Pride in Place Programme: Pride in Place Plans
Published 3 December 2025
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All 75 phase 1 places should now have submitted their Pride in Place Plans to the Ministry of Housing, Communities and Local Government (MHCLG).
Neighbourhood Boards must work with local people and the local authority to draft a Pride in Place Plan. We know the challenges in places vary, and that it is the people living and working in these areas who are best placed to identify these challenges and inform the solutions. Boards should work in partnership with their respective local MP and local authority and, if relevant, ensure their Mayoral Combined Authority have been consulted on the plan.
The Plan should outline the community’s overarching vision for change over the next decade to deliver the strategic objectives of the Programme, developed through grassroots engagement to reflect local people’s priorities. This Plan must be co-produced by residents in the neighbourhood with meaningful community engagement such as listening campaigns, community conversations, community workshops or resident forums.
As part of the Pride in Place Plan, Boards will need to provide a more detailed investment plan for the first 4-year investment period cycle, which will include the interventions the Board would like to pursue over the period and how that activity delivers across the 3 strategic objectives of the Programme.
Neighbourhood Boards will want the opportunity to iterate their proposals in response to community feedback, and we know that establishing good governance and trust within the community takes time to build. Rebuilding capability and confidence within communities that decades of inequality, austerity and deprivation have eroded will not happen overnight. A core learning (PDF, 780KB) from the New Deal for Communities programme was the importance of allowing time for the magnitude of ‘setting up’ tasks involved in regeneration schemes, to ensure better outcomes at the end of a decade of investment. This means setting aside funding and time to ensure that the foundations of the Programme are secure, including employing the right people, selecting effective management systems, and establishing processes for community involvement.
Recognising the differing levels of local capacity and development work required, we have included revenue funding from the outset of the programme to allow places to do the deep community engagement which is required.