Greatfield
Key points
- Two community venues were transformed into hubs, with paid coordinators to establish well-attended youth clubs, a lunch club, and advice drop-ins.
- Economic opportunities and social enterprise were enhanced, with a combined swap-shop and council advice centre.
- Stonebridge Park was renovated into a green space for all ages, with a children’s park, parkour area, and an adult activity mile.
About the Big Local area
The Greatfield Big Local area centred on an estate in the east of Hull, about five miles from the city centre, primarily consisting of socially rented housing (ONS, 2023). The area was home to 5,778 people (ONS, 2022a), of whom 28 per cent were under 16 years, compared with 19 per cent in Yorkshire and Humber (ONS, 2022b). Compared to Yorkshire and Humber, the area had 18 per cent more lone-parent households and 23 per cent more children aged 0–19 living in low-income families (ONS, 2024; DWP, 2025).
The area was in the 5 per cent most deprived neighbourhoods in England, with challenges in education, income, crime, and employment (MHCLG 2019). Economic inactivity among residents was nearly twice the regional average (ONS, 2022c). Compared to Hull, Greatfield experienced more crime, with higher rates of violence and anti-social behaviour (Police UK, 2025a; 2025b; 2025c).
The area had two community spaces (St Hilda’s Church and St Stephen’s Neighbourhood Centre) and a small shopping area with a supermarket. Stonebridge Park and Falkland Road Park provided green spaces.
How the Big Local area approached delivery
Towards the beginning of Big Local, the Greatfield partnership included nine residents and six partner organisations, supported by their Locally Trusted Organisation (LTO). At this early stage, Big Local funding was used to employ project workers via the LTO, and these workers led on all Big Local delivery. In 2016, the unexpected liquidation of the LTO resulted in the redundancy of the workers and, with partnership records locked, highlighted gaps in the partnership’s understanding of the Big Local plan and financial commitments.
From this experience, the partnership learned that greater accountability and engagement in plan development would be required, including more detailed oversight of finances and delivery. The partnership subsequently worked well with the new LTO – Probe – taking on more strategic and operational responsibilities and learning new skills, like interpreting financial reports. However, the loss of the first LTO and a change of partnership chair led to a reduction in partnership members. While some members stayed involved and reported growth in their skills and confidence, there was a high turnover during the programme, which the partnership felt affected the consistency of delivery.
In 2020, the partnership shifted its focus to actively engaging residents through a paid coordinator, who conducted door-to-door outreach to discuss Big Local and invite residents to join the partnership. This led to eleven new members and non-voting representatives from local organisations, including a councillor, which helped establish stability.
A new five-year Big Local plan was developed, informed by community consultation through events, social media, and outreach (in collaboration with residents and local organisations). This process included voting, where residents identified priority issues for Big Local. The plan’s priorities were for residents to: be safe; feel pride and belonging in their community; benefit from a quality environment and inclusive spaces; enjoy good wellbeing and quality of life; and realise their potential through knowledge- and skills-sharing.
The partnership felt they left a legacy of local pride, with enhanced spaces for communities to connect, play, and learn. In addition, the personal advice, support, and economic opportunities offered were felt to leave a legacy for residents.
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 locally trusted organisation (LTO) was the organisation chosen by people in a Big Local area or the partnership to administer and account for funding, and/or deliver activities or services on behalf of a partnership. Areas might have worked with more than one locally trusted organisation depending on the plan and the skills and resources required.
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.
What the Big Local area did
Community engagement
The partnership aimed to raise awareness of the Greatfield Big Local area and enhance the estate’s profile. They organised events to honour influential local figures, where residents could discover positive stories within their community. Events included Ronson Rocks (celebrating guitarist Mick Ronson), A Moth for Amy (celebrating aviator Amy Johnson), and Greatfield 60 (marking the 60th anniversary since the first residents moved into Greatfield estate).
These initiatives encouraged residents to participate in arts, dance, and carnivals, and showcased local art in community venues. Greatfield 60 was reported by media and the partnership as a success in engaging residents, including parents, children, and older people.
The partnership received a £9,561 grant from Arts Council England for Ronson Rocks. Through Ronson Rocks, nine residents were trained in event management and gained practical experience. A further £8,830 was leveraged from the Hull City of Culture Creative Communities programme for Greatfield 60.
These events showcased the community’s capacity to host gatherings and generate income, and highlighted how art can foster diverse community engagement and enhance the estate.
Community assets and spaces
Improving Stonebridge Fields, the main green space on Greatfield Estate, was a high priority for the partnership and residents. The aim was to make it a place for everyone to enjoy, increasing residents’ health and wellbeing.
Approximately 1,000 residents (including children and young people) were consulted through an event and social media during 2018 and 2019, to input into improvements. Plans were implemented in collaboration with Hull City Council, which agreed to maintain facilities in the future. Improvements included a play park, walking route, dog agility course, and parkour area. Resident feedback was positive and with Big Local funding supporting play activities, residents used the park more.
In the final years of Big Local, the partnership started phase two improvements, including fitness‑, nature‑, and woodland-trails. An initial Big Local investment of £50,000 led to a consortium of organisations securing a further £100,000 for this phase.
Developing inclusive community spaces
From the beginning of Big Local, the partnership was committed to improving two important community spaces: St Hilda’s Church and St Stephen’s Neighbourhood Centre (SSNC). The goal was to create accessible and appropriate facilities for activities and events for all generations.
Improvements included upgraded heating, ceiling repairs, accessible toilets, and additional storage. The partnership felt that workers would increase use of the facilities by attracting opportunities, activities, and residents, and Big Local funding was invested in coordinators at both venues. Additionally, the partnership held their meetings at SSNC, helping raise their profile and enabling them to host community consultation events.
The two venues evolved and diversified their activities, many of which were supported by the Big Local partnership and volunteers. While some similar activities were offered in both centres, the SSNC was generally seen as catering for young people and St Hilda’s Church for older people.
Towards the end of Big Local, further funding was set aside to help ensure the future of both venues. For example, at St Hilda’s Church, funding was invested in working with an architect and conducting surveys for structural changes.
Health and wellbeing
Connecting socially isolated and older residents
The Greatfield partnership worked with St Hilda’s Church to re-launch a lunch club that had been closed due to a lack of volunteers. This aimed to connect older or socially isolated residents.
Big Local funding was used to recruit and manage a coordinator to re-establish the club and a sustainable volunteer network (skilled in food hygiene and first aid). The new club attracted residents from a block of flats for older people. The club served food, helped people connect, inspired activities (like flower arranging), and encouraged residents to think about what they could do in their own residential spaces.
Local economy
Supporting residents to achieve their potential
Big Local funding was allocated to initiatives to support Greatfield residents’ employment prospects and financial management. These included an employment project, school savings clubs, a credit union, and a social investment fund.
A social enterprise fund and collaboration with UnLtd inspired several entrepreneurial ideas. It supported the St Hilda’s Church lunch club, St Stephen’s Neighbourhood Centre, the Greatfield Radio Star, the local choir, and a young entrepreneur who was repairing bicycles to sell to residents at low prices.
As part of the employment project, the partnership organised events and hired a business and training advisor. Over 60 residents were supported in searching and applying for jobs – 14 secured employment, seven became volunteers, four began apprenticeships, and 45 were referred to training and mentorship opportunities. Challenges providing a venue for the advisor originally limited the project to a year. However, external funding and relationships with St Stephen’s Neighbourhood Centre enabled two paid staff to continue delivering advice for a further three years.
The partnership supported a local organisation to establish a credit union and savings clubs at primary schools. In 2018, the credit union reported 473 members saving a total of £237,058, including 24 junior savers. The initiative also offered financial education to the community, focussed on the risks of using predatory lenders.
Working collaboratively
Delivering a combined SwapNshop and advice centre
A few years into the programme, Big Local funding was allocated for two resident volunteers to lease a shop in the shopping area in Greatfield. Known as The Elmbridge Centre, it became a combined space with SwapNshop (a clothes and goods swap-shop) at the front and an advice centre (in partnership with the local authority) in the back. It was a hive of activity, providing a valuable service for residents. For example, it supported access to clothes and household goods, offered advice on issues like benefits, and provided volunteering opportunities for residents with additional needs.
Despite its success, the centre closed after several years, due to volunteers being solely responsible for delivery, navigating collaboration with local authorities, and developing a business model. Some elements moved to other initiatives – including a smaller SwapNshop at St Stephen’s Neighbourhood Centre and Citizens Advice drop-ins at St Hilda’s Church. Valuable learning was applied to these other initiatives towards the end of Big Local.
Investing in young people
Creating comfortable spaces
As part of helping residents feel safe, the Greatfield partnership wanted to offer engaging, positive activities for young people to help prevent perceived anti-social behaviour. Some residents expressed feelings of unease when young people congregated in the streets, while others were concerned about the safety of young people.
In response to a decline in local youth services, Big Local funding was invested in establishing activities to foster community participation from an early age and enhance young people’s social skills and friendships.
The partnership also helped prevent the closure of youth clubs at the St Stephen’s Neighbourhood Centre. Big Local funding was used to support youth workers to organise sports and creative activities, while volunteers were recruited to connect with young people aged 8 to 18. The clubs ran three times a week, offering activities and meals for younger children and teenagers. Young people learned about issues such as sexual health, engaged in ‘talking tables’ with professionals, and explored entrepreneurial opportunities to support their ideas and stimulate potential careers.
Support from the partnership helped St Stephen’s Neighbourhood Centre attract additional funding for utilities and equipment from the local authority. One reported impact of the youth clubs was improved relationships between young people and others, and the promotion of positive social behaviour in a supportive and non-judgmental environment. In 2025, the clubs regularly attracted nearly 50 participants a session.
Big Local funding was also offered to local Scouts and Brownies groups to host more activities, such as trips to theatres. This resulted in more parents and carers volunteering, which the partnership felt was previously uncommon in the community.
How the Big Local area spent their funding
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 Greatfield Big Local told Local Trust they used their Big Local funding.
References
Department for Work and Pensions (DWP) (2025) ‘Children in low-income families: local area statistics’. (Accessed 19 May 2025)
Ministry of Housing, Communities & Local Government (MHCLG) (2019) ‘English indices of deprivation 2019’. (Accessed 23 April 2025)
Office for National Statistics (ONS) (2022a) ‘UK Census 2021: All persons’. (Accessed 23 April 2025)
Office for National Statistics (ONS) (2022b) ‘UK Census 2021: Age structure of the population: Population aged under 16’. (Accessed 15 July 2025)
Office for National Statistics (ONS) (2022c) ‘UK Census 2021: Economic activity status, England and Wales: Unemployed’. (Accessed 19 May 2025)
Office for National Statistics (ONS) (2023) ‘UK Census 2021: Social rented housing’. (Accessed 15 July 2025)
Office for National Statistics (ONS) (2024) ‘UK Census 2021: Families and households: Lone parent households with dependent children’. (Accessed 23 April 2025)
Police UK (2025a) ‘Crime type: All crimes (12 month total)’. (Accessed 19 May 2025)
Police UK (2025b) ‘Crime type: Violent crime and sexual offences (12 month total)’. Available at: data.police.uk/data/ (Accessed 19 May 2025)
Police UK (2025c) ‘Crime type: Anti-social behaviour (12 month total)’. Available at: data.police.uk/data/ (Accessed 19 May 2025)