Town centre management by co-operation

Forsberg, Håkan; Medway, Dominic; Warnaby, Gary

doi:10.1016/s0264-2751(99)00029-3

Cited by 40 publications

(48 citation statements)

References 9 publications

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“…Apart from these features, the presence of some proactive stakeholders can be a decisive factor in the success of the project. As identified in the literature, the presence of these local leaders (Forsberg et al 1999;Purdue et al 2000;Hambleton 2003;Hambleton et al 2001) can decisively influence the success or failure of a project.…”

Section: Some Constraints In the Evaluation Processmentioning

confidence: 99%

The Use of Indicators in the Evaluation of Retail Planning: Evidences From England

Guimarães

2017

Journal of Architecture and Urbanism

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Abstract.Retail planning gained importance with the introduction of innovation in that sector, which challenged the vitality and viability of town centres. With this evolution and the arise of Town Centre First in England, the retail planning key documents started to incorporate indicators to help and standardize the monitoring of the health of town centres. This article aims to analyse the process of evaluation and verify the evolution of indicators suggested in the several public documents that constitute retail planning in England since 1993. It was based on the review of the main documents established in England since 1993. The research developed in this paper helps to update some information and is valuable for urban planners, practitioners and academics. In this paper we conclude that indicators are been used but without been framed in an evaluation framework and the variability of suggested indicators may have limited the analysis of the temporal evolution of town centres. In terms of research implications this paper helps to, in part, path the way for future research in this field.

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Section: Some Constraints In the Evaluation Processmentioning

confidence: 99%

The Use of Indicators in the Evaluation of Retail Planning: Evidences From England

Guimarães

2017

Journal of Architecture and Urbanism

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“…The inclusivity and openness of place management and governance networks is critical to their success, with relevant stakeholders contributing appropriately (Medway, Alexander, Bennison & Warnaby, 1999;Medway, Warnaby, Bennison & Alexander 2000), and avoiding the problem of free-riding (Forsberg, Medway & Warnaby, 1999). However, to achieve this guiding principle, stakeholders will require training, education, guidance and support to be Many individual locations, even small towns or villages, have been at the forefront of locally tackling these global problems.…”

Section: Overarching Principle 3: Governance and Citizenshipmentioning

confidence: 99%

The World Towns Framework: a call to action

Porter

Lawlor²,

McInroy³

et al. 2017

JPMD

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Purpose The purpose of this paper is to present the background to the development of the World Towns’ Framework, developed in June 2016 at the inaugural World Towns Leadership Summit in Scotland. The paper also provides an academic underpinning to the four pillars of the agreement; a unique sense of identity and place, economy, leadership and citizenship and environment. It ends with a call to action for practitioners, policymakers and organisations providing support to people in places who want to contribute to the development of the Framework and adopt it. Design/methodology/approach The paper is divided into four sections. The first section gives the background to the development of the World Towns Framework. The second section publishes the World Towns Framework in its entirety. The third section builds an evidence-base for the components or pillars of the World Towns Framework, based upon work undertaken by the think tanks and academic partners involved in its development. The final section sets out a call for action – explaining how the Framework can be further developed and utilised. Findings The paper contains three main contributions. It articulates a new narrative for towns, neighbourhoods and city districts in responding to contemporary urban challenges; it shapes a new urban agenda for these urban places and it asserts the need for new alliances and approaches essential for a strong competitive economy, which is more inclusive of towns and smaller places, combined with a fairer, more equal society. Research limitations/implications The evidence base for the research is limited to the work that has been carried out by the academic institutions and think tanks that supported the development of the World Towns’ Framework. Practical implications The practical implication of the World Towns Framework are a shared understanding of how towns and smaller places can engage in management, development and marketing practices that will lead to a stronger economy and fairer society. Social implications The focus upon place uniqueness and identity, a more equitable economy, a greener and cleaner environment and stronger place leadership and citizenship can lead to better, fairer and more liveable places. Originality value This is the first attempt to develop a World Towns Framework to shape urban change outside of cities and metropoles.

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“…TCM-like schemes are increasingly common in Australia and several European countries including France, Italy, Sweden and Spain (Forsberg et al, 1999;Coca-Stefaniak et al, 2009). BIDs, meanwhile, first emerged in North America and spread into New Zealand and South Africa and pockets of Western and Central Europe, notably Albania, Germany, Ireland, Serbia and the UK (Cook, 2008;Morçöl et al, 2008).…”

Section: District Partnershipsmentioning

confidence: 99%

Private sector involvement in urban governance: The case of Business Improvement Districts and Town Centre Management partnerships in England

Cook

2009

Geoforum

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Although it has many merits, the voluminous literature on urban governance gives scant attention to the actual involvement and positioning of business elites and businesses within Public-Private Partnerships. There is also little consensus among academics as to why the private sector become involved in such schemes. This paper begins to address these issues through a critical empirical examination of how and why the private sector is involved with three English Town Centre Management (TCM) partnerships and the Business Improvement District (BID) subsidiaries all three partnerships have recently developed. In order to do this, the empirical study is guided by a conceptual framework that foregrounds the relationship between (a) the opening up and monitoring of 'institutional space' by partnerships and the state, and (b) the motivations and 'constrained agency' of the business elites. The paper demonstrates that the positioning of the private sector is more multifarious and fractured than previous studies of urban governance have suggested. It also reveals that business elites and businesses view their participation as an 'investment' that needs to accrue significant financial returns and that partnership and state officials are highly selective in their choice of 'who governs'.

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Town centre management by co-operation

Cited by 40 publications

References 9 publications

The Use of Indicators in the Evaluation of Retail Planning: Evidences From England

The Use of Indicators in the Evaluation of Retail Planning: Evidences From England

The World Towns Framework: a call to action

Private sector involvement in urban governance: The case of Business Improvement Districts and Town Centre Management partnerships in England

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