Votre ressource mondiale sur le patrimoine
EN
ES
FR
Réf.
42897
Type
conference item
Titre
Community PLC - The role of community groups in supporting local government heritage entrepreneurship
Langues
English
Auteurs
Carrington, Carl
Lieu de publication
Charenton-le-Pont
Pays de publication
France
Maison d'édition
ICOMOS
Date
2018
Titre de conférence
ICOMOS 19th General Assembly and Scientific Symposium "Heritage and Democracy"
Lieu de conférence
New Delhi, India
Date de conférence
13-14th December 2017
Mots-clés
rehabilitation / decline / maintenance / historic buildings / sustainability / cultural heritage / town and country planning / economic aspects / social aspects / prevention of deterioration / public awareness / governance / communities / participation / local communities
Pays mentionnés
United Kingdom
Monuments et sites
Blackpool Winter Gardens
Résumé en anglais
When Blackpool Council decided to purchase Blackpool Tower and Winter Gardens at theheight of the financial crisis in 2009, many people thought the move foolish. Not only were these huge
entertainment complexes listed at Grade I and II, but both were in a poor state of repair. However, localcommunities had been outraged at their physical decline under private ownership and made it clear that
the local authority needed to intervene before things went from bad to worse. The result was aninnovative mix of partnership and direct control that has seen a consistent rise in the profit returned back
to the maintenance of the buildings and an increased interest from major funders, thanks to the supportand close involvement of the local community.
Local government entrepreneurship isn’t a new thing, but cuts on UK public spending since 2009(including serious cuts to the arts and heritage sectors) have forced a back to the future approach and one
in which local communities provide a very real role in supporting both as shareholders in the process andits outcomes.
In this presentation, Carl Carrington examines how local government can steer historic buildings intoprofitable operation in partnership with community groups. The session also looks at how this approach
attracts further funding along the way to deliver a combination of innovative new use and the restorationand preservation of built heritage for future generations.
The presentation will use Blackpool Winter Gardens as a case study where direct control by the Councilhas allowed a high level of public involvement in governance, public access and community activity
alongside profitable business operation. It will outline the challenges in setting up the right stakeholdergroups, business structures, and governance models. Relevant factors for success will be identified,
particularly those transferable into other projects.
entertainment complexes listed at Grade I and II, but both were in a poor state of repair. However, localcommunities had been outraged at their physical decline under private ownership and made it clear that
the local authority needed to intervene before things went from bad to worse. The result was aninnovative mix of partnership and direct control that has seen a consistent rise in the profit returned back
to the maintenance of the buildings and an increased interest from major funders, thanks to the supportand close involvement of the local community.
Local government entrepreneurship isn’t a new thing, but cuts on UK public spending since 2009(including serious cuts to the arts and heritage sectors) have forced a back to the future approach and one
in which local communities provide a very real role in supporting both as shareholders in the process andits outcomes.
In this presentation, Carl Carrington examines how local government can steer historic buildings intoprofitable operation in partnership with community groups. The session also looks at how this approach
attracts further funding along the way to deliver a combination of innovative new use and the restorationand preservation of built heritage for future generations.
The presentation will use Blackpool Winter Gardens as a case study where direct control by the Councilhas allowed a high level of public involvement in governance, public access and community activity
alongside profitable business operation. It will outline the challenges in setting up the right stakeholdergroups, business structures, and governance models. Relevant factors for success will be identified,
particularly those transferable into other projects.
Document joint
5._ICOA1211_Carrington_SM.pdfLicence
Creative Commons Attribution-Non Commercial-Share Alike (BY-NC-SA)
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