Project strategies were developed both across the consortium and within each work package. The team first carried out extensive desk research on participatory management and business models in the cultural heritage sector, creating a theoretical framework to guide the project. Core concepts—including LLs, participatory business model creation, and innovative business models—were defined, and a set of KPIs was established to track change throughout the participatory process.
Next, the three main LLs selected business models to develop and ran co-creation workshops with local stakeholders. Their findings informed the first RECHARGE Playbook, which was later used by six additional LLs to test and refine all project tools. Across the nine LLs, results showed cultural, social, and financial value capture, along with increased awareness of the benefits of participatory practice. As their participatory processes matured, LLs achieved stronger financial outcomes and higher participation rates.
Theory and practice were integrated into the RECHARGE Framework—Prepare, Enact, Reflect—supporting iterative participatory work. The project also produced three final models: Participatory Resource Pooling, Ownership, and Platform models. From the KPI work, three key indicators emerged as most meaningful: financial capture, local skill development, and repeat participation.
RECHARGE operated as a local, hands-on initiative, demonstrating the importance of physical spaces as innovation hubs. The project built a diverse network—CHIs/CHOs, corporates, citizens, creative industries, policymakers, and community groups—whose engagement shaped the research, data collection, and co-creation of the RECHARGE Models and CH LLs.
