Preparing for crisis: How to build community capacity

In Big Local areas nationwide, we’ve seen clear evidence of new and strengthened networks and relationships, with communities taking ownership over what happens in their area. In this blog post, Local Trust researchers, Lisa-Marie Giquel and Ruby Brooks, share how building community capacity helped Big Local areas be better prepared for crises.

Over 15 years, Big Local partnerships had to contend with multiple crises. Some were local, such as flooding, high levels of crime, or the loss of key services. Others were national, notably the COVID-19 pandemic and cost of living crisis.

Big Local areas were selected partly because of their levels of economic deprivation, and so, crises were often directly related to the levels of poverty within communities.

While the Big Local programme could not entirely solve the problems those crises created, it did provide a foundation which meant that communities weren’t starting from scratch when disruption arrived.

Although it’s not possible to say what the future will be for areas beyond the programme, communities will face further shocks. These could include:

• economic crisis
• public health emergencies
• environmental events
• political/institutional instability
• international conflicts and war.

The question is not whether further crisis will come, but how prepared communities are to respond when it does.

For communities to be able to respond to future shocks, flexibility must be built into programme design from the start.”

Three approaches that can help community groups respond during crisis

1. Redirect funding to address changing community needs

Big Local partnerships had access to and control of their own funding. This meant that if they decided to do something to respond to a crisis, they didn’t have to rely on external sources.

Having access to flexible, resident-controlled funding also meant partnerships were not confined by prescriptive conditions and could change their plans and priorities for the money as needs shifted.

For communities to be able to respond to future shocks, flexibility must be built into programme design from the start, and they need to have access to a financial resource that they can control.

2. Invest in physical spaces to deliver crisis support and services

Throughout the programme, Big Local partnerships prioritised investing in community spaces, particularly local hubs and community centres.

Community hubs provided a base for organising and planning, a distribution point during emergencies, access to essential services, and a place for daily connection. Local ownership and responsibility for them are, therefore, essential.

In Brinnington, in the early days of the COVID-19 pandemic, their community hub was used to coordinate and distribute food parcels. Further into the pandemic, Stockport Council covered the running costs of the hub and opened the space as a testing centre. Later on, as energy costs rose, it evolved into a Warm Hub – a place where residents could keep warm, meet and socialise. Residents were also able to access financial support and other services while they were there. The partnership described this space as ‘the heart’ of their community.

The community hub in Brinnington. Photo credit: Brinnington Big Local.

3. Mobilise local people and connections

Crisis responses were most effective when Big Local partnerships were embedded in their community. Many were already regularly consulting residents to shape their plans and understand community needs, and had built an engaged local network of volunteers.

This allowed them to respond to crises quickly, as the relationships and connections were already there.

When communities have power, resources and support, they are better placed to respond when crisis comes.”

Many Big Local partnerships also built relationships with local stakeholders. These relationships became critical for coordinating crisis response, sharing information and knowledge, pooling resources, and supporting different parts of the community.

For example, in Stoke North, the partnership saw their role as ‘community connectors’, bringing together local organisations to coordinate support. During the pandemic, they mobilised these networks to deliver food, activity and wellbeing packages. When the cost of living crisis followed, they were able to respond quicker, thanks to their established communication channels and reputation. Their newsletter became an essential source of information, helping residents navigate winter fuel support, pension credit, and mental health services.

In many areas, crisis created a sense of ‘being in it together’, and often that is what carried communities through in challenging times.

Community garden established in partnership with Sylvester Community Trust. Photo credit: Local Trust.

Communities need ongoing investment to support participation, collaboration, and local leadership – this builds community capacity and enables quick responses when disruption comes.

Community action is not a substitute for public policy change

Big Local funding supported residents during crisis and enabled many partnerships to become stronger. But it wasn’t a magic bullet. Poverty, food insecurity and widening inequality are systemic challenges. In conversations with residents towards the end of the programme, they often spoke about how much more there is still to do, and that communities needed their support now more than ever.

However, despite its strengths, community and volunteer action is not, and cannot be, a substitute for public policy that effectively addresses the systemic issues that residents have been responding to.

There’s a risk that as communities demonstrate what they can do, expectations rise without similar investment and support at a policy level.

That being said, when communities have power, resources and support, they are better placed to respond when crisis comes.

Big Local shows that:

1. Flexible funding, that is controlled by residents, builds communities’ ability to adapt in the face of crisis.
2. Investment in physical assets and spaces pays off in times of crisis – providing a focal point for community organising, support and connection.
3. Building relationships with local people and organisations takes time. Once established, they provide a means to pool resources, enlist volunteers, and share information, allowing for a wider-reaching, faster, and more effective crisis response.

Future crises are unavoidable. However, the extent of their impact is not. The strength of local infrastructure shapes how crises are experienced, and therefore requires investment. We know that community-led responses to crises work, so how can we build more community capacity to prepare for them?

Find more examples of how Big Local areas responded to ongoing crises and urgent need during the programme on Learning from Big Local.