As Big Local comes to an end in March 2026, we’re reflecting on what happens when residents are given genuine power over resources in their communities. In this blog, Alex Boys explores how the programme’s commitment to resident-led decision making has delivered lasting change across 150 neighbourhoods in England, transforming traditional power dynamics, building leadership capacities and confidence that extends beyond the programme.

What happens when you support people to have genuine power over how to use resources in their community? 

The answer is: it gets messy, but ultimately it delivers lasting change. The Big Local programme gave 150 neighbourhoods in England, each comprising approximately 3,000-5,000 residents, at least £1m to spend over 10 years.  

The fact it was hyper-local and over 10 years was unusual. But the fact that residents, and residents alone, would decide on how to spend the money was simply radical. 

That commitment to genuine resident-led decision making has made Big Local a distinctive programme. It transformed an otherwise relatively ordinary funding scheme into a regeneration programme which challenged traditional power dynamics. 

It was a bold move that’s required trust from the funder, the National Lottery Community Fund, patience from professionals at Local Trust involved in its delivery, and courage from residents to take on decisions. 

Big Local’s radical idea: residents decide 

I’ve had the privilege of working on Big Local from its inception through to its completion. Over those 15-odd years, I’ve seen how the approach has encouraged a shift from traditional community consultation to genuine community control. Residents didn’t just influence priorities, they set them. They didn’t just attend meetings, they chaired them. And that shift really matters. 

Over time, confidence replaced hesitation. Residents began to see themselves not just as volunteers, but as decision makers.”

Leadership develops through doing 

One of the clearest lessons from Big Local is that leadership develops through experience. In North West Ipswich, for example, residents developed the skills and confidence to run participatory budgeting events and engage their wider community in decision making. People who had never previously held formal leadership roles found themselves managing budgets, negotiating with stakeholders and leading complex discussions.

A photo of the Friendly Bench. Photo credit: Glen Farthing-Red Wren Studios

Over time, confidence replaced hesitation. Residents began to see themselves not just as volunteers, but as decision makers. And the legacy is clear to see – that same group of residents has since built a new community-led organisation, Grow with Us, which is running a popular and successful community garden.

Resident leadership changes relationships 

Resident leadership has also changed relationships.

In Cars Area Big Local, residents played a central role in bringing people together to rejuvenate a valued community building. Through consistent engagement, they strengthened relationships within their community and with local partners. They shifted the dynamic from delivery to the community, to collaboration with the community. That subtle but significant shift in an area – traditionally described as low in social infrastructure such as voluntary groups and community spaces – has altered how the community engages with local public bodies.

The legacy lasts beyond the funding 

Resident leadership has helped to achieve a legacy for neighbourhoods beyond the life of the programme.

In Mossley, (an area I know well having attended school there), the focus on developing relationships within their community built confidence and ambition. Those foundations enabled residents to work with the local council to bring about a Community Asset Transfer and deliver a new community hub, offering much needed space to meet, hold activities and access services.

Mossley bingo and community centre. Photo credit: Elevate Community Productions

But whilst many Big Local areas invested their financial resources in physical assets such as buildings, the real legacy of resident-led regeneration is less visible.

It’s the confidence and capability that’s been built to navigate difference and still move forward. When residents hold resources and legitimacy, conversations change and local accountability strengthens.

When it gets messy

But let’s be honest, it’s not always been an idyl of peace and harmony. There’s been many moments of conflict and disagreement. Disagreement is inevitable, and resident partnerships have navigated personality clashes, conflicting priorities and, at times, burnout.

The lesson isn’t that resident leadership is complex, it’s that it requires patience and support.

How to support (without taking over) 

Big Local worked because it combined long-term funding with a broad and flexible support offer to residents.

Support was there when it was asked for and was provided in ways the community asked for it. Professionals weren’t there to control decisions, they were there to provide stability, advice and continuity. Our aim was to provide support without dominance, guidance without takeover. 

That’s been a difficult balance to maintain, but it’s been essential to the successes achieved. Too often, funding programmes demand quick outputs. Big Local recognised that building local leadership takes time, and patience was one of the greatest assets we had to assist that.

The real question and lessons to learn 

As Big Local concludes, the evidence is clear: when residents lead, lasting change can be achieved. But the deeper question is whether we are prepared to apply these lessons elsewhere, and do the things that the evidence shows us let residents genuinely take control of resources provided for their neighbourhood.

Discover more about how resident leadership developed within and impacted the Big Local programme on the Learning from Big Local website.