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1.
Introduction
Thank you everyone for turning up today, great turn out that testifies to the growing interest in the management of the NTE and the importance of this, and the importance of ATCM launching not just a series of seminars but a membership category devoted to this endeavour. I think this shows just how important ATCM deems this area to be in no small part aided by the estimated valuation of the NTE released by MAKE Associates at 66bna truly incredible figure.
Intentions of session:
Give a introduction to the scheme and its framework how it works
Look at the benefits of Purple Flag as a programme
Provide an update on where the programme is we are in a period of transition from a small initiative to a national/international one development is the focus of our attention
Attendees here will be mostly new to the scheme who may be familiar, those who currently hold PF and are members of the PF Exchange Network (our PF club) and those affiliated with towns/cities currently going through the entry process in the latest round. Try and raise points that should be of interest to all we all know that trying to please everyone works every time so I thought that was the way forward.
Introduction
Thank you everyone for turning up today, great turn out that testifies to the growing interest in the management of the NTE and the importance of this, and the importance of ATCM launching not just a series of seminars but a membership category devoted to this endeavour. I think this shows just how important ATCM deems this area to be in no small part aided by the estimated valuation of the NTE released by MAKE Associates at 66bna truly incredible figure.
Intentions of session:
Give a introduction to the scheme and its framework how it works
Look at the benefits of Purple Flag as a programme
Provide an update on where the programme is we are in a period of transition from a small initiative to a national/international one development is the focus of our attention
Attendees here will be mostly new to the scheme who may be familiar, those who currently hold PF and are members of the PF Exchange Network (our PF club) and those affiliated with towns/cities currently going through the entry process in the latest round. Try and raise points that should be of interest to all we all know that trying to please everyone works every time so I thought that was the way forward.
2. The Civic Trust conducted considerable research into the are of the NTE and produced the Nightvision report Town Centres for all in2006. This marked a conclusion of 3 years of research following the introduction of the Licensing Act, and sparked a series of practical pilot initiatives aimed at raising the quality and broadening the appeal of town centres.
The research showed that many more people would use town centres at night if they were safer, more accessible and offered more choice (read the NightVision Report and the Summary of NightVision). This was a considerable research exercise that was extremely innovative.
A good mix of clientele can lessen intimidation and improve perceptions. Commander OBiren commenting on self-regulation in public spaces stated get the right mix of people out on the streets and the streets will police themselves
A wider range of attractions and consumers leads to longer term economic viability
An accreditation scheme:
The gold standard" for entertainment and hospitality zones at night
A brighter imageTo change perceptions
A stronger economy: To raise the quality & broaden the appeal
A more vibrant nightlife: Greater choice and diversity
To improve the experience of going out
A cause for celebration!To inspire & celebrate success -framework to incorporate those doing a fantastic job already but also flexible enough to offer those at the other end of the spectrum a chance to improve.
It is clear from our position now to note that evening and NTE are now vital ingredients in the appeal of town/city centres at night, a point emphasised by the NightMix index which looks at the value of NTE across the UK, which concludes that there is life after dark and it can have considerable economic clout. And a point of view highlighted in previous presentations
The Civic Trust conducted considerable research into the are of the NTE and produced the Nightvision report Town Centres for all in2006. This marked a conclusion of 3 years of research following the introduction of the Licensing Act, and sparked a series of practical pilot initiatives aimed at raising the quality and broadening the appeal of town centres.
The research showed that many more people would use town centres at night if they were safer, more accessible and offered more choice (read the NightVision Report and the Summary of NightVision). This was a considerable research exercise that was extremely innovative.
A good mix of clientele can lessen intimidation and improve perceptions. Commander OBiren commenting on self-regulation in public spaces stated get the right mix of people out on the streets and the streets will police themselves
A wider range of attractions and consumers leads to longer term economic viability
An accreditation scheme:
The gold standard" for entertainment and hospitality zones at night
A brighter imageTo change perceptions
A stronger economy: To raise the quality & broaden the appeal
A more vibrant nightlife: Greater choice and diversity
To improve the experience of going out
A cause for celebration!To inspire & celebrate success -framework to incorporate those doing a fantastic job already but also flexible enough to offer those at the other end of the spectrum a chance to improve.
It is clear from our position now to note that evening and NTE are now vital ingredients in the appeal of town/city centres at night, a point emphasised by the NightMix index which looks at the value of NTE across the UK, which concludes that there is life after dark and it can have considerable economic clout. And a point of view highlighted in previous presentations
3. What we have now is
Purple Flag is the accreditation scheme for better town centres at night. Its aims are to raise standards in the management of our centres and to broaden their appeal.
The Home Office, the police, business, town centre partnerships, trade Bodies and commercial companies have all come on board to support Purple Flag, demonstrating the widespread understanding of the benefits that the scheme can bring.
What we have now is
Purple Flag is the accreditation scheme for better town centres at night. Its aims are to raise standards in the management of our centres and to broaden their appeal.
The Home Office, the police, business, town centre partnerships, trade Bodies and commercial companies have all come on board to support Purple Flag, demonstrating the widespread understanding of the benefits that the scheme can bring.
4. Lovely collage of images from our current holders and orientated around our awards ceremony which was held in Nottingham last NovemberLovely collage of images from our current holders and orientated around our awards ceremony which was held in Nottingham last November
5. Based on good practice and research we suggest town centre leisure districts should achieve these four standards as a minimum:
They should be clean and safe, welcoming and hospitable
They should offer safe affordable late night transport
They should offer a choice of attractions for varied ages and tastes
They should be stimulating places and destinations
Offers the basis outline of the framework and each section breaks down into 6 further criterion extensive framework and is holistic, all encompassing in nature aiming to cover all aspect of NTE giving towns.cities the opportunity to feedback on key elements and considerations of the Nte.Based on good practice and research we suggest town centre leisure districts should achieve these four standards as a minimum:
They should be clean and safe, welcoming and hospitable
They should offer safe affordable late night transport
They should offer a choice of attractions for varied ages and tastes
They should be stimulating places and destinations
Offers the basis outline of the framework and each section breaks down into 6 further criterion extensive framework and is holistic, all encompassing in nature aiming to cover all aspect of NTE giving towns.cities the opportunity to feedback on key elements and considerations of the Nte.
6. 1.Wellbeing Welcoming, Clean and Safe
7. 2. Movement A Secure Pattern of Arrival, Circulation and Departure
8. 3. A Broad Appeal A Vibrant Choice and a Rich Mix
9. 4.Place A Stimulating Destination and a Vital Place
10. The Policy Envelope A Clear Aim and a Common Purpose What is hoped is that the further centres progress in the programme the standards expected are raised in line with best practice. What is seen as outstanding now will become the norm in future develop an upward sprial of improvement and development across the country.
Feedback is also given on specific areas for improvement in preparation for the 12 month review whilst most towns and cities fared well in customer care (street pastors, taxi marshalls, safebus etc) there is room for improvement in public realm design at night and diversifying users of spaces and uses themselves.
Liverpool as reported in Nightmix from MAKE associates this month Mike Cockburn, have achieved PF and have used this as a tool to drastically improve their NTE encouraging further investment and outlining a vision for the future. Now looking at innovative forms of management such as micromasterplans for key problem areas such as Concert Sq. and the Cavern Quarter and developing a culture of public space design in the NTE e.g. looking a taxi rank re-siting, lighting, wider pavements in key NT footfall areas.
A partnership
1. Purple Flag Area Map: the area to be assessed. Must be able to support the PF framework
2. Purple Flag Snapshot: key details about your centre, population, initiatives in place, partership details, strategy documentation
Overnight appraisal: get out there a view the NTE for yourself with the partnership assess where you are and what could be improved. Link to perception surveys etc and repeat as necessary.
3. Self Assessment Form Assess yourself initially and submit to ATCM who then arrange an overnight appraisal with two trained PF assessors who will make value judgements and review your documentation.
4. Entry Form and Fee
What is hoped is that the further centres progress in the programme the standards expected are raised in line with best practice. What is seen as outstanding now will become the norm in future develop an upward sprial of improvement and development across the country.
Feedback is also given on specific areas for improvement in preparation for the 12 month review whilst most towns and cities fared well in customer care (street pastors, taxi marshalls, safebus etc) there is room for improvement in public realm design at night and diversifying users of spaces and uses themselves.
Liverpool as reported in Nightmix from MAKE associates this month Mike Cockburn, have achieved PF and have used this as a tool to drastically improve their NTE encouraging further investment and outlining a vision for the future. Now looking at innovative forms of management such as micromasterplans for key problem areas such as Concert Sq. and the Cavern Quarter and developing a culture of public space design in the NTE e.g. looking a taxi rank re-siting, lighting, wider pavements in key NT footfall areas.
A partnership
1. Purple Flag Area Map: the area to be assessed. Must be able to support the PF framework
2. Purple Flag Snapshot: key details about your centre, population, initiatives in place, partership details, strategy documentation
Overnight appraisal: get out there a view the NTE for yourself with the partnership assess where you are and what could be improved. Link to perception surveys etc and repeat as necessary.
3. Self Assessment Form Assess yourself initially and submit to ATCM who then arrange an overnight appraisal with two trained PF assessors who will make value judgements and review your documentation.
4. Entry Form and Fee
12. What we have now is
Purple Flag is the accreditation scheme for better town centres at night. Its aims are to raise standards in the management of our centres and to broaden their appeal.
The Home Office, the police, business, town centre partnerships, trade Bodies and commercial companies have all come on board to support Purple Flag, demonstrating the widespread understanding of the benefits that the scheme can bring.
What we have now is
Purple Flag is the accreditation scheme for better town centres at night. Its aims are to raise standards in the management of our centres and to broaden their appeal.
The Home Office, the police, business, town centre partnerships, trade Bodies and commercial companies have all come on board to support Purple Flag, demonstrating the widespread understanding of the benefits that the scheme can bring.
13. What we have now is
Purple Flag is the accreditation scheme for better town centres at night. Its aims are to raise standards in the management of our centres and to broaden their appeal.
The Home Office, the police, business, town centre partnerships, trade Bodies and commercial companies have all come on board to support Purple Flag, demonstrating the widespread understanding of the benefits that the scheme can bring.
What we have now is
Purple Flag is the accreditation scheme for better town centres at night. Its aims are to raise standards in the management of our centres and to broaden their appeal.
The Home Office, the police, business, town centre partnerships, trade Bodies and commercial companies have all come on board to support Purple Flag, demonstrating the widespread understanding of the benefits that the scheme can bring.
14. What we have now is
Purple Flag is the accreditation scheme for better town centres at night. Its aims are to raise standards in the management of our centres and to broaden their appeal.
The Home Office, the police, business, town centre partnerships, trade Bodies and commercial companies have all come on board to support Purple Flag, demonstrating the widespread understanding of the benefits that the scheme can bring.
What we have now is
Purple Flag is the accreditation scheme for better town centres at night. Its aims are to raise standards in the management of our centres and to broaden their appeal.
The Home Office, the police, business, town centre partnerships, trade Bodies and commercial companies have all come on board to support Purple Flag, demonstrating the widespread understanding of the benefits that the scheme can bring.
15. So how far have we got with the programme?
R2 winners:Mix of towns from seaside towns, to larger cities and smaller towns (Halifax and High Wycombe) beginning to show the diversity and appeal of PF to a range of places the bar was set high in the earlier rounds with the pathfinders (larger cities) but it is intended to be accessible for those who are at the front of the pack when it comes to managing their NTE . Further being emphasised with ATCMs GFPF workshop on Friday run in conjunction with the Historic Towns Forum.
Diageo and Home Office: The Home Office has kindly agreed to support the Purple Flag programme with a further grant for 2010-11The work programme is to include the 12 Home Office priority locations, where intensive support visits are to be made. This relates to their previous programme of 50 priority towns, which ATCM are following now getting involved in.
GFPF Workshops -Multi-sector and interactive workshops for those considering entering Purple Flag, including roadshows and the intensive Purple Flag Kickstart events that may introduce mentors from winning projects. Next one is being delivered with HTF and the one after will be around April at the launch of R4 this presentation is a distilled version of the workshop which goes into detail about the application process and the mechanics of it all.
Development programme - The Purple Flag development programme that works with local partners to establish baseline positions (using the Purple Flag Core Agenda), agree objectives and commit to getting from A to B often involving a menu of relatively small-scale measures. ATCM has developed a sequence of modules that can be offered together or in isolation depending on the need. Southwark and Brixton.
So how far have we got with the programme?
R2 winners:Mix of towns from seaside towns, to larger cities and smaller towns (Halifax and High Wycombe) beginning to show the diversity and appeal of PF to a range of places the bar was set high in the earlier rounds with the pathfinders (larger cities) but it is intended to be accessible for those who are at the front of the pack when it comes to managing their NTE . Further being emphasised with ATCMs GFPF workshop on Friday run in conjunction with the Historic Towns Forum.
Diageo and Home Office: The Home Office has kindly agreed to support the Purple Flag programme with a further grant for 2010-11The work programme is to include the 12 Home Office priority locations, where intensive support visits are to be made. This relates to their previous programme of 50 priority towns, which ATCM are following now getting involved in.
GFPF Workshops -Multi-sector and interactive workshops for those considering entering Purple Flag, including roadshows and the intensive Purple Flag Kickstart events that may introduce mentors from winning projects. Next one is being delivered with HTF and the one after will be around April at the launch of R4 this presentation is a distilled version of the workshop which goes into detail about the application process and the mechanics of it all.
Development programme - The Purple Flag development programme that works with local partners to establish baseline positions (using the Purple Flag Core Agenda), agree objectives and commit to getting from A to B often involving a menu of relatively small-scale measures. ATCM has developed a sequence of modules that can be offered together or in isolation depending on the need. Southwark and Brixton.
16. We are looking towards the Raising the Profile Flying the flag initiative:
raising the profile of Purple Flag nationally and successful centres locally
changing negative perceptions
attracting a more diverse clientele
generating growth and
rewarding successful participants in the Purple Flag programme with solid benefits
The flow chart describes a virtuous cycle:
entering and assessing Purple Flag
winning and celebration
marketing and promotion
recording change and improvement, leading to
renewing Purple Flag accreditation.
There are 3 innovative elements:
We current have a PF NTE metrics group that is developing NTE KPIs in order to underpin the
initiative with a solid evidence base which demonstrates economic & social benefits. This
innovative development work is vital to the future of the initiative and breaks new ground in NTE measurement.
KPIs. The research, development and adoption of 7 KPIs on a phased basis for all entries and renewals, for local marketing and promotional strategies and for measuring subsequent change and improvement. The 7 are:
Crime & Anti-social Behaviour e.g. reduction in alcohol-related crime and ASB
Alcohol and Health e.g. reduction in alcohol-related hospital admissions
Perceptions e.g. increase in those who feel safe in the town centre at night
Volume and Value e.g. increase in volume of business, rise in ranking, jobs and workspace
Footfall e.g. increase in footfall for four Purple Flag time bands
Composition e.g. improvement in diversity and choice
Patronage e.g. increase in appeal to missing market
Previous reliance on anecdotal evidence, which is ok while the programme is developing, but we need to start pinning down key economic and social benefits by helping areas benchmark their centres and communicate measurable benefits these to key stakeholders who are supporting the programme, potential entrants, and the public.
PF has prided itself on not being too prescriptive and it hopes to retain that element, however there is a call for statistics and comparable data. Purple Flag has been associated with positive outcomes
Covent Garden. Leicester Sq. perception survey 81% said never felt unsafe, 75% said areas was clean and safe.
Liverpool evaluated lights night and found that 49% of people were new clientele presenting new opportunities for the centres
From our R2 winners we have seen that:
3. There has been a 7.2% reduction in alcohol related crime in High Wycombe between 2008/09 and 2009/10
4. In Bristol within numerous wards (which fall inside the PF area) violent crime has reduced by 18% over the last twelve months and serious violent crime by 38.1% (2009/10) as part of the new "No Nonsene in Bristol" Programme.
5. In Oxford the Talkback survey showed that 74% of the respondents felt that the city centre was currently clean.
6. In Halifax crime has steadily decreased in recent years. From April 2008 to March 2010 an overall crime decrease of 15% was reported (WY Police Crime Figures 2008-2010).
It is evident that PF has some contribution to these statistics given the holistic and rigorous nature of the scheme. Obviously the Winning characteristics are not altogether attributable to PF but the scheme validates current activities as well as gives pause for thought on others it offers the framework and encouragement for future delivery of NTE management in a coherent way.
We have introduced KPIs into our first year renewals that require simply locating or collecting into the light touch/ 12 month reviews of the Pathfinders and further KPIs in to the Round 4 documentation (April 2011) what will begin to emerge are comparable statistics that can track PF progress over a time and better inform ATCM about the management of NTE in a location we also have to be careful not to dig our heels in too deep early on with these developments as the programme is in development.
An alliance with intelligence & data suppliers. Key data for managing the NTE is a black hole, but some data sets are already readily available - they just need to be used (e.g. police and health). Others just need a protocol for collection locally (composition and perceptions). Others require bending to Purple Flags needs (e.g. footfall). Others may require some research and development (e.g. volume and value and patronage). There are three elements:
Springboard and NightMix
A promotional package. A Purple Flag package of advice (via website) and support (via PF Development Programme) for Purple Flag celebration, marketing and promotional initiatives, leading to Purple Flag objectives of wider patronage and choice:
Purple Flag guidelines for devising and managing a local marketing and promotion strategy aimed at attracting missing market: consumer market analysis, NTE offer, market segmentation and development strategy, marketing and promotional strategy, business recruitment programmes, monitoring progress etc.
Light Nights event as high profile centre piece, with aim of changing perceptions e.g. laying down new patterns of loyalty and patronage (i.e. its better than I thought. We should come again)
Benefits
There are clear benefits for Purple Flag, for town centres and for our local partners:
A raised profile for ATCM, Purple Flag, entrants, sponsors and partners
Solid data to track progress and reinforce messages to government, business and the public
Use of Purple Flag locally to change perceptions, improve choice and develop market penetration
Continued growth of Purple Flag.
We are looking towards the Raising the Profile Flying the flag initiative:
raising the profile of Purple Flag nationally and successful centres locally
changing negative perceptions
attracting a more diverse clientele
generating growth and
rewarding successful participants in the Purple Flag programme with solid benefits
The flow chart describes a virtuous cycle:
entering and assessing Purple Flag
winning and celebration
marketing and promotion
recording change and improvement, leading to
renewing Purple Flag accreditation.
There are 3 innovative elements:
We current have a PF NTE metrics group that is developing NTE KPIs in order to underpin the
initiative with a solid evidence base which demonstrates economic & social benefits. This
innovative development work is vital to the future of the initiative and breaks new ground in NTE measurement.
KPIs. The research, development and adoption of 7 KPIs on a phased basis for all entries and renewals, for local marketing and promotional strategies and for measuring subsequent change and improvement. The 7 are:
Crime & Anti-social Behaviour e.g. reduction in alcohol-related crime and ASB
Alcohol and Health e.g. reduction in alcohol-related hospital admissions
Perceptions e.g. increase in those who feel safe in the town centre at night
Volume and Value e.g. increase in volume of business, rise in ranking, jobs and workspace
Footfall e.g. increase in footfall for four Purple Flag time bands
Composition e.g. improvement in diversity and choice
Patronage e.g. increase in appeal to missing market
Previous reliance on anecdotal evidence, which is ok while the programme is developing, but we need to start pinning down key economic and social benefits by helping areas benchmark their centres and communicate measurable benefits these to key stakeholders who are supporting the programme, potential entrants, and the public.
PF has prided itself on not being too prescriptive and it hopes to retain that element, however there is a call for statistics and comparable data. Purple Flag has been associated with positive outcomes
Covent Garden. Leicester Sq. perception survey 81% said never felt unsafe, 75% said areas was clean and safe.
Liverpool evaluated lights night and found that 49% of people were new clientele presenting new opportunities for the centres
From our R2 winners we have seen that:
3. There has been a 7.2% reduction in alcohol related crime in High Wycombe between 2008/09 and 2009/10
4. In Bristol within numerous wards (which fall inside the PF area) violent crime has reduced by 18% over the last twelve months and serious violent crime by 38.1% (2009/10) as part of the new "No Nonsene in Bristol" Programme.
5. In Oxford the Talkback survey showed that 74% of the respondents felt that the city centre was currently clean.
6. In Halifax crime has steadily decreased in recent years. From April 2008 to March 2010 an overall crime decrease of 15% was reported (WY Police Crime Figures 2008-2010).
It is evident that PF has some contribution to these statistics given the holistic and rigorous nature of the scheme. Obviously the Winning characteristics are not altogether attributable to PF but the scheme validates current activities as well as gives pause for thought on others it offers the framework and encouragement for future delivery of NTE management in a coherent way.
We have introduced KPIs into our first year renewals that require simply locating or collecting into the light touch/ 12 month reviews of the Pathfinders and further KPIs in to the Round 4 documentation (April 2011) what will begin to emerge are comparable statistics that can track PF progress over a time and better inform ATCM about the management of NTE in a location we also have to be careful not to dig our heels in too deep early on with these developments as the programme is in development.
An alliance with intelligence & data suppliers. Key data for managing the NTE is a black hole, but some data sets are already readily available - they just need to be used (e.g. police and health). Others just need a protocol for collection locally (composition and perceptions). Others require bending to Purple Flags needs (e.g. footfall). Others may require some research and development (e.g. volume and value and patronage). There are three elements:
Springboard and NightMix
A promotional package. A Purple Flag package of advice (via website) and support (via PF Development Programme) for Purple Flag celebration, marketing and promotional initiatives, leading to Purple Flag objectives of wider patronage and choice:
Purple Flag guidelines for devising and managing a local marketing and promotion strategy aimed at attracting missing market: consumer market analysis, NTE offer, market segmentation and development strategy, marketing and promotional strategy, business recruitment programmes, monitoring progress etc.
Light Nights event as high profile centre piece, with aim of changing perceptions e.g. laying down new patterns of loyalty and patronage (i.e. its better than I thought. We should come again)
Benefits
There are clear benefits for Purple Flag, for town centres and for our local partners:
A raised profile for ATCM, Purple Flag, entrants, sponsors and partners
Solid data to track progress and reinforce messages to government, business and the public
Use of Purple Flag locally to change perceptions, improve choice and develop market penetration
Continued growth of Purple Flag.
17. Here is some programme feedback so far some praising the expected value of PF in future and other praising the process of entering itself. What comes across for me is the optimism with which people are approaching the award and the opportunities for leverage it affords.
Liverpool as reported in Nightmix from MAKE associates this month Mike Cockburn, have achieved PF and have used this as a tool to drastically improve their NTE encouraging further investment and outlining a vision for the future. Now looking at innovative forms of management such as micromasterplans for key problem areas such as Concert Sq. and the Cavern Quarter and developing a culture of public space design in the NTE e.g. looking a taxi rank re-siting, lighting, wider pavements in key NT footfall areas.
Here is some programme feedback so far some praising the expected value of PF in future and other praising the process of entering itself. What comes across for me is the optimism with which people are approaching the award and the opportunities for leverage it affords.
Liverpool as reported in Nightmix from MAKE associates this month Mike Cockburn, have achieved PF and have used this as a tool to drastically improve their NTE encouraging further investment and outlining a vision for the future. Now looking at innovative forms of management such as micromasterplans for key problem areas such as Concert Sq. and the Cavern Quarter and developing a culture of public space design in the NTE e.g. looking a taxi rank re-siting, lighting, wider pavements in key NT footfall areas.
18. Marketing and Communications plan was developed in May 2010 with a range of ideas, activities and actions and this has been acted upon critical focus to find industry support, government backing and sponsorship, very much like the Green and blue Flag schemes. This has been achieved to a degree but there are many further opportunities to explore.
The main activities we have been undertaking are:
Making links with Edelman who can support us in terms of public engagement- they are discussing the PF initiative with contacts at the Press Association to get the initiative out there nationally. We will be looking at two strategies that focuses on public awareness and industry bodies to get targeted messages out there critical that we involve KPIs in these activities (testimonials form ministers, industry body representatives, successful entrants) to create angles.
Support for PF holders locally Michelle will focus on this aspect asking what you need form ATCM at a local level and what you have been doing to promote PF in your towns/cities.
There is a need to pull our activities into a formal timeframe following the chaotic nature of the summer and Round 2. This will need coordinating will Edelman to ensure that our activities are integrated. It will take some time to develop the scheme and to get it into peoples conscience, PF has only been launched for 12 months and is already making considerable progress in my opinion.
Update on fees
<50k 1500 +VAT Rewnal (every 12 months) 500 + VAT
50-200k 2250 + VAT Renewal (every 12months) 750 + VAT
>200k 3000 + VAT Renewal (every 12 months) 1000 + VAT
Like to think the benefits of entry and obtaining PF as well as the ongoing benefits from holding the award outweight the modest cost.
Marketing and Communications plan was developed in May 2010 with a range of ideas, activities and actions and this has been acted upon critical focus to find industry support, government backing and sponsorship, very much like the Green and blue Flag schemes. This has been achieved to a degree but there are many further opportunities to explore.
The main activities we have been undertaking are:
Making links with Edelman who can support us in terms of public engagement- they are discussing the PF initiative with contacts at the Press Association to get the initiative out there nationally. We will be looking at two strategies that focuses on public awareness and industry bodies to get targeted messages out there critical that we involve KPIs in these activities (testimonials form ministers, industry body representatives, successful entrants) to create angles.
Support for PF holders locally Michelle will focus on this aspect asking what you need form ATCM at a local level and what you have been doing to promote PF in your towns/cities.
There is a need to pull our activities into a formal timeframe following the chaotic nature of the summer and Round 2. This will need coordinating will Edelman to ensure that our activities are integrated. It will take some time to develop the scheme and to get it into peoples conscience, PF has only been launched for 12 months and is already making considerable progress in my opinion.
Update on fees
<50k 1500 +VAT Rewnal (every 12 months) 500 + VAT
50-200k 2250 + VAT Renewal (every 12months) 750 + VAT
>200k 3000 + VAT Renewal (every 12 months) 1000 + VAT
Like to think the benefits of entry and obtaining PF as well as the ongoing benefits from holding the award outweight the modest cost.
19. Purple flag logo
