Developers in Plymouth pay a Community Infrastructure Levy which is held in the City Change Fund. The criteria for that fund require the money to be used for “the provision, improvement, replacement, operation, or maintenance of infrastructure or anything else that is concerned with addressing the demands that development places on an area (Regulation 59C of the CIL regulations 2013).”
The City Council committed £60,000 of the City Change Fund to the Crowdfund Plymouth campaign. That money can be pledged on projects that “help improve the city and make it a better place to live, work and play“. Suitable projects are eligible for matched funding from Plymouth Council of up to 50 per cent of the project cost, up to a maximum of £5,000.
See the guidance on how to apply for this funding.
Gharajedaghi, J. (2011). Systems thinking: managing chaos and complexity : a platform for designing business architecture (3rd ed.). Burlington, MA: Morgan Kaufmann.
The Gene: an intimate history by Siddhartha Mukherjee.
The Silk Roads: a new history of the world by Peter Frankopan. See also an interesting podcast of discussion between Peter Frankopan and Kwasi Kwarteng about the issues raised in the book, organised by Intelligence2,
“Technology is not disruptive, it’s the business model that is disruptive.”
Ambarish Mitra, CEO of Blippar, speaking at TechCrunch Disrupt London 2015.
In a posting on the economics of value and localism Professor John Seddon argues that centralisation of services, rather than reducing cost, generates failure demand that pushes cost up.
“…. managers assume that standardising work cuts costs, yet when they study their services they find that standardised processes prevent the system from absorbing variety. In simple terms, it makes it hard for customers to get what they want, and the organisation consumes more resources as a consequence. It is a hard lesson. But studying the work obliges managers to confront the evidence of their own eyes: while specialisation and standardisation of work lower transaction costs, overall costs of service go up because the factory design creates more handovers, fragmentation, duplication and errors and hence re-work, and generates massive failure demand. Studying the work, they understand a paradox – managing costs creates costs.”
There are useful insights from the comments on his article.