Collaborative leadership and place-based development

Place leadership is at a critical juncture. Since the 1990s it has been taken-for-granted that for places to prosper, effective partnerships combining the interests of multiple stakeholders are essential. The leadership of place-based partnerships is crucial to their success and has accordingly received increased attention in academic and policy circles, but the notion of place leadership remains an ideological phenomenon founded on numerous case studies with few conclusions that can be generalised across wider spatial scales or beyond advanced economies. This paper examines place leadership through examining England’s Local Enterprise Partnerships (LEPs), in particular looking at the role of the private sector vis a vis the public sector. The complexity of these partnerships is explored, and the paper argues for the role of collaborative leadership to address that complexity. It contributes a set of guiding principle to guide new ways for place-based working that can better embrace the private sector and engender a more collaborative leadership practice

Utilizing Spatial Demographic and Life History Variation to Optimize Sustainable Yield of a Temperate Sex-Changing Fish

Fish populations vary geographically in demography and life history due to environmental and ecological processes and in response to exploitation. However, population dynamic models and stock assessments, used to manage fisheries, rarely explicitly incorporate spatial variation to inform management decisions. Here, we describe extensive geographic variation in several demographic and life history characteristics (e.g., size structure, growth, survivorship, maturation, and sex change) of California sheephead (Semicossyphus pulcher), a temperate rocky reef fish targeted by recreational and commercial fisheries. Fish were sampled from nine locations throughout southern California in 2007–2008. We developed a dynamic size and age-structured model, parameterized separately for each location, to assess the potential cost or benefit in terms of fisheries yield and conservation objectives of changing minimum size limits and/or fishing mortality rates (compared to the status quo). Results indicate that managing populations individually, with location-specific regulations, could increase yield by over 26% while maintaining conservative levels of spawning biomass. While this local management approach would be challenging to implement in practice, we found statistically similar increases in yield could be achieved by dividing southern California into two separate management regions, reflecting geographic similarities in demography. To maximize yield, size limits should be increased by 90 mm in the northern region and held at current levels in the south. We also found that managing the fishery as one single stock (the status quo), but with a size limit 50 mm greater than the current regulations, could increase overall fishery yield by 15%. Increases in size limits are predicted to enhance fishery yield and may also have important ecological consequences for the predatory role of sheephead in kelp forests. This framework for incorporating demographic variation into fisheries models can be exported generally to other species and may aid in identifying the appropriate spatial scales for fisheries management

Place leadership:developing a model to guide regional partnerships

Models of sub-national governance have grown in popularity across Europe, but the notion of place-based leadership remains an ideological phenomenon. This paper explores the development of subnational partnerships in England and considers the lack of formal guidance available to local leaders that limits their ability to develop transformational strategies. Drawing on extensive qualitative analysis of England’s Local Enterprise Partnerships, the paper develops an original conceptual model of place-based partnership. The model provides a tool for partnerships to assess themselves and consider tactics to develop a stronger set of shared local values, contributing to both academic and policy debates

Shapers or schemers of collaborative governance: network management in England’s Local Enterprise Partnerships

The coordination of inter-organisational networks is key to their success and yet partnership management in the context of regional economic development remains a complex and ambiguous process. To address this lack of understanding this article reviews the extant literature on brokerage and network coordination to present a theoretical framework comprising three propositions of the benefits of a private sector influence over the management and coordination of multi- organisational economic development partnerships. The propositions are then explored through a qualitative study of those tasked with the role of leading the management of Local Enterprise Partnerships in England. The findings conversely reveal a reliance on the public sector to lead the framing and mobilisation of these networks and questions whether the policy shift has resulted in truly collaborative governance

Collaborative leadership and place-based development

Place leadership is at a critical juncture. Since the 1990s it has been taken-for-granted that for places to prosper, effective partnerships combining the interests of multiple stakeholders are essential. The leadership of place-based partnerships is crucial to their success and has accordingly received increased attention in academic and policy circles, but the notion of place leadership remains an ideological phenomenon founded on numerous case studies with few conclusions that can be generalised across wider spatial scales or beyond advanced economies. This paper examines place leadership through examining England’s Local Enterprise Partnerships (LEPs), in particular looking at the role of the private sector vis a vis the public sector. The complexity of these partnerships is explored, and the paper argues for the role of collaborative leadership to address that complexity. It contributes a set of guiding principle to guide new ways for place-based working that can better embrace the private sector and engender a more collaborative leadership practice