Whitleigh
Key points
- Mobile services were created to serve the community, such as Whitleigh on Wheels, which included a van that acted as a neighbourhood centre and a minibus to connect people to services and for group trips.
- By creating and revamping parks, play areas and allotments the partnership invested in the local environment. Volunteer ‘community champions’ were recruited to maintain these spaces, developing confidence and skills, and supporting their mental wellbeing.
- The Whitleigh Community Trust was established to continue resident-led change beyond the end of the Big Local programme.
About the Big Local area
Whitleigh had a population of 7,413 in 2021 (ONS, 2022). The Big Local area covered a post-war housing estate on the outskirts of Plymouth, approximately six miles from the city centre, surrounded by woodlands and valleys. Locally, 31 per cent of children aged 0–19 were in relatively low-income families (DWP, 2024).
During the Big Local programme, Whitleigh had a small shopping centre, primary schools, some support services, and social activities. Though there was a lot of green space, the hilly geography resulted in accessibility and connectivity issues, exacerbated by a limited bus service and less car ownership than the rest of Plymouth (ONS, 2023). The area was described by some residents as being an urban community in rural isolation, lacking in social and leisure facilities.
How the Big Local area approached delivery
At the start of the programme, the Whitleigh Big Local partnership produced a plan for their work based on hundreds of conversations with residents. Five activity themes were prioritised – improving parks and open spaces; children, young people, and families; support for older people; a community hub; and the environment. Common objectives across the themes were creating more useable and accessible community spaces, bringing residents of all ages together through activities and events, and creating a vibrant local economy through small grants.
These provided initial steer, though were intended to be flexible as community need changed. The partnership continued to review and evaluate their priorities, to ensure they were aligned with feedback from consultation. For example, despite it being an early priority, the partnership’s plans for a community hub fell through. During that time, a new health and wellbeing hub, the Four Greens Community Trust, opened in Whitleigh. The partnership received feedback from residents that this new hub, alongside the church and Salvation Army Hall, were sufficient. As a result, funding was redirected towards other projects, including supporting existing community spaces, which the partnership used as a base for their delivery.
Whitleigh Big Local was managed by an active partnership, at points reaching 20 members with voting rights. They organised themselves into subgroups based on key themes. This core partnership was supported by a Friends of Whitleigh Big Local group, comprised of residents who were less actively involved, as well as local councillors and agency representatives. The partnership aimed to be inclusive – it ran daytime and evening meetings to increase opportunities for involvement and produced a welcome pack, induction and training for new members.
Whitleigh Community Trust, a Charitable Incorporated Organisation (CIO), was established midway through the programme to run in parallel with Big Local. The CIO comprised 12 trustees, of which 60 per cent were residents, with only the partnership chair sitting on both bodies to ensure independence. Through the CIO, the partnership felt they were able to grow and develop their work further. The Trust employed staff on behalf of the partnership, secured an additional £270,000 in funding for projects, and helped them to build new working relationships.
A total of six paid posts were created over the course of the programme, ranging from community development, communications and admin support to co-ordination for specific projects. A dedicated team of 25 volunteers also supported the partnership with delivery and helped maintain improved community spaces, such as play parks. The partnership reflected that their journey was not without challenges and conflict, but the team worked hard to find solutions and continue working in a collaborative way. In doing so, Whitleigh Big Local was able to build strong relationships with other local groups and developed a reputation as a reliable, community-first organisation.
After Big Local funding was spent, Whitleigh Community Trust continued to deliver many of their popular activities, such as the Nifty Over 50s Lunch Club and Wellbeing Art Cafe, and managed the ongoing housing project. The Whitleigh Big Local partnership continued to meet and act as a ‘critical friend’ for the Trust, as part of a wider steering group that helped deliver events and support collaborative working 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.
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
Health and wellbeing
Delivering activities for older people and those in vulnerable circumstances
The Whitleigh Big Local partnership wanted to increase connectivity and tackle loneliness and isolation among residents. They did this by creating new social networks and opportunities for people to engage in activities. By the end of the programme, the partnership had run 388 sessions and social events for older people – including lunch clubs, fitness classes, and day trips.
One of their most popular activities was the Nifty Over 50’s Lunch Club, known by its members as the ‘recycled teenagers’ of Whitleigh. Run on a weekly basis at the local church, residents could get a two-course meal plus tea and coffee for £5 and take part in a game of bingo for £1.50. In addition to the weekly meet-up, the club organised day trips and sing-along sessions throughout the year. Alongside a hot meal, this created space for residents to spend time with neighbours and make new friends. Attendees of the lunch club reported feeling more supported and connected, even when not together as a group.
Other projects included a Befriending Project, aimed at providing one-to-one welfare rights advice and support for older people, and a Compassionate Café to support people experiencing bereavement or long-term illness. A co-ordinator was hired to deliver these activities, and the café was led by ‘compassionate friends’; local volunteers trained by St Luke’s Hospice.
Improving mental health through creative projects
Poor mental health was identified by residents as a significant issue in the Whitleigh Big Local area. In response, the Wellbeing Art Group was set up to run from the Salvation Army Hall on a weekly basis. Open to adults, this support group used arts and crafts to bring people together and form new friendships and support networks.
Activities were decided by the group and included the creation of a community mosaic, support for community events such as the Whitleigh Lanterns Parade, and eventually expanded to include a music group. They also fundraised to bring in artists and makers to teach new skills and techniques. It was organised by the community and over time became financially self-sustaining through a £2 weekly fee. Residents described the art group as a safe space through which they felt more a part of the community, and a partnership member described changes in participants as phenomenal.
Creating mobile services to connect people to services
Recognising that connectivity was a challenge for many residents in the area, the partnership launched Whitleigh on Wheels – a project to reach more residents and connect them to local activities and services.
Whitleigh on Wheels included the purchase of two community vehicles: a minibus and a van. Initially, this project was outsourced, but the Big Local partnership eventually took on delivery and extended its provision. The community van (named Winnie) acted as a mobile office, a play bus, and a community centre, reaching more isolated members of the community. During the Covid-19 pandemic, Winnie was used twice a week as a safe space where residents could drop-in, socialise, and get support. Outreach sessions continued on a weekly basis after the pandemic, providing the partnership with a regular contact point with the community.
The minibus provided community transport – helping the partnership reach more residents and assisting them to access important amenities such as health services, social activities, the post office, and local shops.
It was also a catalyst for community groups to organise trips, being used for beach days, shopping trips, and family activities. The minibus was hired by other groups in Plymouth and became a sustainable business, generating revenue which funded further Big Local activity.
Local economy
Increasing community activity and supporting local enterprise
The partnership was committed to supporting Whitleigh residents to deliver their own activities and become more engaged in their own community.
This approach was exemplified through a small grants programme offering up to £1,000 for individuals or groups with an idea that could benefit the community. The partnership supported applicants through the funding process, and helped them identify the difference they intended to make. Twenty-five small grants totalling nearly £20,000 were awarded over the course of the programme. Funded projects included young people who organised summer activities and increased youth involvement, and a parents-led junior football club, which brought parents together and resulted in numerous activities, including training in football coaching.
As part of this work, Big Local funding was also invested in creating social enterprises (businesses set up to give back to the community). Through a dedicated training programme in partnership with UnLtd, £50,000 was awarded to local social enterprises, providing four existing businesses with mentoring support, and supporting 11 new ones to start. Through this work, a community market was established to support local makers and creators. Held on the first Saturday of each month, local people could apply to run a stall selling everything from baked goods and produce to crafted items. As well as supporting the local economy, the market provided a regular meeting space for residents to connect. At the end of the programme, Whitleigh Community Trust took on the management of the market to ensure its continued benefit for the community.
Alongside investments in the local economy, Whitleigh Big Local provided opportunities for residents to develop their own knowledge, skills and confidence. They provided free training in first aid, safeguarding, food hygiene, benefit advice, and community researcher programmes. Around 60 residents benefitted from these initiatives, and the partnership saw the development of local capacity as a key part of their legacy, providing the skills and qualifications for resident-led action to continue once Big Local funding had been spent.
Community assets and spaces
Transforming green spaces and connecting residents with the outdoors
Responding to community concerns for the local environment, Whitleigh Big Local funding was invested in wildlife areas, a community allotment, and play areas. In partnership with Plymouth City Council and local schools, a new park was created, with a games area, skate park, and zip wire. Four more parks were revamped with updated play equipment, new seating areas, planting, and resurfaced paths. This included a local pocket park subsequently renamed after a local resident who had championed its transformation. The pocket park was awarded Best Community Project by the Abercrombie Awards in 2021.
By the end of the programme, the partnership felt that the Whitleigh Big Local area had some of the best parks in Plymouth. Much of this environmental work had been made possible through additional funding beyond Big Local. One such grant led to a Green Connector project, delivering a range of activities focused on food growing, connection to nature, and park-based activities.
The Green Connector project led to the development of a community allotment, supporting and teaching residents to grow their own food. Volunteering sessions were run from the allotment on a weekly basis, as well as a gardening and social group for men over 50 years old. Guided nature walks were also popular and supported physical activity, built connections, and developed an appreciation for nature amongst participating residents. Two paid staff members and a team of volunteers known as Green Champions supported these initiatives and led the continued care and maintenance of local green spaces. Through participation in the project, volunteers built confidence and skills, and supported their mental wellbeing in an informal space. At the end of the Big Local programme, the Green Connector project continued through Whitleigh Community Trust.
Creating energy-efficient, affordable housing on unused land
Towards the end of their funding, Whitleigh Community Trust were developing plans to build 10 sustainable, high-quality houses. Recognising a need for more affordable housing in Whitleigh, the group identified an empty plot of land in the area which could be bought and used for social housing. These houses were intended for young families and residents in vulnerable circumstances. Whitleigh Community Trust were awarded £50,000 from Homes England to take these plans forward.
Consultation with the community helped inform the architect’s designs, taking into consideration fuel efficiency, reducing noise, using low carbon materials, and the incorporation of a community garden. Planning permission was granted in 2023 and the project – still in development at the end of the Big Local programme – was seen by the partnership as one of their main legacy projects, intended to remain a community asset well into the future.
Investing in young people
Empowering young people to influence decision-making and connect with their local area
As part of their focus on children and young people, the Whitleigh Big Local partnership commissioned a youth project to deliver activities and projects identified by young people to engage them in community life. This was alongside general weekly youth activities. Throughout the programme, 292 youth work sessions were delivered through this collaboration, including regular residentials, one to one support, and fun activities such as sports and crafts.
One notable project focused on diversity and intended to increase knowledge and understanding of different cultures, including the experiences of young refugees. Local young people delivered a programme to adult members of the partnership, and the project culminated in an intergenerational overnight trip to London and a film. Those who took part described the project as a huge learning experience for everyone.
Through this work, eight young people were consistently involved in decision-making through the Big Local partnership. One young person reflected that the partnership made them feel more confident and valuable, and that they had something to offer.
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 Whitleigh Big Local told Local Trust they used their Big Local funding.
References
Department for Work and Pensions (DWP) (2024) ‘Children in low income families: local area statistics’. 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 17 October 2024)
Office for National Statistics (ONS) (2022) ‘UK Census 2021: All persons’. Available at: ons.gov.uk/peoplepopulationandcommunity/populationandmigration/populationestimates/datasets/populationandhouseholdestimatesenglandandwalescensus2021 (Accessed 17 October 2024)
Office for National Statistics (ONS) (2023) ‘UK Census 2021: No cars or vans in household’. Available at: ons.gov.uk/datasets/TS045/editions/2021/versions/4 (Accessed 17 October 2024)