Responding to crisis and urgent need

Big Local partnerships regularly consulted and engaged their communities to understand local needs. This, along with their lived experience as residents, helped them to develop a deep knowledge and understanding of their areas and the people, groups and organisations within it. This expertise proved important in times of crisis. It enabled them to identify those in the most vulnerable circumstances, what kind of support would be most appropriate, and which organisations, agencies and groups would be best to help.

During times of sudden crisis, the flexibility of the Big Local programme meant partnerships could quickly respond by changing their plans and using their funding differently. This met urgent needs by enabling timely access to funds and additional capacity through staff and volunteers. Importantly, this prevented the need to source money from elsewhere, which could be a lengthy process. Where Big Local partnerships were able to do this effectively, they responded to urgent needs faster than agencies or other organisations within their community. 

Big Local areas responded to crises in different ways. This included funding provision to meet basic needs, such as food and accommodation, or using community hubs as spaces for shelter, warmth and the distribution of essential goods. They developed their own volunteer networks or worked with agencies, groups and organisations to co-ordinate local volunteers and deliver a response to meet residents’ needs without duplication of effort. For many, activities responded to the impact of social and economic inequalities playing out in their communities. Once they’d gained confidence and capacity, some also sought to tackle the root causes of these issues, through influencing and other strategic work.