The Central Jarrow Big Local area covered part of Jarrow. Located to the east of Gateshead and south of the River Tyne, Jarrow was formerly a coal-mining and shipbuilding town. It was the starting point of the Jarrow march to Parliament, which protested against unemployment and poverty in 1936.
In 2021 approximately 4,000 people lived in terraced houses and flats, around a central shopping area (ONS, 2022a). The area had active community organisations and groups, several schools and religious buildings. In 2021, one in three children lived in poverty (DWP, 2024), and the area had a higher percentage of unemployed adults compared to the North East (ONS, 2022b).
‘Our Past, Our Future, Our Jarrow’ was Central Jarrow Big Local partnership’s vision throughout the programme. Residents, councillors and representatives from local organisations formed the initial partnership, and young people joined in 2019.
The diversity of experience, local knowledge, skills and networks helped deliver four priorities for the area: services supporting children and young people’s health and wellbeing, and offering a range of leisure and training opportunities; improving the environment so Central Jarrow was a greener, welcoming and safe place for residents, local workforce and visitors; improving the economy by supporting local people to manage their debt, and supporting small businesses through social investment; and giving residents information and advice to encourage a healthy lifestyle and wellbeing.
These priorities, identified through initial consultation and local statistics, remained unchanged over the ten-year period. The partnership focused on some more than others over time, depending on community feedback and need.
The Central Jarrow Big Local partnership wanted to build capacity within the community and did this through grant funding and commissioning individuals, groups and organisations. Key priorities were to tap into existing expertise and skills in the community, build a sense of community ownership of projects, and to create change that could be sustained after the Big Local programme was complete.
Monitoring was put in place from the outset. Evaluation reports from commissioned projects, annual surveys of residents, and ongoing communication and engagement with the community aided decision making around how to use Big Local funding. Sub-groups developed projects and ideas at monthly meetings that were open to the community.
Central Jarrow Big Local partnership was supported by a community development worker and coordinator who conducted outreach and engagement, supported the monitoring and evaluation of projects, and built and maintained relationships with stakeholders.
A Big Local partnership was a group made up of at least eight people that guided the overall direction of delivery in a Big Local area.
A Big Local Plan set out what changes the partnership planned to make, how they planned to deliver on this and how funds were to be allocated. It was written for themselves, their community and Local Trust, as a guide and action plan.
Jarrow had a rich history in industrial development and community action, including the ‘Jarrow Crusade’ of 1936 protesting local poverty and unemployment following the collapse of local industry. Celebrating the past and fostering community pride was a key part of the partnership’s vision.
Big Local funding supported artwork to improve areas of the town. For example, young people worked with YMCA North Tyneside, Community Arts Project North East, and the Jarrow and Hebburn History Group on a mural in a town centre underpass to mark the centenary of World War One and Zeppelin air raids.
Big Local funding supported the existing annual Jarrow Festival, which raised Jarrow’s profile, fostered community spirit and engaged local businesses and residents. The partnership supported improvements to the local environment, to encourage people to have pride in Jarrow. In response to community feedback, a landscaping and gardening project was set up with Groundwork early in the programme. It provided opportunities for residents to volunteer and connect, and improved the attractiveness of the physical environment.
A lack of youth services, paired with concerns of anti-social behaviour, made engaging young people a priority. Central Jarrow Big Local partnership commissioned Groundwork to support 16–19 year olds not in education, employment or training to build skills and gain accreditation through landscape and gardening apprenticeships. They provided gardening volunteering opportunities that promoted wellbeing and physical activity.
YMCA North Tyneside were commissioned to deliver youth services, through the Young People’s Detached Youth Project. This funded three youth workers, a drop-in centre, outreach, support, clubs and residentials, and provided opportunities for training, skills-building and volunteering. Young people were referred by local agencies and the project encouraged an increase in confidence through engagement in social action. For example, they set up a seated exercise class for older residents, volunteered at community activities and events, and established a weekly clean-up of the Jarrow Cemetery. They received regional recognition and awards for their contributions.
The long-term investment of Big Local funding into youth services helped young people develop their confidence and skills, and take pride in where they live. By 2022, the partnership estimated that at least 75 per cent of local young people had been involved. Several of the young people involved in the YMCA project joined the partnership, providing a voice for young people and contributing to local decision making.
Tackling the causes of poverty in the Central Jarrow Big Local area was a key priority for the partnership. In addition to exploring the potential of a universal basic income (UBI) within the area, they looked to build people’s capacity to run projects and businesses. As part of this, they supported groups and organisations to deliver activity that met different community needs.
Central Jarrow Big Local partnership was supported by Local Trust to work with a foundation for social entrepreneurs. This enabled residents to access funding, peer and networking support, and coaching to set up, develop and run businesses that would support local priorities. One resident established Even Better CIC, a mental health support business for residents who found it hard to access statutory services.
The partnership’s grants programme changed over the years to encourage new applicants and ensure projects aligned with local priorities. Near the end of Big Local, the partnership introduced grants to fund projects that would last beyond Big Local and be a part of their legacy.
Through long term grant-giving and social enterprise support, the partnership expanded its networks and knowledge of the community. Existing groups were sustained, and new groups, organisations and enterprises were created. This support filled gaps and strengthened local delivery of services and support that met the needs of residents.
Improving communication about local services was a key priority. Central Jarrow Big Local partnership wanted to strengthen local networks and connect groups delivering activities in the local area to create a support system that would be there after Big Local.
The community development worker and coordinator engaged with the community, marketed local events and activities on social media, and produced an annual magazine. Central Jarrow Big Local partnership offices and meeting space were within the Jarrow Focus building, located in the centre of town. The building was used by other local groups and organisations which gave the workers an opportunity to connect and build new relationships.
The partnership included representatives from local organisations, who helped the partnership remain connected to local activity and build relationships across the community. Early in their plan, the partnership sought to bring organisations together to help improve access to health and wellbeing support. Age UK South Tyneside were commissioned to develop a ‘healthy living network’ with local partners to coordinate and signpost residents to health and wellbeing services. The partnership later took a step back from funding the network to avoid duplication as the council set up a similar forum, though remained connected to the new forum through their worker, who became part of the group.
Towards the end of the programme, the partnership developed plans to create a new community health and wellbeing hub in the Jarrow Focus building. Seen as a key part of their legacy, the hub would bring together different organisations, groups and providers to deliver the services and support, under the management of a new legacy organisation ‘the Big Local Jarrow Community Interest Company’. In 2023, they successfully secured £260,000 from the UK Shared Prosperity Fund to help progress the project.
Each Big Local area received approximately £1.2 million (ranging from £1.199 mil to 1.209 mil) to spend over 10–15 years, depending on how much additional funding they accessed from Local Trust to address specific needs. For example, to bring people together at the start of the programme or to access training and support. This has been categorised for areas and at the programme level based on reports received from areas.
Partnerships chose their own priorities and categories for reporting, and were encouraged to use broad categories so they could use the funding flexibly. All areas spent a significant amount of money on ‘Big Local delivery costs’ such as workers’ salaries, stationery and IT equipment. You can find out more about programme level spend in this article. This is how Central Jarrow Big Local told Local Trust they used their Big Local funding.
Department for Work and Pensions (DWP) (2024) ‘Children in low income families: local area statistics’. (Accessed 14 October 2024)
Office for National Statistics (ONS) (2022a) ‘UK Census 2021: All persons’. (Accessed 8 October 2024)
Office for National Statistics (ONS) (2022b) ‘UK Census 2021: Economic activity status, England and Wales’. (Accessed 15 October 2024)
