Town Centre Management - 237 'Vital and Viable' Factors

As part of our series on vital and viable high streets, the High Streets Task Force is presenting 'evidence on a page' summaries of over 200 factors that influence the success of high streets. Here we address town centre management. Town centre management originated as a direct response to the challenges of out-of-town shopping and can be defined as “the search for competitive advantage through the maintenance and/or strategic development of both public and private areas and interests within town centres, initiated and undertaken by stakeholders drawn from a combination of the public, private and voluntary sectors''.

Date added 16 November 2021
Last updated 16 November 2021

In the context of the high street, town centre management, as a predecessor of place management, has paved the way on the importance of co-operation, effective place stakeholder relationships, and the need to develop effective partnerships to tackle different aspects of town and city centre decline (leisure provision, public health, cleanliness, poor image, publicity, etc. (Tomalin and Pal, 1994).

Town centre management can be a part of the multifaceted strategic planning and promotion attempts on the high street. Its integration in emerging place management models that successfully merge retail, heritage-led local identity and social cohesion (Coca-Stefaniak et al., 2010) can be considered as a positive step towards vitality and viability.

Town centre management is one of 237 factors that have been identified as influencing the vitality and viability of the high street.

For more information and further reading, download the pdf 'evidence on a page'. The page contains information about this factors place within the 237 factors identified and: whether it is a component factor of one of 25 'vital and viable' priorities; how the factor scores in terms of influence, place management control, and priority.

To read more about vital and viable high streets, see