The Portas Pilots

25 June 2012

The Portas Principles

To help the first twelve Pilot Town Teams deliver with conviction and creativity we have developed a series of seven principles. These will ensure the pilot towns go through the same methodology and process, anchoring their work in real data and ensuring its sustainability and scalability

The 7 Principles

The Town Team Principle 1

The success of the pilot is underpinned by the group support and aligned vision of the “Town Team”.

Right Mix:•Empowered Council Representatives•Retailers and Businesses (large and small)•Landlords•Consumers and local residents

Home:The “Town Team Campaign Room”

Identified Skills and Roles:•Town Team Leader•Financial and Legal•Marketing•Project Management•Community Relations

The Audit Principle 2Before work can begin to bring the Town Teams’ Bid ideas

to life, they need to align these with what the town really needs and ensure that the whole community benefits.

Quantitative:Springboard and the Local Data Company (LDC) are providing factual insight such as:-current footfall-retail offer/mix-town magnets

Conclusions:Analysis of the data will lead to the foundations for the Town Team’s vision to be built from

Qualitative:The Town Team will need to gather information about what the town needs, its strengths and uniqueness

Dashboard 1 - EnvironmentWho, what and where are the retail and leisure magnets in the area.

Twitter @Matthehopkinson The leader in retail location data and insight

Dashboard 2 - DriversAnalysis of offer and attractiveness in profile.

Twitter @Matthehopkinson The leader in retail location data and insight

Dashboard 3 – Internet InterestInternet drivers by type and place.

Twitter @Matthehopkinson The leader in retail location data and insight

The Vision Principle 3

The Town Team can now establish their shared vision, supported by a clear set of desired outcomes. With a clear core vision and objectives decision making will be easier and their ‘Big Idea’ will be responsive to the towns needs, viable and, most importantly, sustainable.

Key Criteria for The Vision:• anchored in shoppers and locality• supported by the audit• financially viable• sustainable• scalable• aligned with town planning

Key Aim for The Vision:Drive Footfall

1. Weekly Essentials2. Social3. Needs Based Services

The Pledge Principle 4

It’s not all about the Town Team!

The whole community needs to get behind the initiatives; turning up, taking part, engaging in the acivities, spending money, telling their friends, driving advocacy and awareness. Everyone has a role to play.

We have called this the pledge and will have a forum to commit this promise on Mary’s website (www.maryportas/portaspilots.com)

Support The Vision:Communities and Stakeholders will need to support the vision but also to pledge to change their behaviour for long term success

Support The Process:Volunteers will be critical to make the vision come to life

The Pledge Principle 4

I pledge to support the work of my local town team

I pledge to put our town first in the way I shop

I pledge to put our town first in the way I socialise

I pledge to put our town first when meeting my daily and weekly needs

(visual for inspiration only)

The Blueprint Principle 5Bringing the vision to life...

A: Create the planOutlining the activities and deliverables which will achieve the objectives

B: Highlight and challenge the obstaclesFrom parking to absent landlords and excessive business rates, whatever will hinder success in the town

C: Utilise the available assetsCommunity resource and national bodies will assist:-BITC-BPF-BCSC-ATCM-NMTF

D: Create the toolkitsMarketing plans, creative design, operational guidelines

E: Timeline and ResponsibilitiesClarify process, key events, timings and who is responsible

F: Present to wider audience to ensure buy-in

Implementation Principle 6 Having decided on the vision, created a blueprint and removed all obstacles, the

Town Team will implement the plan. To do this in line with the Portas Principles the Blueprint will be broken down into manageable mini projects which need a few things:

Project/Operations Manager:Each deliverable needs a designated owner to oversee the organisation of all stakeholders and operations of the project

Marketing Plan:To promote activity and enable the community to honour their pledge to support the Town

Community Relations:On the ground engagement of the entire community, campaigning and canvassing for opinions and support-Schools-Religious Institutions-Businesses-Shops-Residents

Share and Evaluate Principle 7This phase is only for the first 12 Pilot Towns, but 371 towns

wanted to get involved. How can success be shared and celebrated, and every opportunity to learn from the first 12 towns be utilised?

WebsiteDocumenting the good, bad and ugly via a designated town blogger on a website hosted by Mary and her team

On-going AuditingEvaluating objectives as they are, or aren’t met.

National Town Team MeetingsAll 12 town teams are invited to share progress, learn from other towns and strengthen the support network for the Town Teams