Join IPM for a two-hour facilitated discussion on how places are reacting to COVID-19 around the world.
– How are city authorities and place managers around the world reacting to the pandemic? – What can we learn from the different lockdown and recovery strategies that are being adopted? – What might be the longer-term effects of COVID-19? – How do we be better prepared for tomorrow and how can we lead change?
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.
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.
Forest fires devastate large areas on the Mediterranean every year, some of them – such as the 2018 fire in Mati, Greece which cost 100 people their lives – with numerous casualties. These are places, built over decades or centuries, where people live the year round, with or without visitors. It is with growing horror that I read – year after year – media outlets referring to these places as “holiday islands” (or “Ferieninsel” in German). Admittedly, for many Brits and Germans, this is what most of these islands are, and the local population is just a folklore backdrop for their holiday spending. But, even if we see it just from the journalist’s viewpoint: what exactly would the article (s. screenshot above) miss in terms of information if its title were “Wildfires hit Greek island” omitting the attribute “holiday”? Continue reading “Places – not Destinations”→
Free of charge: A one-day introduction to postgraduate study in place management and leadership -28th September, 2018
Working for a BID, as a Town Centre Manager, in some other form of place management or looking to go into this field? Do you want to further your knowledge about this complex and challenging role? Would you like to understand how place management is developing and ensure you can be most effective in your role? Why not join us for a one day introductory session that explores place reputation management, introduces the content of our post-graduate courses in Place Management and Leadership and develops your skills.
The Institute of Place Management at Manchester Metropolitan University offers a suite of postgraduate programmes to support place managers develop their strategic insight and leadership skills, to enable them to improve the places that they work in.
Jean Ball MIPM was City Centre Manager in Stoke-on-Trent back in 2007 when she was amongst the first coterie to qualify for Membership of the IPM. After an early career in retail Jean got involved in the arts and events industry delivering a diverse array of conferences, exhibitions, performances and spectacles in places ranging from a converted barn in rural Cheshire to Madison Square Gardens in New York. More recently, after over ten years in operational town and city centre management, Jean now works across the UK supporting places, people and organisations to achieve their potential. Continue reading “Meet the IPM: Interview with Jean Ball”→
Roeselare in West Flanders, Belgium, is a small city that is beginning to change rapidly. With a population of some 60,000, a catchment of around 200,000, and a reputation as a retail destination, Roeselare is typical of many locations across Europe that are having to address disruptive change in retail. In 2007, they adopted a plan that sought to achieve a balance between town centre and edge of centre retailing. A centre management team was set up in 2009 but it wasn’t until 2015 that the real challenges of retail change were addressed. Although retail vacancy remained moderate, at some 8.4% of the 400 units in the centre, there was a realisation that more radical things had to be done to maintain a sustainable retail offer. Continue reading “Town Centre Management in Roeselare West Flanders, Belgium”→
On June 24th this year Dominic Medway wrote on his Twitter feed: “@PlaceManagement Places are ultimately made, unmade, defined and redefined by people before institutions. We’ve seen that today”. This was of course referring to the result of the so-called ‘Brexit’ referendum on whether the United Kingdom should leave the EU. The pollsters and the City of London seemed reasonably confident that the outcome of the vote, on June 23rd 2016, would be to ‘remain’, but it seemed both these institutional bodies hugely underestimated the power of the voters to exercise their democratic right to chart an alternative future. Continue reading “The experts are dead: Long live the experts.”→
Caio Esteves, a fellow of the Institute of Place Management, is an architect by training and a specialist in branding. He began his career as a brand manager in the furniture industry, where he stayed for four years before establishing his own agency in 2006. In 2015 he founded the first company that specializes in Place Branding in Brazil, Places for us, the company that currently runs the first Brazilian start-up certified with the social impact seal BCORP (pending). Beside the practice of Place Branding, he divides his activities between lectures and lessons about Branding/Place Branding, coordinating the first MBA place branding in the country as well as writing a book on the subject, which launched this month. Continue reading “Meet the IPM: Interview with Caio Esteves”→