Strathblane, Balfron and Killearn

this place matters

re-thinking local leadership

Leading change together

Professor David Adams

Professor Trevor Davies

Diarmaid Lawlor

Diarmaid Lawlor

this place matters


This Place now: public actions - your views

Public actions Success


connect


connect

invest


connect

invest

protect

Public actions Failure

infrastructure


infrastructure

resource decisions


infrastructure

resource decisions services

Public actions Summary

Need

Resource targetsConnection

Capacity

this place matters


Looking forward: plans, priorities and pilots

Gillian Gillian TaylorStirling Council

Stirling Council

Community Pilot Projects

• This is a Stirling Council and Community Planning Partners

project

• We want to support our communities to be thriving, well

connected and proud places to live and work

• We want to work in new ways so that we can collectively

identify local needs and priorities

• We want to test community led solutions to local

issues (tangible projects)

Why are we doing this?• Nobody knows a community better than the people living and

working there – need community focussed solutions

• To move away from ‘one size fits all’ method of providing

services and recognise the difference between our rural

communities and the city

• Challenging economic times - need to be more collaborative

and innovative

• This is a way of testing unique and forward thinking solutions

to local issues

Stirling Council

Where and Why?

Stirling Council

• Scenic rural west area of Stirling Council

• Combined population of 6,642 (Balfron 2061, Killearn 2194, Strathblane 2387)

• Strathblane has more residents in the 85+ age group (2.7% of population)

• Health outcomes are better than the Stirling average

• Economically active area with higher than average levels of self employment

Community Profile

Stirling Council

Killearn community priorities

Stirling Council

• Roads, traffic and transport

• Paths and pavements

• Youth issues

• Environment and heritage

• Community involvement and development

• Housing strategy

• Digital connectivity

• Health and Well-being

• Access to health and social care services

• Natural Environment

• Sustainability

• Build Environment

• Community Communication, Involvement and Participation

• Employment and Training

Strathblane community priorities

Stirling Council

Balfron community priorities

Stirling Council

• Currently engaging with community to identify

priorities

• Management of traffic and shared space

• Encouraging social enterprise and supporting

small businesses

Shared community priorities

Stirling Council

• Roads, traffic and transport, including paths and

pavements

• Access to services, including health provision

• Environment, including build environment and housing

• Community involvement and development

• Community initiatives, asset transfers


this place matters


Barriers to change

What’s getting in the way?

What are the BARRIERS to achieving change?

Diarmaid Lawlor

this place matters


Looking forward : Shared priorities

What priorities do you share?

What are the priorities you SHARE?

What’s the BIG idea?

What are the big PRIORITIES in this place?

What BENEFITS come from working on them together?

What are the priorities you SHARE?


this place matters


Leading Change Together:

Understanding PLACE

• Place is the ‘container’ for all the

people, institutions and activities

that occupy it

• Places condition our lives

They matter to human

experience

• Place-making involves economy,

society and environment

• Places can help or hinder our

democracy

• Good places attract - Failing

places repel

Why is place so important?

What comprises a quality place?

What makes a quality place?

• Good supply and mix of affordable, low energy homes

• Well-designed and maintained public buildings

• Good mix of local shops and pubs etc

• Good transport infrastructure

• Range of accessible cultural facilities

• Easily available public services

• Ample high quality green space

• Built heritage treated as an asset

• Well-designed and maintained streets & public spaces

• Homes and neighbourhoods for everyone - young & old

What supports a quality place?

• Good health and care services

• Good schools and child care

• Good public transport services

• Low pollution, noise and congestion

• Activities for young people

• Job opportunities

• Low cost of living

• Community cohesion

• Good relations between neighbours

• Strong community and voluntary groups

• Civic engagement and trust

• Local governance is 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

Shaping places is about governance

• Leadership drives forward action,

breeds confidence, reduces risk

& widens participation

• Leadership is about

vision, culture, motivation,

resources.

• This needs collective local action

within a local democratic

mandate

Shaping places needs leadership


this place matters


Leading Change Together: Values

Leading change together: values

Shalom Schwartz: (2006)

“values are the desirable goals we set for ourselves, which

transcend specific situations and motivate our actions”

action

• Values inspire action

through emotion

• Emotions inform us of

what we value

• Decisions to act follow

emotional judgements

about values

Values into Action

Professor Marshall Ganz


George Lakoff: (2009)

Our first social experience is the family. Family metaphors

frame our social values.

Based in the brain’s neural maps “metaphors are mental

structures independent of language”. “Metaphorical thought is

ordinary, mostly unconscious and automatic.”

37

S Schwartz 2006 adapted by L Higgins

N Pecorelli 2013 for IPPR

Schwartz’s Values Wheel

Prospector

Settler

Pioneer


What personal values led you to public action? SELF: What personal values led you to public action? What personal values led you to public action?


What personal values led you to public action?

Can you define common ground in your values?

SELF: What personal values led you to public action? What personal values led you to public action?


this place matters


BREAK!


this place matters


Leading change together :

in each others shoes

Leading change together : new ways

TABLE 1 (community participants)

If you were PUBLIC sector what would your focus for action be?

And what would you expect private sector to do?

TABLE 2 (public sector participants)

If you were PRIVATE sector what would your focus for action be?

And what would you expect the community to do?

TABLE 3 (private sector participants)

If you were the COMMUNITY what would your focus for action be?

And what would you expect the public sector to do?

What did you discover? What surprised you?

Leading change together: new ways

What new ways can we develop together?

this place matters


Leading change together : strategic thinking


Leading change together - strategic thinking

Chris Carter: (2014)

“The setting and accomplishment of long-term objectives

recognising the emergent, paradoxical and unintended

nature of organisational life.

“Positioning the organisation and bringing together a

compelling narrative with the people, resources and

techniques to realise the objectives.”

➢ long term objectives


• ambitious and achievable

• relevant and credible

• eloquent and compelling

• unifying and identity-building

➢ identity

• Who are we - this team in this place?

• Who we are is shaped by our values.

Our values shape our common purpose

• What makes us different from what was done before or by

others?

• And what is it about us that will endure over time?


➢ techniques

Small things can make a big difference:

• - by changing how people see things

• - by showing how it’s done

• - by making an easy set of steps to follow

• - by tapping into positive beliefs and values


What are your big shared priorities and objectives?

What are the first small 'tipping point” steps?

What is your team and how will it work?

Leading change together - strategic choices

this place matters


Leading change together : narrative


• confirms our identity and our values

• conveys and illustrates our strategy

• describes the journey towards our goal

• is emotionally compelling

• and invites participation

Leading change together - narrative

story of

selfcall to leadership

story of

nowstrategy & action

story of

usshared values &

experiences

PURPOSE


Leading change together - narrative

Leading change together : Story of Us

Who were the partners? What values did they share?

What assets or services from 2015 were re-configured?

Looking back from 2020:

What project was central to creating collaboration?

this place matters


Leading change together : getting started

Leading change together : First steps

Tell the story of getting from now till then …….

So what happens now?

this place matters


REFLECTIONS Feedback and Learning

Diarmaid Lawlor

Being involved gives a role, sense of purpose

Being charge of our place, empowered

Reap what you sow

Social and environmental justice

Social responsibility

Positive difference, personal reward

Reap what you sow





Being in charge of our place, empowered

WHY?

Make a difference in the

community

barriers

INTEGRATION:Communication, accessing services,

shared activities

PARTICIPATIONMotivations, belonging, knowing

whats going on

barriers

Communication and information sharing:

Volunteering participation-no point in getting involved:

Too much top down implementation:G Postcode-implications, issues,

contradictions :

Navigating Council services-point of contact:

Silo working, not just the Council:Lack of community spirit? Individualism,

silos within communities

Integration participation

PILOT PROJECT BRIEFS

3 collaborative focus areas

Roads and infrastructure

Community assetsYouth

Joint commissioning

Communities Public services



Statement of benefits

Involvement and planning

Participation and impact Co-ordination and support

Communities Public services



Purpose

To test an approach to localising co-ordination and communication around accessibility and infrastructure to support safe and sustainable community activity

Scope

• Involvement: Local involvement in repairs planning, co-ordination and budgeting

• Integration: Explain what is happening across the movement system, when, where, why

• Benefits: Local accessibility plans linked to community impacts

• Measure: define success criteria, evaluate

Outcomes

• Better environment• Better communication• Supported communities• Efficiencies• Quick win projects eg the Balfron

car park suggestion

Pilot Project Scope Roads1

Purpose

To test approaches to supporting youth in the three villages collaborate on shared issues and interests for their benefit, and the benefit of the place

Scope

• Engagement: Youth led approaches to mapping opportunities

• Scoping: Supporting youth in the 3 villages to design and develop shared projects

• Test: Trial service and space collaborations, with resources

• Measure: reflect, review, embed

Outcomes

• User led briefing• Increased participation in

community• Intergenerational

collaboration• Focus areas for

agency/youth/community joined up action

Pilot Project Scope Youth2

2. Youth

Pilot Project Scope

Purpose

To test an approach to visualising and connecting community groups and other service providers as a resource for users, to co-ordinate services and plan resources

Scope

• Map: map current activity by voluntary groups, community groups and public services around shared areas of work

• Communicate: bring all information together in a variety of ways to communicate to whole community and key groups eg dementia, elderly

• Co-ordinate: target gaps and opportunities for focused action

• Measure: reflect, review, embed

Outcomes

• Greater participation• Greater integration• Clarity of offer• Efficiencies and targeting• Vibrancy

Pilot Project Scope Community assets3

‘but what would it look like

Civic crowd


Being charge of our place, empowered

Reap what you sow




Reap what you sow





Being in charge of our place, empowered

SO…

…will the pilots help

do this, make the

difference?

SUSTAINING THE EFFECTS

STRATEGY

PROJECTS

But HOW?

Culture of decisions

From deficits thinking….problems and gaps

To assets thinking….what we have and can do

The ‘must do’ criteria…

Efficiencies:Value for money and effective

service delivery

Coherence:Different community groups,

different demands-community councils meet?

Priorities:Come collectively, communicate, invest in people and community

Need:Responsive to community need

…achieved by…

Think COMMUNITY + PLACESingle principle, all actions,

all decision makers

Push BOUNDARIES:Start with possibilities, outside the

box thinking

Agree STANDARDS:Fair and effective communication

and consultation

Widen BENEFITS:Solving more than one problem with

each action

Objective Team Tipping point

• Sustainable community

• Carbon reduction and congestion

• Pedestrian friendly village

• Transparent communication channels

• Hospital site into retirement village/support for all ageing

• Feasibility

• Carbon reduction and congestion

• Fix some pavements

• Roads forum

• Work with Local Development Plan to kick off

• Everyone

• People committed to action, not dragging heels

• Forth Valley NHS , community, services

STRATEGY In ten years….

PUBLIC NARRATIVE ….

Balfron bus

Air BnB for cars

All generation access

Open space…nearly there

New school as community hub….

Roads forum set up, collaboratively

Staff and operatives, beyond roads only

Community council as focus on the ground

Specific input, specific area, specific time

Older people, tension with LDP

Single village focus

Cradle to grave service

Manage tensions kept people onboard

this place matters


INFORMATION

www.thisplacematters.org.uk

Strathblane, Balfron and Killearn

Environment

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