Abstract
A public-private partnership (P3) and public-private-people partnership (P4) are amongst the institutional options available when it comes to funding cultural heritage management through the involvement of private players pertaining to the business or third sectors, respectively. In light of the growing relevance of P4 operations as a means to improve heritage management, this paper aims at analyzing the initiatives developed by the Fondazione Cariplo banking foundation, which can be considered exemplary instances of P4. A total of two projects were selected, which go by the name of Distretti Culturali and AttivAree, respectively, and may serve as highly indicative examples of community involvement and multi-sector-oriented action. To conduct a truly realistic analysis and reliably measure the adequacy of the outcomes obtained, interviews with the parties involved were performed and direct participation in the projects was provided for. Considering, also, that funding has, so far, typically been aimed at interventions on individual buildings, the foundation has managed to develop some true cross-sector programs, and thus further refine the multi-sector approach most likely to prove useful in future community-centered initiatives. Herein, some of the features are isolated; those which we deem most suitable for adoption in the planning of future cultural heritage-related projects.
Highlights
Heritage PartnershipsTo an ever-growing extent, partnerships have been recognized worldwide as a viable means of coping with the lack of funding typically affecting the cultural heritage field, both in the literature and its legal aspects
In light of the growing relevance of P4 operations and multi-sector approaches as a means to improve heritage management, this paper focuses on the initiatives developed by the Fondazione Cariplo banking foundation, which may well be considered exemplary instances of P4
A territorial approach is emerging; inner and depopulated areas may well succeed in tackling the crisis caused by large urban agglomerations by resorting to their utterly peculiar resources [55]. Oriented as they are to timely funding focused on individual buildings, at least in relation to built cultural heritage, the small- and mid-sized private and public institutions occurring within the Italian context rarely manage to invest in projects as multifaceted as the one developed in Lombardy by Fondazione Cariplo
Summary
Heritage PartnershipsTo an ever-growing extent, partnerships have been recognized worldwide as a viable means of coping with the lack of funding typically affecting the cultural heritage field, both in the literature and its legal aspects. Because a need for innovative funding tools has emerged, partnerships may prove one of the institutional options best suited at ensuring a re-use of historical buildings for the sake of serving local communities and increasing social awareness and participation [1,2,3,4,5] Their employment may be highly conducive of further long-term conservation and valorization activities that can be accomplished during the management stage, i.e., after completion of the restoration works. The public-private partnership (P3) amounts to a long-term collaboration between public and private entities aimed at fulfilling public duties, by which resources and risks are shared proportionally and based on each partner’s own field of expertise It minimally comprises components of design and build (e.g., construction, renovation, and rehabilitation), but may include components of financing, operations, maintenance, or management [6]. They may pertain to the business sector and be either natural persons, legal persons with for-profit objectives (e.g., private universities), economic operators (e.g., construction companies), or financial institutions (e.g., investment banks, pension funds, and insurance companies) [7]
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