Skinner, H. and Soomers, P. (2019) ‘Spiritual tourism on the island of Corfu: Positive impacts of niche tourism versus the challenges of contested space’ International Journal of Tourism Anthropology, 7(10), pp. 21-39. DOI: 10.1504/IJTA.2019.098099
Corfu is a relatively
small island, only 64km in length and 32km at its widest point, with a
permanent resident population of around 120,000, 40% of which live in the main
town. The island, situated between the East of the boot of Italy, and West of
the border between Greece and Albania, has attracted tourists since the late
1960s and early 1970s. However, since the boom time of the 1980s and early
1990s there has been a decline in numbers of tourists visiting the island. Those
that do visit, especially those taking All-Inclusive packages, are spending less
time and money in local tourism-related businesses such as restaurants, tavernas,
bars and shops. The tourist season that used to see resorts all across the
island full of holidaymakers from April to October is now basically reduced to
the high season of July and August in many places.
by James Scott
Vandeventer, Tom Hindmarch and Steve Millington
The ‘Transforming Places from the Inside Out’ conference, sponsored by One Manchester (an IPM Partner), took place at The Studio in Manchester’s Northern Quarter on the 18th November 2019. The conference included talks from a host of experts, including IPM’s own Dr Steve Millington, as well as discussions with social housing providers and other stakeholders. The day centred on the challenges and opportunities the social housing sector faces as it increasingly adopts a place focus. Throughout, a fruitful dialogue about the intersection of place and housing generated a palpable sense that the emerging housing-place nexus is here to stay, and highlighted some areas that place management can contribute to thinking about place in the housing sector moving forward.
An arcade is “a glass covered passageway which connects two
busy streets and is lined on both sides with shops”. First developed in Paris in the late
eighteenth century, arcades were a key element of the European retail and urban
environment by the mid-nineteenth century. They were regarded as symbols of
modernity and vitality because of their innovative use of architectural design,
building materials and techniques, and they contributed to a wider process of
civic boosterism of the Victorian city.
However, according to MacKeith, by the start of the twentieth century, the
arcade’s heyday was already passing, with those constructed in the early
twentieth century being smaller and less architecturally ambitious than their
nineteenth century predecessors, and furthermore, arcades were often
marginalised in new post-war shopping development schemes.
While the term “responsible tourism” is widely used
these days, are we really sure we understand what the term means, and who is
actually “responsible”? This article will address both of these questions,
along with some related issues concerning tourism ethics and the concept of
sustainability. While it has been recognised that, for tourism businesses,
responsibility is seen to encompass ethics and sustainability, there remains
little written about these issues. It is also important to
note that many tourism businesses are Small and Medium Sized Tourism Enterprises
(SMTEs) whose business focus is not always on such matters, especially in a
highly competitive and crowded market, in times of continuing financial crisis
Whilst the current political and economic
uncertainty surrounding Brexit is generating division and negativity at a
national level, there have been a lot of new policy announcements recently that
are, paradoxically, good news for local town centres and high streets.
The Budget of October 2018 promised to cut
the business rate bills of small retailers by one-third; a package that is
worth nearly £1bn. At the same time, the £675m Future High
Streets Fund was launched to support the transformation of England’s high
streets, from mono-functional retail centres to multifunctional community hubs.
The October 2018 Budget also announced the creation of a High Streets Task
Force, to provide much-needed expertise, training, data and insight to the
place leaders and partnerships that are reinventing their local areas, with a
budget of just over £8.6m for 5 years. The Institute of Place Management is
leading a consortium of partners to run the High Street Task Force, which will
be fully operational by July 2020.
Collecting, analysing and sharing Best Practices, i.e. examples of projects, policies, cases, etc. that have worked out in one place and could be applied to others, is a very common practice in Place Management. It is argued that people and organizations in one place can learn from the experiences of their counterparts in another and that, after considering their adaptability, can apply similar techniques in their own context. This seems like a reasonable assumption: while we mostly learn from our own experiences, and psychologists have demonstrated the validity of this argument, we do take into consideration what other people have experienced elsewhere, albeit marginally.
Urban stakeholders are increasingly realising the importance
of collective action in attempts to ‘future proof’ town and city centres, to
ensure that ‘their’ centre retains an important role in the economic and social
life of associated communities. Such
collective actions, often implemented under the aegis of urban management
partnerships (UMPs), raise some key questions for these organisations: what
type(s) of collective interventions are the most effective; and how to create
sufficient support for them?
In 2017-18, a research project, led by the Amsterdam
University of Applied Sciences and funded by Shopping Tomorrow (a Dutch retail and e-commerce think-tank), which
comprised an expert group containing a number of IPM researchers and members,
tried to answer these questions.
Specifically, the research – which analysed a variety of different types
of interventions in 21 towns and cities across the Netherlands, Belgium and the
UK – sought to identify and illustrate the factors that underpin successful
collective interventions aimed at ’future-proofing’ town and city centres.
Area Based Collaborative Enterprise concerns the ways in which local entrepreneurs join forces and form collectives to stimulate business growth and innovation, and to create a more attractive business environment. A clear example in a UK context would be a Business Improvement District.
The project ABCities is funded by INTERREG, a programme aims to help regional and local government to develop and deliver better policy by creating opportunities for sharing solutions to ensure government investment, innovation and interventions lead to integrated and sustainable impact for people and place, by embedding new guidance and measures within existing policy for area based economic development.
The challenge, therefore, is not necessarily poor policy,
but a concern about the mechanisms and techniques used by state institutions to
deliver place based policy.
concern about global inequality, there has been an international resurgence of
co-operative and community-focused projects and initiatives. The UK, however, offers
a particularly interesting context.
Subject to prolonged austerity measures, the capacity of local
government to intervene in local development has been drastically undermined. With
growing inequality and a pressing need to fill the gaps in under-served
communities, local authorities in many places are beginning to abandon their
paternalistic top-down approach, and to experiment with new and alternative
organisational forms of place management.
Business Improvement Districts are taking over responsibility for town and city
management, with over 300 now established. There are 471,000 social enterprises
across the country, employing 1.44 million people,
and a network of 26 designated social enterprise places,
whereas Scotland is advocating Community Improvement Districts. Most celebrated, perhaps, is The Preston
developed by Preston City Council and the Centre for Local Economic Strategies (CLES),
which has reformed local government procurement to enable key locally embedded
“anchor” institutions to run local services. The model is designed to recapture
investment and circulate local wealth within the local economy. Where gaps in
provision remain, CLES suggests the formation of new worker co-operatives.
We have recently said goodbye to all the delegates who attended this year’s 6th Corfu Symposium on Managing & Marketing Places. What am amazing group of people, all inspired to discuss various aspects of place management and marketing.