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Case Studies |
Examples from Partners
Scotland
Stonehaven
Project Title: Stonehaven Farmer’s & Produce Market
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Description: Stonehaven Business Association and local producers working in partnership to enable and run a sustainable monthly Farmer’s Market in the town centre. Aberdeenshire Towns Partnership, Aberdeenshire Council (Support for Aberdeenshire Businesses) and Stonehaven Common Good Fund jointly funded set-up to a total of £8,400
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Objectives: To create a sustainable market in centre of town, giving local quality producers an outlet for their products. Increasing footfall in town.
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Process/Stages:
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 Strong feelings in town from residents and businesses for a market.
- Stonehaven Business Association linked with local producers and after talks the producers formed their own committee to run the market, with one SBA member on it.
- Links formed with other Aberdeenshire markets to share best practice
- Stonehaven Business Support Officer and Aberdeenshire Council in a facilitating and support role assisted the group through set-up/funding.
- Group identified a SBA member to set-up the stalls each month for payment
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Outcomes/Results:
- Market commenced in April 2005 and is trading successfully.
- The producers run their own market, with SBA working in partnership
- Sustainable through producers paying a small sum to attend each market
- Sustainable as an interested person is engaged in set-up each month. (This was a key factor)
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Learning Points:
- Much was gained by liaising with existing local market organisers and traders to share best practice.
- Gathering opinions on the market prior to commencement, was essential and this has been identified as a process that needs to be ongoing to ensure the continued success of the market.
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Contact Information: Jacqui Christie, Business Support Officer, email
Kathy Gledhill – market secretary: email
www.stonehavenbusiness.co.uk then click on useful link to Farmers Market
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Sweden
Kungälv
Project Title: Marstrand charrette
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Description:
A new way of having inhabitants involved in the planning process.
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Objectives:
To set a common picture of the future development of the Iceland Marstrand – one of Europe’s most famous sailing sites
Involve people from different parts of the community in close collaboration about harbour development, housing and company development, set levels for expected growth etc.
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Process/Stages:
To the charrette different actors are invited. People from other similar places, referring to their own experiences, case studies from abroad etc. Seminars related to exploitation and community development.
A 3 days session, activities day around. Different groups were selected to create their visions and plans.
An exhibition was held where the different groups results were presented and analysed.
The material from the charrette including the groups work was sent out for public review.
Comments and suggestions were taken in to consideration adjustments were done. Based on this the city council has got a good platform for the continuing work with detailed exploitation planning for Marstrand.
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Outcomes/Results:
- A new arena for people to meet.
- A better understanding between different interests
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Learning Points:
- Charette is a concept. Prepare carefully – we did!
- Underline that the charette is for the public, not for selected memebers!
- When you have gone thorugh the process – don´t change direction. It´s about trust!
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Contact Information: Bengt Gustafsson
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Stromstad
Project Title: Town Team Stromstad
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Description: Members from local organisations; shopowners, companies within tourism, manufacturing, consulting, shipping, real estate. Politicians and officers of the local authorities.
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Objectives:
- A sustainable development of Strömstad as a destination and a place to live.
- Create an attractive city centre that can be reached by everybody. Pedestrians, elderly, bikers, wheelchairs, cars…
- Form a foundation for future development of all kinds
- To learn from each others and about each others businesses
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Process/Stages:
- Forming Town Team.
- Swot analysis of our town.
- Priority list of what to do and when.
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Outcomes/Results:
- Broader understanding of why things are being done
- Making better priorities
- Making better decisions with a broader knowledge
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Learning Points:
- Make people communicate and talk to each other instead of about each other
- Someone must be the leader and “steer” the project
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Contact Information: Solweig, Adolfsson, project leader SusSET +46526623 31, email
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Poland
Puck and Green Space (see ‘Environmental Quality’ component)
Examples from Elsewhere
Granollers, Spain (population 52,000):
Small Retail Co-operation - Role Models
Spanish Town Centre Management schemes are typically totally retailer-led projects, which receive little or no support from the local government. As a result, the schemes tend to have an overly strong business focus and overlook the important social aspects associated with town centres. However, a unique approach to TCM was taken in Granollers. A group of independent retailers came together in 1994 to unite against the threats posed by large-scale retail outlets near the town. The project is run by a board of trustees. Its overall aim is to reclaim the vital socio-economic role of trade and retail. The vision of ‘city, culture, commerce’ was successful on all three accounts. Retailers were encouraged to invest in their city by supporting local charities and co-sponsoring community-building events. The project worked to create pedestrianised streets within the town centre to bring the community together. These ‘pedestrian islands’ also serve as a platform for local cultural activities. The issuing of town centre loyalty cards at competitive rates helped to build a large clientele base of local residents. The retailers are now role-models in their community, and the scheme is booming with 75% retail participation. (www.atcm.org)
Cesena, Italy (population 92,000):
Showcasing Culture
Italy has no legal precedent in place in to supports the public-private partnerships, which are so important to TCM projects. Cesena, however, found an innovative way of overcoming this problem. After losing local shoppers to out-of-town developments, local retailers decided to take action. They joined together with two national retail trade associations in 2003. These national associations gave them the technical expertise to form stronger business plans. The national associations also acted as intermediary to engage the co-operation (and funding) of the local town council and the chamber of commerce. The TCM project now runs as a board-led association. It works to attract residents and visitors by promoting the town’s rich cultural heritage. Local businesses reward loyal customers with tickets to museums and cultural events. It has also overcome accessibility issues to the pedestrianised centre by providing underground car parks outside the town centre. These points are then serviced by 24 hour park-and-ride facilities. The project’s success has been rewarded through increased business membership. Even though they are not legally required to do so, voluntary retail contributions make up almost a third of the project budget.
Darwen, UK (population 137,470)
Managing Regeneration
Like so many smaller towns in the UK, Darwen has suffered from the loss of manufacturing jobs. Its town centre suffered physical deterioration for many years until complete physical regeneration was needed. The Council wanted to provide the most appropriate solution it could to revitalise the town centre. It believed TCM should be employed to ensure the sustainability of the physical upgrading. The management team makes decisions through a series of steering group committees. The Council has been solely responsible for securing project funding from outside agencies. Decision-making responsibilities have been delegated to a board, which is made up of a diverse range of stakeholders. This includes civic societies, business associations, local developers and individual residents. This consultative approach has led to the approval of a masterplan, which should create a thriving town centre. The project prides itself on flexibility through an informal approach to decision making. It has been incredibly successful in engaging the local community into the regeneration process.
(www.atcm.org)
Principal Contacts
See www.atcm.org/europe/EFTC-(The-European-Federation-of-Town-Centres).php
See also www.netzwerkstadt.net for Austrian examples
‘Business Improvement Districts’ – see www.bids-scotland.co.uk or www.local.odpm.gov.uk/finance or www.communities.gov.uk/publications
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