Place Management: New Roles for Place Managers in Rebuilding European Wealth

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In the first book about the importance of European place managers, Christer Asplund offers real advice from 35 years' international involvement in the development of thriving places and regions. The book is published at a crucial time for Europe, when the attention of local and regional leaders is focused on the economic development of distinct places. The book Place Management deals with professional management and direction for regional and local growth.

Why is the professional place manager so important for economic growth? In this book Christer Asplund, one of Europe's leading authorities on place management, demonstrates how successful place development and place marketing is shaped by the professional place manager. Asplund builds upon his ground-breaking work with Professor Philip Kotler on marketing places and shows that the winners of the future will be those that understand the vital importance of the place manager.

The book is essential reading for decision-makers who are directly or indirectly instrumental in local and regional development, such as leading politicians and senior officials in government, the local community and academia, as well as company directors, managers and business developers. Place management is a relatively new concept for people who perhaps do not think of themselves as place managers, but who have in reality a vital role in the development of a place, e.

The book Place Management highlights the responsibility of place managers and presents a number of realistic recommendations for practising place management in an active and forceful way. From the wealth of examples in the book, the reader can draw lessons from successful and unsuccessful cases. The book does not sidestep controversial questions and criticises the use of slogans and simple advertising messages. It positions place management in a European economic, historical and social context.

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Christer Asplund's fourth book about place development from a local and regional perspective is concerned with the importance of the place manager. This book was the first of its kind in Swedish and gave rise to a succession of local and regional projects in Sweden and Norway. His next book, Place Hunting International, focused on the success factors of making a place attractive to investment. The third book, Marketing Places Europe, written in collaboration with Professor Philip Kotler, focuses on market related aspects of place development.

The English edition has been translated into Russian, Chinese and Turkish. His new book, Place Management, brings leadership issues to life, with examples from many parts of the world. For 35 years Christer Asplund has worked in hundreds of places in Europe and Asia on local activities to attract talent, investment and increased tourism.

Chapter 4 of the guidance describes the single-agency and multi-agency management tiers that comprise the local framework; their roles and responsibilities; the interaction between the tiers; and the interaction between individual agencies within the tiers. Command, control and co-ordination are important concepts in the multi-agency response to emergencies and this chapter distinguishes between single agency command and control structures often termed gold, silver and bronze and the multi-agency co-ordination structures that may be convened at strategic, tactical and, exceptionally, at operational levels.

It is a generic framework and the principles and procedures underpinning it are flexible enough to be used to manage a wide range of emergencies. However, further guidance is given on the considerations that may apply in relation to:. The effective management of most emergencies will require access to specialist scientific and technical advice. During the response to an emergency, local responders in England are advised to consider establishing a Science and Technical Advice Cell STAC to provide timely and co-ordinated advice on scientific and technical issues.

In Wales, public health advice for strategic co-ordinating groups is provided by health advisory teams HATs. The government operates a scheme of emergency financial assistance Bellwin to assist local authorities in covering costs that occur as a result of work related to the response phase of emergencies. Emergency response and recovery : chapter 4 — responding to emergencies.

The Emergency Planning College EPC is the leading provider of training for emergency preparedness, attracting delegates with responsibility for preventing, planning for, responding to or recovering from a major incident. The EPC runs courses on the care of people as well as other aspects of civil protection. See also National recovery guidance.

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Recovery is a complex and long running process that will involve many more agencies and participants than the response phase. Recovery is defined as the process of rebuilding, restoring and rehabilitating the community following an emergency, but it is more than simply the replacement of what has been destroyed and the rehabilitation of those affected.

Local communities may also look upon an emergency as an opportunity to regenerate an area. Regeneration is about transformation and revitalisation. Emergency response and recovery : chapter 5 — recovering from emergencies. See also The national recovery guidance. Resilient communications are able to absorb or mitigate the effects of disruptions to normal life. Circumstances or events that disrupt normal life include natural events such as flooding, or circumstances that have occurred through human intervention such as an electrical power failure or a terrorist incident.

There is no one simple solution to enhancing the resilience of communications. However, there are 5 guiding principles that, when appropriately applied, lead to enhanced resilience. These are:. The overall resilience of communications arrangements can be considerably enhanced through the use of schemes that are only available within the responder community.

A summary of a selection of technical solutions are provided in this chapter. This covers:. Emergency response and recovery : chapter 6 — resilient telecommunications. Further on resilient communications information can be found on GOV. Humanitarian assistance is about ensuring that those involved and affected by emergencies are properly cared for.

This chapter identifies the key groups of people affected by emergencies, and outlines how their needs can be met. The key groups covered are:. It also gives specific guidance about meeting the long term of the injured, survivors, family and friends. This chapter is primarily oriented towards emergencies occurring in the UK. However, in dealing with overseas emergencies involving UK citizens, agencies should draw on this guidance selectively and pragmatically. Further information is also available in the form of interim national strategic guidance for NHS organisations on psychosocial and mental health care for people following emergencies.

This work has been carried out by the Department of Health. Emergency response and recovery : chapter 7 — meeting the needs of those affected by an emergency. Media interest creates pressure 24 hours a day, so careful planning of staggered handovers between shifts is essential.

Emergency response and recovery : chapter 8 — working with the media. The Emergency Planning College EPC is a training provider for emergency preparedness, attracting delegates with responsibility for preventing, planning for, responding to or recovering from a major incident. They are responsible for supporting local response and recovery efforts, and ensuring that there is an accurate picture of the situation in their area.

If CCA emergency powers are to be enacted a nominated co-ordinator will be required. They will co-ordinate activities under emergency regulations.

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The arrangements outlined in this chapter of the guidance are in line with those in the revised Central government arrangements for responding to an emergency: concept of operations. Emergency response and recovery : chapter 9 — multi-LFR working arrangements formerly regional arrangements. When emergencies occur in Scotland, Wales or Northern Ireland, the response will often require the involvement of the devolved administrations. This section outlines the various devolution settlements and the respective civil protection arrangements. The devolved administrations take on some of the lead government department responsibilities which are carried out by UK government departments in England.

The balance of activity and interaction between the devolved authorities and the UK government in relation to emergencies will depend on the nature of the incident and the devolution settlement. However, the principles of emergency response are the same throughout the UK. The Scottish ministers have devolved responsibilities related to managing the consequences of emergencies in Scotland. Scottish emergency response arrangements are based on the same principles as those that apply elsewhere in the UK.

The Scottish emergency co-ordination arrangements set out the structure for an integrated response to an emergency in Scotland. The arrangements provide for Scottish ministers to act as a focus for communications with the UK government. A strategic co-ordinating group may be established in each police force area to determine the strategy for the response and the appropriate management structures to co-ordinate the local inter-agency response.

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  7. It will provide a national picture of the impact of the emergency which, in turn, can be used to advise and inform decisions on the strategic management of the situation for Scottish and UK government. Emergency response and recovery : chapter 10 — arrangements in Scotland. The pan-Wales response plan sets out the arrangements for the pan-Wales level integration of the Welsh response to an emergency in or affecting Wales. It supports the Wales Civil Contingencies Committee and Welsh ministers in providing briefing and advice on emergencies.

    Response arrangements at the local level in Wales are the same as those in England but take into account devolved functions. If emergency regulations are made covering Wales, the UK government must appoint a Wales emergency co-ordinator. Emergency response and recovery : chapter 11 — arrangements in Wales.

    The Northern Ireland Executive plays an important role in emergencies in or affecting Northern Ireland. Northern Ireland emergency response and recovery arrangements are based on the same principles that apply elsewhere in the UK. Northern Ireland has its own unique administrative arrangements. Details such as the identities of organisations which deliver emergency responses and the arrangements for inter-agency co-ordination differ from arrangements elsewhere in the UK.

    Emergency response and recovery is carried out at local levels by the emergency services, district councils and other public service organisations such as the local office or agency of a government department. At the Northern Ireland level, the strategic response is provided by the emergency services, the Northern Ireland Office or the Northern Ireland Executive, depending on the type of emergency.

    Arrangements are in place to trigger the Northern Ireland Central Crisis Management Arrangements NICCMA in response to actual or anticipated emergencies, and to scale up the level of co-ordination if the situation demands it. The central crisis management machinery is supported by the Office of the First Minister and Deputy First Minister, which will establish the Northern Ireland central operations room, if required.

    Emergency response and recovery : chapter 12 — arrangements in Northern Ireland. In some instances, the scale or complexity of an emergency is such that some degree of central government support or co-ordination becomes necessary. Central government will not duplicate the role of local responders who remain the basic building block of the response to an emergency.

    A designated lead government department LGD or, where appropriate, a devolved administration, will be made responsible for the overall management of the central government response. The balance of activity between UK central government and the devolved administrations will depend on the nature of the emergency and the terms of the devolution settlements. It describes how the UK central government response will be organised, and the relationship between the central, sub-national and local tiers in England, as well as the relationship between the UK central government and the devolved administrations in Scotland, Wales and Northern Ireland.

    It focuses primarily on the response to no-notice or short notice emergencies requiring UK central government engagement, although the approach outlined here can be adapted to manage the response to other crises. The document was originally approved by ministers in , and this updated version reflects revised arrangements in light of recent national emergencies. Emergency response and recovery : chapter 13 — central government arrangements.

    The government runs an emergency response training course.

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    The Central Government Emergency Response Training Course CGERT aims to equip people with the knowledge, skills and awareness necessary for their role in crisis management at the national strategic level. It is also designed to familiarise those in departmental emergency organisations, in devolved and regional government, and in strategic co-ordination groups with the central response structure and processes.

    The directed reading package for module 2 of the course is also very useful for those not planning to attend the course who wish to know more about central government response to emergencies. Further details of the course are available at the Emergency Planning College. Emergency powers are a last-resort option for responding to the most serious of emergencies where existing legislative provision is insufficient.