Systems change in practice: what Connected Futures shows about collaborative leadership

    1. Systems change requires broad and sustained representation 

Systems change depends on bringing together a wide range of actors to develop a shared understanding of problems and solutions. This requires aligned interests, strong relationships and collaboration across organisational boundaries. 

In Connected Futures, this means sustained engagement and collaboration from diverse partners, including statutory bodies, grassroots organisations, employers, education providers, housing organisations and young people. Partnerships are: 

• exploring shared approaches to funding and accountability, moving beyond separate organisational “pots” 

• fostering collaboration between statutory services and voluntary and community organisations that have not historically worked systematically towards shared goals  

• strengthening multi-agency support for young people through bringing together schools, housing providers, the NHS and employers  

Capacity pressures, competing priorities and fragmented responsibilities can make maintaining consistent engagement difficult and are felt acutely in some statutory teams. 

This raises an important question: how can policy and funding create the conditions for meaningful long-term collaboration, rather than reinforce fragmented or competitive ways of working? 

    2. Distributed governance changes who holds power 

The review highlights leadership approaches which redistribute power and enable collaborative governance. Across Connected Futures, partnerships are moving away from traditional “single sponsor” models towards more distributed governance, involving young people and frontline organisations. 

This has changed both who is present in strategic spaces and how decisions are made. Young people are now: 

• co-chairing strategic boards and steering groups, with appropriate support 

• influencing local strategy and championing community engagement 

• contributing to recruitment panels, corporate parenting scrutiny panels and partnership proposals,  

• setting priorities, making commissioning decisions and evaluating proposals (for example in the East Midlands) 

These approaches matter because they move beyond tokenistic engagement and give young people shared ownership and accountability over systems that affect them. A group of Connected Futures Ambassadors has co-produced a short film which compellingly examines the theme of power in the programme.  

Successful youth leadership prompts critical considerations for policymakers and funders about how governance structures are designed: 

• who is able to influence decision-making?  

• whose expertise is recognised as legitimate?  

• what support is needed to enable meaningful participation? 

• how are systems held accountable to young people and communities? 

    3. Community organisations can act as system stewards 

Systems change depends on trust, relationships and local legitimacy. The review highlights the role of “system stewards” who convene partners and connect different parts of the system, build trust and champion shared vision.  

Across Connected Futures, grassroots and community organisations often play this role. They bring local knowledge, trusted relationships and insight to connect strategic decision-making with the lived realities of young people and communities. 

In Sheffield, for example, Firvale Community Trust brings delivery experience, community insight, labour market intelligence and lived experience into conversations with the Council, NHS and employers. Representing often absent perspectives, they are building trust and shaping practical, relevant solutions for the British Pakistani and Bangladeshi communities they serve. 

In Blackpool, collective impact charity Right to Succeed has effectively stewarded partners and stakeholders. This coordination has functioned as a backbone for the partnership and created the conditions for sustainable and strong collaborative working. 

There is a challenge for policymakers and funders to recognise, make space for and resource this critical stewardship role, which acts as the often hidden “glue” holding better systems together.  

    4. Adaptive leadership enables partnerships to respond to complexity 

The review highlights that systems change work is inherently complex and uncertain. Partnerships need governance approaches that are flexible, iterative and responsive to change, particularly amid devolution and local government reorganisation, which requires significant agility.  

Across Connected Futures, partnerships are adapting in response to the practical realities of engaging young people, coordinating multiple organisations and navigating shifting local contexts. In Lewisham, for example, the partnership recognised that traditional participation models were not always accessible for young people balancing work, education and other responsibilities. In response, they introduced more flexible and hybrid engagement approaches, and adapted participation expectations to reflect young people’s capacity and availability. 

In other areas, partnerships have adapted commissioning and engagement processes to be more creative, collaborative and inclusive. Importantly, partners reflected that these changes proved easier than expected once there was leadership buy-in and shared commitment. 

This has important implications for policy and funding. Systems change cannot be delivered with highly prescriptive structures that prioritise rigid outputs over learning and adaptation.  

    5. Shared vision and collective narratives help sustain systems change 

Place-based systems change requires clear and shared vision alongside ongoing storytelling to communicate purpose, learning and opportunities to key audiences and stakeholders. 

Across Connected Futures, partnerships have built shared understanding of the challenges they aim to address, and the roles different actors play. Shared collaboration tools include: 

• systems mapping to understand root causes and identify roles and power within the system  

• shared theories of change to establish a common vision and collective mechanisms for action 

Regular working groups and collaborative forums sustain momentum and reinforce shared priorities. Committed core coalitions have emerged in Connected Futures partnerships, aligned to deliver shared goals. 

Several partnerships are developing a more collective voice, using platforms such as LinkedIn, Instagram and TikTok to increase visibility and engagement, particularly with younger audiences.