Prospect Estate
Key points
- Residents, community groups, and organisations received support and investment to improve public spaces, with new equipment and facilities at Moor Road Recreation Ground and Water Lane Park.
- Residents accessed support with getting online, gaining employment, money advice, and energy use.
- Projects were created to help young people stay safe, improve their health, and broaden their horizons.
About the Big Local area
Prospect Estate Big Local (PEBL) was home to almost 6,000 people (ONS, 2022). It was located north of Farnborough, in the Borough of Rushmoor, Hampshire – approximately 30 minutes from central London by train. Built in the 1950’s and 60’s as an overspill estate, it was separated from Farnborough’s affluent areas and town by a busy A‑road to the east, a railway line to the south and a brook to the west. The centre of the estate housed the Mayfield Community Centre, and nearby was the estate’s former pub, which Rushmoor Borough Council had transformed into the Prospect Community Centre. The estate had two small parks, which were managed by Rushmoor Borough Council.
Vivid Housing and the borough council managed nearly 40 per cent of the properties as social housing (ONS, 2023a). The community was predominantly White British, with 21 per cent of residents identifying as Asian (ONS, 2023b; 2023c). The partnership noted this included a cohort of Nepalese veterans who settled close to the Gurkha military base in Aldershot.
A higher proportion of residents were claiming unemployment benefits compared to the local authority and regional averages (DWP, 2024a; 2024b), and 27 per cent of residents had no qualifications (ONS, 2023d).
How the Big Local area approached delivery
The Prospect Estate Big Local partnership, known as PEBL locally, used focus groups, feedback postcards and a community survey to develop their priorities for their Big Local plan. Residents wanted to enhance their local environment, improve the image of the estate, and tackle community issues such as anti-social behaviour. They also wanted to improve communication between themselves, local authorities, and community organisations, and for there to be opportunities for them to broaden their horizons through enterprise and skills development. Residents recognised that young people were at the heart of the estate’s future, so the partnership included this as a key thread throughout all their priority themes.
From the outset, partnership decisions were made through discussion followed by a resident members’ vote. Later on in the programme, PEBL asked residents to rank ideas for projects that they knew Big Local funds could deliver. This ensured residents were part of decision-making while also managing expectations.
From the early years of the Big Local programme, Rushmoor Borough Council were the partnership’s Locally Trusted Organisation (LTO). This gave the partnership access to council departments and enabled the Big Local development worker and administrator to base themselves at the Prospect Community Centre (owned and managed by the council) at no extra cost to the partnership. The centre became the base for most of the partnership’s activities.
As well as managing projects and communications, the workers established a pool of volunteers who helped support and deliver PEBL’s activities and events. Volunteers supported their litter picks, wellbeing activities, and community events. Some partnership members were also supported to lead and deliver activities themselves, including a regular knit and natter for older residents and an after-school reading club.
The partnership also distributed small grants to individuals and community groups for projects that would benefit the community. The partnership saw these as enabling residents to solve local problems by putting forward their ideas. Members also felt their small grants helped the partnership to raise its profile in the community. By the end of the Big Local programme, they had awarded 38 grants.
PEBL also worked closely with other local organisations, with Rushmoor Voluntary Services and Mayfield Community Partnership (MCP) – a resident-led community group – joining the partnership in a supporting capacity. These organisations, alongside Vivid Housing and local schools, were working to establish activities for young people, promote healthy lifestyles, and build a positive perception of the area. The partnership felt this existing work aligned with their priorities for the community.
By working collaboratively and supporting each other’s events and activities, the partnership forged a culture of mutual support with other groups and organisations in the community. This led to larger shared endeavours, for example, the partnership and the borough council worked together to develop and fund new sports and recreational facilities for the estate.
Following the Covid-19 lockdowns, the partnership went out to local groups, parks, and the mini-supermarket to gather residents’ views on how remaining Big Local funds should be spent. This led to an increase in new partnership members who also took a more hands-on approach, organising seaside trips and developing youth projects.
The partnership wanted their legacy to be in the physical improvements to the estate, changes to the lives of residents (increased confidence, pride, and achievements) and in the relationships they had developed with other groups. Towards the end of Big Local, members saw MCP as an organisation that would continue their legacy and popular projects. The partnership ensured the MCP had the funding and resources to sustain PEBL projects, including the knit and natter group, litter picks, and Moorfest – their annual community event. Many partnership members joined MCP to continue their work in the area.
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.
Many Big Local partnerships funded workers to support the delivery of Big Local. They were paid individuals, as opposed to those who volunteered their time. They were different from Big Local reps and advisors, who were appointed and paid by Local Trust.
What the Big Local area did
Community assets and spaces
Working with volunteers and the council to enhance public spaces and the look of the area
From early on, the Prospect Estate Big Local (PEBL) partnership invested in visible activity to improve how residents’ and the wider Farnborough community perceived the estate. They installed ‘Welcome to Prospect’ signs, held a competition encouraging residents to brighten up their front gardens, and installed new benches and picnic tables around the estate. They also worked with resident volunteers to help make the area look nicer, setting up monthly litter picks and engaging with the borough council to ensure swift collection of rubbish. The partnership also helped the council fund the removal of 17 trees that were damaging paths and properties and worked with volunteers to plant 64 new ones.
These projects enhanced shared spaces, and helped to build a good working relationship between the borough council and the partnership. PEBL also worked to increase residents’ capacity to work with the council and their contractors to act on local issues. They promoted the Love Clean Streets, Report It app and created events with the council and Veolia (the area’s waste collection company) where the community could ask for action on issues like car parking and fly-tipping. Big Local funding was also used for the Cove Brook Greenway volunteer group to work with the council to repair a path along a brook that was prone to flooding.
Refurbishing and improving local parks and facilities
As well as working with volunteers and organisations to improve the physical appearance of the area, Big Local funding was invested in improvements to shared facilities. The council wanted to redevelop the play area, replace old equipment, and provide opportunities for people of different ages to use the Moor Road Recreation Ground (in the north of the Big Local area). The partnership was confident in their relationship and £97,000 in Big Local funding was contributed towards a playground, multi-gym equipment, and cycle pump track. While Rushmoor Borough Council supported the partnership to secure additional external funding to complete the work. Partnership members felt the new facilities had made a difference to residents and lifted spirits in the community.
Over the years, Big Local funding was also invested in Water Lane Park, in the middle of the Big Local area. This included adding an outdoor table tennis table. One of the final investments as part of the Big Local programme was in improvements to a playground for toddlers and younger children in Water Lane Park. Over £85,000 was allocated to play equipment, a bench, a noticeboard, and improved drainage. The refurbished playground opened in early 2025, with Rushmoor Borough Council agreeing to take responsibility for its upkeep and maintenance.
Investing in young people
Working with local schools and organisations to support children and young people
Community consultation identified that many residents wanted Big Local funding to directly support young people in the Prospect Estate area. Over the years, the partnership supported different organisations working with children and young people. Big Local funding supported existing youth clubs run by Vivid Housing and Rushmoor Borough Council, enabling them to extend their opening hours on the estate.
The partnership also supported and worked with schools in the area. Partnership members and volunteers delivered an after-school reading club, and funded day trips and residentials for pupils. During the Covid-19 pandemic, the partnership reached out to schools to see what they needed. Big Local funding provided for books and resources, and the partnership signposted them to other sources of funding.
Members felt their support provided children with opportunities for extracurricular activities that families might not otherwise have been able to afford, and helped the partnership to strengthen their relationships with schools.
Creating a healthier, safer life for young people
Early consultation with young people found that many in the community were experiencing volatile home lives. In response, Prospect Estate Big Local (PEBL) backed Unsafe to Safe, a project to support young people with their mental health and reduce substance misuse. The project ran for two-and-a-half years and supported 35 young people – many of whom were sofa surfing (staying with different people for short periods wherever they have space). Through this, participants built better relationships with their families and those they lived with, reducing the risk of them experiencing homelessness. To embed this work in the wider community, PEBL assisted Mayfield Community Partnership to run three annual child safety days. At these events local schools and volunteers were trained to help children learn how to keep safe on the streets.
In the final years of the Big Local programme, Big Local funding was allocated to Fighting Chance, a youth crime prevention initiative focused on knife and drug crime issues. The initiative used sport (like non-contact boxing) to boost mental health and support the healthy management of emotions. This helped young people to talk about mental health issues and raise their aspirations. As a result of the programme, some young people went on to take part in competitive boxing, while others gained confidence and self-esteem that helped them to consider going to university.
Responding to crisis and urgent need
Supporting residents to save money and become debt-free
From the outset of Big Local, Prospect Estate residents asked for support with managing their finances. Working with Citizens Advice, the partnership created a weekly money advice service focused on banking, budgeting, and benefits. Initially delivered face-to-face, it moved to online and telephone support during the Covid-19 pandemic. However, the partnership felt this was less effective and they agreed with Citizens Advice to pause the service. The partnership felt that the service made a significant difference to people in the four years it was available, with Citizens Advice reporting that the 228 residents who had accessed the support collectively saved £267,000.
Towards the end of Big Local, the partnership worked with Citizens Advice on a new project in response to the rising cost of living and fuel poverty. Funded through the Safe and Warm Community Scheme (established by the energy provider SGN and Centre for Sustainable Energy), the Safe and Warm project provided free advice to help residents save money on energy costs. Since its start, the project helped nearly 950 households, and collectively saved people over £250,000 in energy bills and other costs.
Through these projects the partnership learned more about the levels of debt experienced by households in the community. The partnership worked further with Citizens Advice, and Big Local funding was used for Debt Free Prospect, providing free and confidential advice at local events. Through this, Citizens Advice provided tailored advice to 50 households on the estate about getting out of debt.
Local economy
Increasing residents’ skills and employability
From early in the programme, the partnership supported different projects in Prospect Estate to increase residents’ skills and their opportunities to access employment. One of their longest standing projects was an internet café, delivered from Prospect Centre. The project helped people get online, learn new skills, and keep in touch with family and friends. Although the café sometimes struggled to attract residents, by 2019, nearly 200 people had used the café, visiting over 1,200 times between them.
In addition to the internet café, the partnership established a Skills Café which was available during the week. Also delivered from Prospect Centre, the café was set up to address unemployment and skills gaps experienced by residents. It was delivered by The Vine Centre, a charity supporting individuals and families across Farnborough. Residents were signposted to flexible work opportunities, participated in skills workshops, and received help with CVs and job searches. The partnership felt the café was highly valued locally and had increased people’s skills and employability. In six years, over 1,000 residents made over 4,500 visits, with 249 helped into employment and 372 accessing further training.
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 Prospect Estate Big Local told Local Trust they used their Big Local funding.
References
Department for Work and Pensions (DWP) (2024a) ‘People on universal credit: not in employment’. Available at: gov.uk/government/statistics/dwp-benefits-statistics-august-2024 (Accessed 9 January 2025)
Department for Work and Pensions (DWP) (2024b) ‘Jobseekers allowance’. Available at: gov.uk/government/statistics/dwp-benefits-statistics-august-2024 (Accessed 9 January 2025)
Office for National Statistics (ONS) (2022) ‘UK Census 2021: All persons’. Available at: ons.gov.uk/peoplepopulationandcommunity/populationandmigration/populationestimates/datasets/populationandhouseholdestimatesenglandandwalescensus2021 (Accessed 10 January 2025)
Office for National Statistics (ONS) (2023a) ‘UK Census 2021: Social rented housing’. Available at: ons.gov.uk/peoplepopulationandcommunity/housing/bulletins/housingenglandandwales/census2021 (Accessed 10 January 2025)
Office for National Statistics (ONS) (2023b) ‘UK Census 2021: Ethnic group: White: English, Welsh, Scottish, Northern Irish or British’. Available at:
ons.gov.uk/datasets/TS021/editions/2021/versions/3 (Accessed 10 January 2025)
Office for National Statistics (ONS) (2023c) ‘UK Census 2021: Ethnic group: Ethnic group: Asian, Asian British or Asian Welsh’. Available at:
ons.gov.uk/datasets/TS021/editions/2021/versions/3 (Accessed 22 January 2025)
Office for National Statistics (ONS) (2023d) ‘UK Census 2021: Highest level of qualification: No qualifications’. Available at: ons.gov.uk/datasets/TS067/editions/2021/versions/3 (Accessed 9 January 2025)