Historical Theatre at Risk: Learning from Successful Public-Private Partnerships to Revitalise the Epstein Theatre in Liverpool, UK

Abstract

This dissertation examines the role of Public–Private Partnerships (PPPs) in encouraging the sustainable reuse of historic theatres, focusing on the Epstein Theatre in Liverpool, which is currently labelled as “at risk” by the Theatres Trust. It explores how PPP frameworks can tackle financial, operational, and governance challenges while preserving the cultural and social value of heritage assets. Adopting a qualitative case study approach, the research combines analysis of the Epstein Theatre with two international comparisons: Spark Arena in Auckland, New Zealand, and the Tai O heritage hotel in Hong Kong. These cases illustrate how PPP models can deliver both economic viability and cultural sustainability through different frameworks. The study draws on literature, policy guidance, and heritage toolkits to evaluate the effectiveness of PPP models against Historic England’s regeneration criteria. Findings demonstrate that PPPs can provide essential diversification of funding, structured governance, and mechanisms for community engagement. Moreover, they highlight risks associated with conflicting stakeholder priorities and short-term contractual arrangements. Building on the analysis findings, the dissertation proposes two implementation roadmaps for the Epstein Theatre: a long-term Build-Own Operate-Transfer (BOOT) concession and a short-term modified Build-Operate Transfer (BOT) scheme. Both models are shown to be viable strategies for ensuring the theatre’s preservation and continued cultural contribution