in conclusion How do we reconfigure large-scale public institutions so that they genuinely improve the neighbourhoods that host them? The story of Olinda shows that a crisis moment – such as the threat of closure – can be a catalyst for joining up the purpose of an organisation with that of the wider locality. Such collaborations only happen if we maintain the openness of mind and organisational porosity to embrace the type of unlikely combinations that create gains for all. OTHER EXAMPLES
Solihull Mind, Knowle, UK, 1995 …undertook an ‘ecotherapy’ project that has transformed a derelict fly-tipping site into an organic garden, football field and boules court, with the help of local people experiencing mental distress.
Arc (Arts for Recovery in the Community), Stockport, UK, 1998 …is a community centre and social enterprise that incorporates art and design studios and a gallery to help people with mental health problems to be socially integrated in the community.
Favela Adventures, Rio de Janeiro, Brazil, 2008 …is a community-operated tourism enterprise that has reduced the stigma associated with the slum area of Rocinha by inviting city dwellers and tourists to events and interactive tours run by local people.
Compendium for the Civic Economy
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