Steven Orr’s Post

Shopfront Enhancement Scheme Success! North East Derbyshire businesses continue to benefit from the Shopfront Enhancement Scheme, with grants up to £10,000 up-for-grabs! Funded through the UK Shared Prosperity Fund. The district has seen several new and improved businesses.   In Clay Cross SB Trophies and 2 new businesses have enjoyed the benefits of the scheme; Exploring Paws and HJS Beauty. Here’s what they have to say. Abbie Williams at SB Trophies: The renovation of the shopfront has provided the opportunity to revamp the interior at the same time, and overall makes the shop look more appealing and inviting, with customers commenting on the well-presented exterior and interior. Hannah Byard at HJB Beauty: The new shopfront has made a big difference to the kerbside appeal of my business. It gives both my regular and any potential clients a good first impression of what they can expect once inside the salon. I have noticed the road noise is dramatically reduced as well making it a more peaceful and relaxing environment. If you have a street-facing commercial property in the district of North East Derbyshire there is still time to apply for the grant to improve the visual appearance of your premises.  Applications are being assessed on a first come, first served basis. Businesses are urged to apply soon if they wish to secure some of the remaining funds. For further information contact economic.development@ne-derbyshire.gov.uk or visit:

The Downtown Business Alliance of Parker (DBA) has been working over the last 3 years on putting together a Business Improvement District (BID) for Downtown Parker. We happy to announce that the BID passed on Election Day. The business and property owners within the boundaries of Downtown Parker, voted to create a Business Improvement District (BID) for the Downtown Parker area. The vote was part of a special TABOR election to authorize use of an assessment levy. Eligible voters are electors which include individuals who are registered to vote and who own property in, or own a business in the BID area. The BID will begin operating in January 2024. The DBA, a volunteer membership organization created to promote Downtown Parker, began soliciting support for the formation of a BID in 2020 after realizing the impacts COVID lockdowns on our businesses. With the assistance of Downtown Colorado Inc. (DCI), and Progressive Urban Management Associates (PUMA). surveys, workshops, and research were conducted to find out what local business and property owners believed to be the highest priorities to help sustain and attract business to Downtown Parker. A BID is a funding mechanism used to improve a downtown or commercial district. The enhanced services provided by the BID are financed through a self-imposed and self-governed assessment. Specific priorities identified by the DBA that are expected to be a focus for 2024: ·       Physical Improvements and Beautification: ·       Marketing, Promotions, and Identity: ·       Economic Development: ·       Special Events: “We’re all in this together in the downtown Parker area,” says Tony Mango, Downtown Parker property and business owner. “We will either all grow together or die together. If my neighbors store fronts are boarded up, it would have devastating consequences on every one of us, and on the opposite end of the spectrum, if they’re thriving, it probably means we are thriving. There have been many downtowns that have died across America, and there have been many that have thrived. This is an important step towards thriving, which helps our entire community.” The BID is managed by a five-person board of directors appointed by Town Council, consisting of three property owners, one DBA Member, and one business tenant. This model is consistent with other BID models throughout the state and the country, and could help reduce administrative costs, leverage resources, and eliminate duplication of services.  “This Business Improvement District is setting Parker up for future success and giving it a competitive edge over our neighboring towns and keeping Parker residents and dollars in Parker,” says Omar Castillo, President of the DBA. “With the growth around us, it’s imperative for Downtown Parker to remain relevant and continue to attract businesses, visitors, and residents to live, work, and play right here in Parker.”  

How should Leeds develop in next five years? LeedsBID is asking city centre businesses to input and shape its Business Plan for 2025-2030. #AD @leedsbid #WhatsOnLeeds #FreeEvents #AddingValue #LeedsBusiness LeedsBID

Yes, Krispy Kreme in Cork City Center is indeed embroiled in a legal challenge to maintain its presence. The American dessert giant, marking its 14th outlet in Ireland with this store, finds itself in a predicament after the local Council flagged concerns about setting an 'undesirable precedent' for future business operations within the city's core commercial district. The Council's policy aims to limit the establishment of various business types, including hot food takeaways and restaurants, at ground level along Primary Retail Frontages, to preserve the area's traditional retail character. Email ben.miller@corkrealestategroup.com for more information. The appeal to An Bord Pleanala by Krispy Kreme is a critical step for the company, as it seeks to overturn the Council's decision. This situation underscores the complex landscape of urban development and commercial enterprises in Cork, reflecting the delicate balance between growth and preservation that cities must navigate. This unfolding scenario highlights not only the challenges but also the opportunities within Cork's real estate and business sectors. For those who are drawn to the vibrant city of Cork, Ireland, and are intrigued by the prospect of engaging in its economic landscape, particularly in the realm of real estate, there exists a unique opportunity to become part of the city's growth story. The Cork Real Estate Group is seeking individuals who are interested in becoming limited partners, offering a chance to invest in the thriving property market of this historic city. As a limited partner with the Cork Real Estate Group, you would be joining a venture that aims to capitalize on the potential of Cork's real estate, leveraging the dynamics of its urban development and commercial expansion. This initiative represents a strategic investment opportunity that combines the cultural and economic appeal of Cork with the goal of generating financial returns. For those who see the allure in Cork's charm and are enthusiastic about the idea of making money through informed, strategic real estate investments, reaching out to become a limited partner with the Cork Real Estate Group could be a rewarding next step. By emailing ben.miller@corkrealestategroup.com, you can inquire further about this opportunity, gaining more insight into how you can participate in Cork's real estate ventures and contribute to the city's development while aiming for financial growth.

CHELSEA IN BLOOM x THE GREATER GOOD - For Cadogan’s results this week, we focused the press on operational growth. Not only was this the strongest story (+22% yoy) it also demonstrates how value (both asset and social) gets created. There were many highlights - from amazing net-zero progress, dozens of new lettings & completion of major developments. But let’s stick with ops. because it leads into a much bigger thematic challenge faced by (mainly listed) CEOs. During my semi-sabbitcal in recent months, I’ve enjoyed many lunches with an array of amazing minds. All of the listed ones bemoan being hostages to NAV and to each one I say the same: stop whacking it in the first par of your press statements and quit using opaque jargon around “asset management” and other such stuff your shareholders (like most normal humans) don’t understand. If you cut the cake on a portfolio, what does the income actually represent? And how do you influence it? People are interested in how property works and if you can explain clearly what you do to create a better place, more people (investors, policymakers, customers) will engage. Like many of the firms I’ve gotten to know over the years - from Landsec and SEGRO in the days of Francis Salway and Ian Coull - Cardigan has been unafraid of being progressive, not just in what it says but in what it does. From the best-in-class marketing it deploys to drive customers (and you can see the results) through to the way it curates occupiers. Decisions may not always please everyone but, as they've said, "enlightened self interest" is honest and effective. In this story, the company's overall NAV increased by 3% yoy, but this hardly reflects the full story. As a message, it also suggests passivity - as if a company has been sitting on its assets waiting for values to increase. Indeed, many have happily done this over the years, but for most listed firms and asset managers, being able to explain the chunky performance fees requires them to be driving value. A key USP here the ability to accept a longer term payback than a typical propco. Here, game-changing projects like the Gaumont (a mixed-use scheme with seven - that's SEVEN - use classes) have rightfully taken years, while the green refurb of Sloane Street only makes commercial sense because Cadogan can consider the value of the GREATER GOOD What's rewarding for the wider sector here, and for other companies seeking comparable to take to their ICs or boards, is that the benefits emerging from long term investments into place, curation, marketing, people and culture are as striking as some of the outfits you'll see on the King's Road this summer. For more detail, listen to the podcast Hugh Seaborn CVO taped with me recent: https://lnkd.in/ecMTmsdr Results: https://lnkd.in/eDjGY2fY Caroline Jennings Sarra Pardali, CEnv Sophia Hamilton-Jones

I normally wouldn’t post this for public viewing; but, under the circumstances, I feel compelled to set the record straight and to avoid any speculation. I have served on the Prosper Economic Development Corporation (PEDC) Board of Directors for the past 10 ½ years as Treasurer and for the past few years as Real Estate Committee Chairman, primarily tasked with acquiring & selling properties to develop Downtown Prosper. Additionally, I have been a part of numerous committees to serve Prosper. After dedicating countless hours and up to two years to acquire some properties, for which I was not being compensated, the PEDC Board felt it was only appropriate that I be compensated for my time, as would any other real estate broker that they may have hired independently. My position with the Board also allowed for confidential discussions regarding targeted properties & strategies to acquire them. In order to be completely transparent & to ensure legality, this matter was presented to our Town attorneys, who reviewed the process & approved it wholeheartedly.   Since that time, I have managed to acquire several properties on behalf of the PEDC and assist the Town in right-of-way acquisitions. As a collective result of the PEDC, we are seeing results, such as the Prosper Wine House, the eventual transition of the Lawn Tech building into future retail and restaurant space & the purchase of a site for an expansion of our Town complex which may include a new library & community center. Several days ago, I was issued an ultimatum by the Town Council to either step down from my position on the PEDC Board & continue to buy & sell real estate or else discontinue my real estate for the PEDC & remain on the Board. During subsequent discussions, it was apparent that there was both missing information & misconceptions in the decision by the Town Council to issue this ultimatum. I requested to meet with the Council to have an open discussion just to make sure they had all the facts, but my request was denied. In an unprecedented move Tuesday night, the Town Council voted to remove me from the PEDC without cause. As with any dismissal, the questions will arise, “What did he do?” I can assure you that I have operated with the highest integrity, with full transparency & with full support of the PEDC Board. My fellow Board members have since expressed their astonishment & disappointment over the way this has been handled. The question remains why? The PEDC has operated with the utmost integrity & transparency, its collective mission being to promote, grow & sustain a strong economy & quality of place for our community. I have had the pleasure of fulfilling our mission alongside many of my fellow Board members. It is a sad day when our community finds its leadership making negative & hurtful decisions based upon egos & personal agendas rather than facts. It is with deep regret that I will no longer be utilizing my expertise & commitment to my community to serve all of you.

What I often say to Early Childhood Centre business owners and managers... You need to market, and you need to do it with maximum effort. There are A LOT of early childhood centres in NZ, and many of them don't necessarily give you a warm fuzzies when you pull back the curtain. In fact, many of their curtains don't give you warm fuzzies either. Thats to say, many of them are just doing the bare minimum and it shows. Home made websites, bad signage, Facebook pages showing no new updates, and very few Google reviews. Owners are then surprised that despite all of this, they aren't getting any or very few new enrolments. In such a saturated market, can you really afford to muck up a first impression?

Networking Power Mark’s network MING provided invaluable insights and connections, crucial for his investment journey. Securing the Deal Using Property Filter, Mark identified undervalued properties. He focused on Oswestry, a market town near Wales, and secured two shops initially listed at £195,000 for £140,000 through strategic negotiation. Market Insight Thorough research on Oswestry’s market, including property values, rental rates, and local demographics, enabled Mark to make informed investment decisions. Overcoming Challenges Initially, the property had two tenants, but one business failed, and the other vacated, turning a seemingly profitable asset into a vacant property. Due Diligence A pre-acquisition survey revealed property issues, including a deteriorating roof. Understanding the property’s condition helped in planning renovations and budgeting. A dilapidations report detailed necessary repairs. Effective Marketing Mark created leaflets and videos, and used social media platforms like Facebook and LinkedIn to reach potential tenants. By joining local groups, he maximised visibility and received numerous inquiries. Securing Leases Strong negotiation skills helped Mark secure favourable lease agreements, ensuring the properties would generate income shortly after acquisition. Handling Dilapidations and Tenant Transition Mark negotiated an exit with the struggling tenant in the smaller shop, allowing a new tenant to lease at a market rate. For the larger shop, he handled dilapidations and prepared the property for new occupancy. Increased Value Mark’s thorough research, effective marketing, and negotiation skills resulted in both shops being leased at market rates soon after acquisition, increasing the property’s value from £140,000 to £245,000 in just 50 days. Here’s the steps to take to increase your commercial property value! Its tried and tested. #wealthmanagement #wealthmindset #wealthmanagemen #wealthbuilding #realestatelife #realestate #propertymarketuk #propertymanagement #property #passiveincome #investments #investmentproperty #investment #investing #financialliteracy #financialfreedom #financialeducation #finance #entrepreneur #cre #commercialrealestate #commercialproperty #commercial #ukcommercialrealestate #commercialpropertyuk

With David Skaith successful mayoral campaign for @ynyca in mind, I was wandering round #Scarborough on Bank Holiday Monday with a #placemanagement eye (as well as antiquing!). The seafront areas on both sides of Spa Bridge were packed for the Bank Holiday. Despite the fact that business owners will have known this from experience, most independents were shut, removing themselves from potential economic benefit. High Streets Task Force 25 #VitalandViable priorities show "The centre should be open when the target catchment requires it to be. If your centre’s activity hours do not meet the needs of the population it should be serving, they will go elsewhere." Yet many business owners retain their weekends 'for family', even after the family can largely look after themselves. We all need time to recharge (and plan), but being closed on on Sundays and Bank Holidays, when footfall is proven, is short-sighted, especially in the current climate of uncertainty. As an example, the market hall has a mixed use basement that is great for spontaneous self-gifting, but only tow or three of the stalls were open on the Bank Holiday. Either the management should have closed the entire building, or incentivised full opening. Anything else is unfair on those who do make an effort and leads to negative online reviews. The local discourse regarding proposals for a "high-end" 4* hotel is an interesting clash in perspectives between residents and the local council. The proposal ignores one of the key CSF for sales - it can cost five times more to attract a new customer, than it does to retain an existing one. If a major hotel company saw North Bay as a potential investment opportunity, would it not have invested already? Walking around the town, there are so many small wins that could be achieved with the recent funding opportunities. Small wins that could generate higher levels of business viability and diversity, and support more visitor nights and associated spend. The two simplest pick-me-ups that I spotted, would be a simple grant application (maximum of 2 pages) that enabled businesses to replace missing lettering on their business signage and to refresh their exteriors. A clean and fresh exterior inspires confidence. If this has to be match funded, then the system needs to guarantee a turnaround of less than 30 days; if a business could afford to do this work now, it would have done. Procurement delays on grant payments put businesses at risk and also damage the reputation of the organisation making the payments. A joint project could also be created that paired tech-savvy students with business owners to ensure that every business is on Google & has the correct opening hours online. Heading for a restaurant that is closed, has a negative impact on the visitor experience of the whole town. But, maybe this is something that #DavidKerfoot and the town board are already working on?