A collaborative approach to event-led regeneration: The governance of legacy from the 2014 Commonwealth Games

Abstract

This paper stresses the role of collaborative working within the new urban governance literature. The legacy approach for the 2014 Commonwealth Games has thus far been well received as an example of successful partnership working. Glasgow's approach to legacy is discussed within the wider context of an increasing strategic focus on event-led regeneration. High-level political support for legacy led to the early development of Glasgow's Legacy Plan in 2009, followed by the development of a legacy partnership: the Glasgow Legacy Board. The paper contributes to the literature by exploring a conceptual understanding of intergovernmental working for regeneration, through close examination of Glasgow's legacy approach, development, structure and governance. To what extent does Glasgow's collaborative approach to legacy represent a new institutional form of network governance for the delivery of urban regeneration in Scotland? The paper also reflects on the long-term transferability of this collaborative approach to legacy for the delivery of urban regeneration in Scotland beyond 2014.

Governing Major Event Legacy: Case of the Glasgow 2014 Commonwealth Games

“…Overall, while the field of legacy research continues to witness development in many areas, there remain discrepancies in the conceptualisation of legacy. Growth in areas such as community involvement (Smith 2012), legacy governance (Christie & Gibb, 2015), social legacy (Liu, 2014), long-term legacy planning (Rogerson, 2016) and measuring legacies (Preuss, 2007) have all established critical pathways towards understanding event legacy; however, Gratton and Preuss' (2008) definition of legacy remains a commonly utilised conceptualisation of the notion.…”

“…MS 18 070 Event Management E-pub Christie and Gibb (2015) suggest the growth of legacy planning research overlaps with current trends in urban governance regarding collaborative working. By highlighting the need to communicate effectively across multi-stakeholder partnerships, this emphasises the importance for successful network management to promote further understanding of event regeneration and legacy planning amongst all stakeholders (Leopkey & Parent, 2016).…”

“…Here, the element of time plays a role in what legacy is defined as for a host city, and when it is said to be managed until (Stewart & Rayner, 2016). The success of the post-Games legacy plans is said to depend on the strength of pre-Games partnerships and governance to ensure post-event considerations are fully measured and adequate resourced (Christie & Gibb, 2015).…”

“…In addition to the frameworks developed, Glasgow launched the Glasgow Legacy Board. Detailed in the GLF, the Glasgow Legacy Board was established to lead on the development and delivery of the key legacy projects and programmes, in line with the six legacy themes (Glasgow City Council, 2009); therefore, the board provided governance to the events-led economic and social initiatives integrated into the existing city regeneration strategies (Christie & Gibb, 2015).…”

“…considered attempt to 'ensure that many facets of legacies are well-planned, visible and monitored than has been used in previous mega-events' (Rogerson, 2016, p. 504). Christie and Gibb (2015) suggest that the structured approach to legacy taken by Glasgow emphasises the need for accountability, access to resources, shared learning and community involvement. This approach was managed through a 'complex governance network' (Christie & Gibb 2015, p. 879), which takes into consideration complex dynamics between multiple stakeholders and differing strategies, and overall represents the GLF.…”