Last week I wrote a relatively damning piece praising
the initiatives to help stem the spread of COVID-19 that had been taken by the
central Greek government, and castigating the lack of leadership evident at a
local level across the three Municipalities responsible for the Ionian island
of Corfu. There have been a number of developments since then that have
highlighted not only how local leadership is vital at times of crisis to gather
support from the local population for any crisis response measures, but also
that grassroots initiatives must be developed in a coordinated manner.
20th March 2002
My last blog post on “The
need for local place leadership in times of crisis”
appeared on the IPM website and a range of social media on Corfu. This received
comments from local Corfiots such as: “The local council’s
response has been pitiful. There still seems to be a sense that this will all
blow over pretty soon (if only)”.
In 1862 in Berlin, the building
engineer James Hobrecht undertook the design of a ‘development plan for
Berlin’s surroundings,’ today known simply as the ‘Hobrecht Plan’. Hobrecht was
part of a broader Berlin movement, which, starting in the mid-nineteenth century
and following several epidemics of cholera, believed in the role of central planning
in sustaining and improving public health. Politicians such as medical doctor Rudolf
Virchow (1821–1902) considered contemporary sewerage, like that already seen in
parts of England, to be indispensable for the improvement of public health in
the capital. Whereas Hobrecht is mostly remembered for the 1862 Berlin
development plan, undoubtedly one of his major contributions is the
modernization of the sewerage system.
The ‘Hobrecht Plan’ provided the
outline for the development of a big part of Berlin and it is still visible
today in large areas of the inner city. It was the first complete street plan
for an expansion of the built-up area inside the municipal borders, with the
main goal to provide a street pattern for predominantly agricultural areas
around the existing city that were to be designated for construction, providing
housing for Berlin’s exploding population.
Over the course of the last twenty years or so, footfall in our town centres has been falling. The decline started with the growth of out-of-town shopping and has been accelerated by the Internet. Not only does the Internet give us on-line shopping, it also offers a huge array of other services, like banking, holidays, and insurance – and, be default, many more reasons not to go to town. Finally, our politicians gave us austerity, which closed down libraries, youth centres and left even more empty buildings.
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
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.
The recent report from the University of Keele, A Comparison of the Environmental Performance of Sports and Entertainment Venues for a Range of Percentage Capacities opens the debate about how to make ticketing at sports and entertainment venues work better. The report, commissioned by CounterCoin, points to ways that CounterCoin and other alternative currencies can make such venues address their environmental impacts, with relevance for Newcastle, Stoke, and beyond. In particular, by helping venues approach full capacity, CounterCoin could help these venues avoid the unnecessary overuse of energy. The report begins to show the environmental benefits of CounterCoin, which are in addition to its clear social impacts. This piece reflects on the report and some of the implications it has for CounterCoin and other similar mechanisms for inclusion.
The UK Government has announced that it is to fund the
establishment of a High Street Task Force for five years to support the
transformation of town centres in England.
During 2018, the Institute also worked closely with UK
Government to tease out some of the underlying issues affecting town centre
vitality and viability. There is a long history of policy-led responses to the
challenges of town centres in the UK, from adaptations to planning policy in
the mid-1990s (“Town centres first” and
the Sequential Test), through support for Town Centre Management and the
bringing forward of legislation to permit Business Improvement Districts (2003
in England), then a government-supported review led by retail consultant Mary
Portas (2011) to the establishment of Future High Street Forum chaired by a government
When Eleusis, a small industrial town in the vicinity of Athens, was appointed European Capital of Culture for 2021, people received the decision both with joy and surprise: Joy, because this town, once one of the most important ritual sites in ancient Greece and home to the goddess Demeter, was back on the map; Surprise, because industrialization has clearly left its mark on the town, whose landscape is marked by factory chimneys, large industrial complexes and a commercial harbour. However, the choice of the European Commission is not based on what the city is, but on what it can become according to the bid book. And it was the bid, with its promise of a “passage to EUphoria” that managed to convince the jury.
Finding an affordable flat to rent in Athens has recently turned into an almost impossible affair. In the past five years, rents in the Greek capital have risen sharply, whilst at the same time period real wages have collapsed. One of the many possible causes behind the scarcity of rental space is the transformation of dwellings into short-term holiday flats. Airbnb is not the only provider, but definitely the largest and most iconic one.
Indeed, in the centre of Athens alone, the number of listings on the platform rose from 1,500 in 2014 to 7,500 two years later, and up to 16,000 by June 2018. These flats are not distributed evenly in the city, but affect certain areas more heavily (Plaka, Thisio, Koukaki, Exarcheia). In 2016, Koukaki featured as number 5 of Airbnb’s sixteen recommended neighbourhoods worldwide causing residents to form an association in order to stop their displacement. A recent law has made attempts to regulate the development: limits to the rental period (max. 90 days a year); the prohibition to rent out more than one flat under the same tax number (and thus avoid businesses with multi-site rentals); and a progressive tax system for income from short-term rentals.
What does Charles
Darwin’s theory of evolution and adaptability to the outer environment have to
do with place management? With uncertainty being the new normal, an
evolutionary perspective on place management can help move from static and
isolated plans to a process mindset. What better place to test such a
perspective than Darwin’s home town – Shrewsbury in the United Kingdom.