanwellBigLocalalsotalkedoftheimportanceofregularmeetingswiththelocalauthoritybeingconductedwithinaframeworkofasharedproblemsolvingratherthanmutualblame.ThiswasparticularlythecaseinNorthNorthfleet,wherethelocalauthority(oratleast,sympatheticmembersandofficers)hadcometounderstandthatBigLocalwas‘morethanapotofmoney’andhadacredibilitywith,andcouldbeapositivevoicefor,thewidercommunity.Growingconfidencewithinpartnerships,andtheabilityto‘speakthesamelanguage’werealsoseenaskeyfacilitators:

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‘TheCouncilthoughttheyweredealingwithpeoplewhodidn’thaveaclue–butgotashock.’(Partnershipmember)

Insome,rural,areasbuildingpartnershipswithlocalgovernmentinparticular,hasbeenproblematic–notbecauseofanyinherentdifficultiesinrelationshipsbutbecauseofthephysicaldistancebetweenthem-remotenessofalargesingleruralunitaryauthorityandtheBigLocalarea.Inotherareastherehasbeenwhatwasdescribedas–ifnotanopenlyhostilerelationship–certainlyoneofdistrustbetweenlocalresidentsandlocalgovernment.Instillothers,thedifficultiesrelateddirectlytobudgetcutsand,forexample,thefrustrationsinvolvedinsubstantialdelaystoplanningpermissionsbecauseofredundancieswithintherelevantPlanningDepartment.

• CommunicationsPartnershipmembershavefrequentlycommentedonthedifficultiesofconveyingtheBigLocalmessageofbeingresidentled‘upwards’tolocalpolicymakersand‘outwards’tothewidercommunity.Inanumberofcases,understandingsoftheBigLocalapproachhadnotbeenhelpedby,ofteninaccurate,presscoverage.Thisresultedinperceptions,locally,thatthe£1millionhadbeenreleasedbyLocalTrustinonetrancheandwas,putcrudely,sittinginsomeone’sbankaccount–sowhywasnothingapparentlyhappening?Communicationhas,therefore,becomeasubstantiveissueacrosstheareasparticipatingintheevaluation.

Havingaclearcommunicationsstrategyhashelpedinthis–combiningfacetoface‘chance’meetings(‘BigLocalthrowstogetherpeoplethatdonotusuallymeet’Partnershipmember),withregularevents,up-todatewebsites,regularnewslettersandastrongsocialmediapresence.Insomeinstances,BigLocalareashavecontractedanexternalagencytomanagecommunications(intheearlydaysSomersValeCommunityRadioundertookthisroleforRadstock)or,asinthecaseofThreeParishes,thisispartoftheresponsibilityofaworker.Inothers,thecommunicationstaskhasbeen‘delegated’toaspecificpartnerorsub-group(Hanwell).

Intermsofeffectiveness,partnershipswereclearthatwordofmouth(supplementedbysocialmediaactivity)wascrucial.Thoseinterviewedwerehowever,veryawarethatitwasriskytoassumethatresidentswouldcometomeetings,attractedsimplybypublicity.Theyalsocommentedonthedangersofpartnershipsbeingdrawnintomeetings‘behindcloseddoors’which,whilstimportantintheplanningprocess,reducedBigLocal’svisibility.Largescale,openair,communityevents,whilsttimeconsumingtoplan,wereanimportantfactorindevelopingandmaintainingcommunityunderstandingof,ifnotactiveengagementin,BigLocal.

Interestingly,however,communicationsstrategiesappearedtobemosteffectivewhenthepartnershipwastalkingaboutwhatwashappeninginthecommunity–ratherthanfocusingonBigLocalandthepartnershipitself.FormoreinformationonthisseeLocalTrust’sBigLocalonlinereport.

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Section 4

Big Local as a lasting change agent

Overview

Thissectionexamines;

• howBigLocalpartnershipsnegotiatechange• BigLocalsasacatalystforchange• leadershipandinfluencingothers,inparticularlocalauthorities• theexpectationsof,andon,BigLocalpartnerships• theBigLocallegacy.

SummaryThissection,andtheaccompanyingthemesfilm,addressesthefivethemesidentifiedthroughtheresearchwithBigLocalareasin2015.InparticularitexaminestheextenttowhichBigLocalisachangemechanismbothinternallyandexternally,partnershipapproachestodevelopingcommunityleadershipandbuildinginfluence,theexpectationsplacedonpartnerships,theinfluencetheyhavelocallyandtheconceptsofsustainabilityandlegacy.TheBigLocalapproachisunderpinnedbytheconceptthatresidentledactionisacatalystforchangeaswellasamechanismformanagingthatchange.Aswithprogressagainstoutcomes,thepictureacrossthe15areasismixed,fromthephysicalevidenceofthedifferenceBigLocalcanmake,tolongtermplansforthephysicaltransformationofpartsofanestate.Partnershipsalsotalkofthesoftchangesthataretakingplace:aroundhowpeoplefeelandthinkabouttheircommunity,andinareaspredominantlyusingsmallgrants,changeisidentifiedatamicro-levelforindividualsandsmallscalecommunityactivity.TheextenttowhichBigLocalpartnershipsactasachangeagentmaydependonastrongstrategicvisionwithpertinentactivities,largeorsmall,alongtheway.BigLocalareasare,themselves,changing.Inurbanareas,newcommunitieshavecontinuedtoarrivesincetheinceptionoftheprogramme.Inruralareas,newhousingdevelopmenthaveresultedinin-comerswhoarethenalsoout-commuters.Partnershipsareawareofthesechanges,thoughoftenunsureofhowtorespondtothem.Thosewhichhavebeenthroughaplanrefreshexercisehavetendednottoradicallyaltertheiroriginalplanontheassumptionthatitisstillrelativelyearlydaysandactivitiesagainstplansneedtimeto‘bedin’.BigLocalpartnershipsseetheprincipleofresidentledcommunitydevelopmentasimportantandtalkofdevelopingacollectiveleadershipintermsofdecisionmaking.Therealitiesaremorecomplex.Residentsconstitutethemajorityonthepartnershipsinall15areasinvolvedintheevaluation.However,theyalsowearother,sometimesmultiple,hats:theybothliveandworkasprofessionalintheneighbourhood,somearealsoelectedmembersorlocalauthorityofficersaswellasresidents.Intermsofdecisionmakingthereisalsoacomplexinteractionbetweenresidentsandworkers/reps–withinstanceswhereresidentpartnersdefertotheprofessionalsintheroom.Acommonnarrativefrompartnershipsisthattheircommunityisaforgottenarea.Some,have,however,beenstrategicingaininginfluencebyusingBigLocalmoneyeitherforfinancialleverageand/orasawaytobetakenseriouslybythelocalauthorityandotherexternalagencies.Some,particularlyrural,BigLocalsfeeltheyaretoofarawayfromwheredecisionsreallygetmade–or,thescaleofotherdevelopmentsareonalevelwhichmakesithardforthemtoinfluence.

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BigLocalpartnershipsexpressdifferentviewsontheexpectationsplacedonthemandwhattheycanreasonablyachieve.Forexample,somepartnersareawarethat‘£1millionisalotofmoneyinacommunitylikethis’whilstotherscommentthatBigLocalmoneyamountedto‘£10foreachresidentayear–or£100overthe10years’andcautionagainstunrealisticexpectationsofwhatmightbeachievedinthecurrentclimateofausterity.AlltheareasinvolvedinOurBiggerStoryarelessthanhalfwaythroughtheirBigLocalJourney.Issuesoflegacyandsustainabilityare,nonetheless,highontheiragenda.Differentstrategiesarebeingadopted.Someareasareexploringincorporationasawayofattractingfuturefundsandmanagingcommunityassetsinthehopeofbecomingasustainableorganisation.Forothers,thelegacyisphysicalandenvironmentalimprovements.Stillothersseetheirlegacyascultural:morepeopleinthecommunityhavingtheconfidenceandskillstotakeactionlongintothefuture.Whichapproachleadstoalastinglegacy–orasustainableorganisation(somethingnotoriginallyenvisagedoftheprogramme),willrequirecarefulevaluationinthecomingyears.

Section2ofthisreportexaminedtheextenttowhichBigLocalareasaremeetingthefourprogrammeoutcomesidentifiedbyLocalTrust.Thissectionexplores,throughthe15casestudies,someofthelocalprocessesbehindthoseoutcomes,usingfiveresearchthemesidentifiedattheendofthefirstyearoftheevaluation(February2016),namely:

• BigLocalareascapacitytonegotiatechange• TheextenttowhichBigLocalsareacatalystforchange• Thedevelopmentofcommunityleadershipandinfluence• Dealingwithexpectationsaroundwhatcanbe‘achieved’• Understandingaboutsustainabilityandlegacy

4.1 Negotiatingchange

ThisthemelooksathowBigLocalpartnershipsnegotiatechangeintheirareas,andindeed,changethemselvesasthetenyearsunfold.ItaimstohelpbuildunderstandingabouthowBigLocalpartnershipsoperateandaddressinternalandbroadercommunitytensions,howneedsareidentifiedandhowresponsestoneedsaredecideduponandenacted.

All15casestudyareasaredifferentand,althoughtherearesomesimilaritiesandcommonthemes,thereisnoneattypologyoftheareas.However,thereisatleastonesharedunderlyingnarrativewhichisthattheyareareaswherepeoplefeeltheyhavebeenforgotten,eveninthosethathavehadpreviousregeneration/neighbourhoodrenewalprogrammessuchasSingleRegenerationBudget3orEuropeanSocialFund4.Severalareastalkaboutbeingfarawayfromthelocalauthority’sradar.ThefollowingparagraphsexplorehowBigLocalpartnershipsarenegotiating‘outwardfacing’changeintermsofachangingcontext,howtheyprioritisechange,andhowtheynegotiate‘inwardlooking’changei.e.internalpartnershipchangeandtherisksassociatedwiththis. 3TheSingleRegenerationBudget(SRB)wassetupin1994tobringtogetheravarietyofprogrammesandinitiativesfromseveralGovernmentdepartments.Theaimwastosimplifythefundingprocessandtoprovideresourcestosupportregenerationinitiativescarriedoutbylocalregenerationpartnerships.4TheESFisEurope’smaininstrumentforsupportingjobs,helpingpeoplegetbetterjobsandensuringfairerjobopportunitiesforallEUcitizens.Seehttp://ec.europa.eu/esf/home.jsp

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• AchangingcontextInsomepartnerships,thereishighawarenessoftransience–peoplemovinginandout(suchasBountagu,BirchfieldandBlackpool)onaregularbasis.Inothers,thereisanexpectationthatthecommunitywillchangeasaresultofnewhousingdevelopments(e.g.ThreeParishesandRadstock).ManyBigLocalsdorecognisethattherearemultiplecommunitieswithintheirboundary,oftenbecauseofroadsdividingtheareaanddifferenthousingtenuresacrossthearea:

‘Geographicallyit’squitedifficultbecausewehaveamainroadrunningthroughtwobigsocialareasofhousingandthenatthesouthernendofit,weareinanotheralmostintothecitybutit’sadifferentsortofcommunity.’(Partnershipmember)

Thus,negotiatingchange,iscomplex,bothintermsofwhodecideswhatchangewouldmakethearea‘anevenbettertoplacetolive’andhowchangemightimpactdifferentlyacrossanarea,especiallywherethedemographicprofileisdiverseorchangingatafastpace.IntheBountaguareaforexample,housesarebeingsplitintoseveraltenanciesandmoresinglepeoplearemovingin,reducingthenumberoffamilieslivinginthearea:

‘Whenwefirstdidoursurveyithadaveryhighpercentageofyoungchildren,buttheyhavemovedonsincethen.’(Partnershipmember)

InRadstockthepartnershipisacutelyawarethatthebuildingof700newhomeswillchangethelocaldemographicandputadditionalpressuresonexistingservicesandinfrastructure;RevoeandLawrenceWestonareawareofnewer,growing,RomanianandPolishcommunitiesrespectively.

• IdentifyingthechangethatissoughtAsnotedinSection2,manyBigLocalareasstudiedhavefocusedonverysimilarpriorities.Inthisthe15areasreflectthetopprioritiesofareasinvolvedintheprogrammeasawhole:childrenandyoungpeople;theenvironment;healthandwellbeing;employment,butitwouldbesuperficialtosurmisethatthismeanstheyallhavethesamecontextandoutcomesinmind.Withineachofthepriorities,therearenumerousapproachestomakingchangeanddifferentoutcomessought.AnexampleofhowfiveBigLocalpartnershipsaremeetingtheneedsofchildrenandyoungpeopleisillustratedbelow:

Table6:Approachestoplayandyouthprovision

Barrowcliff Community(includingchildren)involvementindesignanddevelopmentoffixedequipmentplayarea

Bountagu Staffsupportforvolunteerandsessionalstaffactivity

Youngpeople’senterprisetrainingsessions

GrowingTogether

Commissionstospecialistyouthworkproviderse.g.filmbasededucationproject,outdooractivitiestobuildyoungpeople’sconfidenceandaspirations,centrebasedanddetachedyouthwork

‘Achangingcommunity,withdeprivationnextdoortoaffluence.’(Partnershipmember)

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Radstock Developingayoungpeople’sforumwithadevolvedbudgettosetprioritiesImproved/sagegreenspacesforunsupervisedplay

ThreeParishes Commissionstoexternalprovidersandsessionalyouthwork

‘Subsidises’toenablechildrenandyoungpeopletoparticipateinexistinggroup’sactivities(e.g.trips/residentials)

Smallgrantstogroupsworkingwithchildrenandyoungpeople(e.g.Brownies,Rainbowetc.)

Whatisitthatdrivesthisdifference?Acrossthe15areasthereisevidencethatitcanbedueto:

• Anexistingproviderwithaproventrackrecordwhocanbecommissioned,andwherepartnershipsunderstandwhatthoseagenciesoffer

• Partnershipswantingtokeepanexistingprovider,orprovision,goingfollowingwithdrawalofaservice/otherfunding

• Partnershipmembersorapaidworkerthinkingcreativelyaboutmatchingupprojectstomeetmorethanoneoutcome.Forexample,Birchfieldissupportingemergingsocialenterprisesintheareatoofferplayprovisionandsupportforchildrenwithadisability.

• Aresponsetoveryvocallyexpressedmajorityviewsfromthecommunitye.g.‘weneedtodosomethingforolderpeople’.

• Adetailedunderstandingofthecommunityprofileandtargetedsupporttoaparticulargroupofchildrenandyoungpeopleforexampleyoungpeopleatriskofoffending(e.g.theGrowingTogethercommissiontoFree2Talk)

• Avolunteerorcommunitygroupapplyingforagranttorunaspecificproject

• ‘Upscaling’ofsmallgrantsprojects

• AlocalresourceopportunitywhichtheBigLocalcanbuildupon(e.g.LawrenceWestontakingadvantageofotherprogrammefundingstreams).

• Aresponsebasedontraditionandpreviousexperienceofpartnershipmemberse.g.‘it’stheholidays,weshouldrunaplayscheme.’

Thereisnoimpliedhierarchyhereofoneapproachbeingbetterthananother.InsomeBigLocalareas,severaloftheabovefactorswouldapply.Whatthesefactorsdoindicatethough,isthatoftentheexpressionofaneedisthedrivingforceandtheoutcomeisverybroadbased–wantingtodosomethingforchildrenandyoungpeople-ratherthananuancedunderstandingofthechangethatissought.Forexample,inoneareawhereactivitiesforchildrenandyoungpeoplewereprioritised,theresponsewastocommissionayouthserviceprovidertoputonanopenaccessyouthclubwithsports,artsandcraftsfacilities.Thereislittleevidencethatthepartnershipwasclearaboutthepurposeoftheyouthclub(i.e.wasitsimplyaboutprovidinganactivityandgettingyoungpeopleoffthestreetsorwasitabouthelpingyoungpeopleconnectandbuildrelationshipswitheachother?).

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Theyouthclubstillrunsbutithaslowernumbersthananticipatedandthepartnershipdoesnothaveanymeasurestoassessitsvalue.Thiscanbecontrastedwithayouthenterpriseprojectwherethereareclearaimsaboutbuildingyoungpeople’sconfidenceandaspirations,givingthemopportunitiestothinkabouthowtheymightbenefitthemselvesandthecommunitynowandwhentheyleaveschool,andprovidingprojectandbusinessplanningknowledgeandtools.

• ManaginginternalchangeManyoftheBigLocalpartnershipsstudiedexperiencedanuncomfortablestart,withseveralhavingchangedtheirfirstchairperson,sometimesinquiteacrimoniouscircumstances.Thiswasthecaseforfiveoutofthe15areas.Oneintervieweetalkedabouta‘powergrab’byaparticularindividual.Someareashadtocarefullynegotiatepatternsofearlyspendtoaddresstensionsandbeseentobeequitableacrossdifferentcommunitiesorestatesratherthaneitherrespondingto‘lobbying’foraparticularplace,orignoringplacesnotrepresentedbypartnershipmembers’interests.Manyoftheearlyconflictsbetweenpartnershipmembershavedieddownnowthoughtheimpactisstillfelt:

‘Theknock-oneffectswerethatwelostalotofpeoplewhooriginallywerevery,veryinvolved,andveryenthusiastic.’

‘…theyhavegrowntogetherandlessof‘thisisn’tbenefitingmycommunity’;recognisethat[theyare]workingforthewholecommunity.’

‘Atfirstalotof‘wewant’–nowthereismorethoughtfuldiscussion.’(Partnershipmembers)

ManypeoplewhoareactiveinBigLocalpartnershipshaveneverbeeninvolvedinanythinglikethisbeforeandtheyhavehadtolearnhowtobeassertiveandtonegotiatewithothers.Ontheotherhand,somepartnershipsareconcernedthattheyhavebecometoosettledandtoothesame.Theyrecognisethattheywouldbenefitfromnewmembersbringingnewideasbutarealsoawarethat‘outsiders’mightfeelthisisaharmoniousgroupoffriends-thisisdespitethefacttheydidnotnecessarilyknoweachotherbeforeBigLocal.

Eveninthe‘settled’partnershipscenariothereisthepotentialforconflicthowever,particularlywherepeoplearewearingdifferenthatsand/orhavevestedinterests(seeSection3):

‘Theveryfactthatpeoplesitonthepartnershipboardmeanstheyhavetheirownagendassoquitecomplicated.’(Partnershipmember)

SomeLTOshavealsoexpressedthedifficultyofbeingopenandtransparentwhentheysitinpartnershipmeetings:

‘Conflictingthat[we]canapplyforthemoneyandmanageit.’(LTO)

Learningtheskillsofhowtoquestionwithoutgettingintoanargumentorconflictissomethingsomepartnershipmembersstillfinddifficult,withtheresultthattheyoftendonotspeakupinpartnershipmeetingsbuthavealottosayoutsideofthem.Anditcanleadto‘playingitsafe’asitiseasiertonotdosomethingthantospeakupandchallengeacceptedwisdom.

• Negotiatingchangeisa‘riskybusiness’Therearethosepartnershipswhothriveonrisk:

‘Thegreatthingaboutthisprojectisthatitisfortenyears,nootherfundingthatIhaveevercomeacrosshasbeenlongerthanthree!Andthatmeansthatyoucantakenotuneducatedrisks,oruncalculatedrisks,butyoucantrynewthingsoutandthereisstillroomforlearning…’(Partnershipmember)

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Therearethosewhoarelearningtoliveandworkwithcertainlevelsofrisk:

‘...we'renotriskadverse,we'reriskaware,weknowwhattherisksareandsometimeswe’llgetitwrong,youknow,andwe'llgetitwrongfortherightreasons,wewon'tgetitwrongbecausewe'reincapable.We'llgetitwrongbecausethereasoningwasthatthatwasagoodidea,itdidn'tdeliverand….wehadtoself-evaluate.’(Partnershipmember)

Finally,therearesomepartnershipswhotryto‘negotiateout’anyrisk,whichusuallymeansagreeingtoactonthosethingstheyfeeltheyhavecontroloverand/orusingtriedandtestedorganisations,butwaryabouthandingresponsibilitytootherswhomighthaveagoodideabutnotrackrecord.Observationsandinterviewsillustratethatsometimespeoplearemoreconcernedabouttherisksinvolvedingivingagrantofafewhundredpoundstoalocalindividualorprojectthantheyareabouttheriskoftakingonlargeassetsorchallengingpowerholders.

ThisissueisfurtheraddressedinSection5BalancingActs.

4.2 Catalystforchange

ItisimportanttolookbeyondBigLocalprocessesanddeliverymechanisms,inordertoidentifychangesinthelocalarea,andtoassessthetangibleandsometimesintangiblewaysinwhichthe‘presence’of(andactivityin)BigLocalappearstomobiliseotherdevelopments.

• Seeingthechange‘Whenyoulookatwhatwehaveachieved,we’vegotnewgroupssettingup…We’vegotmorerespectfromthecommunity…We’vegotrecognitionfrompeople.We’vegotpeoplereceivingwhatwearetryingtodoinaprettypositiveway.We’vegotpeopleworkingtogetherlikethe[X]group,thatwasoneofourfinesthoursgettingthemtoactuallytalktoeachotherandplaynicely.We’vegotdifferentgroupsworkingtogether…..’(Partnershipmember)

ThisquotepointstothewaythatsomeBigLocalgroupsaremeasuringsuccess–throughimplicitindicatorsofactivecommunitygroups,positiveresponsesinthecommunity,groupsandorganisationsworkingtogether.Inotherwords,peopleknowthissenseof‘success’whentheyseeit,andwhattheyseeisoftenthespinofffromsomemoreplannedprojectoractivity.Alotofgroupstalkabouthowdifficultitisto‘prove’evidenceofsuchchange,maybebecausethereisaslowgradualprogressiontowardschange,orbecausetheyhaven’tgotthereyetandthereisnothingtosee,butseveralareastalkofthe‘feel’oftheareabeingdifferent,thatthereisa‘buzz’.ThiscanbebecauseofthephysicalandvisiblepresenceofaBigLocal.InBountagu,forexample,thelocationwithintheBigLocalareaofaverybusycommunityhubhascreatedasaferenvironmentforresidentsandstoppedthedrugdealingandassociatedcrimeontheirdoorsteps.InBarrowcliff,theBigLocalflagshipproject,thepark,meansthat‘youcan’thelpbutsitinthatparkandtalktootherpeople….’(Partnershipmember).Alternatively,itmightbeofalesstangiblebutsignificant,improvedcommunity‘vibe’,asdescribedinWhitleyBayBigLocal(‘amindchange’),BirchfieldandRamseyMillion:

‘Somethingthatisn'treallytrulymeasurableisthatIwastalkingwiththecommunitysergeantwhowasdoingasurgeryinthestreetandIsaid,howareyouandhesaiddoyouknowit'samazing,it'sbuzzingtoday,itwasaSaturdaymorning,lotsofpeopleareoutandaboutandhesaidtheatmosphereintownwasdifferent…..Henoticedthattheplacehadabitmoreofabuzzarounditandotherpeoplehavesaidthattoo.’(Partnershipmember)

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• BigLocalasenablersofchangeTherehasbeenaconsciouseffortinsomeareastoprovideactivitieswhichaimtoconnectindividualsandtonetworkgroupsandorganisations.

ThereisevidenceofBigLocalactingasaspringboardforpeopleandpeople’sliveschangingdramaticallyasaresultofopportunitiesprovidedthroughtheprogrammee.g.increasedconfidenceandskillsbuiltthroughinvolvementinapartnershiporactivityhaveledtoemployment.PeoplehaveformedsignificantfriendshipswithotherstheyhavemetthroughBigLocalandbeenopeneduptoopportunitiesthathaveledtofurthercommunityactivity:

‘I’vegotgoalstolookforwardtonowwhichIdidn’thavebefore.It’sjustgivenabrighteroutlookonlifeformeandmyfamily.’(Localresident)

AparticipantinaUnLtdfundedprojectwhostartedacommunitynewspapernowmentorsothersinthewiderareatosetuptheirownpublicationsandprovidesopportunitiesforpeopletodeveloptheirjournalisticskills:

‘I’mjustgratefulthatRamseyMillionwasherebecausewithoutit,andI’mtellingyouthisnow,withoutRamseyMillionthisnewspaperwouldneverhavehappened….’

‘WhereverIcanI’lltryandhelpthemgetworkinotherplacesbecauseit’stheleastIcandobecausetheyarehelpingme.ThisallstemmedfromwhatI’vebeendoinginthisarea...’(UnLtdawardwinnerwhoeditslocalnewspaper).

Snapshot18:KayandSusan’sStories

CASTrainingServicesstartedoutasavolunteer-ledemploymentadviceprojectwhichhasgrown,andattractedmatchedfunding,withsupportfromNortfleetBigLocal.KayandSusanhavebeenattendingtheserviceforalmostayearandhavebothbecomevolunteerswithlongertermplanstoreturntowork.ThesearetherestorieswhichcanalsobeviewedinthefilmonNorthfleetBigLocal:Theprojectsweareinvolvedwith.Kaysays:‘Ihadabitofabreakdownafterlosingmyparents,myjob.Ihadtomoveoutofmyhome.ChrisandSueandRubyandMark,theyallpickedmeupandgivemetheconfidencetogetbackonmyfeet,andtohelpothersandtogetthemtocomeforhelpaswell.NowIdothisvolunteering,itmakessuchadifferencecosyou’rehelpingpeople.Yourecognisevulnerablepeopleandyoucangivethemguidance.Iwouldn’thavesurvivedwithout…Iwastotallybroken.IfIdidn’thavethis,Iwouldn’tbeherenow.’Susansays:‘Myfriend,whoalsoworksinthearea,saidaboutSueandChris’jobclubdowntheHive,soIcamedowntoitandI’vebeencomingeversince.

The[shopIworkedin]closedatBluewaterin2007andIbecamemyparents’full-timecarer.ObviouslymyDadwentandmyMomwentintotheHomeandIfounditabitdifficult.Ihadtochangemylifearound.Nowbothmyparentsaren’thereanymore…

‘Energyofpeoplemeetingtogether,leadsontootherthings.’(Partnershipmember)

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I’mhopingtoopenmyownbusinessintheNorthfleetarea,lookingafterchildren.

Iwouldn’tbewhereIamnowwithoutSueandChrisandeveryonethatworksforCASJobClub.

Itmadeabigdifferencecosthey’vehelpedmealotwithmyconfidenceissuesandotherissuesthatI’vehad.

It’sbeenahugechangeformeintheselastthreeyearsandI’vecomeoutofitprettygood,Ireckon.’

ManyBigLocalareashaveinvestedenergyinbringinggroupstogetherwithothergroups,residentswithagencies,agencieswithagencies.Insomecasesthiswasareasonably‘commonsense’activity-notnecessarilywithasenseofadeliberatelongertermstrategy,butwhich,co-incidentally,hasproducedadditionalorunexpectedoutcomes.Forexample,aninformalgroupmeetingatacommunitycentreonLawrenceWestonstartedtoattractyoungPolishwomen.ThisinturnidentifiedtheirneedsforEnglishLanguagesupportandresultedinthedevelopmentofESOLprovision.

GrowingTogetherBigLocalusedsomeofitsfundingtosupportlocalcurlinggroupsandacurlingleague:

‘…bringpeoplefromdifferentestatestogetherandmeeteachother.Peoplebringfood,differentculturesandlanguages.…..Verydiversegroupoflocalpeople,andattractednewpeoplee.g.somepeoplefromtheBangladeshicommunity.’

‘Abigsuccesshasbeenpeoplenowtraveltoevents.Previouslythedifferentestateswereveryinsular.’(Partnershipmembers)

Inothersitisdowntostrategicthinkingabouthowbesttomakethingshappen,forexample,thecapitaldevelopmentsinLawrenceWeston.

InBigLocalareaswherethereisnotanobviousnaturalboundaryorahistoryofconnectedness,suchasThreeParishes,GrasslandHasmoorandGrowingTogetherBigLocals,smalltownsandvillageshavebeguntoconnectwithsomesenseofimprovingcohesion.

WhitleyBayBigLocalistryingtoturnroundthecommunity’srelationshiptothecouncil,bringcommunityvoicestothecouncilandinfluencechangeinthetownthroughregularmeetingswithstatutoryagencies(SeeSnapshot15).Itseespartofitsroleasaddingvaluethroughfacilitatingconversationanddescribesitsstatutorypartnermeetingsasanopenandhonestforum,wherethecouncilandWBBLworkseamlesslytopromotepositiveregenerationofthetownandalastinglegacyforfuturegenerations.Thisstrategicwayofworkingisaboutkickstartingrelationshipsthatwillhavealonglastingimpact:

‘It’sabouteveryonepushingtogetherforthegoodoftheareaandnotcompeting…wehavetothinkstrategically.Becausewhenthemillionisusedupwhatothermoneycanwebringintokeepthingsgoing?’

‘Wearetryingtouseittoourbenefitreally,wearetryingtomakesurethatitallowsustoopendoorsandcreatepartnerships,sothatwecanmakethatmoneystretchalotfurther’.(Partnershipmembers)

‘BigLocalreallyshowsthecomingtogetherofthetwocommunitieswhich,attheoutsetoftheproject,hadlittleincommonandnorealnetworkofcommunication.’(Partnershipmember)

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TherearealsoexamplesofwhereBigLocalareashavebeen,orarelikelytobe,acatalystformajorphysicalorstructuralchange–beyondhowanarea‘feels’andthelevelofcommunityactivitytheyhavestimulated.InLawrenceWeston,BigLocalappearstobeasignificantcatalystfortheimplementationofanexistingneighbourhooddevelopmentplan.Amajoropportunityistheredevelopmentofanoldcollegesiteandthepartnership,withAmbitionLawrenceWeston(LTO),ispushingforasupermarket,mixedhousingandacommunityhub.Althoughtakinglongerthanexpected,‘Thesupermarketiswantedby86%ofresidentsandwhenthatcomesitwilldemonstratethatresidentinvolvementcanchangethings’(Paidworker).LawrenceWestonBigLocalisalsocapitalisingoncurrentopportunitiestoenablefuturechangethroughsupportforleveringinadditionalinvestment.Forexample,itunderwrotethecostofwritingthebidforCoastalCommunitiesFundmoney,andisworkingwithlocalenergyproviderstoensureanannualcommunityfund.InBarrowcliff,partnerscanseehowthestructuresetupforthepurposesofBigLocalcouldbeexactlytherightvehicleforsecuringandmanagingfuturefundingprogrammes.InGrowingTogether,thereisasynergybetweenthepartnershipanditsLTOandbetweentheBigLocalpartnershipanditsboundarywiththeNeighbourhoodForumandtheNeighbourhoodPlanboundary.Thisshouldensureresident-ledstructuresforthefuture,creatingacriticalmassofactivityandintention.

4.3 Leadershipandinfluence

LeadershipintheBigLocalcontextisverymuchaboutformingandarticulatingacollectiveviewabouttheprioritiesofandfuturevisionforeacharea,i.e.collectivesense-making,andmobilisingresidentsinhowtogetthere.

Residentled

ThereporthasreflectedonhowpartnershipsareworkinginSection3.Asnoted,therearedifferentpartnershipapproachesandinsomeareasleadershipcanbeseentobeexercisedwithinaformaltraditionalstructure.Someoftheareasstudiedonlyheld‘closed’partnershipmeetings,inothersallmeetingswereopen,andinNorthfleettheyoperatea‘closed’executivemeeting,followedbyapublicmeetingasinformationsharing.InThreeParishes,theyfoundholdingalotofpublicmeetingstobeunwieldyandsoheldpartneronlymeetings;thiswasquestionedandnowtheyarelookingtoholdatleastonepublicmeetingayearthatanyonecanattend.TherealityformostBigLocalpartnershipsisthattheyareopento‘new’peoplecomingalong–afterallitispublicmoneyandmanystruggletogetenoughpeopleinvolved–butthatunlesspeoplearealreadyinvolved,theywouldn’tunderstandwhatthepartnershipis,nevermindwhenandwhereitmeets.Intermsofmeetingvenues,thisagainvaries.SomeBigLocalareas,suchasNorthfleetandRadstock,alwaysmeetinginthesameplacebecauseitisthoughttohaveaneutralairaboutit.OtherssuchasThreeParishesandGrowingTogetherwhichcomprisedistinctvillages/neighbourhoodsrotatetheirmeetingsaroundthewholeareasoastobeseentobefairandaccessibleandbringtogetherdisparatecommunities.Inthelatterexamples,thisispartoftheprocessoftryingtooperatewithavisionfortheareaasawhole,despiteotherwiseobviouslydividedcommunities.

NearlyalltheBigLocalareastalkaboutacollectiveandconsensualstyleofworking.Forexample:

‘Ithinkwehavebuiltagoodrelationshipbetweenourselvesinthisperiodoftime.Eachperson’sopinionisvalued.OK,everyonehastheirlittlepetprojectsandhobbyhorsesbutwebowtothedemocraticdecision.’(Partnershipmember)

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Observationsatpartnershipmeetingsillustratethatpeopletrytofindawaythroughthatsuitsallinterestsbuttheextenttowhicheveryonehasavoicecanbequestionedinsomepartnerships.Thereareexamplesofpaidworkersandagenciesdominating,withlittleinputfromresidents,orjustafewkeyindividualsmakingthedecisionswithothersdeferringtothem.Intheseareas,leadershipappearstofollowtraditionallylimitedformsbasedonpreviousexperiencesof‘howleadershipworks’ordeferencetoelectedmembersorprofessionals.Oneresidentpartnercommented:

‘Theyneedtotalktomorepeople,theBigLocal…Ifeelasthoughtheonesthataremakingthedecisionsarejusttheoneswithinthegroup…IclassmyselfastalkingtotherealpeopleandIthinkit’sabit(ofan)issuewiththeones…leadingit,andnotactuallytalkingtotherealpeople.’(Partnershipmember)

Ontheotherhand,engagingawidesectionofthecommunityisnoteasy:

‘Ithinkit’sverydifficulttobetrulyrepresentativeofyoursocietywhereyoulivebecauseitdoesn’tmatterhowmuchdoorknockingthatyoudo.Youcan’tengagewitheverysingleperson,andnoteverysinglepersonwantstoengagewithyou,soIthinkyouhavetodothebestwiththeresponsesthatyouget.Andthoseresidentswhowanttogetinvolvedcanonlyusetheresultsoftheconsultation.Ipersonallyfounditquitedifficulttoberepresentative.’

‘We’realotmoreknowledgeablenowabouthowtodothings.We’restillnotthereyet.Weknowalotmoreaboutthecommunityandhowtodothings.Weknowthatthingstakealotlongerthanwereallywantthemtodo,soit’squiteadifficultareaofwork’.(Partnershipmembers)

SpreadinginvolvementanddecisionmakingandmobilisingresidentsacrosstheBigLocalareaissomethingthatBigLocalsstrugglewith.Mostareastalkaboutthechallengesofengagingyoungpeople.Whilsttheycangetpeopletocometoevents,translatingthisintoactiveinvolvement(e.g.throughpartnershipmembershiporformalyouthforums,provesdifficult).WhatBigLocalpartnershipsdonotseemtoquestionmuchthoughisthewaytheyorganiseandthestyleoftheirmeetingswhichtendtobeofthetraditionalboardtype,withformalstructuresandprocessesandcanbeverylong(3-4hoursinsomecases).Althoughseveralpartnershipmembershavedescribedthemeetingsasboring,nothingmuchchangestomakethemmorelivelyandengaging,orindeedtofindotherwaysofmakingdecisions,atcommunityeventsforexample.

Communityleadershipcanbefosteredinmanyways.InGrasslandHasmoorBigLocal,forexample,thechairwasselectedfromoutsidetheareaonthebasisofskill,impartialityandcommunityrespect,reflectingandreinforcinganunderstandingthatpeoplecanbeinvolvedinBigLocalindifferentways.

‘…becausewhatwe'reinterestedinisnotthatoneleader,it'sthecollectiveleadershipacrossthecommunityandactuallywhat[*]doesisallowthat.’(Partnershipmember)

Thus,intheGrasslandHasmoorstructure,workinggroupsareineffectwherealotofthe‘action’actiontakesplace–theyaremadeupofresidentswhoarenotnecessarilyontheBigLocalpartnership.InWhitleyBay,theyarelookingforwaystoinvolvepeoplewhomightnotbepartofanyproject;‘[We]wantindividualstofeelpartoftheBigLocalscheme’.TheseoutwardlookingapproachesareimportantifBigLocalistobemeaningfulastheareaandnotjustthepartnership.WhitleyBayBigLocalhasbeencarefultosupportlocalactivitywithouttryingto‘own’itallorclaim

‘I’dliketoseethecommunitymoreinvolved.Buthereittakesallpeople’senergyjusttosurvive,especiallywhentheyhaveyoungchildren.’(Partnershipmember)

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creditforsomeofitssponsoredactivityandyetattheevaluationworkshopinAugust2016,around30peopleparticipatedbecausetheyhadanidentitywithBigLocal.

Influence

BigLocalpartnershipsare,tovaryingdegrees,interestedininfluencingthelocalcommunity,serviceprovidersandpoliticalstructures.Inthisevaluation,weareparticularlyinterestedintheroleofinfluenceinrelationtolocalservicesandinstitutionalstructures,and,inthecurrentsocio-economiccontext,whetherBigLocalinvestmentcomplementsexistingpublicservices,andtheextenttowhichitactsasanattemptedsubstituteforreducedpublicservices.

Broadly,therearetwokeywaysinwhichBigLocalshavemanagedtoexertsomeinfluence.Thefirstisthroughbeingthereandbeingactive,andintheseexamplesthereisanimportancetothemoney-the£1millionallocatedtoeachBigLocalarea–itcreatesthesensethatBigLocalpartnershipsare‘seriousplayers’andhaveacredibilitywithinthecommunity(forexampleinNorthfleetandLawrenceWeston).Thesecondwayiswheretherehasbeenaconsciousefforttoinfluencewhathappensinanareathroughanincreasedandcollectiveunderstandingofhowthelocalpoliticalandpolicycontextworksandusingthisknowledgetomakechangeinthelocalareaand/orlobbythoseseentohavepower.Here,themoneyislargelyirrelevantthoughthereareexampleswherebeingseenasmanagingthemoneyefficientlyandeffectivelyenhancestheirlegitimacywithpowerholders.

• Themoneyasleverage‘HavingBigLocalmoneyandastructurehasprovidedachancetomeetlocalcouncillorsandbridgedthegapbetweenthecouncilandresidents.’(Partnershipmember)

The‘million’enablestheBigLocalpartnershipstonegotiateonadifferentfootingtomanyothercommunitygroupswhodonothavesuchresourcestobringtothetable.Although,thereareafewexamplesofcouncilsnot‘playingball’insomeBigLocalareas,therearemanyillustrationsofcouncilssupportingBigLocalinitiatives.Forexample,inmorethanonearea,localcouncilsimpressedbytheworkoftheBigLocals’contributiontoimprovingparkandplayareas,haveagreedtocovermaintenancecontractsfortheplayequipmentinthecomingyears.Amillionpoundsmaybe‘smallfry’toalocalauthorityoraprivatedeveloper,butiftargetedonanactivitywhichhelpsthemdeliversomethingseenasperhapsnotaprioritybutbeneficialtothelocalcommunity,thentheyareoftenwillingtoforgepositiverelationships:

‘Iactuallythinkitwillbecomemoreinfluentialoverthenextcoupleofyears,oncewehavegotsomesuccesses,butIdothinkithashadaninfluence.Ithinklocalcouncillorsthinkthatwearealotmoreimportantthanweactually[are]…’(Partnershipmember)

Ontheotherhand,inthecontextofausterityanddeficitreductionmeasures,thereareconcernsthatBigLocalispickingupthepiecesfromthecutsinpublicservices.BigLocalworkswiththeprinciplethatthemoneyshouldnotbeusedtoreplacestatutoryservices.Manyofthecutsthatpeopleseeatfirsthand,however,arenotofserviceswhicharestatutoryduties.MostBigLocalshaveapriorityaroundchildrenandyoungpeopleandarecoveringthecostsofactivitiesthathadbeenfundedfromelsewheretenyearsago.Equally,someoftheenvironmentalimprovementscarriedoutbyBigLocal,particularlythosewhichenhancethelookofaplacelikeplanters,werepreviouslyprovidedbythecouncil.

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‘ThereisabitofanissueabouttheCouncildraggingitsheelsbecausetheythinkBigLocalhasthemoney–soforexamplealltheplantersinthecentreofNorthfleetwereputinbyBigLocal.BigLocalshouldnotbeapublicservice,butanaugmentation.’(Paidworker)

Inmoregeneralterms,thisillustratesinpracticalandconcretetermstheissueofadditionalityandthecontestedboundarybetweenstateservicesandcommunity(orsocial)action.

ThisraisesdifficultconversationsinmanyBigLocalpartnerships.InRamsey,thepartnershipiskeenthatitisnottheretopluggaps.TheBigLocalpartnershiphadidentifiedyouthactivitiesasapriorityevenwhilethecouncilservicewasstillrunningayouthservice.Thecouncil’syouthservicehasnowwithdrawnactivities.TheBigLocalyouthprojectisrunquitedifferently,andintheirview,muchbetterbecauseitisintegratedintoasuiteofchildrenandyoungpeople’sactivities,andtheyhaveusedevidenceofitssuccesstoattractfundingfromoutsideBigLocal.InGrowingTogether,theyacceptthattheyhavepickedupapreviouslycouncilfundedservicebutaretaperingtheirfinancialcontributionsothattheyaresupportingthetransitionfromacouncilrunservicetoonebasedonadifferentmodel.

Asafunder,BigLocalsareabletoinfluencehowservicesareprovidedaswellaswhatisprovided,inparticularencouragingcommissionedorganisationstoprovideopportunitiesforresidentinvolvementandpersonaldevelopment:

‘Therearemorevolunteersnowthoughasoneofmystrongthingswasifworkingwithusthen[theserviceproviders]needtobeworkingwithvolunteers–sohaveinfluencedthemabit.Usingmoneyinparticularwayschangingandshapingotherorganisations,notjustusingthemoney.’(Partnershipmember)

• Itisnot(just)aboutthemoneyTheBigLocalpathwayisaprocessthathelpsbuildlocalknowledge,understandingandconfidence.Activeresidentsknowmoreabouttheirareabecausetheyhavecreatedacommunityprofileandhavebeenabletoprioritiselocalpeople’saspirationsintheirplans.Thus,theyareoftenseenbyotherbodiesashavingagoodideaofwhatisneededandwhatmightwork.TheRamseyMillioncommunityplancontainedevidencefromthetown’sresidentsthatwasusedbythecouncilwhenitwasnegotiatingwithprivatedevelopers.InNorthNorthfleet,residentsfeelthatBigLocalhasgiventhemlegitimacyandmadeiteasiertonegotiatewiththecouncilandlargedevelopmentcompanies;indeedheretheEbbsfleetDevelopmentCorporationisusingpartofaBigLocalfilminitsownpromotionalmaterial.

BigLocalareasalsobringresourcesotherthanmoneywhichsuggestsagrowthincommunityinfluence-peoplewhowanttodosomethingintheircommunity,timeandstructure:

• People:InGrasslandHasmoor(GHBL)theverypresenceofBigLocalstimulatedtheGreenandOpenSpacesworkinggroupwhoareworkingcloselywiththerelevantlocalauthoritiestoimprovepathwaysandmakethemmoreaccessible,somethingwhichlocalrangersseeasagreatopportunityformakingthingshappen.GHBLhasalsoharnessedvolunteerstodelivertheirsummerholidayandfoodprojects,leadingtoareputationwithcouncilsandothersthatresidentscanmakethingshappen.

‘Ithinkit'simportantwhatwe'velearntespecially,whenitcomestothecouncil…Twistthearm,twistthethighs…’(Partnershipmember)

‘Comparedtoothergroups,BigLocalisasgoodasitgets.’(LocalCouncillor)

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• Time:BigLocalswillbeactiveforatleasttenyears.Theyarenotgoingawayandmanyaresteadilyandstealthilyincreasingtheirreputation.Bountagu,ThreeParishesandBarrowclifftalkabouthowtheyhavebeentryingtogetschoolsonboardsincethestart,andnowtheschoolsarecomingtothem.InLawrenceWeston,residentsareinvolvedinstrategiclongtermchange–economicaswellassocial.Asaten-yearprogrammeBiglocalisenablingthepartnershipanditsLTOtobuildrelationshipswithserviceprovidersandtacklebigissuessuchasfuelpovertythroughitsworkaroundlocallyproducedenergy.

• Structure:WehavecommentedearlierontheverytraditionalstructuresthatBigLocalpartnershipshavedeveloped,andmaybe,asnoted,thereisadownsidetothisinthattheyarenotalwaysthemostopenandparticipatoryarrangements.However,thereisevidencethatthesestructuresareoftenwelcomedbyotherserviceprovidersandpowerholders.Theyfulfilausefulfunctioninbeingthe‘goto’groupandareacknowledgedandrespectedassuch.AsEuropeanfundingprogrammescomeonstream(‘lighttouchtheyarenot’),BarrowcliffBigLocalSteeringGrouprecognisesthatitisnowinapositiontoengageonastrongerandmoreequalfootingthanpreviouslybecauseithasastructurerecognisedaslegitimatebyotherpartners.AndasaHousingAssociationofficerwhositsontheBarrowcliffpartnershipstated:‘itwouldbeanobrainer’nottoworkinpartnershipwiththem.

LawrenceWestonhastakenaparticularlystrategicapproachtoinfluencingBristolCityCouncilandneighbouringauthorities.ItuseditsstructuretodevelopacomprehensiveNeighbourhoodDevelopmentPlanbeforeapproachingBristolCityCouncilandneighbouringlocalauthorities,andwereabletodemonstrateclearlywhat,andhow,theycouldcontributetowiderspatialplanning.

BigLocaldoesnotworkinavacuumandtheextentofinfluencethatcanbeevidencedisaffectedbyanumberoffactors.Forexample,thoseareasthathadpre-existingeffectivestructuresandconnectionshavestartedatadifferentpointtothoseareasthathavetraditionallybeenmoremarginalisedandisolated.InHanwell,forinstance,EASE(localyouthagencyandalsotheLTO)alreadyhadconnectionsthathavepavedthewayfortheBigLocalgroup:

‘Withotherorganisationsandwiththecouncil,Ithink[ourinfluence]ismorepronounced,againbecauseofEASE,becauseEASEhasgotthattrackrecordandthathistoryandthatpre-existingconnectionsoHanwellBigLocalis,inaway,anextensionandanintensificationofthat,soIthinktherewearemakingmoreofanoise,morequickly.’(LTO)

InLawrenceWeston,theBigLocalisineffectadeliveryarmofAmbitionLawrenceWeston,theLTO,whichwasonastrategiclongtermmissiontochangetheareabeforeBigLocalcameonthescene.

ThiscontrastsstarklywithRevoewheretheresidentshavefeltverymarginalisedfromdecisionmakingstructuresinthemainstream.InsomeofthemoreruralareassuchasThreeParishesandRamsey,thecountycouncilfeelssomewhatremoteandthereareseverallevelsoflocaldemocracyinbetween.Asnoted,asharednarrativeisthatBigLocalareashavebeen‘forgotten’.BigLocalsarethereforeproactivelyestablishingcommunicationmechanismsinmanyareas.RamseyMillionuseditsMarketPlace

‘…thereisalevelofdemocracyintheareamissing.’(Partnershipmember)‘Isometimesthinkthatthecountythinksofusasthebackofbeyondandtheyforgetweexist.’(Partnershipmember)

‘…alongperiodinwhichtodosomethingsubstantial.’(Paidworker)

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fundingtosetuptheWorkingTogetherGroupwhichbringstogetherallthekeyorganisationsinthetown,includingtheTownCouncil.InLawrenceWestonthepartnershiprecognisestheimportanceofagenciesworkingtogetherandpoolingskillsandresourceswhereverpossible–oratleastnotrunningthings‘incompetition’.

WhitleyBayBigLocalhasbeenonamissiontobuildbridgeswiththelocalauthority.ThereisaregularmeetingwitharangeofserviceproviderswhichisleadingtosomeinfluenceandtoincreasingsynergybetweentheaimsofWhitleybayBigLocalandthecouncil.Forexample,someoftheWhitleyBayBigLocalcommunityprofileandplanisnowalsocontainedwithinthecouncil’sdevelopmentplan,asthelandscapearchitectwhocarriedouttheplanconsultationexplainshere.Influencecanhowever,beparticularlyhardtoattributetoBigLocalwherethepartnershipseesitsroleinsupportingexistingandnewgroupsdevelopbutconsciouslytakesabackseatinclaimingachievement.WhitleyBayBigLocalmightwanttoclaimcreditforsomethings,butitisalsokeentoensurethatcommunitygroups‘own’success.BigLocalhasprovidedthesupport,oftensmallscale,andthegroupsthengetonwithmeetingtheirobjectivesandrightlytakethecredit.Forinstance,supportfortheFriendsofWhitleyPark(includingtheoptimismgeneratedinthetownthroughpositiveBigLocalmessages)hasstrengthenedthegrouptotheextentthatitwasabletopersuadethecounciltoseetheparkasanassetnotaliability,andthentoredrawtheseafrontregenerationboundaryonamap.Thismeanstheparkisnowperceivedasanattractionworthyoffurtherinvestment.

4.4 Expectations

Thereareavarietyof,sometimesconflicting,setsofexpectationsofboththescaleandtimescaleofambitionandachievement.PartnershipmembersfeelaresponsibilitytoLocalTrusttodelivertheprogrammewellandtomakeanoticeabledifferenceintheirareas.Theyalsofeelaccountabletoresidentsintheareaabouthowtheymanageandusethemilliontomaketheareaabetterplacetoliveaswellastotheiractivecolleaguesintermsofnotlettingpeopledownwhichcanputastrainonovercommittedindividuals.Sometimestheexpectationsthatpeopleputonthemselvescanbequiteoverwhelming,especiallywhentheyhavelotsgoingonintheirpersonallives:

‘It’sdeterminationtomakeadifference,that’swhatkeepsmegoing.ImeanI’llbehonest,Iamtired.Reallytiredatthemoment,butIthinkthat’sbecauseI’mjugglingthreeorfourdifferentthingsatonceattheminute…’(Partnershipmember)

ResidentswhoareemployedtoworkwithBigLocalalsofeelthepressure:

‘Asalocalresidentthereareadvantagesthatlocalpeopleknowmeandcanmakeconnections.Ithinkpeoplearemorecomfortablewithalocalresidentastheworker.I’malocalresidentsonotcominginfromtheoutsideandI’mwellconnected.Thedownsideisifaprojectfails,that’seggonthefaceandI’dnotwanttobeconnectedwiththat.I’dreallyfeelit.’(Paidworker)

Someresidentshaveexpressedconcernsaboutthelevelofexpectationfromtheprogramme–whatitmeanstobeapartnershipmemberandtheresponsibilitythatthatentails.Theytalkaboutpeoplecominginoffthestreetandhavingtogetgripswithcomplexprocesseswhentheyhaveneverbeentoameetingbeforeintheirlives.AlthoughmanyacknowledgethattheyhavelearntalotandnowfeelcomfortablewiththeBigLocalprocess,theyareworriedaboutnewpeoplegettinginvolved:

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‘…newpeople,wetryandabsorbthembutit’sworkingouthowtogettheminbecauseifyoutellthemtoomuchatoncetheyareswampedandthenthey–insteadofactuallytakingadeepbreathandsaying,‘Justhangonaminute,Ihaven’tquitegotthatfirstbit,’...they’lljustdisappear.…..Therearesomepeoplethatslotinandthereareothersthatyoureallydohavetohand-holdallthewaythroughanddoyoutellthemalotinthebeginningordoyounottellthemalot?Becausewhenyoutellthemyouwantthemtosigntheconfidentialityagreementandthecodeofconductbecause….isthatgoingtoputthemofforisitnot?Dotheyunderstandwhytheyaresigningit?’(Partnershipmember)

Despiteeffortstomaketheprogrammelighttouch,andtoprovidearangeofsupportstructures,thethresholdforactiveinvolvementcanstillseeminsurmountablyhighformanyandrunsatoddswiththedesireforaninclusiveresident-ledprocess.Manyofthemostactiveresidentsinterviewedhavestressedthesteeplearningcurvetheyhavebeenthrough,mostlylearningbydoing.InNorthNorthfleet,residentstalkabouttheprocessofworkingtheirwaythroughtheplanningsystemandunderstandingtheplanningdocumentsfromtheParamountandGardenCitydevelopers.InWestfield(seeSnapshot7),thepartnershiphashadasimilarexperiencetootherBigLocalsinworkingthroughcouncilplanningandlegalstructurestoarrangeanassettransfer.Theydescribetheprocessashardnosedbargainingthroughwhichtheyhadtobattleonceaselessly.Inthemeantime,theyhadtobeseentobedoingsomethingbyresidentsnotdirectlyinvolvedinBigLocalinordertomeettheirexpectationsofsomethinghappeninginthearea.Andthereisalways‘ariskofputtingeffortintothingsthatthendon’thappen.’(Partnershipmember)

Thereisaclearconnectionheretotime,ontheonehandpeoplehavelearntthateverythingseemstotakelongerthantheyexpected,andontheother,peoplelessinvolvedwanttoseethingshappeningnow.AsdiscussedinSection2,BigLocalmakesclaimsabouttheareabecoming‘anevenbetterplacetolive’andpeoplearealltooreadytocriticiseifthisdoesn’tappeartobethecase.Thisisparticularlytrueintheareasthathavepreviouslyexperiencedinitiativesandwhereaperceivedfailuretodeliverinthepastunderminescredibilitynowandexpectationsarelow:

‘MightittarnishBigLocalworknow?Lotterymoneyin2000swiththe[xTrust]developingplansforacommunityhub(i.e.beenherebefore?).Barnardo’s/DrugProject/CreditUnionsqueezedintoonemaisonette.Promiseof…moneyforhub,butfellthroughasoneshopkeeperblockedplanningpermissionsandCouncilwithdrew.….Moneyusedonlegalfeesanddelaysmeantanadditionalcostof£1mthereforeschemecollapsed.Projectendedin2012withwithdrawaloffunding.’(Paidworker)

Otherstalkabouttheexpectationsassociatedwiththeallocationof£1million–‘alotofmoneytopeopleonthisestate’andambitionsto‘changetheworld,’whilstotherscounterthatamillionpoundswon’tengineeradifferentcommunityandthejamisbeingspreadtoothinlyacrosstoomanyprojectsandtoomuchforresidentstomanage.AlthoughsomepartnershipsdelegateresponsibilityformanagingprojectsandactivitiestotheirpaidstaffortheLTO,manypartnershipmembersfeelalotofresponsibilityforprojectsuccessandplacehighexpectationstodeliverthisonthemselves.ObservationsofpartnershipmeetingshighlightverydifferentapproachestomanagingthemoneyanddifferentunderstandingoftheethosofBigLocal,withsomeexudingconfidenceandensuringtheirmeetingsare‘tothepoint’whilstothersdeliberateoverminutedetail:

‘Confidentthatthingswillhappenasthereisamomentumarounddevelopment-communityhub/newhousing/supermarketupandrunningin2-3years’time–bigplansforthefuture–UsingLocalismActtodevelopfreedomsonplanning/landuse.’(Paidworker)

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‘Iamnotsayingitisnotdifficult,butIthinkwehavegotquiteclearobjectives,soweknowwhatwearegoingtodoandwhatwewant.Andwearenottryingtochangethewholeworld,wearefocusingonsmall,quitesmallbutbigimpactprojects.SoIthinkwecandoit,Ithinkwecan.’(Partnershipmember)

Beingapartnershipmemberinyourowncommunityisnotaneasypositiontohold(Verydifficulttomeetpeople’sexpectationsofmeasavolunteerboardmember)anditcanbemademuchmoredifficultbytheexpectationsoflocalstakeholders.Asmentionedabove,somefeelapressuretopickupcouncilservices:

‘ThecontextissodifferentnowthanitwasatthestartofBL–willhavenocredibilitywithlocalpeopleifdon’tprovidesomeoftheseservices.’(Partnershipmember)

Sometimesthispressurecomesfromthecouncilitself–andevenwhereitdoesn’texpectBigLocaltopickupthepieces,thereareperceptionsthatresourcesarenotgoingintosomeBigLocalareasbecause,asinBirchfield,they‘thinkwehaveamillionpoundsandaresorted.’(Partnershipmember)

4.5 Sustainabilityandlegacy

Inthesecondyearoftheevaluation,wehavebeguntoexplorehowchangesarisingthroughBigLocal–includingstructures,activities,ethosandoutcomes-endureandwhy.Itistooearlytodrawfirmconclusionsyetandsowehavealsolookedattheextenttowhichlonger-termthinkinginfluencesdecisionsandprocessesnow.

ThewayinwhichBigLocalsusetheirresourcesisforthemostpartdeterminedbyaconsciousefforttoleavesomethingbehind,yetthereasoningbehindtheirdecision-makingvariesenormously.Manyareashaveusedtheirmoneytocreatephysicalassetsforthecommunitye.g.buildings,parksandplayareas:

‘OverthenextthreeorfouryearsI’dliketoseeusfindsomewherethatwecouldconvertintoacommunitycentre.BecauseI’dlikesomesortoflegacyandI’vegotafeelingthatifwegoonspendingmoney,andwe’respending60%ofitonthiscoreofworkersandrentingoffices,there’llbenothingleftattheendofit,there’llbenolegacy,andI’dliketoseesomesortoflegacyleftforthecommunity.’(Partnershipmember)

Someotherareashavetakenanoppositestance,focusingontheirlegacythroughpaidstaffemployedtodevelopcommunityskillsandconfidence:

‘IthinkwehaveallpickedupalittlebitwhenwehavegonetoBigLocalevents,wherepeoplehavesaidohyouhavegotafantasticthisorthat,andwearesittingtherefeelingquiteenviousthinkingthatwouldbeterrific,butthenyousortofthinkwellhowdotheyfollowthatup?Howdoyou?….Iseveryonejustgoingtohaveagreattimeandthengoaway?Itistotryandshareourskills,getmorepeopleskilledup,moreconfident,morehappytoleadprojects.’(Partnershipmember)

Thereareaminorityofresidentswhodonotthinktheissueofsustainabilityorlegacyisthatimportant.Theybelievetheyhavebeendeprivedofresourcesandpositiveoutcomesfortoolongandshouldusethemoneyastheywantnow.Alternatively,theebbandflowofBigLocalswillmeanthatsomethingssurviveand,inevitably,othersdonot:

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‘It’sabitlikebeingonasurfboard,ridingasurfwave–youdon’tknowwherethewave’sgoingtogo.Soyourideit,andifitfadesout,youpickupthenextoneandgoalongwiththat.Somethingshaven’tworkedbutotherswillwork–that’sthewaythingsseemtome.’(Partnershipmember)

TherearearangeofapproachestosustainabilityandlegacyofBigLocalacrossthecasestudies.Examplesaregivenbelow,thougheachareamightbetakingmorethanoneapproach:

• IncorporationoftheBigLocalpartnershipasanentityinitself.SomepartnershipsseethisasawaytoensuresustainabilitybecausetheorganisationwillliveonaftertheBigLocalprogrammehasfinished.AlthoughthespiritofBigLocalisaboutpeoplebeingabletogetonanddothingswithoutbeingboggeddownbyinternalandorganisationalmatters,(hencetheLTOmodel),someBigLocalsfeelthisistheonlywaytodevelop–wheretheLTOisnotpreparedtotakeontheresponsibilityofacommunityhub,forexample.WhitelyBayisexpectedtobethefirstofthecasestudyBigLocalareastogodownthisroutebutitissomethingbeingexploredinseveralotherareas.

Inaddition,GrowingTogetherandRamseyareanticipatingthattheirrespectiveLTOswillcontinuetheBigLocalwayofworkingandbecometheBigLocallegacybody:

‘[ChairofLTO]andIhavethesamevision–wanttoseeRNTandRMjointogether.Alargerbodyoftheadmin/engineroomfunctionandagroupdoingcommunityconsultationandeventsisthewaytogo.’(LTO)

• PhysicalandenvironmentallegacyisaboutleavingsomethingvisiblefromtheBigLocalprogramme.IntheThreeParishesBigLocalhassupportedtheallotmentgrouptoplanttreesforthefuture.InWhitleybayresidentsareinfluencingtheregenerationoftheseafront.InNorthampton,GrowingTogetherissupportingenvironmentalimprovementswhichshouldleavetheriverinamuchimprovedstate,andinWestfieldthepartnershiphassavedtheonlycommunitybuildingintheareafromclosure.

• Buildingskillsandknowledgeandnetworksofcommunitygroupsandindividualssothattheyarebetterequippedtosurvive,tobeenterprisingandtodothingsdifferentlyinthefuture.ThisrelatesverymuchtotherationalefortheprogrammeandtothefirsttwoBigLocaloutcomes(Communitieswillbebetterabletoidentifylocalneedsandtakeactioninresponsetothem;Peoplewillhaveincreasedskillsandconfidence,sothattheycontinuetoidentifyandrespondtoneedsinthefuture).ThisisakeyfocusforBountaguwheretherehasbeenlittleinfrastructureandcommunitysupportinthepastandforWhitleyBaywhereitislinkedtoopeningupcommunicationwiththecouncilandotherserviceproviders:

‘[An]openandhonestforum,wherethecouncilandWBBLworkseamlesslytopromotepositiveregenerationofthetownandalastinglegacyforfuturegenerations.’(WhitleyBayworkshop)

• Supportingsocialbusinessactivityandenterprisesothatthemoneyisinvestedandhasareturn,ratherthanjustbeingspent.Thisrangesfromthemodeste.g.chargingpeoplefor

‘…thelegacywillbelesstangible–buildingpeople’srelationships,capacityandinfluenceovertheirownlives.’(LTO)

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activities,throughtothemoreambitiouse.g.creationofawell-plannedsocialenterprise.GrassmoorHaslandpartnershipexpectstospendafairlyhighproportionofitsmoneyontheinfrastructuretosustainitwhileitexistsbutitalsoexpectsallactivitiestobematch-fundedandleversinadditionalmoneywhereveritcan:

‘GrasslandHasmoorhasa50/50useofmoneyi.e.50%goesoninfrastructure…wearedeterminedtogrowourmillionsinourlocalplan…intoatleast£2[forevery£1spent]…So,everyprojectismeanttohavealevelofmatchfundingattachedtoit...thedeliveryoutisbringingalotmoreintheotherway,...a£10,000downpaymentontheskateparkisgoingtobringaskateparkworth£70,000in,that'sahugeamountofmatching.’(Leedsworkshop)

• ForLawrenceWeston,sustainabilityisaboutputtinginplacetheconditionsforcommunityeconomicdevelopmentandleavingresourcesbehindforthebenefitoflocalpeople,thoughnotnecessarilyinthehandsoflocalpeople.Forexample,theyfundedabidwriter(£9,000)tomakeanapplicationtotheCoastalCommunitiesFund.TheythenaskedlocalbusinessestochipintothecostaspotentialbeneficiariesoftheFundandactuallymadeaprofitof£3000.TheapplicationwassuccessfulandSouthGloucestershireCouncilistheaccountablebodyforaprojectinvolving£1.2millionfurtherinvestmenttotacklebarrierstoemployment.

• Creationofa‘model’wheretheBigLocalmodelisseenasaneffectivewayofworkingthatcanbecontinuede.g.BirchfieldisstartingtodiscusshowBigLocalcanbeaforerunnertoresident-ledneighbourhoodmanagementandtheGrowingTogetherstructureandboundaryoverlaystheNeighbourhoodForumanditsdevelopingNeighbourhoodPlan.

• Leavingbehindaculturallegacy–peoplefeelingmorepositiveaboutwheretheyliveandhavingagreateraffinityandidentitywiththeareae.g.throughunderstandingthe‘heritage’oftheareaasinRamsey.RamseyMillionhasinvestedinaseparatelybranded‘DiscoveringRamsey’projectwhichaimstomakeresidentsmoreawareofthesignificanceofhistoricalsitesinthetownandcreateasenseofcommunityprideaboutwheretheylive.

Theindividualrationalesbehindthesedifferentapproachesrestsonanumberoffactors:thelocalsocio-economiccontext;historyofcommunityactivityandsupportpre-BigLocal;previous/existingexperienceofenterprise;individuals’knowledgeanddrive;workingrelationshipswiththeLTO;extentofpartnershipworkingwithotheragencies.Thus,thecurrentoperatingmodelsvary.Forexample,CattonGroveBigLocalpaysagenciestodeliverservicesfromitshubwhilstothersmakeachargeforuseinordertocoveroperatingcosts.GrowingTogetherprovidesgrantsforagenciestodeliverservicesbutonataperingscaletogivethema‘kickstart’andencouragethemtobemoreresourcefulsothattheycontinueaftertheBigLocalmoneyhasrunitscourse.Thismayhelpcountertheproblemof:

‘…everythingisgoingtoexternalorganisations…thebigcontractshaveallbeencommissionedouttoexternalorganisations…Theyareherebecauseit’s100%fundedwork

‘LawrenceWestonhavegoodrelationshipswithlargecompaniesparticularlywithrenewableenergycompanies.Gotsomeoftheprofitbackfromone,thoughtdonewell,thenformedrelationshipwithBristolenergyco-opwhoputinaplanningapplicationtodevelopasolarfarm.BigLocaloffereditssupportifitcouldhaveacutoftheprofit.…Andnowalreadyhadanupfrontpaymentof£155kandwillgetapaymenteveryyearfornext25years...Alwayslookingateconomicsustainability...’(Birchfieldworkshop)

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forthem.Themoneyisnottheirs;theyarenotgoingtobehere…I’mworriedthattheywilldeliverbutassoonasthemoneyisnottherethentheywon’tbethereeither.’(Paidworker)

Thereisabalancetobestruckformostareas,coveringcoststhroughincomegenerationbutalsosubsidisingactivitiestoensureaccesstolocallybasedprovision(‘Peopleroundherestruggletopaythe50pforthefilmclub’:Partnershipmember).ThereisasenseforsomethatthereareconflictingprioritiesstemmingfromLocalTrust–ontheonehandlocalpeoplearesupposedtobeworkingtowardscommunitybasedoutcomes(e.g.healthyeatingandgardeningprojects).Ontheotherhand,theyareexpectedtobealsogeneratingincomewhichchangestheprojectintoaprofitmakingmarketgardenproject:

‘Justbecauseit’sabuildingsuddenlyit’sasocialinvestmentproject.No,thebuildingisthemeanstotheendofdeliveringtheoutcomesthattheywanttoachieve.’(Paidworker)

Insomeareas,alotofcurrenttimeandmoneyisbeinginvestedintraininglocalpeoplee.g.inyouthworkormentoringskills,sothattheywillbeabletocontinueprovidingoncethemoneyhasgone.But,therewillalwaysbesomeactivitiesthatbearacoste.g.retainingavolunteerbasetokeepcostsdownhasitselfasupportcost.

‘Well,wewantthevolunteerstocomealongandwhenwetalkaboutitandcomeupwithideas,wewantthemtothenpickitupandrunwithit.Buttheyhaven’tgotthetrainingtodoit.Theyhaven’tgottheexpertise.’(Paidworker)

SustainabilityandlegacyareconcernsformanyBigLocalpartnershipmembers.Perhapsitishelpfultounderstandsustainabilityasensuringaserviceorbuildingcontinuestooperate,andlegacyasleavingbehindamodelorcultureofworkingpractice:

‘Thekeyisbuildingbuyin,self-helpandtheconfidencetoachieve.Somethingsthoughcostmoneyandmaynotgoaheadinthesameway.’(Partnershipmembers)

4.6 Concludingremarks

Asnotedatthestartofthissection,thereisnoneat,single,typologyoftheBigLocalareasstudied.Areasareneitherwhollyone‘thing’oranother.Rathertheyoperateacrossmultipledimensionsandonaspectrumorcontinuumandtheirpositionagainstanyonedimensionmaychangeovertime.Spendingpriorities,andhowspendisallocatedmaychange(fromsmallgrantstoamorecommissioningbasedmodel).Governancecanshiftfromveryopenmodelstomoreproscribedstructures–andbackagainaspartnershipstryandrefreshtheirmembership.Some,suchasBarrowcliff,havemovedfrompredominantlycapitalspendtorevenueexpenditure,whilstotherscurrentlyspendingonprojectsarebeginningtothinkofsubstantialcapitalinvestmentinacommunityhuborasset.

Thefollowingtableisnot‘exhaustive’butaimstogivea‘flavour’ofthedifferentdimensionsBigLocalpartnershipsoperateacross,withdifferingpointsonthatspectrumorcontinuum.

‘Wanttokeepgoing.Scarytothinkofsomeofthevulnerablepeoplethatcomealong–wherewilltheybewithoutthis?Theopennessofthisallisgreat–veryinclusive.’(Paidworker)

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Table7:Differentcontinuumsofpartnershipworking

‘Open’membership/governance

‘Closed’membership/governance

Respondingtoimmediateneeds Aspirationsfocused/strategicvision

Smallgrants

Commissioning/contractingofsubstantialactivity

Inwardfacing Outwardlooking

Capitalspend Revenuespend

Riskaverse Risktaking

Investmentfocused

Spendfocused

Communitydevelopmentfocused Projectfocused

Protectingwhatalreadyexists Changeagent

Enterprisemodel

Charity/model

TheframeworkabovecouldbeawaytoexplorethedifferingrationaleandmodelsbehindhowBigLocalsareoperating,whatthislookslikeinpracticeandhowtheapproachissupportingprogresstowardsBigLocaloutcomes.

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Section 5

Balancing Acts

Overview

Thissectionexamines

• factorsthatarehelpingBigLocalareasdelivertheirplans• howBigLocalpartnershipsare‘balancing’competingdemands.

SummaryBigLocalpartnershipsarehavingtonegotiateaseriesofoftencomplexbalancingactsintermsofworkingtoachievetheirlongtermoutcomes.Atthemostbasiclevel,thisisthetensionbetweenbeingseentobedoingsomethingintheircommunitynow–asopposedtoachievingmoreambitiousobjectivesinthelongterm.Partnershipsappeartobeworkingmoreeffectivelywheredaytodaymanagementandactivitiesareunderpinnedbythatlong-termvision.Thepartnershipisalsovisibletothecommunity–oftenthroughrunning,supportingorhavingapresenceatlargescalecommunityevents(HanwellandNorthfleet)ratherthanoperatingbehindcloseddoorsandexpectingthecommunitytocometothepartnership.BalancingtheBigLocaltaskswiththesocialfunctionsofpartnershipworkingarecriticalfactorsinsustainingengagement.BigLocalareasarealsobalancingneedsandwants.Iswhatacommunity(orjustthemostvocalpartofthatcommunity)wantswhatisactuallyneeded?Residentsmayagreeon‘theproblem’butbedividedonthesolution.InBlackpoolRevoe,forinstance,theagreedproblemisvisiblesubstancemisuse.Whatisneeded,forsome,istomovetheproblemaway–forothersitistheprovisionofadviceandsupportpendingtreatmentoptions.Partnerships,particularlyinthemostdeprivedareas,arealsohavingtobalancecompetingneedsandgrowingdemandonlocalservices.BigLocalisintendedasacatalystforchange–bringingaboutpositivenewdevelopmentsintheirarea.However,inthecurrenteconomicclimate,theyoftentakeontheroleofprotectingthestatusquo:substitutingforservicecutsbythelocalauthorityortryingtoprotectexistingassetswhichareunderthreatofclosure(e.g.thelibraryinThreeParishes).Withfurtherchangestolocalgovernmentfinance,thistensionislikelytoincreaseinthecomingyears.ManagingBigLocalatthelocallevelrequiresconstantjudgements–wantingtobeinnovativebutatthesametimeensuringthatresourcesare‘safeinthepartnerships’hands’.Theyarerequiredtomakecomplex,oftendifficult,decisionswhichaffecttheirimmediateneighbours.Theyarebalancingcompetingdemandsfortheirtime–andBigLocalresources.BigLocalcan,asonepartnershipdiarykeepernoted,befunaswellashardwork.Whatisimpressive,especiallyinthesehardtimes,isthecommitmentofresidentpartnersto‘thelonghaul’andhangingontothebelief,orhope,theycanindeedmaketheircommunityanevenbetterplacetolive.Partnershipscanbeextremelyinwardlooking–focusingoftheirimmediatearea.Suchahyper-localapproachcanbevaluedbyresidentsinthatservicesaredeliveredattheverylocallevel.However,thesearethepartnershipswhichtendtobestrugglingtosee‘thebiggerpicture’ofthebroadercontextsinwhichBigLocalisoperatingandmaylackinfluencewiththoseinpowerwhomakedecisionsabouttheircommunity.

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5.1 Introduction

InApril2016,theOurBiggerStorysummaryInterimEvaluationReport,identifiedsomeofthekeylearningfromtheearlydevelopmentofBigLocal.Almostoneyearon,anumberofthetensionsandchallengeshavebecome,ifnotmoreacute,certainlymorepronounced.Indeed,theperceivedstrengthsoftheBigLocalapproachmayalsobeattherootofsomeofthetensionsandchallengesthatareashavetomanage.Itisthesebalancingactsthatthefollowingsectionanalyses:

• theambitionsofBigLocalandtherealitiesofdelivery• communitywantsandcommunityneeds• longtermdevelopmentandshorttermdelivery• hyper-localfocusand/oroutwardlookingorientation• accountability,riskandinnovation• freedomsandflexibilitiescontrastedwithclearadvice.

5.2 BalancingtheBigLocalvisionwithrealitiesontheground

Inmanywaysthefollowingdiscussionappearstoechothefindingsofpreviousresearchindicatingthat‘mostareasarefailingtoretain[a]‘goldenthread’betweentheiractivitiesandtheirvision’(R4C,2016:4).Itisthisconnection,orpotentiallackofconnection,betweentheeverydayrealitiesandlongertermgoalsofBigLocalthatthissectionexploresfurther.

Resident-ledchange,asinitiallyenvisionedbyLocalTrust,wasnevermeanttobeaneat,linear,initiative.Areasdevelop,change–orstruggle–butattheirownpace.InthisBigLocalisinstarkcontrastwithpreviousneighbourhoodchangeandregenerationprogrammesinthatareasarenotdrivenbytopdowntargets,annualspendandexternallyimposedgoalsandoutcomes(seeforexampleNewDealforCommunities(Battyetal2010)andtheSingleRegenerationBudget(Rhodesetalundated).BigLocalistherefore‘’Insideout’,ratherthanagenciesorsomeoneoutsidethecommunityseekingtoengagethecommunity–‘outsidein’’5.ThisiswhereBigLocalisqualitativelydifferenttonowhistoricAreaBasedInitiatives:

‘…..didn’twantareastobedependentonpeoplethatweredoingthingsforthem,becauseinotherprogrammesyoucanfullyresourcethatandthentheprogrammefinishesandeverybodywalksaway,andI’vehadthatfeedbackfrompeopleaswellonotherprogrammes–includingNewDealwherepeoplewerelike‘Themoneyishere;it’sgreat’.Theminutethatstopseverybodygoes,alltheseworkersdisappearbecausetheirsalariesaren’tbeingpaidandthenwe’rejustleftandifithasn’tincreasedourskillsactuallywe’renotmuchbetteroff.’(LocalTrust)

This‘residenttoresident’focusisreflectedin:

• thepaceofchangeinBigLocalareas:somehavemaderapidprogressand,withinthefirsttwoyearsofbecomingoperational,haveachievedmajorchangesintheirlocalcommunity–thedevelopment,forexample,ofthePlayParkinBarrowcliff.Others,afterapromisingstarthavebecome‘boggeddown’intheminutiaeofprojectmanagementorthelegalissuesofincorporation.

5inunpublishednotesfromNCVOhostedworkshopwithLocalTrustandpartnersforresearch,AstudyofcommunityengagementwithintheBigLocalprogramme2016,NCVO

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• scopeandambitionoftheoriginalBigLocalplans:somehadalarge-scale,strategic,visionfortheirareaalreadyinplacebeforeBigLocal–thetransformationofLawrenceWestonbeingacaseinpoint-oratleastlongheldambitions,e.g.theskateparkinGrasslandHasmoor.Forothers,thatvisionwasperhapslessambitious,butgroundedintheviewsoflocalresidentsandinthespiritof‘startingwherepeopleareat’,haveadoptedanapproachofincrementalchangethougharangeofsmallerscaleprojects.Indeed,thosethathavestartedsmallscale(suchasThreeParishes,andRadstock)havevaluedtheexperiencegainedintheirearlyyearsofthisapproachandhavestartedtobecomemoreambitiouswhereasothers,particularlywheretherewerehighlyambitiousplansformatchedfunding,havehadtoscalebacktheirambitionsandactivities.

Whatisevident,however,isthatpartnershipshaveattimesstruggledtotranslatetheirearlyvisionsintodeliveryontheground,particularlywherethoseplanswereambitiousandpartnershipswereattemptingtomeetmultipleandoftencompetinggoals.Thecriticism,therefore,thatBigLocalareashavea‘disconnect’betweenvisionandactivityisperhapsratherharsh.Even‘manysmallactivities’andactionsinthecommunitycanhaveasubstantialimpactonpeoples’lives–anddeaths,asnotedintheBountaguexampleinSection2.

WhereOurBiggerStoryhasobservedandrecordedlocalplanreviews(seeforexamplethedetaileddiscussiononthisintheseriesof‘PartnershipsinConversation’filmsor,specifically,theplanreviewinRamsey)residentshavebeenacutelyawareoftheneedtoassessactivitiesagainsttheirlongertermobjectives.Theyarealsoconcernedthatthedaytodaypressuresofprogrammemanagementhavedivertedenergiesfromthoselongertermstrategicobjectives.Whatisimportanthowever,asBigLocalsevolve,isthatthat‘golden-thread’connectingstrategyandactivityissustainedandbuiltupon.

5.3 Balancingcommunityneedsandcommunitywants

Thetimeallowedfor,andresourceallocatedto,initialcommunityprofilingandplandevelopmentwasappreciatedbypartnershipmembersandnotedasdifferenttootherfundingregimeswithtimelimitedconsultationandshorttime-scalesforbidpreparation.However,theprocessraisedanumberofquestionsinthetransitionbetweenvisioninganddelivery:

• Aretheviewsexpressedbythoseconsultedreflectiveofactualneeds,oronlyofwhatpeoplethoughtothersneeded?

• HowdoBigLocalareasrespondtotheneedsofthose‘quietvoices’whocouldbe‘theleastheard’intheplanninganddeliveryprocess

• AreBigLocalareasrespondingtowantsratherthanneeds?Andtowhatextentaretheyaddressingtheunderlyingproblems(identifiedincommunityprofilesandtheIVARforesightingreport–2014)oraddressing‘surface’issues:

‘[IwantedBigLocal]toaddresssomedeepproblemshereandnotjustcosmeticchange……tomakerealchangesin[namesBigLocal]andnotjustbehangingbaskets.’

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TheneedsversuswantsissueisillustratedinthecaseofRadstock.Intheconsultationprocess,adultsidentifiedthatchildren‘needed’moresupervisedplayprovision.Whatyoungpeoplesaidthey‘wanted’wassafespacesforunsupervisedplay.

Thedistinctionisnotalwaysthatclearcut.Partnershipsmayfeeltheyneedtorespondtocommunitywants–tobeseentobeactiveanddoingsomethingintheshortterm(e.g.environmentalimprovements).Forsome,agonisingoverwhethersomethingwasawantoranunderlyingneedcouldbeadistractionfromactualdelivery.Forstillothers,aparticular‘want’inthecommunityhadbeenoneforsolongthatwhatwasnow‘needed’wasaresponse.Forexample,bothBarrowcliffandGrasslandHasmoorhadbeenworkingforatleastadecadetobringaboutaplayparkandskateparkintheirrespectiveareas.WhatBigLocalhadenabledwasaresponsetothoselongexpressedrequests.

Throughouttheresearch,anothertensionthathasemergedrelatedtohowBigLocalareasshouldrespondtocutstolocalgovernmentservicesandthepressures,oftenfromwithinthecommunity,to‘substitute’forthoseservices.Thisappliedinparticularto:

• thewithdrawalofyouthandplayservicesinanumberofareas• theendingofcommunitychest/localauthoritysmallgrantsschemes• thethreatenedclosureofcommunityfacilities(e.g.thelibraryinThreeParishes)ortransfer

ofcommunityassetsfromthelocalauthoritytotheprivatesector(Hanwell).

Questionswerealsoraisedastowhethersmallgrantswereeffectivelyreplacingpreviouslocalauthoritycommunitychestschemeswhichhadbeenwithdrawn,ratherthanstimulatingnewactivityor‘protecting’existingprovisiontothedetrimentofnewinitiatives:

‘Theriskisthatgrantsareonafirstcomefirstservedbasisandthebiggerorganisationsarebetterplacedtoapply.’(Partnershipmember)

Cutswerealsoseenasafactorinthetimetakentodeliverprojects,particularlycapitalones.Planningpermissions(e.g.forenvironmentalimprovements,playspacesandevensignage)havetakenlongerthananticipatedbecauseofreducedstaffingtoprocessapplicationsandthiscouldleadtofrustrationswithinthecommunitywherepeoplethoughtthat‘nothingwashappening.’

5.4 Balancinglongtermdevelopmentandshorttermdelivery

ThefactthatBigLocalis‘grounded’inthecommunitywasseenasakeyasset.Residentsand,indeed,deliveryagencies,were‘inforthelonghaul’.Thisinitselfhowever,hassurfacedsometensions.

Theresident-lednatureofBigLocalwasseeninsomecasesascontributingtoaslowerthananticipatedpaceofdevelopment.Residentsareveryconsciousthattheyneedtobeseen(byotherresidents)togetthingsrightandshowtangibleresults:

‘Thechallengeisthatstrategicworktakestimeandresidentsdonotseechangehappeningquicklyandcangetfrustrated…solowlevelactivityisasimportantasthestrategic.’(Partnershipmember)

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‘Peopleacceptresults,notpromises.Theywanttoseearesult,andifyoudonotproducethatresult,theywillgoaway.’(Partnershipmember)

Aslowleadintimethoughdoeshavethelongertermpotentialbenefitofbuildingcommunityownershipofplansandactivities:

‘Ithasn’tgotofftoquitethestartperhapsthattheyallhopedfor,butpartlybecausetheywereoneofthe[wave1areas]andittookawhilenationallyforthemtobeabletofeedsomeoftheiraimsandobjectivesdownandforthemtounderstandit.Butalsopartlybecausethereisn’talotofcouncilinvolvementorstructuredinvolvement,theyhavehadtodevisethosestructuresthemselves.’(CouncilOfficer)

Insomeareas,therefore,therehasbeenanemphasison‘quickwins’(puttinginplanters/otherenvironmentalimprovements).However,evenapparently‘easy’actionscantaketime.GreenspaceimprovementsinonepartofNorthfleet,identifiedasaquickvisualwin,hadtobeabandonedbecauseofproblemswithplanningpermissions.InBarrowcliff,theplantohaveroadsafetymeasuresneartheschoolseemedtodragon:

‘Ittooktwoandahalfyears–butwegotthere.’(Partnershipmember)

Otherareastalkaboutthe‘tradeoff’betweengettingthingsdoneversustheimportanceofembeddingtheresident-ledethos.Takingtimetobuildlocalcapacitymayappeartoslowdelivery,buthaslongtermgainsintermsofcommitment,sustainability,allowingforthingstohappendifferentlyandnotjustinvolving‘theusualsuspects’indecisionmaking:

‘Wehaveneededtodoalotofcapacitybuildingwithalotofnewpeople,andIsupposethedownsideisthetimeframebuttheupsideIsupposeisthatifwehadgonethroughtheusualchannelsofcouncils,throughtheusualsuspectsofcouncillorsandpeoplethatcouncillorsknew,weprobablywouldbefurtherforward,butwemaynotnecessarilyhave,Idonotknow,deliveredquitewhatpeoplewant.’(CouncilOfficer)

5.5 Balancingthe‘hyperlocal’withbeingoutwardlooking

Therelativelysmallpopulations,andthereforethehyper-localaspectofBigLocal,wasviewedasakeystrength.Residents,particularly(butnotexclusively)inruralareas,talkedaboutbeingabletoaccessservicespreviouslyunavailable–orwhichrequiredlengthyandexpensivetravel.Forexample,peopleinRamseyhavehadtotraveloutoftheareatoaccesschildren’sactivities,andwerethusdependentonhavingacarorthefundstopayforexpensivebusfares.ToddlerTime,theBOSHplayschemeandCrunchyouthclubappeartobemakingahugedifferencetofamilies(RamseyFunDay)whonownotonlyhaveservicesontheirdoorstepbutalsovolunteeringopportunities.InthecaseofBirchfield,matchingupthoselocalneedswithsocialbusinessopportunitiesenabledBigLocaltobothrespondtothoselocalcircumstances,butalsosupportthedevelopmentofanenterprisewhichisnowwinningcontractsoutsidetheimmediatearea.

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The‘downside’ofthishyper-localismwasreportedinsomeareas,whereBigLocalsbecomeinwardlookinganddonotsee‘thebiggerpicture’.Forsome,suchasRevoe,theimmediacyoftheproblemsfacingthecommunityhasmadelookingoutwardstowhatelseishappeninginBlackpoolchallenging.Others,particularlyinruralareas,feltisolatedfromthebiggerpictureofdecisionsmadeataCountyCouncillevel.AreassuchasLawrenceWestonhavebeenveryastuteataligningthemselveswithotherstrategicregenerationplans–buttheyhavebeenfortunateenoughtobelocatedinanareawherethereare(incontrasttootherBigLocals)opportunitiestodosoandtoaccessexternalfunding(e.g.CoastalCommunitiesFund).

ThisiswhereBigLocalasawidernetworkof150areasplaysanimportantrolein‘seeingthebiggerpicture’.Forthosethathadengagedintrainingsessionsandnetworkingevents,LocalTrustplayedanimportantroleinenablingresidentsseethatbiggerpicture:

‘Becausewhenyou’rejust…..inoneplace,unlessyoutraveltootherplacesandgotothevenues,it’sverymuch,it’sdifficulttokeeptheenthusiasmgoingandIthinkhavingyoursortofparentaloversightinthisrespecthasbeengood.ItfeelsthatIampluggedintosomethingwhichisbiggerthanjust[namesBigLocalarea].….Anditshowsthatweareinasensepartofabiggercommunityourselves.’(Partnershipmember)

Thespringeventswereveryinspiring.YourealisethatBigLocalisasignificantcampaignacrossthecountry.’(Partnershipmember)

5.6 Balancingaccountability,riskandinnovation

‘…..peopleshouldtakerisksprobablybecausefundersthinkthat’sagoodthingtosay,so‘Beinnovative,bedifferent,takearisk;it’sokay,wecanlearnfromfailure’butactuallyinthosecommunitiesIdon’tthinkthesepartnershipsfeellikethatatallbecausetheyfeelaccountabletotheotherpeopleinthecommunityandtheyseefailureasapersonalfailureorlosingthemoneyorwastingthemoney.SoIactuallythinkeverypartnershipismoreriskaverseforvalidreasonsthanwewouldsayisnecessary.…SoIthinkalotofitisaboutthefearofcriticism.’(LocalTrust)

AsdiscussedinSection3,localresidentsonpartnershipsareacutelyawareoftheiraccountabilitytothewidercommunityforBigLocalmoney.Oneoftheconsequencesofthishasbeentooperateinquiteaformalway–tobeseentobeaccountable–andthiscanbeoffputtingtolocalresidentsandmakeitdifficulttorecruitnewpeople.Thisisnot,however,simplyaboutformality,butalso–asnoted-thecomplexityofdecisionspartnershipsaremaking–notonlyaboutspendbutalso,forexample,aboutplanningpermissions,legalstructuresorcommissioningservices.

Some,however,havebeenmoreinnovative–withallmeetingsbeingopentothepublicwithcommunitymembers(ratherthanjusttheformallyelectedpartnershipmembers)havingarighttovote.Otherspublishtheirmeetingsandfinancialstatementsonlineorhavenotadoptedformal/specificofficerpositionsandrotateroles.ThesearetheexceptionratherthanthenormandevenwhereBigLocalareasfeltthattheirpartnershipshadadoptedmorecollectiveapproachestodecisionmakingandwerehighlydemocratic,theyalsonoteda‘downside’tobeingopenandaccessible.Decisionmakingcouldbeaslowprocess–withoriginaldecisionsbeingrevisitedand

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reviewedonaregularbasis–oropportunitieswhichhadshortresponsedeadlinesbeinglost(e.g.possiblepurchaseofacommunityassetinBirchfield).

Thattransitionfromdevelopmenttodeliveryhasinanumberofinstances,beenslowerthananticipatedandtheimportanceoftransparencyandaccountabilitycanresultincautiousspendpatterns(seealsoIVAR2015):

‘…theyhadheardcommentsandsomenegativecommentsabouthowsomeofthe[previousregenerationprogrammes]moneywasspent…andIthinkthatwaspartlywhatcausedpanicwiththem,becausetheydidn’twanttorepeatwhattheyperceivedtobethosemistakes.’(Partnershipmember)

CautiousspendwasparticularlyacharacteristicofsomeoftheBigLocalareasthatwere,inasense,created,ratherthan‘natural’communitiessuchastheruralvillages,ordisparateurbanestates,broughttogethertosubmitaBigLocalplan.Here,substantialamountsoftimehadbeenspentondevelopingdueprocesstoensuretheequityofspendandtransparencyofdecisionmaking,whichhaddelayeddeliverybuthadalsobeenastrategyformanagingtheriskofpotentialconflictbetweencommunities.

Thereare,however,otherformsofrisk.Barrowcliff‘tookarisk’byinvesting40%ofitsBigLocalmoneyinthedevelopmentofthePlayPark–despitesomescepticismlocallythatthiswouldjustgetvandalised.Thecounterriskwas,however,thatresidentshadbeenarguingforthisfacilityforatleasttenyearsandtherewasthereforeareputationalriskifthepartnershipdidnotdeliver.

TherearealsoelementsofriskintermsoftheissuesaBigLocalispreparedtotakeon–particularlywheretheyaretryingtoaddresssomeofthe‘hard’underlyingissuesthatareconfrontingthecommunity.Peoplebecomepassionateabouttheissue–and‘their’solutionandtherehavebeeninstanceswherepartnershipmembershavebeenverballyabusedfortheirstance(orthatofthepartnership)onaparticularissue.Communitiescanagreeonwhatthoseissuesare,butstillbedividedonthesolutionsasintheBlackpoolRevoe(Snapshot1).

Perhapsthemostsubstantialrisksomeareasaretakingisinassetmanagement.Takingonthecommunityhubbecausethisiswhatthecommunitywants–butwithoutaclearideaofwhetheritissustainablebeyondthelifeofBigLocalfunding–canbe,inthelongterm,aliabilitymorethanitisanasset.TheHanwell(Snapshot8)illustratesaratherdifferentapproachtomanagingassetsandspreadingrisk.

5.7 Balancingfreedomsandflexibilitiescontrastedwithclearguidance

Participantsintheevaluation,bothresidentsandworkers,haveidentifiedthecorestrengthsofBigLocalasbeingitsresident-ledethosandtheassociatedflexibilitiesaffordedinLocalTrustguidance:theabsenceofprescribedworkprogrammesorapproachestodelivery,thelong-termtimeframe,andthelackofnumericaltargetsorannualspendpatterns.Thosethathadexperienceofolderfundingregimesnoted:

‘Thelovelythingaboutitis…..thatisactuallyaboutcommunitydevelopment.It’snotabouttickingboxes,it’snotaboutprovidingstatstopoliticianstobackupclaimsthey’vemade.It’sgenuinelyaboutlocalpeoplehavingtheabilitytomakedifferencesandnobody’scountingit.Nobodyisgoing,‘Yeah,you’vegottogetthesestatsinbysuchandsuchadate.’(Partnershipmember)

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‘TheoldRDA[RegionalDevelopmentAgency]mechanismandtheSRB[SingleRegenerationBudget]mechanismswereveryprescriptiveandverycomplicatedandtheytendedtowindpeopleupandconstrainthem.’(CouncilOfficer)

‘BecausetheynevertrustedlocalpeopletomaketheirowndecisionsandIthinkthat’sthekeythingwithittome……Andthatisabsolutelybrilliant.AndI'veseenprojectsthatarespendingalotmoremoneyachievingalotless.’(CouncilOfficer)

Thoseflexibilities,however,arenotalwayswelcomed.Someparticipantswouldlikeclearadvice,moreboundaries,andastraighterpathtofollow:

‘Yousee,wheneverwespoketoLocalTrust…they’vealwayssaidit’sanevolvingprocess.And,youknow,theyleaveusdangling–dowedothis?Ifwedothis,arewegoingtohaveourbacksidekicked?Soyouphonethembackandyousay‘Well,we’redoingthis’.‘Wellthat’sfineifthat’swhatyouwanttodo’.Sothereisnoclearcutavenueforustopursue.’(Partnershipmember)

Fromadifferentperspective,however,theabovequotationillustratesthetensionsthatLocalTrust(andindeedreps)havetobalance:offeringadviceandguidancewhilstremaininglight-touchandresisting‘top-down’directives.ThismaybecomeamoreacuteissueasBigLocalareashavetomovetodecisionson‘spenddown’(taperingtheirfundingasthemoneyreduces)or‘spendout’(usingupalltheirmoney).Asthemoneyrunsout–whotakesultimateresponsibilityfortheharddecisionseitherforallocatingdiminishingfundsorendingspendaltogether?

Thefollowingconcludingsectionofthereportbeginsbyexploringthedemandstheprogrammemakesonactiveresidents.

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Section 6

Conclusions: Thinking Back and Looking Forward

Overview

Thefollowingsectionoffersabriefoverviewof:

• learningtodatefromtheOurBiggerStoryevaluation• thefutureforBigLocalareas.

6.1 Learning

Thinkingbackover2015/16,allofthe15areasinvolvedinOurBiggerStoryarenowdeliveringagainsttheiroriginalplanor,inthecaseofThreeParishesandRamseyforexample,havereachedthestageofrefreshingtheiroriginalplans.HoweachareaisworkingtowardsthefourBigLocaloutcomesdiffers.Therearethosethathave:

• takenacommunitydevelopmentapproachtobuildingthecapacityofgrassrootsgroups,developedvolunteeringself-helpinitiativesandsocialenterprisedevelopment(e.g.BirchfieldandBountagu)

• encouragedgreatercollaborationandpartnershipworkingbetweenlocalgroupsandorganisations(e.g.RamseyandWhitleyBay)

• focusedondeliveringsubstantialcapitalprojects(e.g.Barrowcliff)orhaveplanstodoso(e.g.GrasslandHasmoor).

Deliverymechanismsalsovary:fromsmallgrants(Radstock)throughtoopentendering(Revoe)andservicelevelagreements(Hanwell).Further,theirambitionsvaryfromlargescalephysicalchangeinLawrenceWestontomoresmallscale,incrementalstepsinThreeParishes.

Asnoted,the15areasareallverydifferent,notonlyinapproach,butinthescaleofthechallengestheyface:fromRevoe(amongstthetenmostdeprivedwardsinthecountry)throughtothosewherepovertyisafeature(andsometimeshidden)amidstrelativeaffluence.

Insomecases,thereisevidencethatBigLocalhasbeenacatalystforchange.Thisappliestophysicalandenvironmentalimprovements(Barrowcliff).Inothersitisaroundstimulatingnewactivitiesorbuildingastrongersenseofcommunity(BountaguandHanwell).Insomeareas,progresshasbeenslowerandpartnershipshavestruggledtoturntheiroriginalvisionintodeliveryontheground:‘…weneedtobepatientasthewheelsofpositivechangeareslowmoving.Thingsdon’tchangeovernight.’(Partnershipmember)

Theflipsideofactingasachangeagenthasbeen,inthefaceofcontinuingausteritymeasures,attemptsbyBigLocalpartnershipstoprotectservicesandcommunityassetswhichareunderthreat–inparticular,communitybuildings,playandyouthservices.

Again,asanticipated,progresshasnotbeenlinear.Periodsofintenseactivityinsomeareashavethenbeenfollowedbyaslowerpaceofchange–andviceversa.Despitethis,partnersrepeatedlytalkoftheBigLocal,andtheBigLocalapproach,becomingmoreembeddedinthecommunity:

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‘BigLocalispavingthewayforchangebecauseitisresidentownedandresidentsaremakingthechoicesaboutchange.Itisnotjustagenciesparachutingin.’(LocalTrust)

Intermsofresident-ledchangeandthe‘lighttouch’approach,thisisnotanewmessage.However,BigLocalisqualitativelydifferenttopreviouscommunityledchangeinitiatives.TheJosephRowntreeFoundation’sNeighbourhoodsProgrammewasfouryears.WhilstNewDealforCommunities(NDC)ranfor10years,withtheoriginalintentionofbeingresidentled,thefinalprogrammeevaluation6explicitlycommentsonlowlevelsofcommunityengagementwithNDCPartnershipsandtheextenttowhichtheinitiativebecameagency-led.

6.2 Thefuture

Asaprogrammelastingatleasttenyears,BigLocalbegsthreebigquestions:

• Howmuchtimeissufficienttodemonstratepositiveoutcomesandimpact?• Howis/canresidents’commitmentbesustainedandrefreshedoveradecade,particularlyin

thoseareaswherethereare,orhavebeen,tensionsandconflicts?• Howbigan‘ask’isBigLocalofindividualresidentsandlocalcommunities?

Thefirsttwoquestionswillinformthefocusoffutureevaluation.Webegintoaddressthethirdquestionbelow.

Abigask?

‘Amillionpoundsover10yearsiscannybutittakesanawfullotofenergyfromanawfullotofpeopletodothat.’(Partnershipmember)

Asnotedthroughoutthereport,theprincipleofresident-ledchangewasparticularlyvalued.However,perhapsthebiggestchallengefortheBigLocalapproachisthatitisa‘bigask’oflocalresidents:

‘Idon’tthinkthattheyrealisedtheresponsibilitytheywereplacingonindividualsandpeopleinthesedeprivedareas.Peopledon’tjuststrugglewithmathsandEnglish.Theystrugglewithpersonalrelations,there’smentalhealthissues,brokenfamilies,thenormaldrugandalcoholissues…thetransienceisridiculous.Thestateofthehousing…….’(Partnershipmember)

Thisquote,fromandaboutRevoe,istrueofBlackpoolandmaybeanexamplefromoneextremeinthespectrumofBigLocalareas,butitdoesreflectawiderissue.

The2016LocalTrustPartnershipReviewmayhavefoundthatpartnersdidnotfindtheirrole‘burdensome’,butthesharednarrative(acrossall15areasinvolvedinOurBiggerStory)hasbeenthattheyfoundtheirroleonerous.Thisappliesintermsoftimecommitments,particularlywherepartnershipmembershavebeendrawnintooperationalmanagement,conflictmediationandmonitoring,aswellasfulfillingstrategicroles.

The‘bigask’ismorecomplexthansimplytimedemands.Thelearningnecessarytomanageaonemillioncommunity-basedprogrammecanbeverydemandingandtechnical,e.g.findingoutabout 6CommunitiesandLocalGovernment(2010)TheNewDealforCommunitiesExperience:AfinalassessmentTheNewDealforCommunitiesEvaluation:Finalreport–Volume7.London,CommunitiesandLocalGovernment

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planningpermissions,tenderingprocesses,assettransferandPre-QualifyingQuestionnairestotakeonthemanagementoflocalservices.AnditalsoraisesquestionsaroundwhetherLocalTrust’saspirationsthatBigLocalpartnershipswillbroadenactivismintheirareasandsharedecisionmakingpowersbeyondtheirformalandinformalstructures,aretoobigan‘ask’ofresidents.Whathasemergedovertimeisthat,whereastheprogrammehasencouragedresidentstotakerisks,trynewapproachesandspreadactiveinvolvementacrossthewholeBiglocalarea,partnershipshaveonthewholetendedto‘playitsafe’.Thisappliesbothtogovernance,wheretraditionalstructureshavebyandlargebeenputinplace,anddelivery–withtriedandtestedinterventionsbeingadopted.GiventhattheBigLocalapproachisnewtomanypeople,andgiventheresponsibilitythatpartnershipmembersfeelforbeingaccountableandbeingseentobeaccountableforthemoney,thishasbeenperhaps,inevitable.

Furthermore,thescaleofexpectationsandresponsibilitiesalsoplaysoutatanemotionallevel.Whilstthereisahistoryoftensionsandconflictsinearlierarea-basedinitiatives,thishasoftenbeenbetweenresidentsandpaidofficials.Asaresident-ledinitiative,tensionsandconflictinBigLocalareascanbequalitativelydifferent.Conflictisnotbetweenlocalpeopleandsomeremoteauthority,but,potentially,betweennearneighbours.Howarethesetensionsandconflictsmanagedandresolved,withoutindividualseitherleavingthepartnershipor,indeed,thelocalarea?

‘Therehavebeenpowerstrugglesbetweensomeresidents….Thereisalotofpassionandexcitement.Butinmeetingswhenthingsaredelayedornotgoingtoplanthatcanspilloverintoangerandfrustration.’(CommunityWorker)

Residentstaketheirresponsibilitiesveryseriouslyandthiscreatesapressureto‘deliver’whichcanweighheavilyonpartnershipmembers.Residentsactiveonpartnershipstalkedrepeatedlyofthisbeingasteep‘learningcurve’,particularlyinthetransitionfromplandevelopmenttodelivery.

Finally,arecurrentthemeininterviewswasthattheBigLocalapproachrequiredachangeinthemind-setofthoseactiveonpartnerships,ingrassrootsgroupsandthewidercommunity:

‘BigLocalisasset-basedcommunitydevelopment–buildinglocalcapacitytorespondtolocalneeds,butit’sabigstep.Theviewisthatothersshouldsortthisoutratherthandoingitourselves.’

‘Overcomingdependencyandapaternalisticsocietythatwearestillinin[namesBigLocalarea]…Howtogetpeopleresponsiblefortheirowncommunityandnotaboutwhattheyaredoingbutwhatwearedoing.Gettingbeyondthe‘greatthey’thataretoblameforthings[e.g.theCouncil].’Partnershipmembers)

BeinginvolvedinBigLocalpartnershipsisdemandingand,asnoted,requiresresidentstomanage,or‘balance’,oftencompletingagendasanddemands.Sowhatisitthatkeepsthemgoing?

Positiveexperienceshavebeenrepeatedlymentionedintermsofbuildingpersonalconfidence,developingnewskillsandknowledgeorsimplythesocialaspectsofpartnerships.Insomeinstances,localresidentshavemovedintobeingemployedbyBigLocal.

‘Before[BigLocal]nobodyevenknewmyname.Nowpeoplestopinthestreetandtalktome….andsmile.’

‘PeopleusedtodismisswhatIsaid.BigLocaldoesnotdothat.Itmakesyoufeelvaluedandnotjustdismissedas….silly….withnothingtosay.That’smadeabigdifferenceforme.’(Partnershipmembers)

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Linkedtothe‘bigask’istheissueoflegacy.AsBigLocalshaveevolved,theissuesofsustainabilityandlegacyhavemoveduptheagenda:

‘Havingthenextthreeyearplanapproved…focusesthemindonwhatwewouldliketoendupwithaftertheBigLocalproject.’(Partnershipmember)

Therearethoseforwhomlegacyisaboutculturalchangeorbuildingtheskillsandconfidenceofresidentstotakeaction,withsomelookingtotheirLTOscontinuingasthelocalstrategicbodywhichcansupportresidentaction.OtherssuchasLawrenceWestonarelookingatneighbourhoodplanningasawayforward,managingassetsandleavingbehindasustainableorganisation.Othersarediscussingincorporationofthepartnershipasalegalentityasameansofsecuringandmanagingfutureresources,somethingnotnecessarilyenvisagedintheBigLocalapproach.

Lookingforward,legacywillbecomeanincreasinglyimportantissueoverthecomingthreeyearsassomeareasmovetowardshavingusedalltheirBigLocalmoney.HowtheprocessismanagedislikelytobringanaddedlayerofcomplexitytodecisionmakingprocessesinBigLocalareas:whattostopfundingorwhattoprioritiseinareaswherethereareincreasing,andcompeting,needswitheverfewerresources.AsLocalTrustreflectedinanevaluationdiscussion:

‘Sothat’swhatwe’vegottopreparefor,becausetherewillbe–theendisinsight,there’llbenothingelseafterthispieceoffundinghasfinishedandthere’llbe–theywon’thaveachievedeverythingthattheywantedtoachievewiththeirmoneyandthere’llstillbe….ashedloadofproblemsinthoseareaswhichobviouslyhavenotbeenaddressedorrecoveredandthere’llbesomeofthosebigaspirationsthatthey’dhadatthebeginninglikedealingwithpoverty,transformingthelocaleconomythatbasicallyhaven’thappened.Andsothey’llbenotveryhappy.’(LocalTrust)

AsdiscussedinSection4,thisraisesthequestionofwhatitisreasonabletoexpectareastoachievewith£1millionoveradecade.

Inthinkingaboutthefuture,areashavereachedapointofwhatcouldbedescribedasafragilematurity.Fragileinthesensethatpartnershipsinthedeliveryphasearereliantonafewpeople–andinsomecases,reliantonahandfulofalreadyoverstretchedactivists.Maturityinthesensethatpartnershipsaremoreconfidentintakingdifficultdecisions.Thedangerofthatgrowingmaturity(andadangerthatpartnershipsareawareof)isthatthepartnershipbecomesseenasacliquewhich,un-intentionally,hastheeffectofexcludingnewmembers.

Perhapsthemostsignificantemergingquestionatthispointintimeis,‘what,fundamentally,isBigLocal?’Forsomeitisaboutstructuresandgovernance–withpartnershipsbecomingincorporatedbodieswithaviewtosustainability.TherearethoseforwhomBigLocalisjustanotherfundingstreamthatwillcometoanendandthechallengeistomaximiseopportunitiesnow,whilethatmoneyisavailable.Alternatively,partnerstalkaboutBigLocalasapotentialcatalystforbroadercommunitychange-aninitiativewhichisactuallyaboutfosteringacultureinwhichlocalpeoplefeel(whateverstructuresare,orarenot,leftbehind,whateverfundingis,orisnot,available)theyhaveagreaterinfluenceandcontrolovertheirlivesandwherebytheircommunityis,indeed,anevenbetterplacetolive.Thisaspirationraisesawider,importantquestionforthefuture:doesBigLocalhavetheappetiteandscopetobecomeawidermovement–overandabovetheworkinindividualareas?

This,inturn,isachallengeforthefutureevaluationactivityofOurBiggerStory.WhathasbeenbuiltupoverthelasttwoyearsisagreaterunderstandingofhowBigLocalpartnershipsareoperatingandhowtheyareimplementingtheaspirationsofresidentledchange.Further,thereisagrowingbody

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ofevidenceofthechangespartnershipsanddeliverypartnersareeffectingforindividualswithintheircommunities.ThechallengefortheevaluationwillbetounpickthewiderrippleeffectsofBigLocal,asanethosandwayofworkingonthewidercommunity,onthosepeoplewhoareneitheractiveonpartnershipsnoraccessingdirectlythoseservicessupportedbyBigLocalfunding,andonthewiderarrayofinstitutionsinfluencingacommunitysuchaspublicbodiesandprivatesectorinterests.

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Appendix: Research aims and methods

Summaryofresearchactivity

ThereportworkswiththetheoryofchangedevelopedforBigLocal(2013)inthatitaimstocapture:

• thediversityoftheinitiativeintermsofstructures,processes,localcontextsandgoals.MoredetailonthatdiversityispresentedinSection1whichoffersbriefpenportraitsofthe15BigLocalpartnershipsinvolvedinOurBiggerStory,

• thefactorswhichenableand/orpotentiallyhinderprogressagainstoutcomesandlongtermgoals,

• theflexible,non-linearnatureoftheprogramme.Changetakesplacewithinresident-ledtimescales,encouragesrisktakingandisnot‘measured’againstspecificannualtargetsorspendpatterns,

• BigLocalasalearningsystem:whatworksinresident-ledregenerationand,crucially,whydoesitwork?

Thefindingsinthisreportarebasedon:

Table8:OurBiggerStory:Summaryofevaluationactivity2015-16

EvaluationActivityYear1(2015) EvaluationActivityYear2(2016)ReviewofexistingBigLocaldata–includingcommunityprofilesandplansaswellasmaterials(suchasfilm,podcastsandphotographs)availableinothermedia

OngoingreviewsofBigLocaldata(e.g.PlanReviews).

102individualinterviewswithkeystakeholders-includingresidentpartnershipmembers,workers,deliverypartners,LocallyTrustedOrganisations,volunteersand‘beneficiaries’(asdescribedbyanumberofpartnerships),

55individualinterviewsandconversations,withpartners,deliverypartners,recipientsofsmallgrantsandlocalpeopleaccessingBigLocalsupportedprojects,andLocalTrust

85filmedinterviews/observationsin10BigLocalareas

62filmedinterviews/observationsatBigLocaleventsandmeetings

Observationsessionsatpartnershipmeetings/planreviewsandBigLocalevents,tenfocusgroupsinvolving54residentpartnershipmembers,deliverypartnersandbeneficiaries.

15facilitatedthematicdiscussions(i.e.all15BigLocalcasestudysites),involving157participants13observationsessionsatpartnershipmeetings/planreviewsandBigLocalevents

FournetworkingworkshopsinRamsey,Leeds,BirminghamandHanwelltoexploreemergingBigLocalthemesandoutcomesinvolving14areas

FocusGroupswithBigLocalreps(two)andLocalTruststaff

Residentpartnerdiariesinsevenareas

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OurBiggerStoryhasalsobuiltawebsitewhichbringstogether:

• Materials(indifferentmedia)producedbyBigLocalareasthemselves(www.ourbiggerstory.com).Therearecurrently238ofpostsacrossareasonthewebsite.(A‘post’maybeasingleitemsuchasafilmorpodcast,ormultiplematerials(e.g.upto12photographsperevent.)

• 34films,availableonadedicatedvimeochannelproducedbytheevaluationteaminlocalareas

• Sevensummativefilmsaddressingtheissuesraisedinthisreport.

Thissite,therefore,allowsforthetrackingofchangeinBigLocalareasoverthelifeoftheprogrammeandcanbesearchedeitherbymediaformat(e.g.film/audioetc.)oragainstatime-lineofwhenthingshappened.

Researchaims

Thisreportmapsprogressin,andadditionallearningfrom,theevaluationsampleof15BigLocalareas2015to2016.IttakesthestoryofBigLocalforwardsfromtheEarlyYearsresearchundertakenbyNCVOduring2014(NCVO,2015)andbuildsonothersubsequentevaluationreportssuchasCommunityEngagementinBigLocal(NCVO2016)andPeopleplacesandhealthagencies,(InstituteforVoluntaryActionResearchreport2016).

Thisreportaimstoexplore:

• thefiveoverarchingelementsofevaluationidentifiedbyLocalTrust:namely,theapproach,delivery,outcomes,impactandinfluenceofBigLocal

• theprincipleswhichunderpinBigLocalasaresident-led,asset-basedapproachtoneighbourhooddevelopmentandregeneration

• thespecifictasksoutlinedforOurBiggerStorywithintheintegratedevaluationframeworkdevelopedbyLocalTrust(March2015)intermsofunderstandingBigLocalprocessesandoutcomes.

ThesearesummarisedinTable9,below.

Table9:OurBiggerStory:CoreEvaluationfocus

EVALUATION-PROCESSFOCUS EVALUATION-OUTCOMEFOCUSResident-led(approach) Residentsbetterabletoidentifyandprioritise

needs(outcomes)Asset-based(approach) Residentsbetterabletorespondtoneeds

(outcomes)Takingplaceatcommunitypace(approach) Peoplehaveincreasedskillsandconfidence

(outcomes)Opportunitiesforreflection(approach) ResidentsimproveBigLocalareasinwaysthat

mattertothem(outcomes)Takingrisks(approach) Abetterplacetolive(outcomes)LocalTrustmakesfundingavailableinwaysthatareaccessibleanduserfriendly(delivery)

Infrastructuresupportsresidentdecisionmaking(impact)

Lastingandsustainablechangeincommunities(impact)

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Governmentpolicyfacilitatesresident-leddecisionmaking(influence)

Inaddition,in2016,theevaluationteamintroducedfivekeyresearchthemesto‘unpack’learningaroundprocessandoutcomes,asagreedwithLocalTrust.TheserelatedtoBigLocalareascapacitytonegotiatechange,theextenttowhichtheyareacatalystforchangeintheirareas,thedevelopmentofcommunityleadershipandinfluence,theirexperienceindealingwithexpectationsaround‘achievement,’andunderstandingaboutsustainabilityandlegacy.TheseareexplainedfurtherinSection4ofthecurrentreport.

Researchmethods

BigLocalaimstobringaboutpositivechangeincommunities.TheaimofOurBiggerStory,asalongitudinalmulti-mediaevaluation,istorecordthatchange,aswellasthelearninginvolved,inmultiplewaysin15BigLocalareasovertime.Considerableattentionwasgivenduring2015,thefirstyearoftheevaluation,tobuildingthearchitecturetosupportwhatisanambitious,complex,andlong-termstudy.Thishasinvolved:

• Selectionandrecruitmentofasampleof15BigLocalareastoparticipateintheresearch

• Web-siteanddata-basedevelopment

• Multi-mediatrainingandsupportforparticipatingBigLocalareas.

Selectingandrecruitingevaluationsites

Theevaluationisbeingundertakeninandwith15BigLocalareas,representing10%ofallthecommunitiescoveredbytheBigLocalprogramme.Thesewereselectedthroughashortbaselinesurveyofall150BigLocalareascarriedoutbetweenFebruaryandMay2015.ThesurveywasdesignedtoassessinterestininvolvementinOurBiggerStoryandtoidentifytherangeofsocialmediatechnologiescurrentlybeingusedbyareas.Itwasaccompaniedbytasterworkshopsatthe2015BigLocalspringevents,attracting51participants.

Intotal35BigLocalareasexpressedaninterestinparticipatingintheevaluation.ThesewereassessedagainstcriteriaagreedwithLocalTrustwhichweredesignedtoensureabalancedsamplecovering,forexample,allregionsinEngland,amixintermsofurban/rural/coastalareasanddifferingpopulationsizes.Thefinalgroupof15selectedevaluationsitesincludes:

• BigLocalareasinallregionsinEngland

• nineurbanBigLocalareas,threeruralandthreecoastal

• five‘wave1’BigLocalareas,sixfrom‘wave2’andfourfrom‘wave3’

• BigLocalareaswithpopulationsrangingfromaround2,400residentstoaround11,500andanaverageof6,500.

Inceptionmeetingswereheldwitheachofthe15selectedBigLocalareas,inordertoensurethateachhadtakenastrategic,collectiveandinformeddecisiontoparticipate.BigLocalareasaskedquestionsaroundconfidentiality,timeexpectationsandtheavailabilityofsupportfromtheevaluationteam,ownershipandarchivingofevaluationmaterials.ResidentswereparticularlyconcernedaboutthefilmmakingaspectofOurBiggerStoryastheperiodofnegotiatingaccessto

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areascoincidedwiththeairingofBenefit’sStreetontelevisionandsubstantialtimehasbeendedicatedto:

• buildingtrustwithpartnershipsandresidentsintermsofthecontentofanypublicfacingmulti-mediamaterial

• deliveringmulti-mediatrainingandofferinggrantsofupto£500topurchaseequipmentasawayofencouragingareastodeveloptheirownmaterials.MediatrainingeventswereheldinSeptember2015inBirmingham,LondonandYork,involving69participantsintotal,togiveBigLocalareashands-onexperienceoffilmmachining,creatingdigitalstoriesandpodcastsaswellasbeingintroducedtocreativevisual/writtenmethodsofevaluation.All15evaluationareasattendedwithrepresentativesfromanadditionalfiveareasthathadalsoexpressedinitialinterestthroughthebaselinesurvey.Allalsoreceivedtheequipmentgrant(upto£500)fortheamountrequestedbyearly2016.

Web-siteanddata-basedevelopment

OurBiggerStoryhasstartedtoconstructanintegratedpublicfacingwebsitewhichwilldocumentmulti-mediaevaluationmaterialsfromall15BigLocalareasoverthelifeoftheprogramme(seewww.ourbiggerstory.com).Thisissearchablebyatime-line,bythemediausedandagainstBigLocaloutcomes.ItenablestheevaluationteamandindividualBigLocalareastoup-loadmaterials(video,audio,photographsandreports)thatareforwidercirculationanddonotincludeinformationthatcouldbedeemedtobeconfidential.Therearecurrently238‘posts’7fromthe15BigLocalareasonthewebsitealongsideavimeochannel(TheResidentsStories)with34filmsmadebyOBSover2015-16.

Therehavebeenanumberofteethingproblemswiththewebsite.ForBigLocalareaswithslowbroadbandspeeds,uploadingfilmscanbeextremelytimeconsuming.Internally,thepracticeofuploadingmaterialshasidentifiedanumberoflayoutproblems–inparticularthematchingoftextwithphotographsofdifferentsizing.BoththeseissuesarebeingaddressedbyCreativeMediathroughadvicetotheareasandweb-redesign.

Behindthepublicfacingwebsite,systemsforsecureonlinedatastorageandmanagementhavebeendevelopedaspartofbuildingthefoundationsforthelongitudinalstudy.Giventhevolume(andfilesize)ofvisualmaterialsadditionalsecurestoragehasbeenpurchasedfromtheUniversity.Thishasthecapacitytopreserveadecade’sworthofwritten,audioandvisualdata.

Evaluationactivitiesyearone(2015)

Evaluationactivityoveryearoneconsistedof:

• areviewofexistingdatafromtheselectedBigLocalevaluationareas,includingcommunityprofilesandplansaswellasmaterialsavailableinothermedia(suchasexistingfilms,podcastsandphotographs),

• individualsemi-structuredinterviewswith102keystakeholdersinvolvedintheBigLocalareas-includingresidentpartnershipmembers,workers,deliverypartners,LocallyTrustedOrganisations,volunteers,localbusinessesandbeneficiaries,

• 85filmedinterviews/observationsintenBigLocalareas.

7A‘post’maybeasingleitem–e.g.afilm–ormultipleitems–e.g.upto12photographsperevent.

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• observationsofsixmeetingsandevents,suchaspartnershipmeetings,planreviewsandwiderstakeholderandcommunityevents.Filmingandobservationsessionshavenotbeen‘doublecounted’inthedescriptionofresearchactivity,

• tenfocusgroupsinvolving54residentpartnershipmembers,deliverypartnersandbeneficiaries,and

• pilotsocialmediaanalysisinthreeBigLocalareas.

Thefocusinyearonewasongainingabaselineunderstandingofeachofthe15areas:theirhistories,thepatternsof(andlearningfrom)developmentbehindBigLocalandwhattheyhopedtoachieve.Themethodsadoptedreliedlargelyonmoretraditionalevaluationmethods(e.g.taped/transcribedindividualandfocusgroupinterviews)supplementedbyfilmmakingandothermulti-mediaactivity(e.g.podcasts).ThisdatainformedtheInterimSummaryReport(withamoredetailedpapersubmittedtoLocalTrust)publishedinApril2016.

Evaluationactivitiesyeartwo(2016)

Yearoneinvolvedsubstantiallearningfortheteamaroundtheintegrationofmulti-mediamethodsintoalongitudinalevaluation.IndiscussionwithLocalTrustandthe15areasinvolved,aslightlydifferentapproachwasadoptedin2016inthatOurBiggerStory:

• mademoreuseoffilmasameansofrecordingbothindividualinterviewsandgroupactivities/meetings.Therearenowaseriesof‘InConversation’filmsontheOBSwebsite.

• integratedfilmintotheevaluationprocessasawayofstimulatingdiscussionsbetweentheBigLocalareasinvolved.

Inaddition,thefocusfordatagathering(postbase-line)changed.Inadditiontogatheringinformationonarea’sprogressagainstoutcomesamorethematicapproachwasadoptedtocapturedataaroundthethemesofleadership,influence,expectations,legacyandBigLocalasachangemechanism.

Researchactivityhas,therefore,focusedmoreon‘wholepartnership’facilitatedworkshops(withfewerindividualinterviewswithpartnersandresidents),recordingactivitiessupportedbyBigLocalareas(e.g.theuseofsmallgrants)andtheuseof‘crosspartnership’eventstobotstimulatediscussionandgatherdata.Overtheyearthisinvolved:

• audioorvideorecordingpartnershipmeetingsinall15areas

• wholepartnershipthematicworkshopsineachareaattendedby163people,predominantlylocalresidents

• crosspartnershipeventswereattendedby48membersoflocalpartnerships.Eachsessionlasteduptothreehours(usingfilmsfromeachBigLocalareatostimulatediscussion).EditedfilmsofthesesessionsinRamsey,Leeds,BirchfieldandHanwellhavebeenmadeandareavailableontheOBSwebsite

• observationsat13partnershipmeetings

• twoworkshopswithBigLocalrepsattendedby35people.ThefirstofthesereflectedonthewiderapplicabilityofthefindingsfromtheInterimreportwhilstthesecond,specifically,focusedofaspectsofriskandriskmanagementinBigLocalareas.

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• OnefocusgroupwithLocalTruststafftoreflectontheemergingfindingsfromthematicanalysis

• OneinterviewwithDebbieLadds,priortoherleavingherpostasLocalTrustchiefexecutive

• 62interviewsintheareaswithpartnershipmembers,deliverypartners,recipientsofsmall

• grantsandlocalresidentsaccessingservicessupportedordeliveredbyBigLocals.

Inaddition,residentsinsevenareaskeptreflectivediariesontheirexperienceofbeingBigLocalpartners.Aneditedfilmversionofthesediariesisavailableas‘DiaryLines’.

AbouttheThirdSectorResearchCentre

The third sector provides support and services to millions of people. Whether providing front-line

services,making policy or campaigning for change, good quality research is vital for organisations to

achievethebestpossibleimpact.TheThirdSectorResearchCentreexiststodeveloptheevidencebase

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Contacttheauthors

AngusMcCabeandMandyWilson

Email:a.j.mccabe@bham.ac.ukmandy.wilson7@virginmedia.com

Big Local is managed by Local Trust and funded by the Big Lottery Fund.

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivs 3.0 Unported License. © TSRC 2017

The support of the Economic and Social Research Council (ESRC), the Office for Civil Society (OCS) and the Barrow Cadbury UK Trust is gratefully acknowledged. The work

was part of the programme of the joint ESRC and Barrow Cadbury Third Sector

Research Centre.