Blackpool Council proposed Heritage Investment Strategy 2026 to 2031

April 2026

"Heritage is not merely a relic of the past; embedded in traditions, stories and places; it helps shape identities, strengthens cohesion and supports inclusive development.

In many contexts, heritage plays a critical role in sustaining wellbeing and connecting individuals and communities to purpose within their physical and social worlds."

Mariz Tadros, Director of the Centre for Religion, Ethics and International Affairs

Foreword

I am proud to introduce Blackpool's Heritage Investment Strategy 2026 to 2031.

Blackpool's heritage is one of the things that makes our town special. It can be seen in the buildings and places that define our streets and seafront and heritage helps us understand who we are, where we have come from and what makes Blackpool unique., Some of these stories are there for everyone to see, but a lot of our heritage is bound up in our neighbourhoods, the stories of the people who live and have lived there and how they've made Blackpool what it is today.

I believe heritage has an important role to play in our future. We know it helps create pride in place, brings people together and strengthens the connection between communities and the places they call home. It reminds us of our shared history while inspiring us to think confidently about what comes next. This strategy is all about how we can make it work for communities in Blackpool and by extension our visitors.

Over many years, people across Blackpool have worked hard to care for and celebrate our heritage. Community groups, volunteers, organisations and local residents have all helped to keep our history alive and to make sure it remains relevant to future generations. In my own ward, Claremont, there's a long tradition of community groups and volunteering and I know how important this is to local residents. Their passion and commitment continue to be something that makes me proud of our residents and our town.

This strategy builds on that spirit. It sets out how we can work together to protect what matters and celebrate what makes Blackpool special. It also allows us to use heritage as a force for positive change. In a nutshell, heritage isn't simply about preserving the past it's about creating opportunities in the present and helping to shape a better future for our town.

As we look ahead, I want heritage to be something that everyone can connect with and benefit from. Whether through our historic places, our natural environment or the stories and culture that bring our communities together, heritage should be a source of pride, inspiration and opportunity for all.

I look forward to seeing what we can achieve together over the next five years and beyond.

Councillor Lynn Williams MBE
Leader of Blackpool Council

Executive summary

Blackpool's heritage is one of the town's greatest assets. It contributes to the character of neighbourhoods and public spaces, supports the visitor economy, strengthens community identity and helps people connect with the stories, traditions and experiences that make Blackpool distinctive.

Over the last two decades, Blackpool has made significant progress in understanding, protecting and investing in its heritage. Major regeneration programmes, investment in landmark buildings and the development of a stronger evidence base have helped secure important heritage assets and demonstrated the contribution heritage can make to wider community outcomes.

Our understanding of heritage has also evolved. While historic buildings and places remain central to Blackpool's story, heritage is also found in collections and archives, community memories, traditions, cultural activity, natural environments and the experiences of the people and communities that have shaped the town. This broader understanding creates new opportunities to use heritage as a force for positive change.

This Heritage Investment Strategy provides a shared framework for action between 2026 and 2031. It recognises heritage not simply as something to be protected, but as a resource that can support regeneration, environmental resilience, wellbeing, learning, community cohesion and sustainable growth. The strategy seeks to ensure that heritage remains a living and active part of everyday life in Blackpool while creating the conditions for long-term stewardship, investment and participation.

The strategy is guided by a vision of Blackpool as a confident, inclusive and sustainable seaside town where heritage is understood, celebrated and actively shapes the future of the place and the lives of the people who call it home.

To achieve this vision, the strategy is organised around four interconnected priorities:

Priority 1: Celebrating What Makes Blackpool Distinctive

Protecting, understanding and sharing the buildings, places, collections, traditions, identities and stories that contribute to Blackpool's unique character and sense of place.

Priority 2: Caring for Places and the Environment

Strengthening the relationship between heritage, environmental quality and climate resilience through the sustainable management of buildings, landscapes, neighbourhoods and coastal environments.

Priority 3: Connecting People and Heritage

Creating opportunities for people to participate in, shape and benefit from heritage while improving representation, broadening access and strengthening pride in place, belonging and community cohesion.

Priority 4: Building Capacity for the Future

Supporting the organisations, partnerships, skills, leadership and investment needed to sustain heritage activity and maximise its long-term contribution to Blackpool's future.

Together, these priorities provide a framework for protecting what matters, strengthening communities, improving places and creating the conditions for long-term resilience. They recognise that the most successful heritage projects are often those that deliver multiple benefits simultaneously, contributing to heritage conservation, environmental improvement, community wellbeing, learning, regeneration and organisational sustainability.

The strategy also recognises that heritage is fundamentally about people. Heritage is created, sustained and given meaning by communities, volunteers, organisations and individuals. Long-term success will therefore depend on creating opportunities for people to participate in heritage, contribute knowledge and experience, and play an active role in shaping its future. To support delivery, the strategy establishes a framework comprising three interconnected elements:

• A Heritage Network to strengthen communication, collaboration and knowledge sharing across the sector.

• A Heritage Lead to coordinate activity, support project development and connect organisations with expertise, partnerships and funding opportunities

• A Heritage Programme Board to provide strategic oversight, coordinate support and maintain a pipeline of projects progressing towards delivery and investment

Together, these arrangements will help strengthen the resilience of Blackpool's heritage sector, create clearer pathways from ideas to implementation and improve the town's ability to attract and secure investment.

By 2031, we want to see more people participating in and shaping heritage activity as well as  a broader range of stories and communities represented within heritage We also want to see stronger organisations and partnerships that improve stewardship of heritage assets and a greater contribution from heritage to meaningful place-making.

Ultimately, though, this strategy is about ensuring that heritage continues to play an active role in Blackpool's future.

Background

What is heritage in Blackpool?

For us, heritage is everything that shapes the identity and character of Blackpool. At its heart, heritage is about connection: it links the past with the present, showing how earlier generations shaped the spaces we live in, our buildings, the communities we're part of, and the culture we share.

In Blackpool, heritage is also about our extraordinary legacy of popular entertainment, working-class leisure, tourism, and the strong LGBTQ+ story that runs through the town's DNA. Together, these elements give Blackpool a unique sense of place. This broad understanding of heritage is consistent with the approach set out by Historic England in Heritage and Society (2021), which highlights the importance of understanding heritage not simply as historic assets, but as something that helps shape identity, strengthen belonging and support the social and cultural life of communities.

In social terms, heritage helps us feel proud of where we live and strengthens our sense of identity. Economically, it underpins our visitor economy, attracting millions of people every year and supporting local businesses. Environmentally, through the reuse and adaptation of historic buildings as part of our decarbonisation work, and through care for our coastal and natural environment, it helps us build resilience and sustainability for the future.

Blackpool's heritage belongs to all of us. It is shaped not only by our famous attractions, but also by the lives and experiences of our communities, past and present. By recognising these diverse voices, this strategy is based on an inclusive understanding of heritage. Whatever the viewpoint, heritage is both an asset and a tool, helping us regenerate the town, strengthen community identity, and shape Blackpool as a distinctive, dynamic, and inclusive place.

Why is heritage so important to Blackpool?

Blackpool's heritage is a major part of what makes our town unique, and it continues to play an important role in our future. We see heritage-led regeneration as a powerful way to support physical and cultural growth and change in a positive way. At the heart of this is creating a place where people feel connected, proud, and able to thrive. We believe heritage is central to this because it gives places their character, tells their stories, and helps people feel part of something bigger.

Blackpool Council owns around 25% of all listed and locally listed buildings in the town. Among them are unique buildings of national and international significance, including Blackpool Tower and the Winter Gardens. While these two often steal the limelight, there are many other buildings of huge importance to local communities.

These buildings and places contribute to the look and feel of Blackpool, and they provide a sense of continuity in a town that has seen significant change over time. For us, investing in heritage is not just about protecting the past; it is about using it to support economic growth, strengthen communities, and build local pride.

Recent research suggests that, collectively, we continue to place a high value on heritage in the UK, perhaps even more so than in the past. The National Lottery Heritage Fund/YouGov study, What Does Heritage Mean to You? (2018), showed that many people see heritage as a way of learning about the past (62%) and protecting what matters (61%). However, it also revealed that engagement is not equal, particularly among younger people and those from less advantaged backgrounds.

More recent findings from Historic England in Heritage and Society (2021) indicate that this shared sense of value remains strong, with around 81% of people saying that protecting heritage is important to them. Importantly, this research shows a shift in how we think about heritage. It is no longer seen only as something to preserve, but also as something that shapes our everyday environments, contributes to local identity, and supports more sustainable ways of living. Even so, it's clear that heritage is not yet experienced equally by all and these studies suggest that while heritage continues to matter to us collectively, they also highlight the need to ensure that its benefits are more evenly shared across society.

This is supported by research commissioned by the National Trust from Public First in There's a Lot of History Here (2025). The study shows that people across the UK feel a deep emotional connection to their local history. Significantly, it supports earlier findings in showing that physical heritage sites play a central role in shaping pride, identity, and quality of life. It also highlights how historic buildings and landscapes foster community cohesion, strengthen optimism about place, and hold significant cultural and economic value.

Despite this, many heritage assets face growing threats from funding cuts, staffing shortages, and wider financial pressures, prompting calls from organisations including Historic England and the Heritage Alliance for greater investment, stronger protections, and a more prominent role for heritage in planning and regeneration. At a national level, the pace of change is likely to be slow, which makes local action all the more important.

Placemaking, culture, and economic benefit

Restoring and reusing historic buildings is a key part of how we're using heritage to make positive changes in Blackpool. An excellent example is the Winter Gardens, where continued investment in repairs and restoration has played a vital role in increasing the number of shows, events, and cultural activities available to residents and visitors. This shows that by caring for our heritage assets, we're not just protecting the past; we're bringing it back into active use and keeping it relevant.

We know that heritage buildings are especially important in supporting cultural activity. Their character, history, and distinctive design give them a unique atmosphere that modern spaces often cannot replicate. These buildings can act as a catalyst for creativity, helping to grow Blackpool's creative sector and support a more diverse and inclusive cultural offer. By linking cultural activity with historic places, we can bring heritage to life and help people connect with the town's past in new and engaging ways.

Heritage is also a powerful economic asset for Blackpool. Investment in historic places helps attract visitors, supports local businesses, and has the potential to stimulate wider growth. Historic England's Heritage and the Economy (2024) reinforces this, highlighting that the heritage sector directly contributes £15.3 billion to the UK's gross value added, rising to £44.9 billion when supply chains and spending effects are included. This shows that heritage is not a niche sector; it has strong multiplier effects and stimulates wider economic activity. For Blackpool, where the visitor economy is critical, restoring and reusing historic buildings supports a more sustainable local economy.

Using heritage in tackling inequality and improving wellbeing

While Blackpool has a rich heritage, it also faces some of the highest levels of deprivation and health inequality in England. People in deprived areas are more likely to experience poorer health, lower life expectancy, and fewer opportunities. Addressing these challenges requires joined-up approaches that combine economic, social, environmental, and cultural action. Heritage and heritage-led regeneration can play an important role in this.

There is significant evidence that engaging with heritage is good for wellbeing. People who take part in heritage activities report higher levels of life satisfaction, and research published by Historic England through Heritage Counts (2014) estimated the wellbeing value of active participation in heritage at around £1,646 per person per year. More recent research published by Historic England in Heritage Capital and Wellbeing (2024) examined a different aspect of heritage, estimating wellbeing benefits of around £515 per person per year simply from living in areas with greater access to heritage. Taken together, these studies suggest that heritage can contribute to wellbeing in a positive way through active participation and through the quality of the places in which people live.

More recent research undertaken by the University of Glasgow for Historic England (2024) also indicates that people living in areas with greater access to heritage are more likely to engage with it and tend to have better mental health outcomes. However, deprived areas often have fewer heritage assets, meaning fewer opportunities to benefit. In Blackpool, some of our most important heritage is in, or close to, our most deprived communities. This means we need to harness the potential for wellbeing that the research suggests is there to be unlocked. This underlines the importance of targeted investment. In these communities, heritage can support pride, connection, and resilience. It can also help build skills and create pathways into employment.

Evidence from the National Lottery Heritage Fund's Inspiring Futures: Volunteering for Wellbeing evaluation (2017) demonstrates that heritage volunteering can support pathways into employment, with over 30% of participants progressing into work or related opportunities. This is another area where there is clearly scope to increase local opportunities through volunteering roles with training that has real life value in the job market.

Building on our heritage: where are we now?

Over the last two decades, we have made significant progress in understanding, protecting and celebrating Blackpool's heritage. Much of this work has focused on the town's historic built environment, reflecting both the challenges facing many of our landmark buildings and the important role they play in regeneration. As a result, we now have a stronger evidence base, more established partnerships and a growing track record of heritage-led investment.

An important milestone came in 2007, when Historic England commissioned the Blackpool Historic Townscape Characterisation (2007), providing the first comprehensive assessment of Blackpool's historic urban environment. This work helped identify buildings and areas of significance, informed conservation policy, shaped investment priorities and supported a more strategic approach to managing change. Since then, further work has included conservation area appraisals, the Heritage at Risk Register and the development of a Local List recognising more than 250 buildings and structures of local importance. Together, these tools have improved our understanding of Blackpool's historic environment and helped ensure that planning, regeneration and investment decisions are informed by a clearer understanding of what makes the town special.

This work has been supported by a series of major regeneration programmes with heritage at their core, including the Townscape Heritage Initiative (2006-2010), the Quality Corridors programme (2017-2020) and the High Street Heritage Action Zone (2020-2023). These programmes have helped repair historic buildings, improve public spaces and strengthen the character of key parts of the town centre. They have demonstrated how investment in heritage can contribute to wider economic, cultural and environmental benefits, while also making Blackpool a more attractive and welcoming place.

Alongside this, significant investment has been made in some of the town's most important heritage assets. The transfer of Blackpool Tower and the Winter Gardens into public ownership in 2010 secured the future of two internationally recognised landmarks and enabled long-term programmes of repair, restoration and improvement. These investments have reinforced their role as cultural, community and economic assets, while showing what can be achieved through sustained commitment and partnership working.

Our experience has also shown that investing in heritage is about more than repairing buildings or improving public spaces. Lasting change depends on helping people understand and connect with the places around them, creating opportunities to participate, and ensuring that heritage remains relevant to everyday life. Investment in people and communities is therefore just as important as investment in the historic environment itself.

Despite this progress, some aspects of Blackpool's heritage have received less attention. This strategy builds on existing knowledge and experience while supporting a broader range of heritage activity. It embraces a wider understanding of heritage that includes memories, traditions, collections, archives, creative practice, cultural activity and community stories alongside historic buildings and places.

Encouragingly, important work is already taking place across these areas. Community groups, volunteers, artists, researchers and cultural organisations have been recording oral histories, preserving local memories, exploring neighbourhood histories, celebrating cultural traditions and uncovering stories that might otherwise be lost.

Projects such as Abingdon Studios' We're Still Here have explored LGBTQ+ community identity and lived experience through creative practice, while the Blackpool & Fylde Folklore Society has helped document and share local traditions, stories and customs. Together with the work of Showtown, the Local History Centre, community archives and many independent researchers, these activities are helping to create a richer and more inclusive picture of Blackpool's heritage.

Blackpool also benefits from a growing network of organisations, volunteers and community groups working across many different aspects of heritage. From conservation and local history to parks, museums, arts and cultural activity, these organisations bring valuable expertise, enthusiasm and local knowledge. Their work has helped strengthen a shared understanding that caring for heritage is something we all contribute to. It's not the responsibility of any single organisation, but a collective effort that relies on partnership, participation and shared commitment.

This can be seen across the town. Volunteers support places such as Layton Cemetery and Stanley Park, local groups carry out research into neighbourhood histories and traditions, and community organisations continue to find new ways of connecting people with Blackpool's stories. These activities demonstrate the passion, knowledge and commitment that already exist within the town and provide a strong foundation for future work.

Taken together, this progress gives us a strong springboard for the future. We have a better understanding of our heritage and successful examples of heritage-led regeneration that have resulted in growing community involvement. Historic England's work on monitoring heritage-led regeneration through its Heriatge Count's reporting has consistently demonstrated that investing in historic places can support wider economic, social and environmental outcomes. Blackpool's own experience reflects that wider evidence but even with this progress, important challenges remain.

Many heritage assets continue to require investment and ongoing care, public funding remains under pressure, and there is still more to do to ensure that the benefits of heritage are experienced and shared by everyone. In spite of this our understanding of Blackpool's heritage continues to grow and whilst this strategy has been informed by existing evidence and engagement with heritage organisations and stakeholders, we recognise that heritage activity extends far beyond what is currently visible to us. As the strategy is delivered, we'll continue to strengthen our understanding of the people, communities, activities and places that contribute to Blackpool's heritage.

By listening to people, building relationships and learning from delivery, we'll develop a clearer picture of heritage across Blackpool and a better understanding of where support, investment and opportunities are needed most.

Why now?

Over the last two decades, Blackpool has made significant progress in understanding, protecting and investing in its heritage. We have strengthened our evidence base, secured major investment in key assets, developed strong partnerships and demonstrated the value of heritage-led regeneration. As a result, we're now in a very different position from where we started. As set out previously, much of this work has focused on the town's historic built environment and this focus was necessary. Many important buildings faced significant challenges relating to condition and economic sustainability and required urgent intervention to secure their future. While this work remains essential, it has also highlighted the need for a broader approach that recognises the full range of Blackpool's heritage.

The environment in which heritage operates is also changing. Public finances remain under pressure and competition for funding continues to increase. Climate change is creating new challenges for historic buildings, landscapes and coastal environments, while many heritage organisations continue to face pressures around capacity, skills and long-term sustainability. These wider changes mean that heritage cannot be considered in isolation; it has to increasingly be seen as part of Blackpool's broader approach to regeneration, resilience and community wellbeing.

But we also know more than we did twenty years ago. As discussed in the previous section, research published by Historic England in Heritage and Society (2021), Heritage and the Economy (2024) and Heritage Capital and Wellbeing (2024) increasingly demonstrates that heritage can play a meaningful role in improving people's lives and supporting the long-term success of places. This growing evidence challenges us to think differently about heritage, not simply as something to protect, but as a resource that can actively contribute to Blackpool's wider ambitions.

Expectations around heritage are also changing. There is a growing demand from communties for participation in shaping heritage, sharing their own stories and to see their experiences reflected in how heritage is understood and presented. This reflects a wider shift across the heritage sector towards more engaged and community led approaches in caring for heritage. It requires a more inclusive approach that moves beyond traditional models of heritage management and embraces a wider range of voices, perspectives and kinds of knowledge.

The transition associated with Local Government Reorganisation in Lancashire also creates an important moment to establish a clear direction for heritage in Blackpool. At a time of change, a shared strategy can help provide continuity, strengthen partnerships and ensure that heritage continues to contribute to the town's long-term priorities. While this strategy is focused on Blackpool, it recognises that future governance arrangements are likely to place greater emphasis on collaboration across wider geographies.

Heritage organisations, collections, landscapes and cultural networks already operate across administrative boundaries and contribute to wider economic, cultural and environmental objectives. The strategy therefore seeks to establish a clear direction for Blackpool while creating opportunities for future partnership working and alignment with emerging sub-regional and strategic priorities.

Alongside these opportunities, significant challenges remain. Many heritage assets continue to face pressures associated with age, condition and commercial viability, while competition for external funding continues to grow. Climate change presents growing risks for historic coastal environments and there remains more to do to ensure that the benefits of heritage are experienced and shared by all communities.

Much of the activity that sustains Blackpool's heritage also relies on a relatively small number of organisations, volunteers and individuals, many of whom face ongoing challenges relating to capacity, succession planning, volunteer recruitment, governance and access to resources. While the commitment and enthusiasm that exists across Blackpool remains one of our greatest strengths, long-term sustainability can't be taken for granted. Without continued investment, coordination and stewardship, there is a risk that important assets, knowledge, skills and community capacity could be lost over time.

Taken together, these factors create a compelling case for action. Blackpool has a strong foundation to build on, but the challenges and opportunities facing heritage are evolving. We need a strategy that helps us move beyond individual projects and funding programmes, provides a shared framework for investment and decision-making, and ensures that heritage continues to play an active role in shaping Blackpool's future.

This is not simply about protecting what we have. It's about making the most of one of Blackpool's greatest assets and ensuring that heritage remains a living part of the town's identity and future prosperity.

Vision, strategic aims and delivery principles

Our vision for 2031

Blackpool is a confident, inclusive and sustainable seaside town, where our unique coastal, cultural, industrial and entertainment heritage is understood, celebrated and actively shapes the future of the place and the lives of the people who call it home.

Strategic aims

This strategy aims to:

• Embed heritage as a central and active part of Blackpool's present and future.

• Build a connected, capable and collaborative heritage sector that can deliver lasting impact.

• Enable wider participation, ownership and representation so that more people can access, shape and benefit from heritage.

• Create the conditions for long-term sustainability, stewardship and investment across Blackpool's heritage assets, organisations and communities.

• Use heritage to support environmental quality, climate resilience and the sustainable reuse of buildings and places.

• Harness heritage as a driver of regeneration, wellbeing, community cohesion and inclusive economic growth.

Together, these aims provide the bridge between the opportunities and challenges identified through the evidence base and the priorities that will guide delivery between 2026 and 2031.

Delivery prinicples

The delivery of this strategy will be guided by the following principles:

Inclusive

We will recognise and celebrate the many different stories, experiences and perspectives that contribute to Blackpool's heritage, ensuring that more people can see themselves reflected in it and benefit from it.

Collaborative

We will work together in partnership, recognising that our communities and their heritage is strengthened when knowledge, resources and responsibility are shared.

Place-Based

We will build on what makes Blackpool distinctive, connecting heritage to the town's coastal setting, cultural traditions, communities, landscapes and historic environment.

Sustainable

We will take a long-term approach to investment in stewardship and environmental responsibility, ensuring that heritage continues to benefit future generations.

Ambitious

We will champion heritage as a positive force for regeneration and wellbeing, seeking new ways to unlock its potential for the town and its communities.

Engaged

We will create opportunities for people to participate in and contribute to shaping how we experience and care for our local heritage as a community.

Priorities                         

Blackpool's heritage is one of the town's greatest assets. It contributes to our identity, supports the visitor economy, shapes the character of our neighbourhoods and public spaces, and helps people connect with the stories, traditions and experiences that make Blackpool distinctive. As our understanding of heritage has evolved, so too has our understanding of the role it can play in shaping the town's future.

This strategy is built around four interconnected priorities that reflect Blackpool's needs, opportunities and ambitions. Together, they provide a framework for protecting what matters, strengthening community connections, supporting environmental resilience and creating the conditions for long-term investment and sustainability.

The priorities recognise that Blackpool's heritage extends beyond historic buildings and landmarks. It includes our coastline and natural environment, collections and archives, traditions and cultural activity, community memories and identities, and the many organisations, volunteers and residents who help care for and celebrate these assets. By taking a broad and inclusive approach, the strategy seeks to maximise the contribution heritage can make to regeneration, wellbeing and future prosperity.

The priorities are designed to work together rather than in isolation. Protecting and reusing heritage assets can support environmental goals and strengthen local organisations. Community led heritage projects can build pride and cohesion while contributing to the long-term stewardship of places and stories. Investment in skills, partnerships and organisational capacity can help unlock new opportunities for regeneration, learning and economic growth. The strongest projects will often contribute to several priorities at once. The four priorities are:

1. Celebrating What Makes Blackpool Distinctive - Protecting, restoring and sharing the buildings, places, landscapes, stories and traditions that give Blackpool its unique character and sense of place.

2. Caring for Places and the Environment - Using heritage to support climate resilience, environmental improvement and the sustainable management of buildings, landscapes and coastal environments.

3. Connecting People and Heritage - Ensuring that more people can access, shape and benefit from heritage, strengthening pride in place, belonging and community cohesion.

4. Building Capacity for the Future - Developing the skills, partnerships, organisations and investment needed to sustain Blackpool's heritage and maximise its contribution to the town's future.

The following sections set out each priority in more detail, identifying the challenges, opportunities and actions that will guide delivery over the lifetime of the strategy.

Priority 1: Celebrating What Makes Blackpool Distinctive

Blackpool's heritage is one of the town's defining strengths and this priority focuses on understanding, conserving and celebrating the heritage that makes Blackpool distinctive. It recognises that heritage is not only something to be protected, but something that helps people understand the town's history, identity and character. By improving understanding and appreciation of heritage alongside its physical conservation, we can help ensure that it remains valued and relevant for future generations.

The priority is organised around three interconnected themes.

Built Heritage and Historic Places

Blackpool's built heritage includes landmark attractions, theatres, public buildings, parks, promenades, neighbourhoods and historic streetscapes. Together they create the distinctive character of the town and contribute to its identity, visitor appeal and quality of life.

While listed buildings provide an important indication of significance, designation alone does not determine value. Many non-designated buildings and places make an equally important contribution to local identity, collective memory and community life. Understanding significance therefore requires consideration of social, cultural and community value alongside architectural and historic interest.

Blackpool Council owns around 25% of all listed and locally listed buildings in the town, including nationally significant assets such as Blackpool Tower and the Winter Gardens. These assets require substantial ongoing investment and care. However, the future of Blackpool's heritage depends equally on the many buildings, places and spaces cared for by private owners, businesses, charities and communities across the town.

We will:

• Identify and prioritise heritage assets and places at risk.

• Deliver targeted action plans for at-risk Council-owned assets.

• Support owners and partners to repair, restore and sustainably reuse heritage buildings.

• Strengthen understanding of the significance of both designated and non-designated heritage assets.

• Support heritage-led regeneration that reinforces local character and distinctiveness.

• Improve public understanding and appreciation of Blackpool's historic environment.

Collections, Archives and Community Memory

Blackpool's collections, archives and historical records provide an invaluable record of the town's development, communities and cultural life. Oral histories, photographs, documents and community research help capture stories that may otherwise be lost and provide opportunities for people to connect with the town's past. As Blackpool changes, preserving and sharing these records becomes increasingly important. They help strengthen understanding, support learning and ensure that a wider range of voices are represented within the town's heritage.

We will:

• Support the preservation and accessibility of collections and archives.

• Encourage oral history, community research and documentation projects.

• Improve opportunities for people to engage with and contribute to Blackpool's historical record.

• Promote digital access and interpretation of heritage collections.

• Support projects that record underrepresented stories and experiences.

Living Heritage, Traditions and Identity

Blackpool's heritage is also expressed through the traditions, creativity, entertainment, folklore, celebrations and community identities that continue to shape the town today. From entertainment and performance to local customs, community memories and LGBTQ+ heritage, these living forms of heritage help create a distinctive sense of identity and connection to place. Many of these aspects of heritage are less visible than historic buildings, but they're equally important to Blackpool's identity and future. Recognising, documenting and celebrating living heritage helps ensure that these traditions, practices and cultural expressions continue to be understood and valued.

We will:

• Support projects that celebrate and share Blackpool's cultural traditions and living heritage.

• Support the documentation, interpretation and celebration of living heritage traditions.

• Promote heritage as a source of local identity and distinctiveness.

• Support the documentation and celebration of local traditions, folklore and cultural practices.

• Support initiatives that recognise and celebrate the diversity of Blackpool's living heritage.

Outcome: Blackpool's heritage in all its forms is protected, understood, celebrated and actively valued, helping to sustain the distinctive character, identity and cultural richness of the town.

Priority 2: Caring for Places and the Environment

Blackpool's heritage and environment are deeply connected. The coastline, parks, landscapes, streets, buildings and public spaces that shape the town are part of a shared environment that influences how people experience and value place. As climate change accelerates and environmental pressures increase, caring for heritage and caring for the environment must go hand in hand.

Blackpool's coastal location is central to its identity, but it also brings significant challenges. Rising sea levels, increased storm intensity and changing weather patterns present long-term risks for heritage assets and communities. At the same time, environmental quality across parts of the town has been affected by the gradual loss of green infrastructure, biodiversity and natural features that contribute to resilience and wellbeing.

This priority focuses on the relationship between heritage, environmental quality and climate resilience. It recognises that historic buildings, landscapes, local knowledge and traditional skills can all contribute to creating a more sustainable and resilient future for Blackpool.

Climate Resilience and Adaptation

Many heritage assets face increasing risks from climate change. Responding to these challenges will require investment in adaptation, maintenance and long-term planning, while ensuring that the significance and character of heritage assets are respected.

At the same time, heritage can contribute to climate action. The repair, maintenance and reuse of existing buildings often represent a lower-carbon approach than demolition and replacement, while traditional construction techniques can provide valuable lessons for sustainable building practices.

We will:

• Improve the resilience of heritage assets to climate change and coastal pressures.

• Support the adaptation and sustainable reuse of historic buildings.

• Promote low-carbon approaches to heritage conservation and management.

• Encourage the retention, repair and reuse of existing buildings and materials.

• Embed circular economy principles within heritage projects and investment.

Nature, Landscape and Environmental Quality

The quality of Blackpool's natural and historic environment plays an important role in shaping people's experience of place. The coastline, parks, gardens, cemeteries, public spaces and residential neighbourhoods all contribute to local character, environmental quality and wellbeing.

While Blackpool's natural environment is relatively limited compared with many places, this creates an even stronger case for protecting and enhancing the green and blue spaces that exist. Opportunities also exist to improve environmental quality across the town through measures that strengthen biodiversity, support climate resilience and reinforce the character of historic places.  Small-scale changes can have a significant cumulative impact. The loss of front gardens, planting, trees and permeable surfaces has affected the character, biodiversity and environmental performance of many neighbourhoods. Addressing these issues can improve the character, biodiversity and environmental performance of neighbourhoods while strengthening the relationship between heritage, nature and place.

We will:

• Protect and enhance heritage landscapes, parks, and coastal environments.

• Support projects that increase biodiversity and strengthen ecological resilience.

• Improve the natural setting of heritage assets and historic places.

• Encourage greening, sustainable drainage and environmental improvements in historic neighbourhoods.

• Strengthen understanding of the connection between heritage, nature and place.

People, Heritage and Environmental Stewardship

Creating a sustainable and well-managed environment depends not only on physical improvements but also on people. Heritage can help communities understand environmental change, develop stronger connections with place and play an active role in caring for local environments.

Blackpool's heritage provides opportunities to explore the relationship between people and the coast, understand how communities have responded to environmental challenges over time and learn from local knowledge and experience. By connecting people with these stories, heritage can support greater awareness of environmental issues and encourage long-term stewardship of places and landscapes. This includes creating opportunities for children and young people to understand environmental change, explore local heritage and contribute their own ideas and perspectives about the future of Blackpool's places and environments.  This also connects with the wider volunteer stewardship described under Priority 4, including at Layton Cemetery and Stanley Park, where communities are already helping to care for valued historic and green spaces.

We will:

• Use heritage to help people understand environmental and coastal change.

• Support learning and engagement projects that connect heritage and nature.

• Encourage participation in environmental stewardship and place-making.

• Use traditional skills and local knowledge to support sustainable management of places and landscapes.

Outcome: Blackpool's heritage, natural environment and communities work together to create a more resilient, sustainable and environmentally rich town, where people are actively involved in caring for the places that matter to them.

Priority 3: Connecting People and Heritage

Blackpool's heritage is created, sustained and given meaning by people. Communities, volunteers, artists, researchers, local organisations and residents are already recording stories, sharing memories, celebrating traditions, caring for places and creating new ways for people to connect with the town's heritage. Much of this activity may not always be recognised as heritage, yet it plays an important role in shaping identity, strengthening communities and creating a sense of place.

This priority focuses on strengthening the relationship between people and heritage. It recognises that meaningful participation involves not only access to heritage, but opportunities for people to help shape how It's understood, interpreted and shared. Heritage is strongest when communities can contribute knowledge, influence decisions and see their own experiences reflected within it.

Investment under this priority will focus on broadening participation, improving representation, increasing access and creating opportunities for communities to shape heritage policy, programmes and decision-making.

Community Voice and Shared Stewardship

Communities hold knowledge, memories and experiences that are essential to understanding what makes places, stories and traditions significant. Heritage should therefore be shaped with communities rather than simply presented to them.

Shared stewardship is not necessarily about ownership of assets. It's about creating opportunities for people to influence decisions, contribute knowledge, help shape interpretation and play an active role in caring for the heritage that matters to them. Strengthening community voice will help ensure that heritage remains relevant, responsive and rooted in local experience.

Priority investment areas:

• Community led heritage projects and research.

• Oral history, memory and storytelling initiatives.

• Participatory interpretation and co-curation projects.

• Community involvement in heritage planning, decision-making and governance.

• Projects that strengthen local stewardship of heritage assets and stories.

• Projects that improve the character and stewardship of historic neighbourhoods.

Representation, Identity and Belonging

Blackpool's heritage is shaped by many different communities, identities and experiences. While some stories are well known and widely celebrated, others remain underrepresented or less visible within heritage activity.

Creating a richer and more inclusive understanding of Blackpool's heritage will help ensure that a wider range of voices, perspectives and lived experiences are recognised and valued. Heritage should reflect the diversity of the people who have shaped the town and continue to contribute to its identity today.

Priority investment areas:

• Projects exploring underrepresented histories and identities.

• Community archive and documentation projects.

• Creative programmes that connect heritage, identity and place.

• Initiatives that strengthen pride in place, belonging and community cohesion.

• Projects that improve representation within collections, archives and public programmes.

Learning, Audiences and Access

Heritage should be accessible to everyone and form part of everyday life. Creating opportunities for people to learn about, experience and participate in heritage helps build stronger connections with places, supports wellbeing and encourages active citizenship.

This priority will support activity that reaches new audiences, reduces barriers to participation and creates opportunities for deeper engagement with heritage. Particular attention will be given to supporting participation among groups who may not traditionally engage with heritage activity.

Priority investment areas:

• Community engagement and outreach programmes.

• Heritage learning and intergenerational projects.

• Creative activation of heritage buildings and spaces.

• Volunteering and participation opportunities.

• Programmes that support wellbeing through engagement with heritage.

Digital Access and New Forms of Participation

Digital technology can help broaden access to heritage, reach new audiences and create new opportunities for engagement. It can remove barriers associated with geography, mobility, confidence and awareness while enabling people to explore heritage in ways that suit their interests and circumstances.

Digital activity should complement, rather than replace, in-person engagement. Used effectively, it can help connect people with collections, stories, places and experiences while expanding opportunities for participation and discovery.

Priority investment areas:

• Digital storytelling and community content creation.

• Online access to collections, archives and heritage resources.

• Digital engagement programmes aimed at younger audiences.

• Participatory digital platforms and community archives.

• Projects that use digital tools to capture and share lived experience.

Outcome: More people are actively involved in creating, sharing and shaping Blackpool's heritage. Communities feel represented within heritage and have greater opportunities to contribute knowledge, influence decisions and participate in heritage activity. Through stronger connections between people and place, heritage contributes to pride, belonging and community cohesion across Blackpool.

Priority 4: Building Capacity for the Future

This priority focuses on the infrastructure that enables heritage activity to happen. Heritage activity relies upon people with the knowledge, skills and confidence to lead organisations, develop projects and care for heritage assets. Blackpool benefits from a diverse network of community groups, volunteers, cultural organisations and public sector partners who care for heritage, deliver projects and create opportunities for people to engage with the town's past and present.

Many of these organisations and groups operate with limited resources and capacity. Rising costs, funding pressures, volunteer recruitment challenges and increasing demands on staff and trustees can make it difficult to sustain activity, develop new projects and plan for the future. If heritage is to play a greater role in Blackpool's future, investment in organisational resilience, leadership, skills and partnerships will be as important as investment in physical assets and places. Because of this investment will focus on strengthening organisations and partnerships, developing skills and leadership, supporting community capacity and improving Blackpool's ability to attract, secure and deliver investment.

Strong Organisations and Sustainable Partnerships

Strong organisations and effective partnerships provide the foundation for a resilient heritage sector. Across Blackpool, heritage activity is delivered through a diverse network of community groups, charities, cultural organisations and public sector partners. While these organisations vary in size and purpose, many face challenges relating to governance, succession planning, organisational capacity and long-term sustainability.

Well-supported organisations are better able to develop projects, manage resources, respond to new opportunities and contribute to wider strategic objectives. Effective partnerships enable organisations to share knowledge, coordinate activity and make more efficient use of limited resources, helping to strengthen the overall resilience of the sector. To make this work Blackpool Council will play a leading role in facilitating networks and partnerships that support collaboration, knowledge exchange and collective action across the heritage sector.

Priority investment areas:

• Organisational development and capacity building.

• Governance, leadership and trustee support.

• Strategic partnership development and collaboration.

• Shared services, networks and knowledge exchange.

• Succession planning and organisational resilience.

• Projects that strengthen long-term organisational sustainability

Skills, Learning and Leadership

Heritage organisations rely on a diverse range of expertise to deliver day to day management and projects, but many organisations depend upon a relatively small number of individuals and not always those with the with specialist knowledge and experience needed.

Supporting skills development and creating opportunities for leadership will help ensure that expertise is retained, shared and developed for future generations. There is also a need to encourage new volunteers, trustees and community leaders to become involved, helping to build a diverse and sustainable pipeline of future talent. In this context investment in learning, training and leadership development will help strengthen the sector's ability to respond to new challenges and deliver high-quality heritage activity.

Priority investment areas:

• Heritage skills development and training programmes.

• Volunteer recruitment, support and progression.

• Mentoring and leadership development opportunities.

• Knowledge-sharing and peer-learning initiatives.

• Projects that build specialist heritage expertise within Blackpool.

• Opportunities that support succession planning and future leadership.

Community Capacity and Local Action

Community groups are responsible for delivering a significant proportion of heritage activity across Blackpool. They organise events, undertake research, manage collections, care for local heritage assets and develop projects that reflect the interests and priorities of their communities. Many operate with limited resources and rely heavily on volunteer effort, making it difficult to develop ideas, secure funding and sustain activity over time.

Strengthening the delivery capacity of community led organisations will help ensure that more groups are able to develop projects, attract resources and contribute to the wider aims of this strategy.

By building on existing strengths and providing practical support, community led organisations will be better placed to develop projects, attract resources and sustain activity over the long term.

Priority investment areas:

• Support for community led heritage organisations and initiatives.

• Development funding and project planning support.

• Volunteer-led organisations delivering heritage activity.

• Resources that enable communities to take forward their own heritage projects.

• Initiatives that strengthen organisational resilience and local delivery capability.

• Support for community groups seeking to develop new heritage activity.

Advocacy, Investment and Long-Term Resilience

Building a sustainable heritage sector requires access to investment, strong evidence of impact and effective advocacy. Heritage organisations must be able to demonstrate the value of their work, secure external resources and position heritage as an important contributor to wider priorities for Blackpool. Improving investment readiness across the sector will help organisations and community groups develop stronger projects, access funding opportunities and attract additional support. At the same time, strengthening the evidence base for heritage will help ensure that its contribution to regeneration, culture, tourism, health, education and environmental sustainability is better understood and recognised.

Blackpool Council will play a leading role in supporting organisations and communities to access funding, develop projects and build the partnerships needed to secure long-term investment.

Priority investment areas:

• Project development and investment readiness.

• Fundraising and income diversification.

• Advocacy and promotion of heritage across other local sectors.

• Research, evaluation and evidence gathering.

• Communications and storytelling that demonstrate the value of heritage.

• Activities that strengthen long-term financial sustainability and investment capacity.

Outcome: Blackpool has a strong, connected and resilient heritage sector with the skills, leadership, partnerships and organisational capacity needed to care for heritage, secure investment and deliver projects over the long term. Heritage organisations and community groups are recognised as important contributors to Blackpool's cultural, social, environmental and economic future.

Delivery and implementation

The previous sections of this strategy set out a shared vision for Blackpool's heritage and the four priorities that will guide investment and activity between 2026 and 2031. This section explains how the strategy will be delivered. It sets out the arrangements that will help people work together, develop stronger projects and secure investment, alongside the approach that will be used to prioritise support and monitor progress.

The purpose of the delivery framework is not simply to support individual projects, but to help Blackpool's heritage organisations become stronger, better connected and better able to keep going over time. Through coordinated investment, partnership working and project development support, the strategy seeks to create the conditions in which heritage can make a greater contribution to Blackpool's communities, places and future prosperity.

The strategy is intended to provide a shared framework for action rather than a programme delivered by a single organisation. Its success will depend upon effective partnership working and the ability of organisations, communities and stakeholders to work together to deliver lasting benefits for Blackpool. The following sections describe the delivery arrangements, investment approach and monitoring framework that will support implementation over the lifetime of the strategy.

Delivering the Strategy

Success will depend upon the contribution of communities, organisations and partners working together to protect, celebrate and invest in Blackpool's heritage. Engagement undertaken through the Heritage Futures Workshop identified a need for clearer ways for organisations to work together and get help developing projects. Many organisations have ambitious ideas and valuable local knowledge but may lack the time, specialist advice, partners or practical support needed to develop opportunities into deliverable projects.

To address this, the strategy establishes a delivery framework comprising three interconnected elements:

• A Heritage Network
• A Heritage Lead
• A Heritage Programme Board

Together, these elements will help strengthen communication, support project development, improve coordination and create clearer pathways to investment and delivery. In doing so, they will help create a stronger and more investment-ready heritage sector, capable of attracting resources, developing high-quality projects and delivering lasting benefits for Blackpool's communities and places.

These arrangements are intended to be proportionate and scalable, allowing delivery capacity to grow alongside available resources, partnerships and investment opportunities and to respond to potential changes as a result of local government reorganisation. They are not intended to control all heritage activity in Blackpool. Many projects will continue to be led independently by communities, organisations and partners; the purpose of the framework is to help activity connect more effectively and to provide clearer support where projects require Council or partner involvement.

Heritage Network

The Heritage Network will provide an open forum through which organisations, community groups, volunteers and partners can share knowledge, exchange ideas, identify opportunities and build relationships. It will help strengthen connections across the sector, encourage collaboration and provide an important source of intelligence about what is starting to happen, where people are getting stuck and what support they need. The Network will also provide a mechanism through which organisations and communities can contribute to discussions about heritage priorities and help shape future activity. Over time, where shared capacity-building or support arrangements emerge, the Network may also help shape how that support is developed, ensuring that it reflects the needs and experience of heritage organisations and communities.

Heritage Lead

The Heritage Lead will act as the principal coordinator for the strategy and the main point of contact for organisations and partners seeking support. Working with communities, organisations and stakeholders, the Heritage Lead will help develop projects, facilitate partnerships, spot opportunities, bring support together and connect organisations with the advice, people and funding routes they need. The role will provide continuity across the delivery framework and help ensure that promising ideas are able to progress towards implementation. The Heritage Lead will also help connect the Heritage Network and the Heritage Programme Board, ensuring that information, advocacy and support flow in both directions. This will help the Council remain closely informed by the knowledge and priorities of the Network, while also helping organisations understand where Council and partner support may be available.

Heritage Programme Board

Strategic oversight of the strategy will be provided through a Heritage Programme Board which will oversee the development pipeline through which projects progress from initial ideas and partnership building through to investment readiness, delivery and legacy. Its role will be to keep an overview of the pipeline, bring the right people and resources together, and help unblock projects where progress is difficult. The Programme Board will focus on the strategic delivery pipeline, particularly where projects require Council coordination, partner support, officer time, investment, asset decisions or formal approvals. It will not control all heritage activity in Blackpool, nor will it replace the leadership of communities, organisations and partners delivering their own projects.

The Programme Board will bring together politicians, officers and strategic partners with the ability to connect heritage activity to wider objectives relating to regeneration, culture, education, health, environmental sustainability and economic development. In doing so, it will help ensure that heritage continues to contribute to broader priorities for Blackpool. The Board will not replace existing governance arrangements or act as a grant-making body. Decisions relating to expenditure, procurement and investment approvals will remain subject to the relevant organisational processes and approvals.

Prioritising Investment and Support

The Heritage Investment Strategy provides a framework for guiding decisions about investment, project development and support. While opportunities to strengthen and celebrate Blackpool's heritage are considerable, the resources available to support this work will always be finite. It's therefore important that available resources are directed towards activities capable of delivering the greatest benefit for Blackpool and its communities.

Decisions about investment and support will be guided by the vision, principles and priorities set out within this strategy. These provide a consistent basis for identifying opportunities that contribute to the long-term stewardship of heritage and support wider social, cultural, environmental and economic outcomes.

Investment should be understood broadly and may include project development support, partnership building, technical advice, capacity building, advocacy and assistance in securing external funding, as well as direct financial investment. This reflects the Council's commitment to supporting the long-term growth and sustainability of Blackpool's heritage sector. In many cases, the most effective investment may be in people, organisations, skills, partnerships and project development, creating the capacity and confidence needed to secure future funding and deliver lasting benefits for communities and places. In assessing opportunities, particular consideration will be given to projects that:

• Contribute to one or more of the strategy's four priorities.

• Deliver clear benefits for communities, organisations, places or heritage assets.

• Strengthen long-term stewardship, resilience or sustainability.

• Increase participation, access or community involvement.

•  Support partnership working and collaboration.

• Attract additional investment or create opportunities for future growth.

Not every project will contribute to all of these areas, nor should this be expected. Some initiatives may focus on a specific asset, place, organisation or community and still make an important contribution to the strategy. The purpose of this approach is not to create a rigid hierarchy of projects, but to provide a transparent and consistent framework for decision-making.  The Heritage Programme Board will use these principles to help guide project development, resource coordination and strategic investment priorities, ensuring that support remains aligned with the overall aims of the strategy.

Monitoring, Evaluation and Review

The Heritage Investment Strategy provides a long-term framework for action while recognising that priorities, opportunities and challenges will continue to evolve over time. Regular monitoring and review will help ensure that the strategy remains effective, responsive and aligned with the needs of Blackpool's heritage sector and communities.

By 2031, we want to see evidence that heritage is playing a stronger role in Blackpool's future. Success will not be measured solely through the number of projects delivered or the amount of funding secured, but through the extent to which heritage contributes to stronger communities, better places and a more resilient heritage sector.

We would expect to see:

• More people participating in and shaping heritage activity.

• A broader range of stories, communities and experiences represented within heritage

• Stronger partnerships and collaboration across the heritage sector.

•  Increased organisational resilience, skills and leadership capacity.

• Greater understanding and appreciation of Blackpool's heritage.

• Heritage assets, collections and places benefiting from improved stewardship and investment.

• Heritage making a stronger contribution to regeneration, environmental sustainability and community wellbeing.

• A stronger pipeline of projects capable of attracting investment and delivering long-term benefits.

Monitoring and evaluation will help us understand whether these changes are taking place and where additional support or intervention may be required. The purpose of monitoring is therefore not simply to record activity, but to understand progress, identify emerging issues and support informed decision-making. Monitoring should be viewed as a tool for learning and improvement rather than a compliance exercise. Progress will be considered at three interconnected levels.

Delivery Activity

Monitoring will consider the extent to which the delivery framework is supporting the development and implementation of heritage projects and initiatives.

This may include:

• Project pipeline activity.

• Projects supported and delivered.

• Investment secured.

• Partnership development.

• The effectiveness of project development and coordination mechanisms.

Sector Health and Resilience

The long-term success of the strategy depends upon the strength of the wider heritage sector. Monitoring will therefore consider factors such as:

• Organisational resilience.

• Partnership activity.

• Volunteering and participation.

• Skills development.

• The capacity of organisations and communities to support heritage activity.

Strategic Outcomes

Monitoring will also consider the broader outcomes the strategy seeks to achieve, including:

• Increased understanding and appreciation of heritage.

• Improved stewardship of heritage assets and places.

• Greater participation in heritage activity.

• Stronger organisations and partnerships.

• The wider social, cultural, environmental and economic benefits generated through heritage investment.

The intention is not to create an extensive performance management framework, but to gather meaningful evidence that helps demonstrate progress, strengthen future decision-making and communicate the value of heritage investment across Blackpool.

Annual Review and Reporting

The annual review will be produced as a partnership document between Blackpool Council and the Heritage Network. It will be coordinated through the Heritage Lead and informed by both the Heritage Programme Board and the Network, helping to ensure that it reflects progress within the strategic delivery pipeline as well as what heritage organisations, community groups and partners are experiencing, what they are learning and what they think needs attention next.

The review will consider:

• Activity within the project pipeline.

• Projects supported and delivered.

• Investment secured.

• Partnership activity.

• Issues and barriers identified through the Heritage Network.

• Activity supported through any emerging shared capacity-building arrangements.

• Emerging risks and challenges.

• Progress towards strategic outcomes.

• Priorities for future action.

The annual review will provide an opportunity to assess progress, identify lessons learned and consider whether changes to delivery priorities or approaches are required. It will also provide a shared point of reflection between the Council and the Network, helping both understand what is working, where further support is needed and how the delivery framework may need to adapt over time.

By maintaining a process of regular monitoring, reflection and review, the strategy will remain responsive to changing circumstances and better able to maximise the contribution that heritage makes to Blackpool's future.