Exploring what we can learn from past and present place-based initiatives
On 8th August 2024 the Leadership Centre launched its new online enquiry into place-based working and leadership. The event brought together colleagues from diverse sectors, disciplines, and geographies to explore a critical question: what would it take to move place-based working from the margins to the mainstream? The energy in the (virtual) room was palpable as participants delved into the opportunities and challenges inherent in place-based leadership. The discussion highlighted the collective enthusiasm for this approach as well as underscoring the complexities of turning theory into practice.
The session started with a short input from our Chief Operating Officer, John Jarvis, during which he suggested how effective leadership in this context involves “reimagining possibilities, coordinating action, and improving life quality for the community.” He highlighted how this approach isn’t just about identifying problems—it’s about fostering the leadership necessary to drive meaningful change at the local level.
During the event, John also shared the Leadership Centre’s 20-year history of nurturing place-based leadership across various initiatives, including work with local government, Total Place, Local Vision, Community Budgets, health and social care, combined authorities, and Sport England’s Local Delivery pilots. These efforts, and many others like them, provide at least some evidence that better joined-up public organisations at the right spatial level lead to better outcomes for citizens and communities.
More broadly, the group discussed how place-based working and leadership require a deep understanding of a place’s issues, interconnections, and relationships. One of the themes that emerged during the discussion was the challenge of sustaining the momentum of place-based work. Often, new initiatives flourished when the right conditions are in place, but as those conditions receded, questions arose—have we set ourselves and others up for an enduring legacy? Have we created a system that allows for continued learning, adaptation, connection, and change?
Another key issue which emerged was the intrinsic complexity of working within large systems. Sometimes, the sheer scale of these systems seemed to lead to a sense of ‘lostness’, where it was difficult for leaders to know where to begin. However, the discussion also highlighted that starting small and making quick changes can often be more impactful than waiting for large-scale interventions. Participants shared experiences from years of place-based work, noting that these efforts were often most successful when focused on clear, neighbourhood-level initiatives without the influence of new funding streams. The impact, however, seemed to diminish when the focus shifted to where the money was and which organisation controlled it.
Finally, the discussion acknowledged the risk-averse nature of public systems and the organisational protectionism that often hinders place-based efforts. Are we, as system leaders, brave enough to challenge this status quo? Are we willing to prioritise the community over organisational interests? These are the questions we must confront if we are to design systems that truly serve the needs of citizens, communities, and places.
As we continue this important work, we invite you to join us for our next event in September. If you’re interested in being part of this ongoing enquiry, please get in touch with Theo Miller at theo.miller@leadershipcentre.org.uk. And if you want to follow along or share your views on social media, please use the hashtag #placeisthespace. Let’s keep the conversation going!