strathfillan - this place matters presentation
TRANSCRIPT
this place matters
re-thinking local leadership
Leading change together
Professor David Adams
Professor Trevor Davies
Diarmaid Lawlor
this place matters
re-thinking local leadership
This Place: profile, plans 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 local needs and
priorities are met
• We want to test community led solutions to local issues
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
Community Profile 1
• Strathfillan and Killin are situated in an area of dramatic
natural beauty and are a gateway to the Highlands and
Western Isles
• Much of the area falls within the Loch Lomond and
Trossachs National Park
• Combined population of over 1,300
• Large geographical area and availability/cost of
transportation can cause issues when accessing existing
public services
Stirling Council
Community Profile 2
• Self employment is high in both areas (20.5% in Strathfillan
and 19.5% in Killin)
• Local economy closely linked to tourism, agriculture, local
trades and retail
• Seasonal work is a feature of the local economy and
number of low income households is high
• Many local houses have been sold for holiday homes,
pushing up prices and excluding local people from
purchasing
Stirling Council
Community Action Plans
• Local Economy, Jobs and Tourism
• Local Housing
• Roads, Safe Routes and Transport
• Local Environment
• Facilities and Services
Stirling Council
Diarmaid Lawlor
this place matters
re-thinking local leadership
This Place : public actions - your views
collaborative
planning
Community
learning spaces
Connecting
communities
Public actions Success
Environmental action
Public actions Failure
Infrastructure
&
environmental
management
Budget
decisionmaking
Service
localisation
Sustaining
networks
Public actions Your views
Success
• Capacity
• Learning
• Environmental action
• Connectivity
Failure
• Budgeting
• Localisation
• Networks
• Infrastructure
What’s the BIG idea?
What are the big PRIORITIES in this place?
What BENEFITS come from working on them together?
• 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 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 cannot be privatised – it
needs local action within a local
democratic mandate
Shaping places needs leadership
Professor Trevor Davies
this place matters
re-thinking local leadership
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
Leading change together: values
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.”
36
S Schwartz 2006 adapted by L Higgins
N Pecorelli 2013 for IPPR
Schwartz’s Values Wheel
Prospector
Settler
Pioneer
Professor Marshall Ganz
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?
Leading change together: values
What personal values led you to public action?
Can you find common ground in your values?
SELF: What personal values led you to public action? What personal values led you to public action?
Leading change together: values
Professor David Adams
this place matters
re-thinking local leadership
Leading change together : new ways
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 new ways can we develop together?
Leading change together: new ways
Have our priorities changed?
What does collaboration revolve around?
this place matters
re-thinking local leadership
The tools to lead: strategic thinking
Professor Trevor Davies
The tools to lead - 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
The tools to lead - strategic thinking
• ambitious and achievable
• relevant and credible
• eloquent and compelling
• unifying and identity-building
➢ identity
• Who are we - this place, this team?
• 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?
The tools to lead - strategic thinking
➢ techniques
Small things can make a big difference:
The tools to lead - strategic thinking
• - 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
Building your future Strategic choices
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?
The tools to lead - teamworkGroups
Try to combine individual goals,
which may conflict
People work together to help each
other succeed in own area of
responsibility
Conflict accommodated
Product: sum of parts
Teams Share common purpose and
priorities
People trust, support & are
mutually committed to each
other
Conflict resolved
Product: more than sum of
parts
The tools to lead - successful teamwork
COMMON PURPOSE that is:
• relevant
• credible
• realistic
• understandable
• challenging
“An excellent team has clear shared
goals and objectives. Ask anyone in
the team what its purpose is and he or
she can tell you”
The tools to lead - successful teamwork
TEAM LEADERS who
• motivate
• enable
• simplify
• delegate
• evaluate
Team leadership is : “the skill of
influencing people towards the
achievement of goals and objectives”
The tools to lead - successful teamwork
SHARED CULTURE that is
• open
• honest
• respectful
• tolerant
• responsible & accountable
A hallmark of an excellent team is its
members’ ability to say what they
think and feel, without putting other
people down or being put down
themselves
The tools to lead - successful teamwork
BALANCE OF SKILLS including
• technical
• professional
• problem-solving
• decision-making
• interpersonal
“An excellent team has all the skills it
needs to achieve its purpose and this
means having people with different
styles, different approaches and
different strengths”
The tools to lead - successful teamwork
REFLECTION
• what happened
• why it happened
• repeat the good
• avoid the bad
• improve
Regularly ask yourself “How are we
doing?
this place matters
re-thinking local leadership
The tools to lead: narrative
Professor Trevor Davies
➢ narrative
The tools to lead - strategic thinking
• confirms your identity and your values
• conveys and illustrates your strategy
• describes the journey towards your goal
• is emotionally compelling
• and invites participation
Professor Marshall Ganz
You need skills to
motivate others
to join you in action
The tools to lead - narrative
inertia
apathy
fear
isolation
self-doubt
INHIBITORS
Professor Marshall Ganz
The tools to lead - narrative
MOTIVATORS
urgency inertia
anger apathy
hope fear
solidarity isolation
empowerment self-doubtOVERCOMES INHIBITORS
Professor Marshall Ganz
The tools to lead - narrative
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
story of
selfcall to leadership
story of
nowstrategy & action
story of
usshared values &
experiences
PURPOSE
Professor Marshall Ganz
The tools to lead - narrative
Building your future Narrative
How will you tell your story of who you are and why?
How will you move others to act now for the long term?
What values will you share to motivate others to join you?
Building your future First steps
Tell the story of getting from now till then …….
So what happens now?
‘bridges, not walls’
An attitude to collaboration:
To want to work together
Bespoke to needs
Equitable access and sustainable
efficiency
The order of things matters:Impacts first and efficiencies flow from this
empowerment here is about
Access, equity and inclusion:Physical, digital, conversational
Affordable
Ownership:Whose job is it, actual local decisions,
where are the overlaps?
Localising investment priorities:Cross cutting services, revenue, devolved budgets and subsidies
Collaboration=project focus:The health, wellbeing and tourism
benefits of the cycle route
Keeping people in the area:Overcoming bureaucratic obstacles,
keep services, deliver priorities together
Local [and department] knowledge feeding in:
Sharing problems, alternatives
Social Local agency
system values…
Networks:How they work, how they connect,
how people can enter
Projects for practical action:Concrete outputs, clustering and
multiple benefits
Localising priorities:Meaningful empowerment and
overcoming obstacles
Equity:Recognising that this means
differences matter
Positive action
Working together, equality
Encouraging participation
Sense of respnsibility
Care and self reliancePaying back
‘our values’
Equity in anything
SO, is it about:
CASH• More money?• How money is spent?• How budgets join up?
PRIORITIES• What impacts?• For who?• What behaviours?
‘But……
The offer of here: people returning
and business?
‘the extreme of everywhere’
The constraints on public sector
action
Low numbers, low votes; no voice?
Digital connectivity and
workforce
Communication between sectors
AND
Places [and responsibilities]
Digital connectivity [and skills]
Policy priorities [and local]
Why come back here; Quality of life
‘in the shoes of others……
‘shared spaces’
‘shared spaces’
Access
Alternatives
Places [and responsibilities]
Digital connectivity [and skills]
Policy priorities [and local]
Why come back here; Quality of life
‘in the shoes of others……
projects
Priorities: place
Access to healthcare
Place based. Not administrative boundaries
Diversify economy
More choices, less dependency
Digital infrastructure
Quality, choice, provision
Priorities: process
Enabler
• Right officers, right levels
• Talking honestly
• Agencies coming together
• Empowering officers
Small, achievable, defined projects
Priorities: resources
A hub for new ideas
• Taking initiative• Thinking outside the box• Direct action; priorities, funding, action
Beyond public sector
Priorities: possibilities
What do we mean by..
• Access to services• Buses doing many things• Connectivity• Affordable• Funded by who• Digital: skills, products, service models• Joined up working
Alternatives and models
Priorities: public sector role
…..to broker [and sharing responsibilities]
From ‘big brother’ [and silos]….
The Community
Stirling CouncilChanging roles