PLACE GUIDE: A PROCESS FOR IMPROVED PLACE-BASED DECISION MAKING SCOTTISH FUTURES TRUST
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Example scenarios
There are many possible triggers for using a Place-based approach.
Some real life example scenarios from Scotland’s public and civic sectors are set out here: in these, communities and partners working locally have benefited from taking stock of activity, collectively considering priority outcomes, and aligning or layering existing and future resources more effectively.
– ‘Near the need’
Schools and services in the town need to change – demand is shifting, resources reduced and the policy aim is on joining up.
On one side of the town, a good school in a good neighbourhood is underused; On the other side, a challenged school is under pressure, located in a less popular place. In the middle is a college, with space to expand. The obvious choice is to use the college as an anchor to join up learning, an all through campus, with joined up community benefits. But for the people in the poorer part of town, the campus is too far away from them. They lose a school, the associated support and there is no direct strategy to address the additional need that decision creates.
The Head of Service wants to consider these options from a Place perspective to explore how this helps arrive at a preferred option.
Therefore, stakeholders are considering overall community priorities, inclusion, health & wellbeing outcomes and connectivity. That might be to locate a community campus in the area of need, and re-think the opportunities of space in the good places.
‘Connecting the dots’
Business cases for individual projects are approved, all working to different timescales, briefs and funding. Residents complain that projects impact on the same street, digging and re-digging the same holes, with little co-ordination, and missed opportunities. Importantly, no answer to the question: “when all this is done, what kind of place will this be?”
Looking at a map of the individual projects is looking at a collection of small dots. A Place-based approach would encourage connecting these dots, spotting common goals and anchors that connect initiatives, the impacts that come working together.
That allows clustering, bundling and co-ordinating on a different map, of a handful of zones, anchored by key community priorities which drive coherent, relevant action. It also enables stakeholders to explain the overall rationale (‘purpose’) easier.
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