This paper seeks to promote a people‐oriented approach to place management. The author asks: Why do we need place management? What can place management do? How are place managers responding? and What should place management do?
The author reviews theoretical problems and the solutions that are implied. The author analyses policy with respect to these theories to provide practical recommendations for place managers.
The author finds that people‐managed places: are developed through use not by function; foster cooperation and collaboration; are inclusive and open to newcomers; and have infrastructure for bottom‐up management.
Although this paper draws upon evidence and policy from the UK, the recommendations are broadly applicable to any location. Place managers should: start with current place users; consider the needs of potential place users; define place‐based rights and responsibilities; encourage collaboration between those with different uses of place; cross boundaries and work with their neighbours; and internalise externalities through place‐making and leadership.
The paper explains and supports the principle of people‐managed places through demonstration with practical recommendations. The paper draws upon the concepts of market externalities, cooperative game theory, social solidarity, cluster theory and emergence, to explain the importance that civil society plays in place management.
