PLACED specialises in education and engagement around ‘place’ and the built environment, facilitating knowledge and community insights for developers, regeneration specialists and the public sector.
“Everyone’s an expert when it comes to the places where they live, work or spend time,” says founder Jo Harrop. Its work supports people who are traditionally underrepresented to have their voices heard, creating meaningful conversations around the built environment that shape the places we live and work, while supporting and mentoring young people through education programmes that break down barriers to jobs in the built environment.
PLACED is high growth, increasing turnover by more than 40% since investment. Initial investment of £28,000 was used to develop a new website and communication strategy to strengthen its positioning, and the recruitment of an administrator. This involved refining messaging, updating narratives and clarifying objectives to ensure alignment across the team. That investment – alongside corresponding external development – has resulted in steep growth over the last four years: the team has grown from four to eight staff, plus freelance support, reflecting its evolution and increased capacity.
Previously, PLACED faced several challenges. Messaging lacked clarity, making it harder for new team members and external stakeholders to understand the value of PLACED, and administrative burdens placed a strain on Jo’s leadership. And externally, the landscape was shifting, too. Post-Covid, the demand for engagement has surged. PLACED needed to position itself effectively to capitalise on this shift, while safeguarding sustainable growth and long-term impact. PLACED’s investment has made it easier to attract opportunities and articulate its value and the website redevelopment played a crucial role in reinforcing credibility. Additionally, having administrative support has freed Jo up to develop new business opportunities.
The process of securing money from Kindred was itself transformative. It required reflection on the business model, identifying the need for additional capacity and reinforcing the importance of marketing as an essential investment. This mindset shift provided the confidence to hire administrative support, freeing up leadership to focus on strategy and growth. PLACED also used external facilitation sessions to ensure internal alignment, strengthening the team’s cohesion and purpose.
With a larger, more resilient team, PLACED is now focused on solidifying its structure rather than expanding headcount. Promotions and additional responsibilities have increased accountability and organisational capacity. Looking ahead, the team is committed to refining how it measures and communicates its social value and impact. The goal is to influence the sector more effectively and advocate for better practices, particularly in how engagement is commissioned. Advocating a shift towards holistic, integrated commissioning models could deliver greater impact and efficiency, reducing fragmentation while saving valuable resources for public sector clients.
There is also a focus on ensuring that social value commitments translate into genuine, long-lasting hange. PLACED aims to challenge and improve existing practice, advocating for a more accountable and sustainable approach to engagement.