PLACE GUIDE: A PROCESS FOR IMPROVED PLACE-BASED DECISION MAKING SCOTTISH FUTURES TRUST
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Process * Key output:
Place Brief
This should be a short document (2 or 3 pages) setting out an agreed ‘story of change’ for a Place, for use in communicating with all relevant stakeholders and used as a tool of accountability over time: i.e. it sets out long-term aspirations and should be referred to over several years. It may also inform other activities like business cases for change. It should clearly explain context, why change is needed, the shared ambition and success measures to be used.
Critically, the Place Brief should be developed with communities and other stakeholders – using their language as well as their observations and aspirations.
Our Place now
This sets out the context for the Place initiative, beginning with a description developed by key stakeholders, and especially the relevant communities.
Prompts could be:
• comments from communities about what they feel about the Place now e.g. “people are proud of this Place”, “communities are passionate”
• views on assets & services we already have/have planned – location, accessibility, use
• strengths-based: “What’s strong as well as what’s wrong”
• opinions on who the key stakeholders and influencers are and should be
• shared feelings on what makes the Place distinct
• lessons from COVID19 and resilience on delivery of services locally e.g. better joint working, less red tape, channel shift, home working, a focus on local, greater walking and cycling BUT business closures, reduced town centre footfall, increased unemployment.
Our challenges & opportunities
This should describe agreed opportunities & challenges we are attempting to address: with clarity of purpose amongst key partners, and especially community voice.
Prompts could be:
• shared outcomes e.g. “we need connected services, connected places, connected opportunities, supported by partnerships and different modes of connection”
• what strategic, collective leadership and resourcing can bring now, in medium & long term
• recognising interdependencies with other current or planned initiatives (local or national)
• awareness of competing resources and budgets • discussion of what benefits are expected.
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