PACE Blog – Transforming Nuneaton
2024 Cohort Session Three – Transforming Nuneaton
In the third blog from the 2024 PACE programme, Mark Ryder - Executive Director for Communities at Warwickshire County Council, reflects on sharing the ‘Transforming Nuneaton’ project with the PACE cohort.
As the Executive Director for Communities at Warwickshire County Council, the portfolio of services I cover is diverse and demanding. Like the other members of the 2024 PACE cohort, the opportunity to pause, reflect and gain insights from peers and colleagues is a rare but vital experience.
Space to learn and share ideas
I’ve benefitted enormously from the PACE programme this year, and I know that many others have too. It has created an environment that allows place leaders like me to step back from our day-to-day responsibilities and engage in meaningful discussion about our projects, acknowledging challenges and sharing ideas with people in a similar position.
The third session was a hugely important one for my team, as it focused on our project ‘Transforming Nuneaton’. Engaging with my colleagues on the complexities and ambitions of the initiative not only sparked new ideas but also allowed us to really celebrate our successes which also helped to re-energise the project team.
One of the recurring themes in the PACE programme is the idea of creating “space to think.” This session gave us all time to discuss the Nuneaton project, away from the usual operational pressures and apply learnings from earlier sessions. It allowed us to consider the broader context of our work, beyond the immediate challenges and the granular details, enabling us to refocus on the larger picture for a moment.
Transforming Nuneaton - a unique case study
As Warwickshire’s largest town, Nuneaton is strategically located and has immense potential. It’s close to top-tier universities, well-connected by rail and part of a thriving economic region. Despite these advantages, Nuneaton has underperformed on many key indicators, from employment rates to education and health outcomes. The purpose of our transformation initiative is simple but ambitious: to elevate Nuneaton into a thriving town that attracts businesses, visitors and residents, creating an engaged and vibrant community.
The session allowed us to present the Nuneaton case study to the cohort, and I won’t lie, there were definitely some nerves before the day. We walked through the town, explored the project areas, and considered how investment, development and community engagement could help to address its current challenges. My team and I have been committed to this project for over a decade and seeing the enthusiasm and interest from others was a wonderful feeling. It served as a reminder of how far we’ve come, from the early planning stages to finally breaking ground and seeing plans begin to materialise.
The ’Stronger Places Toolkit’
One of the resources we explored during the session was the draft Amey / ADEPT ‘Stronger Places Toolkit’, which aims to help place leaders assess a community’s needs, identify potential challenges and determine the right strategies for achieving their goals. While we found the draft toolkit very helpful, we also identified some aspects for improvement, and as we all know, some of the best learning comes from experiences that don’t go 100% according to plan. Applying the ‘Stronger Places Toolkit’ allowed the cohort to test its application in a live environment allowing the format and structure to be further developed, encouraging deeper discussion. Every community is unique, and tools like these need to be adaptable to address the diverse needs of different places.
The toolkit encouraged us to ask some essential questions. For example, are we engaging with the right stakeholders? How are we leveraging community support to drive change? These are the types of strategic considerations that can get lost when you’re focused solely on the technical delivery aspects of a project, so the toolkit offered us a framework to discuss these critical issues in a structured way.
Collaboration, innovation and community engagement
Throughout the ‘Transforming Nuneaton’ project, collaboration has been key. We’re working closely with all the key stakeholders including the district council, community groups, educational institutions and local businesses to ensure that the regeneration process is sustainable and serves the needs of the whole community. In the session, we discussed how bringing different perspectives into the project is essential for achieving lasting impact. By engaging everyone we’re not only building infrastructure but also fostering a sense of ownership and community pride.
During the session, we emphasised the importance of not just securing financial investment but also leveraging “human capital”. For us this means the creativity, ideas and energy that community members bring to the table. A perfect example is our plan to relocate a college campus into the town centre, which will boost footfall and contribute to a more vibrant local economy. We’re also focusing on creating a business centre, developing residential spaces and introducing a new library. These are all part of a broader vision to breathe life into the town and offer a range of opportunities for residents and visitors alike.
Looking ahead
The third PACE session was as much a learning experience as it was an idea sharing and networking opportunity. My main takeaway from the day was the realisation that, despite the challenges, the effort we’re putting into Nuneaton is not only worth it but also absolutely vital. Good things don’t always happen smoothly, and projects of this magnitude require patience, resilience and above all else, collaboration. The feedback from the cohort reaffirmed the importance of persistence, especially when working on complex, multifaceted projects that can take decades to deliver.
Several key themes emerged from our discussions which I feel are important to share:
- The importance of storytelling: The Nuneaton project is not just about physical transformation; it’s about crafting a compelling narrative that highlights the town’s potential. From designing hoardings that visually communicate our progress to engaging the community through local events, we’re committed to telling Nuneaton’s story in a way that resonates.
- Building stronger connections: We discussed ways to deepen our engagement with local businesses, community groups and educational institutions. These connections are vital for ensuring that the benefits of our work extend beyond just infrastructure improvements and truly enhance the quality of life for everyone in Nuneaton.
- The need for ongoing reflection: The PACE programme reminded me of the value of taking time out to reflect on our projects. It’s essential to regularly assess where we are. For me this means celebrating the small wins and acknowledging our daily efforts. Moving forward, I plan to carve out more time for my team and myself, so that we can step back, reflect and adjust our strategies accordingly.
Supporting place leadership through the PACE programme
Programmes like PACE are invaluable for place directors and community leaders. They provide a structured space to step away from the daily demands and to connect with like-minded peers facing similar challenges. The ‘Transforming Nuneaton’ project is a testament to what’s possible when we combine strategic investment with community-driven development. Through the PACE programme, I’ve gained new insights, strengthened my professional network and found renewed motivation.
As we continue our work, I’m encouraged by the progress we’ve made and am hopeful for the future of Nuneaton. Transforming a town is no small feat, but with the right partnerships, tools and a shared vision, I believe that we can create a place that our community can be proud of.
Author
Mark Ryder is the Executive Director for Communities at Warwickshire County Council.
Further information
- This joint venture between ADEPT and Amey is designed to provide thought leaders with the space to find strategic solutions that are Pioneering, Action-orientated, Creative and Entrepreneurial (PACE). Designed exclusively for place directors and senior leadership, two of the fundamental principles behind PACE is to influence the future of place-focused strategies and support place leaders in driving change.
- PACE - The Place Leaders Programme: www.adeptnet.org.uk/pace
- Amey: www.amey.co.uk
