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2024 Cohort – Session Two – Storytelling & Narrative

In the second blog from the 2024 PACE programme, Angela Jones Director of Thriving Places for Westmorland and Furness Council and Chair of the ADEPT North of England Board reflects on the power of stories to create a strong case for place.

The potential of PACE

Having been part of the ADEPT leadership team for some time, I was aware of the huge potential offered by the PACE programme. To be able to step away from the day-to-day demands of a leadership role and look at challenges with a fresh perspective was incredibly appealing, and the timing couldn’t have been better.

Our new unitary authority, Westmorland and Furness Council was founded in April 2023, and my team are in the midst of creating a new narrative and brand for our place, so the opportunity to work with peers and share experiences was invaluable.

Nigel Riglar’s blog, reflecting on what it means to be a good ancestor captured what the first session asked of the cohort, and I was excited by premise of digging deeper into what storytelling practices could offer us as leaders of place.

Storytelling to support place

Exploring storytelling and narrative through the lens of thought leadership can help us to think differently about place and the human connection within it. Beyond the physical infrastructure, recognising the importance of stories in our roles as advocates for place amid changing governments and policies that each have their own narratives.

My background in storytelling isn't formal, although I've always enjoyed listening to and sharing stories, and as a leader I frequently speak at conferences and events, addressing council members, employees, partners and stakeholders. 

For me, storytelling is about grabbing and holding someone’s attention, making a connection and sometimes bringing a piece of myself into the narrative. As we all know, sharing our own lived experiences can make our message more relatable and also more memorable.

Reflections on session two

In session two we learnt the theory that information in fact form may need to be shared around eight times to be retained but weave the same information into a story and it becomes immediately more accessible and is retained with increased clarity.

This year, PACE sessions have been held at unique venues like the Manchester People's History Museum and the Birmingham Library, which has added another layer of reflection for the cohort. These environments help us think about place and history differently, enriching our discussions and ideas and allowing us to really consider the long-term impacts of the decisions we make today.

One of the most impactful moments of the session for me was Ivan Browne’s leadership talk on public health and the COVID-19 response in Leicester. Ivan is the Professor of Public Health and Wider Determinants of Health at De Montfort University, and his candid reflections on the challenges they faced with regards to community engagement was really enlightening. The honesty in his message about the difference between believing you understand place and actually understanding place resonated with all of us there.

I also found Sarah Norman's pride in place narrative from Barnsley engaging, honest and really thought-provoking. As the Chief Executive of Barnsley Metropolitan Council, she was able to share the story behind Barnsley’s transformation. Including how storytelling has been one way for the council to provide leadership as Barnsley writes a new narrative for its communities. Her message about the courage needed to drive change and the importance of bringing communities along on that journey was incredibly powerful. Blending a hopeful message for future prosperity and achievement, without ignoring past and present experiences. 

I was able to draw parallels with these stories to the work my team are undertaking in Barrow-in-Furness, one of our coastal towns with a rich industrial heritage, but also a history of significant social challenges. 

Despite being home to BAE and receiving substantial investments, the area faces long-standing and entrenched health inequalities and deprivation. We've embarked on an initiative called Team Barrow, a tripartite agreement with the government and BAE, aiming to address these issues whilst leveraging economic growth.

This fed directly into another key piece of ‘takeaway’ information from the day, and one I know others in the cohort also found inspiring; the idea of acknowledging the 'grit'.

Essentially, recognising the challenges and the imperfections, being honest about historical and current problems but blending it with hope and aspiration. In Barrow-in-Furness, we face considerable issues like many other areas in the UK, but we are also working towards creating a better future. It's crucial to communicate these realities at the same time as highlighting our efforts and vision for improvement, bringing the community and any stakeholders along with us as part the story.

Next steps – bringing our place story to life

Since the session, I've already started to integrate these storytelling techniques into our work, particularly with my leadership colleagues and our communications and engagement team. We're building a new narrative for our council and places like Barrow, incorporating our cultural and industrial heritage alongside the beauty of our surrounding natural environment.

For me as a leader of place, it’s about creating a comprehensive story that is authentic and aspirational, one that connects with people on multiple levels.

A huge shift in thinking for me has been recognising that I may not always know our places as well as I believe I do. Spending more time in our communities, genuinely listening and engaging, has been enlightening. It's about taking a more inclusive and diverse approach, ensuring we are truly hearing our communities and reflecting that in our decision-making.

Looking ahead to session three, I'm excited to delve into the complexities of investment and funding, particularly how we can creatively secure resources. It's about leveraging, not just financial resources, but also the human capital within our communities. I'm also looking forward to the masterclass, which will I hope will provide practical case studies and further opportunities to apply our learning.

The PACE programme is challenging me to step outside what I believe to be true and really think more deeply about place leadership and the opportunities it offers. It's about blending the physical and human elements of our places, ensuring we are creating better, more connected communities for the future.

Author

Angela Jones is Director of Thriving Places at Westmorland and Furness Council and Chair of the ADEPT North of England Board.

Further information

• This joint venture between ADEPT and Amey is designed to provide thought leaders with the space to find strategic solutions that are Pioneering, Action-orientated, Creative and Entrepreneurial (PACE). Designed exclusively for place directors and senior leadership, two of the fundamental principles behind PACE is to influence the future of place-focused strategies and support place leaders in driving change. 
• PACE - The Place Leaders Programme: www.adeptnet.org.uk/pace
• Amey: www.amey.co.uk