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.
I have been researching Citizen Participation in urban development in Berlin, since 2016, when the new Berlin state government coalition signed a contract, introducing participation as one of its leading principles. When I started, I was trying to understand what the provisions of the contract were and how that could be conceptualized. Conceptualization is not just an intellectual exercise (although it is that, too): it implicitly or explicitly guides the way we think, talk and act – and also the way we design policy.
DECISION MAKING IN PLACE: GUT FEELING
making decisions most managers look up and look around, relying on their
support structures i.e. people close to them, not because of lack of experience
but for the fear of not getting their decisions right. This act of looking up
and looking around is important and it is the use of “Gut-feeling” when managers are faced with making decisions that (1)
involve large capital, (2) have significant impact on the long-term plan of
their organisations and (3) involves public exposure. Place managers like their
counterparts in other managerial areas make decisions daily. In place management, managers make decisions about
places, particularly the public realm such as town and city centres, ensuring
effective collaboration with all stakeholders, policing the centres and
improving infrastructural outlook of the places they manage. Place managers by
their decisions make a critical contribution to the thriving of places, and those
decision impacts on people’s everyday lives in places.
Alternative currencies have been around for many years, to the point that they can be seen as a rather old technology for dealing with societal, economic, and developmental changes. Indeed, the first forms of alternative currencies were presented during the cash-poor interwar era in Europe and the US as an attempt to incentivise spending, discourage saving, and keep local economies afloat in a time of severe unemployment, poverty, and uncertainty (NEF, 2015). Fast forward almost 90 years, and similar issues pertain to the vast majority of our cities and towns, not only in the UK, but around the world. Unsurprisingly, alternative currencies are on the rise in various forms: timebanks, time-credit systems, local exchange trading systems, complementary currencies, convertible local currencies that are backed by the national currency, etc. More recently, cryptocurrencies such as Bitcoin have risen to prominence and gained immense political and monetary value as decentralised transactional networks that injected a huge influx of money into a new marketplace that was ready to dismiss the old system of fiat money (Matchett, 2017).
CounterCoin, a new alternative currency developed by a team of economic and social development practitioners, while still in its infancy, is already helping people make a change to the town centre of Newcastle-under-Lyme. We were recently invited to a meeting in the “headquarters” of CounterCoin, the Cultural Squatters community café in York Place shopping centre, in order to join the team spearheading the creation of this new alternative currency. Continue reading “CounterCoin and Cultural Squatters in Newcastle-Under-Lyme”→
Skinner, H., Sarpong, D., and White, G.R.T. (2018), ‘Meeting the needs of the Millennials and Generation Z: gamification in tourism through geocaching’, Journal of Tourism Futures, 4(1), pp.93-104.
By Dr Heather Skinner
Have you heard of the location-based sport of ‘geocaching’? No, I hadn’t either until a chance conversation with a colleague at the University of Glamorgan back when I was working full-time in the UK. This led to a really interesting (if long) research journey that resulted in the publication of this paper in the Journal of Tourism Futures. But, like all good stories it must have a beginning, so if you’re sitting comfortably, I will begin. Continue reading “Gamification in tourism through geocaching”→
Manchester is one of five European regions set to benefit from a new European fund designed to help regional and local governments to develop and deliver better town centre policy.
The Institute of Place Management (IPM) at Manchester Metropolitan University will utilise part of a £1.5 million grant from the European funding body Interreg, to investigate how companies, councils and other local groups can work together more effectively to improve their town centres. One of the major outcomes of the work will be a nationwide audit of Business Improvement Districts (BIDs) and their achievements.
As our members will know, at IPM we spend much of our time conducting research into how we can make better places. Much of this work focuses on the high street, and whilst our towns and cities are clearly operating in a challenging environment, we are always keen to point out that this challenge does not signal their demise. Rather, it is reflective of a shift in how we use them, with retail no longer the critical fulcrum it once was, and it is down to place managers to develop the means of capitalising on this change in demand.
As this realisation sets in, towns and cities are increasingly looking for ways to complement their retail offer, encouraging visitors through other means. One way this is being done is through the development of a cultural offering. This is nothing new – planners and policy makers began to espouse the development of cultural activity in the early 1990s as a means of revitalising cities in the process of de-industrialisation[i], encouraging the rise of the ‘experience economy’[ii]. As a result, culture has, over time, become an increasingly common means of consuming a city[iii]. Continue reading “What can culture and the arts do for a place? “→