Policy Documents for Download -

Clubbing Together: The Hiden Wealth of Communities
This ResPublica report is based on the premise that social good best flourishes within existing forms of community. Even within geographical boundaries, people can’t be forced to group;instead they are motivated via their existing interests, networks and social journeys. Many groups and associations already exist that strengthen relationships, encourage feelings of belonging and create ‘social capital’. We refer to these groups as ‘the hidden wealth of communities’: groups that generate for both members and non-members a wealth of social and public good that is often intangible and unquantified. This paper surveys the group leisure and social pursuits that commonly encourage us to join or create our own associations or clubs, and analyses the potential for a greater ‘club-culture’ in the UK. We argue that provoking group instead of individual behaviours, and using groups and clubs to draw in further participation, should be central to initiatives across a range of policy areas. Not all club activity needs to lead towards ‘civic action in order to be of value. But the potential for social and membership activities to ‘spin-out’ and become catalysts for civic activity and public good is evident. Often, clubs provide a notable framework for public policy objectives. Clubs and membership activities generate sentiments of trust, reciprocity and purpose, which pass more easily from member to member than if all were acting alone. Such ‘norms’ can and do spur members into social action, such as voluntary work or charitable giving.
Posted: 27/06/12 | Filesize: 575 Kb

Stakeholders Choice and Stakes Evaluation in Town Centre Management
This is an excellent background to the development of TCM but also looks at the role and identification of stakeholders using the "linkage" model. The paper then goes on to suggest a method of interviews and analysis to look at meeting stakeholder requirements. De Nisco A, Napolitano M.R, Riviezzo A. Research from Department of Analysis of Social and Economic Systems (DASES) University of Sannio via Delle Puglie, 82 82100 Benevento (Italy).
Posted: 10/03/08 | Filesize: 139 Kb

 Boots Good Practice Guide - Town and City Centre Partnership
The heightened focus on town and city centres has lead to the development of a multitude of private/public sector partnerships. These partnerships provide an opportunity to bring stakeholders and key interest groups together to work towards a shared goal of improving the town centre.
Posted: 07/03/07 | Filesize: 215 Kb

 Boots Good Practice Guide - TCM Funding
TCM Funding Local Partnerships and Town Centre Management. When reviewing local partnerships the question most often asked is, “How can the initiative crate investment and income into the partnership?”
Posted: 06/03/07 | Filesize: 240 Kb

 Boots Good Practice Guide - TCM Steering and Working Groups
Strengthening the Partnership. Every town or city centre requires a clear focus if it is to continue to prosper and grow. A concise and clear Business Plan needs to be agreed and a Steering Group established to manage and monitor the plans delivery. The steering Group requires its members to work closely together providing both direction and consensus.
Posted: 06/03/07 | Filesize: 225 Kb

 ATCM Factfile: Working with Local Strategic Partnerships
Part of a series developed from the ATCM 2004 Summer School. Looking at the Work done by Reading and Gloucester working with Local Strategic Partnerships.
Posted: 14/03/05 | Filesize: 90 Kb

 ATCM Factfile: Working with County and Town Councils
Part of a series developed from the ATCM 2004 Summer School Compiled from a presentation by Tim Smith, Reading City Centre Manager and Sue Ashley, Town Centres Regeneration Manager, Warwickshire County Council, chaired by Diana Hobson, Mansfield Town Centre Manager. County Councils Background. Warwickshire has just over 0.5 million population, five district authorities, seven main town centres and ten smaller market towns. The county council is a large employer with about 16,500 staff. Its responsibilities include planning, transport, economic strategy, education, social services, libraries and heritage and trading standards, as well as owning a lot of land and property. Its members comprise a cabinet and area committees. The cabinet makes strategic decisions on
Posted: 14/03/05 | Filesize: 88 Kb

 ATCM Factfile: Involving and Motivating Independent Business
Part of a series developed from the ATCM 2004 Summer School. Compiled from a presentation by Martin Blackwell, Regional Development Director, ATCM and Julie Roberts, Town Centre, Tourism and Markets Manager, Rotherham, chaired by Diana Hobson, Mansfield Town Centre Manager. There are good reasons for involving local businesses in TCM initiatives but it is not easy to attract or retain them. A prime reason is that they do not always understand why they should be involved. We have not thought enough about why they should engage in the first place and without knowing their motivation we cannot pitch the offer at the right level. The business sector is often viewed as a single homogenous group but it is not. Retail is just a part of the town centre’s business community and TCM needs to engage with all of it. A town centre is a service centre and this concept will become more important with the growth of out-of-town retail alternatives. Many of the reasons for involving businesses have nothing to do with their specific needs. For example, involvement might seek to satisfy local authority or national policy, or to provide a source of funds. It is more likely that businesses will get involved because they see the chance for an increase in economic activity, that it might increase their profits or ensure their survival, in some cases. They may take a long-term view but they also want to see quick wins. That means action, evidence that something is happening. Bear that in mind when planning your approach.
Posted: 14/03/05 | Filesize: 38 Kb