ABSTRACT
This chapter explores: the politics of the local heritage sector; the role of the project manager in effecting change amongst community groups and the partner organisation; the pitfalls and limitations of community-driven engagement projects and, potential avenues for ensuring success and sustainability. A greater understanding of the politics and potential of community-driven engagement may expedite more meaningful project outcomes of mutual benefit and community relevance, thus generating a more effective model of community engagement. T. Reddel and G. Woolcock highlight the need for engagement strategies to go beyond linear approaches, such as partnership-building, which reinforce passive models of decision-making. They propose a focus on diplomacy, negotiation, problem-solving and stakeholder analysis as a way of creatively approaching engagement. Identifying and understanding the issues and politics arising within community-driven engagement projects will allow organisations such as galleries and museums to move beyond the rhetoric of community engagement towards sustainable and relevant projects which positively impact local communities.
