What enables good relationships between resident-led groups and local government?

Big Local was a resident-led funding programme that provided 150 areas in England with over £1 million each to spend over 10–15 years to create lasting change in their neighbourhoods. The programme emphasised empowering communities to identify and address their own needs and priorities, requiring collaboration with local authorities and other public agencies to achieve these goals.

Given local authorities’ statutory roles (such as planning), relationships with them have occurred regardless of whether they were intended. Big Local partnerships that developed positive relationships with their local authority were able to access additional resources and expertise, influence local decision making, and deliver bigger projects – particularly those that required permissions or actions from the local authority. 

Local Trust has explored how Big Local areas spent their funding in another article.

Local government encompasses various levels and departments, each with different roles and responsibilities. This complexity often presented challenges for Big Local partnerships, as they needed to navigate these structures and cultivate relationships across different layers of the system. Additionally, some Big Local areas had existing relationships with local governments (either with teams or individuals), whereas others had to develop these from scratch. As a result, a diverse range of relationships with local authorities were developed across the Big Local programme (Just Ideas Sustainable Solutions, 2022).

Some local governments acted as allies and advocates, helping to advance Big Local partnerships’ goals through support and promotion, exerting their influencing power through officers and councillors championing the cause, and directly referring people to Big Local services. Local authorities could also act as partners in co-design and delivery, working collaboratively with Big Local partnerships to design, implement, and deliver initiatives for their residents. This could involve pooling resources, sharing expertise, and jointly managing projects. 

In other areas, local government took up a more advisory role or relationship, seeking input and expertise from Big Local partnerships on projects and policies, given partnerships’ links to and understanding of the issues and challenges affecting their communities.

Most formally, some local governments directly funded specific Big Local projects or activities. This could involve local government renting out spaces and/​or delivering services from Big Local facilities, or local government representatives (such as councillors) themselves being part of the Big Local partnership.

Across the relationship types between Big Local partnerships and local government outlined in the previous section, there were five factors that contributed towards the development and maintenance of good relationships.

Both parties having a common objective and purpose was a critical foundation for good relationships – this acted as an ​‘anchor’ for the work and the journey many Big Local partnerships and local government embarked on (New Local, 2023). Common ground such as this motivated both parties to work together for the betterment of their community. Such relationships were generally underpinned by mutual trust and respect, with both sides recognising each other’s goals, external pressures, and experience and expertise.

When a Big Local area and local government shared a vision, they were more likely to trust each other’s intentions and respect each other’s expertise (Just Ideas Sustainable Solutions, 2022). This trust facilitated open communication and willingness to work through challenges together, leading to more effective and sustainable outcomes.

Shared commitment to improving outcomes for their communities acted as the glue that bound relationships together, and in some cases allowed parties to move beyond any historical disagreements or power balances and focus on achieving their shared goals (New Local, 2023). 

The long-term nature of the Big Local programme was an important factor, providing the time needed for a deep understanding of each other’s perspectives and a robust foundation of trust and mutual respect to develop, and producing enduring relationships built on a shared vision (New Local, 2023 and McCabe et al, 2022).

A shared vision encouraged open discussion about each party’s roles and responsibilities, leading to better coordination and a clearer understanding of what each partner brought to the table.

When roles and responsibilities were clearly defined, each party understood their contribution to the relationship and how their actions affected the overall project. This clarity minimised duplication of effort, avoided misunderstandings, and facilitated smoother communication. Knowing who to contact for specific issues or information streamlined communication and fostered a sense of accountability within the relationship (Just Ideas Sustainable Solutions, 2022).

Clearly defined roles and responsibilities also helped to manage expectations on both sides: each party knew what was expected of them and what they expected from their partner, reducing the potential for conflict or disappointment. This transparency contributed to a sense of trust and fairness within the relationship (Just Ideas Sustainable Solutions, 2022).

Transparency also helped to address power imbalances and empower Big Local partnerships by ensuring they had a genuine voice in decision-making processes. By outlining their specific responsibilities and areas of influence, Big Local partnerships felt more confident in advocating for their community’s priorities and holding local governments accountable (New Local, 2023). Clearly defined roles also meant each party’s unique strengths and expertise could be leveraged, maximising overall impact; Big Local partnerships generally brought an understanding of local needs and mobilised resident participation, while local governments contributed resources, technical expertise, and policy knowledge.

However, there needed to be flexibility in these roles to adapt to changing circumstances and priorities – particularly given the length of the Big Local programme. Where this was done effectively, local authorities showed willingness to take a step back and let Big Local Partnerships lead on these changes (Paine et al, 2022).

Sufficient capacity and resources were crucial for cultivating a positive and productive relationship between partnerships and local authorities, as it empowered both sides to engage effectively and deliver on shared goals. It also helped to foster a more balanced power dynamic between the two, contributing to a more sustainable and mutually beneficial relationship. However, the reality of the funding climate meant this ideal situation was rarely the case.

When both Big Local areas and local governments had the necessary resources – including funding, staffing, and expertise – they were more likely to deliver on promises and implement agreed actions. Being able to follow through on commitments was important in building trust and demonstrating respect; reliability reinforced the relationship, and fostered a sense of shared responsibility for achieving outcomes.

Specific to local governments, sufficient capacity was important for two reasons. Firstly, it meant local authorities could have dedicated teams with community engagement skills and an understanding of resident-led initiatives. These teams helped bridge the gap between the council and the community. However, community engagement teams could only go so far; a critical additional factor for meaningful collaboration was good working relationships between council representatives (such as councillors and officers) across departments and Big Local partnerships (see 5. Advocacy and support below). Building and maintaining these working relationships required sufficient time and resources within the local authority (Just Ideas Sustainable Solutions, 2022). Councillors often played an important role in this regard, helping draw in and bring together resources (both money and in-kind) to support relationship building, as well as directly brokering relationships by drawing on their wide network and influence.

For Big Local partnerships, sufficient resources were important for being able to lead on initiatives and deliver agreed outcomes. In many cases, this was as simple as having a paid worker as part of the Big Local partnership. Many Big Local partnerships relied on volunteers, which meant they did not have the dedicated time required to coordinate communications and meetings, develop and manage projects, or navigate complex local authority and public service structures. Paid workers were therefore vital in supporting Big Local partnerships to engage effectively with local government and achieve positive outcomes. (New Local, 2023)

Adequate funding and resources also helped to address power imbalances inherent in relationships between resident-led groups and local governments. The independent funding of Big Local areas granted them leverage and negotiating power, allowing them to engage with local authorities on a more equal footing.

On both sides, seeing tangible results and a sense of forward movement helped strengthen the bond between Big Local partnerships and local governments. Observing the impact of their relationship reinforced its value, motivating both parties to continue their efforts and fostering a shared sense of accomplishment. This shared success was particularly crucial in areas where historical tensions or mistrust existed, as it provided tangible evidence of the benefits of collaboration (Just Ideas Sustainable Solutions, 2022).

Observing positive momentum – even in small wins – helped invigorate both parties and create a virtuous cycle, encouraging both Big Local partnerships and local government to explore further opportunities for collaboration. The sense of shared progress fostered a collaborative spirit and belief in Big Local’s ability to make a meaningful difference.

For Big Local areas in particular, it was important for local government to acknowledge the benefits of resident-led activity, sometimes through marketing and branding. This recognition helped reinforce their legitimacy and influence within the community and wider local authority (Just Ideas Sustainable Solutions, 2022).

The combination of effective support for Big Local areas and a culture of supportive advocacy within some local governments helped create fertile ground for strong and productive relationships to develop between them.

For Big Local partnerships, there were two key aspects of support that enabled them to foster good relationships. First were Big Local reps, appointed by Local Trust, who provided tailored support to Big Local partnerships. They offered guidance on navigating council structures, understanding local policies, and developing effective communication strategies. This support empowered Big Local partnerships to engage confidently with local government and advocate for their communities’ priorities (New Local, 2023; Just Ideas Sustainable Solutions, 2022). The second aspect has already been mentioned: paid workers. These workers significantly enhanced partnerships’ capacity to engage with local government, bringing community development skills, coordinating communication with local authorities, and advocating for the community’s needs within council structures. 

Local Trust explores the role of reps and paid workers in other articles. 

On the local government side, it was important to have individuals who understood and championed the Big Local approach, and for these champions to have good working relationships with Big Local partnership members. These individuals could be officers across departments or councillors responsible for the neighbourhood, who acted as advocates for Big Local partnerships; facilitated communication; ensured their perspectives were considered in decision-making processes; and used their knowledge of the funding landscape and their relationships to leverage additional resources and funding (LGiU, 2017). 

It was often important for there to be a shift in mindset within local government towards recognising the value of community engagement generally, and community-led activity specifically. This involved acknowledging the expertise and insights that resident-led groups brought to local issues, and recognising their potential as partners in achieving shared goals. (Paine et al, 2022 and LGiU, 2017). 

Prior to Covid-19, local authorities didn’t necessarily recognise the value of Big Local and some tried to dictate what Big Local money was spent on, leading to agonistic relationships. The pandemic acted as a catalyst for local authorities to see first-hand the benefits and crucial role played by community-led initiatives like Big Local. This included recognition of their deep local knowledge and strong relationships with community groups, voluntary organisations, and public agencies. Big Local responses to the pandemic showed they had built trust and credibility with the community and were able to respond and mobilise support (particularly to those most vulnerable) swiftly – in many cases quicker than local authorities (McCabe et al, 2022). 

Local Trust explores how Big Local areas responded to the Covid-19 pandemic in another article.

If the factors outlined above are present, relationships between Big Local partnerships and local government can be long-lasting, mutually beneficial, and have the potential to continue after Big Local funding finishes. However, there are certain specific factors that, when proactively cultivated by Big Local partnerships, made lasting relationships more likely. 

Firstly, where there are individual champions of Big Local areas and resident-led initiatives within local government, they can act as advocates after Big Local funding has ended, and ensure working relationships continue. However, it is essential that such relationships are expanded beyond individual connections to help mitigate the impact of key staff turnover and restructuring within local government. 

Secondly, Big Local partnerships that planned for the future (specifically in terms of being proactive around how their relationships with local government might continue) were more likely to sustain these working relationships and continue benefitting from them in the long term. This included raising awareness of the added value of working with Big Local, identifying opportunities for local government to take over the management of assets or projects, and exploring the potential for future collaborations (New Local, 2023). There were examples of this taking place in some Big Local areas. In one example, HAVA Big Local was commissioned to pilot a digital health inclusion project that was rolled out across the city towards the end of Big Local, with partnership members serving on the city-wide steering group. In another, Bradley Big Local partnership became a lead partner in a new development scheme dedicated to supporting physical activity and wellbeing. 

Towards the end of Big Local, many partnerships were focussed on how their activities will continue after Big Local funding ends, focussing primarily on securing future funding. The importance of maintaining relationships that were established and curated throughout the Big Local programme should not be underestimated. 

Local Trust will explore how Big Local partnerships approached legacy and closure in an upcoming article.

Throughout the duration of the programme, Dover Big Local (DBL) nurtured productive relationships with three levels of local authority: county, district and town council. 

DBL received long-term support from Kent County Council [KCC] in the form of funding from health, wellbeing and social care teams. Partnership co-chairs reflected that once they had established a reputation through their visible impact in the community, it helped them to gain the support of key teams or individuals within local government, and repeatedly access funding from KCC:

Described as a ​“critical friend” by partnership co-chairs, the town council were quick to support them financially, offer advice, and many of their key contacts volunteered with Dover Big Local at their food pantry and champion their work. By contrast, building a relationship with the district council took time, as DBL learned to carefully navigate their relationship to be less competitive and more collaborative, communicating directly with key contacts and teams to programme services and activities:

The Covid-19 pandemic was a formative period for Dover Big Local and the district council, as they worked together to coordinate support for residents. Their shared commitment to supporting residents during the crisis helped to solidify a productive and ongoing relationship. After the pandemic, the district council created a community group and have been more involved in the Dover area. 

When asked what the future looks like for Dover Big Local and their relationships with the councils, their co-chair simply replied: ​“much more of the same”.