Written evidence submitted by
Eleni Michopoulou, Iride Azara and Claire Roe

Introduction

This submission is in response to the UK Parliament's Culture, Media, and Sport Committee's call for evidence on protecting built heritage. As professionals engaged in research, consultancy, and policy development within the heritage and tourism sectors, we aim to provide evidence-based insights and recommendations. Our collective expertise encompasses heritage management, sustainable tourism, and stakeholder engagement, supported by significant academic research and practical case studies.

We submit this document to address the challenges and opportunities facing built heritage, drawing on multidisciplinary research and real-world applications. By contributing to this inquiry, we hope to support the development of effective policies that safeguard heritage assets while promoting cultural, social, and economic benefits.

Problem statement

The protection and sustainable management of built heritage is critical for cultural preservation, economic growth, and community development. Amid rising environmental and financial pressures, the need to safeguard heritage sites has become increasingly urgent. The UK Parliament's Culture, Media, and Sport Committee seeks to address these issues through targeted policies and stakeholder collaboration.

This response examines the challenges facing heritage sites, explores innovative funding and management solutions, and proposes practical recommendations for ensuring their long-term viability. Through these strategies, we can ensure that built heritage remains a valuable asset for future generations while fostering social, cultural, and economic resilience today. Drawing on insights from recent research, including Azara et al. (2018), Stevens, Azara, and Michopoulou (2018), Dieck et al. (2019), Roe et al. (2022a, 2022b), Cavagnaro et al. (2021), and Rubio-Escuderos et al. (2021), it highlights the critical role of stakeholder engagement, technological innovation, and inclusive policies in ensuring the resilience of heritage assets.

Preserving built heritage is a matter of cultural pride and a critical economic driver. According to VisitBritain, heritage tourism contributes approximately £20 billion annually to the UK economy, supporting thousands of jobs and businesses (VisitBritain, 2023). For instance, sites such as the Tower of London require substantial annual funding to address both conservation and visitor access demands (Historic Royal Palaces, 2022).

1. Challenges for Owners and Operators of Built Heritage

Heritage sites face complex challenges that hinder their sustainable management. These include financial burdens, limited expertise, and evolving demands for inclusivity and engagement.

• Addressing Economic Pressures: Publicly-owned heritage sites frequently experience funding shortages for essential maintenance and preservation. Azara et al. (2018) underscore the difficulty of balancing conservation with increasing tourism demand, which can strain local infrastructure. Without long-term investment, deterioration accelerates, undermining the value of heritage assets. For instance, the historic Wentworth Woodhouse faced years of neglect due to funding challenges before a successful public-private collaboration enabled its restoration (Heritage Fund, 2024). Similarly, Buxton Crescent in Derbyshire underwent extensive restoration funded by the Heritage Lottery Fund, Derbyshire County Council, and private investors. The £70 million project transformed the historic spa into a luxury hotel and visitor attraction, revitalising the local economy while preserving its cultural heritage (Derbyshire County Council, 2024).
• Technological Gaps: Integrating technology can be daunting for heritage site operators, especially when catering to elderly audiences or under-resourced communities. Dieck et al. (2019) demonstrate how virtual reality (VR) and augmented reality (AR) experiences can bridge generational divides and improve engagement for older visitors. For example, the Roman Baths in Bath, UK, have successfully implemented VR tours, enhancing the visitor experience while preserving the physical integrity of the site (Roman Baths Bath, 2024).
• Fostering Community Inclusion: Successful heritage preservation requires active participation from local communities. Barriers to inclusion often arise from a lack of consultation, insufficient representation of marginalized groups, and the prioritisation of tourism over community needs. Roe et al. (2022a) and Wallace & Michopoulou (2023 a,b) highlight the importance of co-creating solutions with stakeholders to ensure resilience, while Cavagnaro et al. (2021) emphasise the need for equitable engagement and shared value creation. For example, projects that neglect to involve indigenous or minority communities in decision-making risk perpetuating cultural erasure. Events like the Ashbourne Royal Shrovetide Football Festival provide examples of how heritage initiatives can foster local pride while stimulating economic activity (Azara et al, 2018).

2. Innovative and Sustainable Funding Models

While economic challenges persist, innovative funding models offer promising solutions for ensuring financial sustainability. Sustaining heritage sites demands creative approaches to financing, combining traditional funding streams with innovative strategies that leverage technology and stakeholder participation.

• Diversifying Revenue Streams: Virtual heritage tours offer an opportunity to generate revenue while maintaining accessibility for a global audience (Dieck et al., 2019). These digital tools not only boost funding but also expand outreach to diverse communities. For example, visitors to Paris can admire Notre-Dame Cathedral (which is not due to reopen to the public until December 2024) through virtual reality (VR). The Notre Dame VR Tour generates significant revenue through immersive, online experiences for international audiences whilst 30% of the ticket price goes to restoration (Eternelle Notre-Dame, 2024).
• Promoting Co-Creation Frameworks: Heritage projects thrive when stakeholders collaborate to deliver shared outcomes. Roe et al. (2022a) advocate for co-creation frameworks where local stakeholders contribute ideas and resources, enhancing the site’s economic and social value. For example, the co-creation initiatives at the Avebury World Heritage Site involved local residents, archaeologists, and tourism authorities working together to develop sustainable visitor strategies while preserving the site's cultural and historical significance (LoGaCulture, 2024). Similarly, in the Orkney Islands, community-led efforts have shaped heritage management plans that reflect local values and traditions, ensuring that development benefits both residents and the preservation of heritage assets (Historic Environment Scotland, 2019). These examples illustrate how co-creation fosters shared ownership, inclusivity, and long-term sustainability.
• Leveraging Cultural Tourism: Events and cultural tourism initiatives remain key revenue drivers. Melpignano and Azara (2019) demonstrate how live events at heritage sites can balance economic benefit and cultural integrity, provided they include equitable benefit distribution. Events like live music festivals at Italian UNESCO heritage sites have successfully attracted younger audiences while preserving historical significance (UNESCO, 2023).

3. Role of Built Heritage in Local Regeneration and Economic Growth

Built heritage drives local regeneration by fostering cultural pride, economic development, and social inclusivity.

• Unlocking Economic Opportunities: Heritage tourism stimulates local economies by attracting visitors, creating jobs, and supporting businesses. Cavagnaro et al. (2021) show that value co-creation strategies can unlock economic benefits while fostering community ownership of heritage assets. According to Historic England, every £1 invested in heritage-led regeneration delivers £1.60 in economic benefits (Historic England, 2019). For example, the Liverpool Waterfront regeneration project successfully leveraged public-private partnerships to create cultural hubs while preserving historic sites. This collaboration revitalised the local economy (£4.1bn in total Gross Value Added) by boosting tourism and providing new opportunities for cultural and creative industries (24% growth in the economic value of the region’s visitor economy) (Liverpool ONE, 2023).
• Enhancing Place-Making Strategies: Roe et al. (2022b) emphasise the importance of storytelling in place-making, where layered narratives engage diverse audiences and strengthen the cultural significance of heritage sites. Interactive VR tools can further enrich these experiences (Dieck et al., 2019). For example, the York Minster VR experience engages visitors with historical narratives while ensuring minimal disruption to the site (York Minster, 2021).
• Ensuring Inclusivity and Accessibility: Inclusivity is essential for maximising heritage tourism’s reach and impact. Michopoulou et al. (2015) and Rubio-Escuderos et al. (2021) emphasise inclusive practices that benefit visitors while promoting industry-wide improvements. Accessible sites attract more visitors, thereby increasing revenue and fostering goodwill (Buhalis & Michopoulou, 2011). The Acropolis Museum in Greece exemplifies this through tactile models and braille guides, setting benchmarks for accessibility (Acropolis Museum, 2021).

4. Environmental Sustainability in Heritage Preservation

Environmental sustainability is a growing priority for heritage sites, requiring innovative solutions to reduce energy consumption and environmental impacts.

• Energy-Efficient Retrofitting: Energy-efficient retrofitting, such as LED lighting and improved insulation, can significantly reduce the carbon footprint of heritage buildings. For example, Historic England reports that careful retrofitting of heritage properties can reduce CO₂ emissions by more than 60% while maintaining their architectural integrity (Historic England, 2020). Additionally, the UK Government highlights that maintenance, periodic renewal, and conservation-focused refurbishment of historic homes can save between 30% and 50% of carbon emissions and up to 40% in energy consumption (Department for Levelling Up, Housing & Communities, n.d.). These approaches demonstrate the potential to balance conservation with environmental sustainability.
• Balancing Footfall and Conservation: High visitor numbers can damage fragile heritage assets, placing strain on their structural integrity and surrounding environments. For instance, sites such as Stonehenge have experienced soil erosion and stress on pathways due to excessive traffic and reckless visitor behaviours (English Heritage, 2021; Lesso, 2023). To mitigate these effects, digital experiences, such as VR and AR tours, offer alternatives to on-site visits. These tools not only reduce the physical impact on heritage sites but also expand access to global audiences, allowing people to explore these locations virtually (Dieck et al., 2019). Furthermore, timed entry systems and crowd management strategies, as implemented at the Alhambra in Spain (Alhambra de Granada, 2024) and the Pompeii Archaeological Park in Italy (BBC 2024), have successfully minimised overcrowding while preserving visitor satisfaction. These measures showcase the potential for balancing conservation needs with sustainable tourism practices.

5. Conclusion and Recommendations

To ensure the resilience and sustainability of built heritage, this paper offers the following recommendations:

1. Foster community-led ownership models: Engage stakeholders and empower local communities to co-create preservation strategies.
2. Embrace digital tools: Introduce VR and AR experiences to improve accessibility, education, and revenue generation.
3. Diversify funding mechanisms: Utilise creative tourism initiatives, grants, and digital outreach programs to sustain long-term investment.
4. Adopt place-making strategies: Integrate layered storytelling approaches to engage diverse audiences and strengthen cultural narratives.
5. Enhance environmental sustainability: Implement energy-efficient retrofitting solutions and balance visitor footfall with conservation priorities.
6. Prioritise inclusivity: Adopt policies that enhance accessibility for all visitors, particularly individuals with disabilities.

By integrating innovation, inclusivity, and sustainability, built heritage can become a catalyst for cultural identity, economic growth, and global leadership in heritage preservation. Protecting our shared history ensures its legacy for future generations while creating dynamic opportunities for local and national development. These strategies align with broader policy goals such as advancing the United Nations Sustainable Development Goals (SDGs) and fostering cultural diplomacy. By linking heritage preservation to global priorities, the UK can strengthen its position as a leader in sustainable cultural heritage management.

Authors:

• Eleni Michopoulou – Associate Professor, University of Derby
• Iride Azara – Senior Lecturer, University of Derby
• Claire Roe – Researcher, University of Derby

January 2025

References

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