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PLACE GUIDE: A PROCESS FOR IMPROVED PLACE-BASED DECISION MAKING SCOTTISH FUTURES TRUST


7


Example scenarios


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‘Fragile town centre’


Town centres can be framed as ‘ellipses’ covering wide areas. But when we embark on asset rationalisation or service re-design initiatives, these often result in hubs and clusters and campus models on the edge or outside the ellipse, far away. These work for their own internal functional needs but no longer relate to the wider ellipse and the town centre begins to decay.


A Place-based approach might offer an alternative through intentionally creating hubs and clusters and campuses that meet service need and connect communities – and enable co-production through the design and location of these spaces, like planets orbiting the ellipse.


The concentration of local public services and experiences around the ellipse, or within it, feed the local economy, support local business, enable local partnerships. This is because a place that works is a key component of the experience of communities. ‘Serviceland’ (a tendency for the public sector to only think about what it is producing) is only one part of some peoples’ daily lives, and only rarely.


‘Excellence & inclusion’


A nationally significant institution is located in a place because some key natural infrastructure is only available there. Its HQ needs re-modelled and redesigned for 21st century needs, with a likely investment of tens of millions of pounds.


Yet around the HQ is the poorest neighbourhood in the city: tens of £ millions investment into this place could make a big difference.


Rather than drawing a project boundary around the site, a Place-based approach can be used to consider how its investment can support the communities of the area. This means careful consideration of the form and relationship of the HQ to the place. Learning partnerships, mentoring partnerships and shared spaces with a local school; better connected public realm and other community opportunities can form part of the new investment. Not doing so increases the risk of missed opportunities to maximise impact, possibly worsen local conditions, and exacerbate future regeneration need.


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