PACE blog: Advocating a Stronger Case for Place - Looking back at the ADEPT and AMEY 2024 PACE Programme
PACE blog: Advocating a Stronger Case for Place - Looking back at the ADEPT and AMEY 2024 PACE Programme
The second year of ADEPT and Amey’s innovative Pioneering, Action-orientated, Creative and Entrepreneurial (PACE) programme took place between May and December 2024. Programme facilitator Neil Gibson looks back over the programme, at how the cohort explored the theme of making a stronger case for place and produced a Stronger Places Assessment Toolkit.
The ADEPT and Amey PACE programme has developed quickly into a cornerstone for nurturing though leadership and fostering innovation among place directors.
This year the programme’s theme was "Making a Stronger Case for Place," something both timely and transformative. The sessions I facilitated for the 2024 cohort explored the importance of storytelling, achieving better community integration and the power of strong leadership to address the ever-growing complexities of place management.
A cohort-led choice
As in previous years, the theme was defined by its participants. From our initial briefing session in December 2023, it was clear to all that the theme of making a stronger case for place resonated deeply with this year’s group.
Their approach to the challenge, which included advocating for stronger places and addressing ways to strengthen them, laid the groundwork for our sessions.
The cohort recognised the dual importance of behavioural advocacy and planning for resilient communities. While the first aspect requires developing and honing the art of storytelling to create more effective community connections, the other focuses on concrete actions to strengthen places in physical, social and economic terms. This two-pronged approach helped to set the tone for a year of learning, collaboration and strategic thinking.
Choosing purposeful thought leaders and locations
The distinctive features of the PACE programme are its use of external thought leaders and purposeful locations to inspire and challenge participant’s thinking. From Birmingham’s iconic library to Manchester’s People’s History Museum, Amey’s choice of locations aligned with the themes of the programme and brought examples of local success to life. These settings reinforced the importance of creating environments that not only serve functional needs but also create a sense of pride and possibility.
The power of storytelling
One of the standout features of this year’s programme was the emphasis on storytelling. Building on insights from the 2023 cohort, which highlighted the need for better advocacy, the 2024 participants delved deeper into this critical skill, very ably supported by Dawn Reeves. The realisation was simple yet profound.
Effective storytelling is not just an optional leadership tool but a fundamental requirement for place directors.
The sessions we hosted aimed to identify and build the skills needed to develop authentic narratives. As one example looking at work undertaken in Barnsley showed, storytelling is a shared responsibility between elected officials and officers. While politicians often take the lead in narrative-building, senior officers also need to step up to ensure continuity, credibility and alignment with the wider strategic vision.
Barnsley’s CEO Sarah Norman highlighted how the community’s pride in a local choir’s achievements complemented the town’s physical regeneration efforts. This reinforced the importance of connecting physical improvements with cultural and social initiatives to foster a deeper sense of belonging and pride.
Strengthening communities and places
A recurring theme throughout the year was the interdependence of physical regeneration and community strengthening. Karolina Medwecka-Piasecka, East Birmingham’s Programme Development Manager, shared a powerful example of connecting hospital recruitment efforts with the needs of a multicultural local community. By addressing barriers and tapping into underutilised skills within the community, this initiative combined economic growth and social cohesion.
Too often, investments in infrastructure and urban regeneration are not accompanied by parallel efforts to strengthen communities. This disconnect can undermine the long-term impact of investments. Ivan Browne, Professor of Public Health and Wider Determinants of Health, De Montfort University, was clear that stronger communities are a pre-cursor to stronger places. He encouraged the 2024 PACE cohort to explore how to understand and embed community priorities within broader place strategies, recognising that the two must develop together.
The complexities of place leadership
Place directors occupy an incredibly difficult role, balancing responsibilities that span transport, housing, economic development and environmental sustainability among others.
Their remit goes beyond managing the physical aspects of place, because they are also required to address behavioural and social dynamics to create environments where people and businesses can thrive.
One of the most poignant reflections from the cohort was the importance of stepping back to see the bigger picture. In the day-to-day grind, it’s easy to lose sight of the overarching goals that drive place leadership. The PACE programme provides participants with the space and structure to reassess their priorities and refine their strategies.
This year’s Warwickshire case study was a perfect example of this. Mark Ryder and his team emphasised how vital it was to foster connectivity across sectors and ensure that investments in infrastructure were matched by social initiatives to maximise their impact.
Understanding what leadership the sector now needs
Reflecting on the leadership required in the sector, it’s clear that fundamental needs have remained consistent over the years. The role demands vision, ambition and a holistic understanding of what makes a place thrive. Leaders must be adept at navigating a complicated web of stakeholders, funding streams and community needs while remaining grounded in their mission and vision.
The sector needs leaders who embody a strategic mindset with an approach that involves diagnosing what works and what doesn’t, creating evidence-based strategies and then implementing solutions that address the interconnected facets of place which can be physical, social and/or economic.
Great leadership also requires courage and conviction. As the cohort discussed during the programme, sometimes this means resisting the lure of short-term funding streams that do not align with local priorities. Instead, it’s about staying focused on long-term goals and having the confidence to advocate for what is genuinely needed in a particular place, something that Mark Bousfield from Aviva Capital Partners also highlighted.
Looking ahead
As ADEPT and Amey’s 2024 PACE programme concluded, it was clear that the participants had not only deepened their understanding of what it means to lead in place but also forged strong connections with one another.
For me, the enduring lesson from this year’s programme is the importance of storytelling, connectivity, and courage. Place directors are uniquely positioned to shape the future of our communities, but they cannot do it alone.
By fostering collaboration, embracing the complexity of the role and staying true to their vision, these leaders can make a stronger case for place and in doing so create stronger places for us all.
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
- You can find summaries of the 2023 and 2024 PACE sessions here and access the ‘Stronger Places Assessment Toolkit: Guidance for advocating, planning and investing in Places’ here
Author
- Neil Gibson - Neil is a Past President of ADEPT, the PACE Programme facilitator and Chair of the ADEPT Live Labs 2 Commissioning Board
