Download to read offline
![• Expectation=the
council/public agencies
• Can’t work on our own
• Need strategic partners
• A regeneration group?
• Think big BUT…
• need results
• Sporadic collaboration
• Capitalising on opportunities
‘in between’
• Long term relationship
• Sustaining relationships
• Feeding back what works:
impacts
• Roles change over time
• Enabling and invisible
leadership
• Building capacity
• Making space
• Community participation
partners
rolesrelationships
results
THIS Place
Leadership and collaboration here is [?] about..…
structures
impacts](https://image.slidesharecdn.com/valeoflevenpresentation-150522092805-lva1-app6892/85/Vale-of-leven-Presentation-70-320.jpg)
![Champions…
• Local authority backing
• Local action [Berlin]
and met half way
• Targeting place
priorities
• Action updated year by
year: proof and impact
• Common vision and
identity
• Physical upgrade of
housing and natural
assets
• Collaborative
structures made visible
catalyst
collaborative
incremental
identity
THIS Place](https://image.slidesharecdn.com/valeoflevenpresentation-150522092805-lva1-app6892/85/Vale-of-leven-Presentation-93-320.jpg)
More Related Content
Similar to Vale of leven Presentation
Vale of leven Presentation
- 1. this place matters re-thinkinglocal leadership What do we want our place to be like? How do we get there? Professor David Adams Professor Trevor Davies Diarmaid Lawlor
- 2. Professor David Adams thisplace matters re-thinking local leadership WHY Place Matters
- 3. • Places conditionour lives They matter to human experience • Places can help or hinder our democracy • Good places attract Failing places repel • Place is the physical ‘container’ for all the people, institutions and activities that occupy it • Place-making involves economy, society and environment WHY Place Matters Why is place so important?
- 4. • Local governanceis about more than delivering services • It is about making places successful, now and for the future • It has to involve everyone • Learning what makes places succeed or fail should be at its heart • It’s often no more expensive to create successful places than failing ones. It just needs care and advance thought WHY Place Matters Shaping places is about governance
- 5. • Leadership drivesforward action, breeds confidence, reduces risk & widens participation • Leadership is about vision, culture, motivation, resources. • This cannot be privatised – it needs local action within a local democratic mandate WHY Place Matters Shaping places needs leadership
- 6. Diarmaid Lawlor this placematters re-thinking local leadership THIS Place: what you said
- 7.
- 8.
- 9.
- 10.
- 11. THIS Place • AlexandriaPrecinct • ‘walk in any direction’ • hills in 10 minutes • Fantastic natural assets • Greenspace resources • Less literally: image • Long & continuing association with industry • Historic and inward investment • Aggreko manufacturing facility • Award winning building • State of the art facility for local population • Collaborative dual purpose • Regeneration effects assets collaboration associations connections
- 12.
- 13.
- 14.
- 15.
- 16. THIS Place storytelling healthpotential alignment • Bad outlook for visitors • Through way for traffic • Sealife/freshwater? • Storytelling of rich heritage? • Advertised attraction/ crumbling • Poor quality retail/Empty • Undervalued natural assets • Unrealised • Eyesore • Needs regenerated • What internal and external impact? • Bad design • Lack of maintenance • Dampness • Deterioration
- 17.
- 18. Workshop this place matters re-thinkinglocal leadership Why does THIS place matter?
- 19. Why does thisplace matter? Say why this place matters to you today THIS Place And find the things that matter to you all THIS Place
- 20. Where are wegoing? In practice, who is leading here now? THIS Place What are the current relationships between leaders and citizens? In practice, who is leading?
- 21. Where are wegoing? In practice, who is leading here now? THIS Place What are the current relationships between leaders and citizens? In practice, who is leading?What is local collaboration like?
- 22. Professor Trevor Davies thisplace matters re-thinking local leadership Finding common purpose
- 23. Where are wegoing? THIS Place And how does all that about Vale of Leven make you feel? In practice, who is leading?
- 24. THIS PlaceCommon PurposeProfessorMarshall Ganz Where are we going?
- 25. Head Heart Action Common Purpose Twoways of understanding: Professor Marshall Ganz green
- 26. Leadership is takingresponsibility for enabling others to achieve shared purpose in the face of uncertainty Common PurposeProfessor Marshall Ganz
- 27. MOTIVATORS urgency inertia anger apathy hopefear solidarity isolation You can make a difference self-doubt OVERCOMES Common Purpose INHIBITORS Professor Marshall Ganz
- 28. Common PurposeProfessor MarshallGanz Uncertainty to hope? You need skills to motivate others to join you in action
- 29. story of self call toleadership story of now strategy & action story of us shared values & shared experience PURPOSE Common PurposeProfessor Marshall Ganz Public Narrative
- 30. The Story ofyour future part 1 Common Purpose SELF: What personal values led you to public action?
- 31. The Story ofyour future part 1 Common Purpose What personal values led you to public action? US: What is the common ground in your values? SELF: What personal values led you to public action?
- 32. SELF: What personalvalues led you to public action? Common Purpose US: What is the common ground in your values? NOW : Using common values, dream big changes here by 2025 The Story of your future part 1
- 33. Professor Trevor Davies thisplace matters re-thinking local leadership Founding on Values
- 34. action • Values inspireaction through emotion • Emotions inform us of what we value • Decisions to act are based on judgements about values Values into Action Common PurposeProfessor Marshall Ganz
- 35. 35 S Schwartz 2006adapted by L Higgins N Pecorelli 2013 for IPPR Schwartz’s Values Wheel Prospector Settler Pioneer Professor Marshall Ganz Common Purpose
- 36. this place matters re-thinkinglocal leadership BREAK!
- 37. Professor David Adams thisplace matters re-thinking local leadership What makes a successful place?
- 38. 5 characteristics ofsuccessful places • Places intended for people • Well connected & permeable places • Places of mixed use & varied density • Distinctive places • Sustainable, resilient & robust places WHY Place Matters
- 39. Places intended forpeople • Successful places attract people, and encourage them to linger and return • The more diverse the activities on offer, the more people will come • But people want to feel safe, comfortable & not be overwhelmed by traffic or the scale of the environment WHY Place Matters
- 40. Well connected &permeable places • Successful places allow people to move in & through them easily, especially on foot or bicycle • They have meeting places and stopping places • Places that are better connected and easily accessible attract more trade & are more lively WHY Place Matters
- 41. Places of mixeduse & varied density • Towns traditionally grew & developed as a patchwork of mixed activities & uses • But, until recently, developers and planners have preferred to separate out activities & uses • Mixing up uses within any building, street or area brings variety and vitality to places. What should be the limits to this? WHY Place Matters
- 42. Distinctive places Successful placesplaces are distinctive & memorable But too many places across the UK are virtually the same, with the same house types, same national chain stores, and the same branded restaurants Let’s tackle urban monotony by encouraging places to be different! WHY Place Matters
- 43. Sustainable, resilient &robust places • Sustainable design means creating places that last for generations & reduce climate change • Places that are resilient ‘bounce back’ from unexpected change • Places that are robust are flexible enough to modified without excessive disruption WHY Place Matters
- 44. Workshop this place matters re-thinkinglocal leadership Building your future
- 45. The Story ofyour future part 2 THIS Place Describe your DESTINATION. What does this place in 2025 look like?
- 46. The Story ofyour future part 2 THIS Place Describe your DESTINATION. What does this place in 2025 look like? Tell the story of the journey from now till then …….
- 47. this place matters re-thinkinglocal leadership Key Local Issues Peter Barry Head of Customer & Community Services: West Dunbartonshire Council
- 48. THIS Place • Anew joined up approach to local services and communities • Improve the coordination and responsiveness of local services with an emphasis on efficiency • Support the development of empowered and engaged communities active in the design and delivery of services to the area • Alexandria Pilot Sept 14 – March 15 • Key issues in pilot:- anti-social behaviour, back courts, waste management • Wider issues: employment and training, housing, health Neighbourhood Management
- 49. What is NeighbourhoodManagement?
- 50. Workshop this place matters re-thinkinglocal leadership How did we get there?
- 51. Getting there: Yougot there! THIS Place Who led the changes your dream needed? What did they do? What happened in your place as a result? Looking back from 2025: What assets & resources did they adapt or use?
- 52. THIS Place BUT THATFUTURE DIDN’T HAPPEN! Why? Getting there: Oops! What were the barriers and blocks to your future?
- 53. Professor David Adams thisplace matters re-thinking local leadership The tools to lead
- 54. … we don’tuse them properly?… we have no tools? Does place leadership fail because … Common Purpose
- 55. To shape places,we need effective policy tools How well stocked is our policy toolbox? How well used in our policy toolbox? Common Purpose
- 56. What might weexpect to find in the well- stocked policy toolbox? ‘Shaping’ instruments ‘Capacity building’ instruments ‘Regulating’ instruments ‘Stimulus’ instruments Common Purpose
- 57. • Spatial visions,strategies, plans, frameworks etc. • Promote integrated thinking and enable collective action • Can involve strategic transformation of whole areas • Successful strategies have the ‘power of persuasion’ – they can radically change what people think is achievable Shaping tools Common Purpose
- 58. Regulating tools Restrict choicesby regulating what people can & cannot do Most effective when they persuade people to follow policy intent, rather than just give up on their plans Require consistent application and effective enforcement Common Purpose
- 59. Stimulus tools Open upopportunities by ‘making things happen’ through: Actions to kick-start development by direct state intervention Development grants, taxation incentives and other price-adjusting actions Holistic place management and other risk-reducing actions Public-private partnerships and other capital-raising actions Common Purpose
- 60. Capacity building tools Learnto think afresh, be open to new ideas, and learn from best practice Gain knowledge & information, especially about market actors & operations Build networks & relationships across the public, private & voluntary sectors Develop skills & capabilities in leadership, project management & cross-sectoral working Local leaders will: Common Purpose
- 61. Leadership capacity Strategic Capacity Motivation Embed Learning Salient Knowledge ProfessorMarshall Ganz Good leaders seek 'strategic capacity' in the organisations the lead: knowledge of what matters learning embedded in everything the organisation does strong motivation conveyed from the leaders to everyone Common Purpose
- 62. Workshop this place matters re-thinkinglocal leadership Defining your future
- 63. The Story ofyour future part 3 THIS Place Tell the story of getting from now till then ……. Say what your future is like Where did change first start? What action was most important?
- 64. Workshop this place matters re-thinkinglocal leadership Getting started
- 65. Leadership is takingresponsibility for enabling others to achieve shared purpose in the face of uncertainty Common PurposeProfessor Marshall Ganz
- 66. The Story ofyour future Getting Started THIS Place Tell the story of getting from now till then ……. So what happens now?
- 67. this place matters re-thinkinglocal leadership REFLECTIONS Feedback and Learning Diarmaid Lawlor
- 68. Why the Valematters… • Generations of families • Success • Opportunities • People & place: resilience • Services and facilities • Do we have the mechanisms? • Great place to live & work • Do we have the ambition? • Home: expect good. • Is it? • What should better look like? histories expectation potential ambition THIS Place
- 69. Leadership and collaborationhere is about..… • Expectation - the council/public agencies • Can’t work on our own • Need strategic partners • A regeneration group? • Enabling and invisible leadership • Building capacity • Making space • Community participation partners roles THIS Place
- 70. • Expectation=the council/public agencies •Can’t work on our own • Need strategic partners • A regeneration group? • Think big BUT… • need results • Sporadic collaboration • Capitalising on opportunities ‘in between’ • Long term relationship • Sustaining relationships • Feeding back what works: impacts • Roles change over time • Enabling and invisible leadership • Building capacity • Making space • Community participation partners rolesrelationships results THIS Place Leadership and collaboration here is [?] about..… structures impacts
- 71.
- 72. THIS Place It’s about‘enabling’ ‘capacities’ and ‘the long haul’…a common identity
- 73. Who is leading,and what collaboration… THIS Place So, where are the spaces to do this. Here?
- 74. THIS Place Support services Localservices Your community WDC Neighbourhood management model…
- 75. THIS Place WDC Neighbourhoodmanagement model… Trust AND credibility Share ambition with community Public sector demonstrates: can change, can listen, can join up, can act AND Challenge and support communities to do more for themselves If WE put in a bit more effort - better results when we make the ask of communities what
- 76. how THIS Place WDC Neighbourhoodmanagement model… Trust AND credibility Share ambition with community Public sector demonstrates: can change, can listen, can join up, can act AND Challenge and support communities to do more for themselves If WE put in a bit more effort - better results when we make the ask of communities Alexandria pilot Anti social behaviour • Didn’t have right intelligence • People too frightened • Delegated responsibility Back courts • Little work, high impacts • Huge transformation • People using Waste management • Education and support to help those who need it AND get messages across
- 77. THIS Place IF itsabout the ‘long haul’, then… • Long term relationship • Sustaining relationships • Feeding back what works: impacts • Roles change over time relationships
- 78. the starting pointis people futures
- 79. the starting pointis people A vibrant successful town. Work opportunities for all, events, creativity, know our heritage. Leaders working because they could make a difference. Community attracting people 1
- 80. the starting pointis people Busy, attractive, still relatively small town; attractive to visitors, not because of an attraction: attractive place to spend time; people came back more than once; and more people want to live here. An attractive and happy place 2
- 81. the starting pointis people Grandfathers live here, and grandkids stay near by. A place of choice, community feel. People aspire to stay here. 3
- 82. the starting pointis people People enjoy their community, can achieve and use their skills 4
- 83. THIS Place IF it’sabout ‘enabling’ ‘capacities’ and ‘the long haul’…a common identity
- 84. assets collaboration association storytelling healthpotential THIS Place
- 86. Complicated questions lessons learnedat the RUHR
- 87. Sustainable management atthe RUHR is based on voluntary inter-local & regional Co-Operation - is possible - needs visions and projects - needs moderation and informal management - asks for qualities in different fields - is based on peoples trust
- 88.
- 89. Vibrant, connected, scenic •Cultural heritage • Enhance older communities • Events • River and cycle path, connections
- 90. Unique brand • Everyoneknows • A starter location • A place that’s really interesting to walk around: public art • Regeneration, derelict land, asset management
- 91. Network of communityspaces • Community spaces hosting local services • Mixed services: support, trades • River and landscape connect service places
- 92. Connected attractive • Attractivetown centres • Connections to attractive landscapes • Excellent ordinary services • Learning as we go and from other places
- 93. Champions… • Local authoritybacking • Local action [Berlin] and met half way • Targeting place priorities • Action updated year by year: proof and impact • Common vision and identity • Physical upgrade of housing and natural assets • Collaborative structures made visible catalyst collaborative incremental identity THIS Place
- 94. Failure..… THIS Place • Nocommon vision • Political conflcts • Failure of storytelling • Good leadership but problems down the line • Unrealistic fantasy offer • Too much, too long, too hard • Didn’t fail: just take longer to get there. Don’t get knocked off course • People resist change • Outside interference • Poor resource management; not resources common purpose local decisions reality determination
- 95.
- 96.
- 97. THIS Place kicked offby….. vision determination desire for better brilliant plan Held to account collaboration Awareness /capabilities trust champion communication common identity
- 99. this place matters re-thinkinglocal leadership INFORMATION www.thisplacematters.org.uk
Editor's Notes
- #26 So let’s look at why STORIES might have something to offer in motivating others to join us in action. To do this let’s think for a moment about the different ways we understand the world around us, the challenges we face and the action we might take. Psychologists tell us that we are capable of understanding the world in two distinct ways – the HEAD mode and the HEART mode. The head mode helps us with strategy and analysis. It helps us to answer HOW questions. How we should run a campaign or how we can maximise turn out at an election? Leadership obviously requires these skills. But don’t we often act as if this is the only way of understanding the world around us? When we are trying to seek support don’t we act as if only we could find the right argument or piece of evidence surely others would come around to our way of thinking? One of the reasons why this often fails is because is misses out the second way we have of looking at the world – the heart mode. The heart mode helps us to understand the world in completely different way. In terms of whether things are good or bad for us, hopeful or depressing, attractive or repulsive. The heart mode helps us to answer the WHY questions. Why should I care about this injustice or why should I vote for this candidate? As we’ll explore further during this workshop this is the domain of story rather than strategy. Effective leadership requires both these modes – the head and the heart in order to move the hands – that is to move others to action. The heart mode helps us to understand what we value – but how does this help us to move people to action?
- #27 The argument of this workshop is that the effective use of narrative is itself a leadership skill. And we’ll come back and look in much more detail about why that might be. But first I just want to pause on that word ‘leadership’. The kind of leadership I’m talking about is described on the slide. This is not the kind of leadership that says “look at me” or “do what I say”. This is not about being the single bright star in the sky. This is the kind of leadership that seeks to enable others to join together to take action. But not action when the outcome is certain. Action in the face of uncertainty. How many campaigns have you been involved in when the outcome was certain? Particularly about things that really matter to you? Almost never.
- #28 Of course we know that all of us will exist on an emotional range from despair to hope. If I ask you to make a difficult choice to join me in action when you are feeling despair – how do you think you are likely to respond? [Answer – higher levels of anxiety, less likely to say yes.] There are emotions that inhibit us from taking mindful action – ACTION INHIBITORS and, there are emotions that enable us to take mindful action – ACTION MOTIVATORS Apathy – Anger: if the people you are hoping to move action are feeling apathetic you need to give them the experience of FEELING outrage to provide the emotional information they need to enable them to make the choice to join you. Isolation – Solidarity: If the people you are hoping to move to action are feeling isolated you need to to give them the experience of FEELING their connectedness with others to enable them to make the choice to join you. When we are developing our public narrative we are seeking to draw upon those emotions that motivate us in order to help overcome the motions that most often inhibit us from taking action.
- #29 So what is public narrative? Skill: something we can learn to do – and learn to do better and better. Like any skill it is something that we get better at with practice. Motivate: we can have the best strategy in the world but if people won’t join us then it is useless. Join: this is about enabling collective action – not action that we take singly but together. Action: public narrative is intentional – not using stories because they are funny or tragic or to add flair to a speech. This is about using the power of storytelling to enable real action in the world.
- #30 This is the basic framework of public narrative – as you can see it has three elements. During this workshop you will learn to tell and link three distinct stories. Your story of self: a story of why you are called to leadership right here and now Your story of us: a story about your community and why they are called to take action with you Your story of now: a story about the action that needs to be taken now and the consequences of taking or not taking it
- #35 Understanding the link between values, emotion and action is central to public narrative. The argument that I am making is that values inspire action through emotion. Let me say that again – values inspire action through emotion. Let’s think about that for a moment. Call to mind an injustice that you see in the world. What is it? How does it make you feel? Why do you feel that way? Because of the values that you hold. Our emotions provide a kind of information about what it is that we value. It turns out that people who are unable to feel emotion are also unable to make choices. This is especially important in public narrative because ultimately you will be asking people to MAKE A CHOICE to join you in action. Unless you can provide them with the emotional information they need they are unlikely to do so.
- #66 The argument of this workshop is that the effective use of narrative is itself a leadership skill. And we’ll come back and look in much more detail about why that might be. But first I just want to pause on that word ‘leadership’. The kind of leadership I’m talking about is described on the slide. This is not the kind of leadership that says “look at me” or “do what I say”. This is not about being the single bright star in the sky. This is the kind of leadership that seeks to enable others to join together to take action. But not action when the outcome is certain. Action in the face of uncertainty. How many campaigns have you been involved in when the outcome was certain? Particularly about things that really matter to you? Almost never.