Strategic heritage management of a medieval building. A ‘future for our past’: how can the heritage of Newcastle Cathedral be shared and preserved for the generations to follow?

Abstract

This is a practice-based research project that is formulated as action research. The main aim
for this doctoral research is to investigate, in a ‘heritage context’, the role of strategic
management in Newcastle Cathedral (the case study). The study further aims to contribute
towards an effective strategic response to the economic and social challenges currently faced
by Cathedrals.

The origin and purpose of the research was to provide a strategic focus to help guide
Newcastle Cathedral in its planning and execution of the £4.2 million National Lottery
Heritage Fund (NLHF) that consists of capital works and a three-year activity plan.
Furthermore, it is concerned with delivering a sustainable future for Newcastle Cathedral a
'future for our past'. At the centre of the project is the Common Ground in Sacred Space
(CGISS) ethos, a belief and hope that the common ground will enable the Cathedral to
reposition itself as a ‘heritage destination’ attracting increased footfall and generate multiple
income streams.

The primary question was to ask, ‘What are the principal approaches to strategic heritage
management within a medieval building such as the case study Newcastle Cathedral?’; This
thesis applies mixed methodologies along with an interpretivist ontology to consider the
answer. Central to this study is a series of practice-based pilot projects, including a 2000-mile
cycle relay, action research involving participation from 491 individual stakeholders and over
386 hours of group cycling at a pace that allowed for discussions, observation, and reflection.

The journey to England’s 42 Cathedrals, established the Cathedrals Cycle Route (CCR), a pilot
project which embodies the findings of this research. These pilot projects and the case study
granted significant access, allowing fine-grained methodologies to help unpick how those
encountered construct the world around them, offering rich insight into strategic practices
and processes. They highlighted that for Cathedrals, the need to think strategically is greater
than ever.

The literature begins with an investigation into strategy, followed by a focus on the heritage
industry, revealing how heritage and religion somewhat arbitrarily adopt, adapt or even reject strategic practices. The pilot projects demonstrate this in practice, often revealing the delicate relationship between Management Studies, Heritage and Religion. Much of the original contribution is a result of these pilot projects.

A new decision-making model emerges at the heart of this research; informed by the pilot
projects, the model provides a strategic framework that can be employed at multiple stages,
promoting a strategically balanced approach and exposing gaps in knowledge, faulty
assumptions, and potential sources of risk.

Through the critical analysis of empirical and practice-based methods, the research argues
that such a model is required to ensure a holistic approach; Balancing vision and values withResources, Income, Communities and Sustainability (BRICS) perspectives. BRICS has been
adopted by Newcastle Cathedral and is under review in the wider Cathedral network.

The final pilot project, the CCR, demonstrates how such a holistic approach provides sharper
strategic thinking and can result in a legacy impact for the Cathedral.

Date of Award	23 Nov 2023
Original language	English
Awarding Institution	Northumbria University
Supervisor	Lesley Twomey (Supervisor) & Heather Robson (Supervisor)