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Purpose In light of the difficulties the governments typically face in conserving and managing their rich public cultural heritage, which often lingers in a condition of neglect, this study aims to identify a set of additional tools capable of providing adequate financial resources as well as skills. Design/methodology/approach The general research methodology adopted is of a qualitative, rather than a quantitative, nature. In fact, the resulting considerations are mainly the consequence of a first broad theoretical examination, aimed at analyzing the different management models a public entity may adopt, and an applicable verification, aimed at describing some case histories selected by means of interviews. Findings The study develops a preliminary reflection on possible sector-specific models for public-built cultural heritage management that have not been well defined yet, especially so in reference to one of the institutional options, namely, the adoption of public–private–people agreements. Indeed, in addition to establishing the ties needed to link public institutions with the business sector, some strong involvement of society as a whole is advised to foster the implementation of projects and expedite the solution of shared problems. At a local level, for instance, private stakeholder participation must be encouraged, with special attention to the latter's cultural closeness to the territory involved. Originality/value This research identifies some tools suitable for adoption in the cultural heritage field, which would serve as perfect examples of community involvement and commitment, and some useful case studies resulting from the Italian context.

The public–private–people partnership (P4) for cultural heritage management purposes