Place-based working and funding
Introduction
Place-based approaches work with residents and local organisations to build stronger communities and find solutions to local challenges.
Here we share some broad principles drawn from our own experience and from the wider learning emerging across place-based funding.
Why this matters
Place-based approaches are founded on the principle that collaboration across a whole place can achieve more meaningful and lasting outcomes than standalone interventions.
They’ve been around since the 1960s but there’s no single model. Funders have tended to select an approach that matches their motivations or the wider social and political climate.
But often, place-based approaches seek to strengthen the voice of people in communities in setting funding priorities, or recognise the need to remove barriers for those who traditionally may have faced obstacles to accessing funding.
As the largest funder of community activity in the UK, The National Lottery Community Fund has supported a significant amount of place-based working over the years.
For example, through Big Local, 4,900 residents in 150 communities decided how £1 million was allocated in their neighbourhoods between 2011 and 2026.
What we've learned
Getting to know the history, background and context of place
The insights are:
local presence matters: genuine trust is built by showing up consistently and being part of the community
it’s important to take time to get to know the area, not just lead with the money
data and demographics are important for understanding a place, but it’s equally important to identify local assets and systems
meaningful definitions of place are often those that resonate with local people, while still taking account of the wider context
taking time to understand local power dynamics, political priorities and community cultures can lead to more effective and inclusive responses
be aware of the reputation and baggage that partners may carry locally and how this might impact on residents’ readiness to engage
areas with transient populations can pose particular challenges and require constant attention
it’s important to ensure there’s accountability between, and to, local partners
“Beginning work in an area requires a commitment to learning about the place and respect for what is already there [...] too many past approaches have failed on this count” Buckley & Taylor, 2017
Investing in people and relationships
The insights are:
experienced local leaders are essential catalysts for change in many places, but an exclusive focus on established voices may limit participation from those who are less often heard
funders may need to upskill residents to maximise their contribution but might need help from others to do this effectively
working with people and not doing things to them is essential
Working with others to build a shared vision for change
The insights are:
funders must listen deeply, facilitate effectively and challenge appropriately
it’s important to agree realistic ambitions and clear objectives
work on what’s possible, build on local assets and invest in potential
working separately with different communities may be needed to begin with, to build confidence and trust
giving power to residents is an important component of achieving and sustaining change, however this should be done responsibly because “…[residents] don’t have all the answers and cannot be expected to”
partnerships can help distribute power but tensions and disagreements need to be worked through
agreeing the right lead organisation is vital
Starting small, trying different things
The insights are:
having a clear sense of purpose for work is essential but it shouldn’t include preconceived ideas of what will and won’t work
resident-led, short-term projects can act as a catalyst and build foundations
quick wins to show what’s in it for the community are really important in engaging residents
in some contexts, bigger celebratory events might be needed to create moments of shared pride, helping communities see and acknowledge what has been achieved together
funders shouldn’t judge the tastes of local people
focus on the possible; local people are creative and their skills and passions may surprise everyone
“Many of our areas started out with small investments in neighbourhood activities to gain experience of making stuff happen before moving onto bigger and more ambitious targets.” (Leach, 2017)
Allowing for variation
The insights are:
things almost always take longer than anticipated
stay flexible, learn and adapt - consciously and mindfully
it takes time to develop trust and understanding and this can add pressure if project funding windows are tight
alternative worldviews add value and challenge to local working and help partners to adapt their language and approach
scaling or moving a successful approach from one area to another won’t necessarily be straightforward
talk to people about the changes and improvements they want to see to services
“Plans will change as a result of what happens and how people involved respond. No matter how well you predict, you’ll be surprised.” (Robinson, 2016)
Being realistic and accepting mistakes and failures
The insights are:
some things will go wrong - long-term funding allows time and space to regroup and rethink when this happens
space and time to learn and reflect is essential to success but don’t expect this to come good overnight
place-based working should also lead to changes in how funders work, including their internal processes
Looking for change
The insights are:
the length of a grant may feel both like a long time and no time at all. Looking out for and documenting signs of progress may help keep up momentum and reduce pressure
listening to the perspectives of those closest to the issues and places involved can provide valuable insights, challenge assumptions and help inform future planning
Key messages
The key messages are:
funders must listen deeply to the communities they want to work with and build on their existing strengths
local presence matters: genuine trust is built by showing up consistently and being part of the community
it might be helpful to start small, trying different approaches, documenting changes and celebrating progress
it’s important to allow room for changes because things almost always take longer than anticipated
it’s natural that some things will go wrong - long-term funding would allow time and space to reflect, rethink and change the direction
Find out more
This research was carried out in 2018. We recommend reading this alongside:
our learning on support for places that have missed out on funding
lessons from Big Local, the community-led initiative funded through National Lottery proceeds from 2011 to 2026