Slade Green
Key points
- Free, fun activities and events were funded for residents and especially families in the area.
- The partnership created an informal community space in the form of a ‘Swap Shop’ and food bank in the church hall, which became vital services in the Covid-19 pandemic.
- Slade Green Knights FC was established, bringing youth football back to Slade Green and improving the confidence and wellbeing of young people (and adults) taking part.
About the Big Local area
Located on the south bank of the Thames in the London Borough of Bexley, Slade Green saw significant changes during the years Big Local was active in the area. As of 2021, its population was 11,390 – a 13 per cent increase since the 2011 Census (ONS, 2022; 2012). The area was primarily residential, featuring a mix of social housing, rental accommodation, and privately owned properties. Slade Green was geographically isolated from the rest of Bexley, with limited road and rail connections and a significant presence of large industrial sites.
Slade Green historically faced a distinct set of socio-economic challenges. The area was identified as one of the top 20 per cent most deprived areas in England (MHCLG, 2019). It also had a higher proportion of children living in low-income, lone-parent families compared to other areas in London (DWP, 2024). A larger percentage of its residents did not have formal qualifications when compared to the wider London population (ONS, 2023).
How the Big Local area approached delivery
After initial community engagement through free family-oriented events, the Slade Green Big Local partnership identified a set of priority themes. These included bolstering the local economy and enhancing community amenities and activities. Midway through the programme, the partnership commissioned an evaluation of their work. They used the findings to extend their priorities to the wellbeing of residents and improving the lives of children and young people.
Initially, the partnership organised subgroups around these priorities. However, limited availability and capacity of partnership members prompted a shift towards decision-making as a whole partnership.
The primary vehicle for delivery and collaboration was Howbury Friends, the Locally Trusted Organisation (LTO) for most of the programme. They organised occasional meetings for other local stakeholders, offering chances to become familiar with what Slade Green Big Local was offering, feedback on their work, and network with each other. These meetings attracted local schools, Bexley Council, Charlton Athletic Community Trust, a social landlords’ group, and Bexley Voluntary Service Council (BVSC). BVSC became the LTO in the final years of Big Local.
The Slade Green Big Local partnership decided not to continue after the end of their funding, but popular activities and services they had started, such as a food bank and Swap Shop, continued to be delivered for the benefit of the community. One of their most successful projects — Slade Green Knights FC — was seen as their biggest legacy, and continued to develop as a community football club after the end of the Big Local programme.
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.
What the Big Local area did
Local economy
Boosting employment opportunities in Slade Green
The partnership focused on employment opportunities for residents of the Slade Green Big Local area. Funding was invested in training programmes, covering topics such as childminding, first aid, and guidance on apprenticeships and CSCS cards (a requirement for construction site work). They established a job club, offering support around CV-writing and the job application process. Big Local funding was used to sponsor individuals through heavy goods vehicle (HGV) training, covering the cost of resources and equipment, and additional support from the Big Local worker. Immediate employment opportunities in haulage became available to those who passed this training.
Slade Green Big Local’s evaluation revealed that around 100 people accessed these training courses in a year, while the job club bolstered confidence among local job seekers. In line with their commitment, the partnership stayed in touch with those who received support and training. They found that many individuals had successfully transitioned into stable careers. Additionally, training initiatives led residents to engage in local volunteering opportunities.
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.
Responding to crisis and urgent need
Meeting the community’s needs on their own terms
The Swap Shop and the food bank were responses to local need identified through community consultation, that were exacerbated during the Covid-19 pandemic. The Swap Shop offered affordable shopping, as residents could donate items and receive credits to spend. The food bank offered valuable services including deliveries for households facing vulnerable circumstances, Christmas hampers, and holiday hunger support. Unlike existing services, the food bank did not operate on a referral basis. It had a no-questions-asked approach and did not limit service-users to a set number of parcels per week. Both initiatives helped support the community through the pandemic, with the food bank open up to five days a week.
The food bank and Swap Shop were based in St. Augustine’s Church Hall. For some residents, these services became an access point to support for issues such as domestic violence or homelessness.
The partnership’s evaluation highlighted the Swap Shop’s impact on residents experiencing financial challenges, as well as its role in transforming St. Augustine’s Church Hall into a community hub and providing volunteering opportunities for residents. Towards the end of the programme, partnership members considered the food bank in particular a significant achievement and source of pride.
The food bank continued to support the community beyond the Big Local programme, alongside another project which distributed surplus food through the Felix Project (for free or a small donation) each week.
Investing in young people
Fostering community for all ages through youth football
Investing Big Local funding in a youth football club, Slade Green Knights FC, supported confidence, health and wellbeing, and a sense of community ownership. The decision to fund a youth football team was significant, as there hadn’t been one in the area for two decades. The initiative was driven by the partnership’s commitment to providing young residents with opportunities for engagement and personal development.
Over time, the team blossomed into a network of 10 teams, including a girls’ team. Many achieved success, securing trophies and earning promotions to higher leagues. The investment also created coaching and volunteering opportunities for adults in the community.
The Slade Green partnership considered the football club their main legacy, feeling that it created a sense of belonging, ownership, and pride among young participants, who went on to take ownership of and pride in representing their club and wider community. The evaluation of Slade Green Big Local suggested broad impacts on how people interacted with each other – reducing isolation, fostering community cohesion, and motivating residents to care for green spaces.
In 2025, the club celebrated its 10th anniversary. It had expanded to 11 teams, after introducing a new senior team. Funding was raised through subscriptions, sponsors and the community, including a regular lottery. In 2026, the club registered as a Charitable Incorporated Organisation (CIO).
Place-based pride and connection
Strengthening community bonds through affordable activities
The Slade Green partnership prioritised enriching the lives of families, by providing free or low-cost activities targeted at children and young people. Their objective was to encourage residents to explore new and exciting opportunities in their neighbourhood.
The partnership collaborated with Howbury Friends, a local organisation with existing community trust, to organise events. These gatherings featured attractions like bouncy castles, petting zoos, giant Scalextric races, and ice rinks. Alongside these, local businesses could rent market stalls to showcase their products. Community Safety Days facilitated connections between residents and local agencies through information stalls, and provided a space to discuss issues such as anti-social behaviour.
The experience of delivering these events taught the partnership about their community. They quickly saw how important free events were for resident attendance. Evidence from the partnership’s evaluation demonstrated the positive impact of these events on attendees – residents, especially children and young people, had the chance to try new activities, step out of their homes, and have fun. The initiatives provided entertainment and helped foster a stronger sense of togetherness in Slade Green.
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 Slade Green Big Local told Local Trust they used their Big Local funding.
References
Department for Work and Pensions (DWP) (2024) ‘Children aged 0–19 in relative low-income lone parent families (as % of all in relative low-income families)’. Available at: gov.uk/government/statistics/children-in-low-income-families-local-area-statistics-2014-to-2023/children-in-low-income-families-local-area-statistics-financial-year-ending-2023 (Accessed 23 September 2024)
Ministry of Housing, Communities & Local Government (MHCLG) (2019) ‘English indices of deprivation 2019’. Available at: gov.uk/government/statistics/english-indices-of-deprivation-2019 (Accessed 23 September 2024)
Office for National Statistics (ONS) (2012) ‘UK Census 2011: All persons’. Available at: ons.gov.uk/peoplepopulationandcommunity/populationandmigration/populationestimates/datasets/2011censuspopulationandhouseholdestimatesforenglandandwales (Accessed 23 September 2024)
Office for National Statistics (ONS) (2022) ‘UK Census 2021: All persons’. Available at: ons.gov.uk/peoplepopulationandcommunity/populationandmigration/populationestimates/datasets/populationandhouseholdestimatesenglandandwalescensus2021 (Accessed 23 September 2024)
Office for National Statistics (ONS) (2023) ‘UK Census 2021: Highest level of qualification: No qualifications’. Available at: ons.gov.uk/datasets/TS067/editions/2021/versions/3 (Accessed 18 October 2024)