The home of the conservation professional INSTITUTE OF HISTORIC BUILDING CONSERVATION YEARBOOK2019
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3 CONTENTS THE INSTITUTE OF HISTORIC BUILDING CONSERVATION www.ihbc.org.uk Registered as a charity in England and Wales number 1061593 and in Scotland number SC041945 Company Limited by Guarantee Registered in England number 3333780 REGISTERED AND BUSINESS OFFICE Jubilee House, High Street, Tisbury, Wiltshire SP3 6HA Tel 01747 873133 Fax 01747 871718 Email admin@ihbc.org.uk DIRECTOR’S OFFICE Tel 0131 558 3671 Email director@ihbc.org.uk The institute cannot accept responsibility for the acts or omissions of any member, associate, affiliate or HESPR company and accordingly the institute shall not be liable for any loss or damage or other matter arising from the employment or engagement of any member. IHBC YEARBOOK We gratefully acknowledge the support of firms whose advertisements appear throughout this publication. While every effort has been made to ensure that the information contained in this yearbook is current and correct, neither the IHBC nor the publisher can be held responsible for any errors or omissions which may occur. All rights reserved. The title of the IHBC Yearbook is and shall remain the absolute property of the institute. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recordings, or otherwise, without the prior written permission of the institute. This 2019 edition has been prepared for the Communications & Outreach Committee by the IHBC National Office with the help of Cathedral Communications Limited. For additional copies of the IHBC Yearbook please contact the Business Office. EDITORS Jonathan Taylor and Felicity Fox COVER ILLUSTRATIONS Front cover: Fiona Newton Back cover, main illustration: Martine Hamilton-Knight The IHBC Yearbook is published and produced by Cathedral Communications Limited, High Street, Tisbury, Wiltshire SP3 6HA Tel 01747 871717 Email ihbc@cathcomm.co.uk www.buildingconservation.com Copyright 2019 Cathedral Communications Limited ISBN 978 1 912747 00 9 What is the IHBC? 4 Foreword Kate Mavor, English Heritage 5 STRUCTURE AND MEMBERSHIP Structure of the IHBC 6 Elected and appointed officers 7 Branch representatives 8 Membership of the IHBC 10 REVIEW AND ANALYSIS Dramas out of crises David McDonald 15 Chair’s review James Caird 16 Resource planning and investing for the longer term Seán O’Reilly 17 Risk management Ingval Maxwell 21 Climate change Mairi H Davies 25 Preparing for climate change John Preston 29 Earthquakes Andrea Benedetti 32 Fires in historic buildings Simon Kincaid 36 Heritage at war Bijan Rouhani 40 3D digitisation Alexy Karenowska 44 DIRECTORY HESPR companies 48 IHBC promotions and publications 49 Directory of members 50 USEFUL INFORMATION Membership application training events Kate Kendall 86 IHBC-recognised courses 88 Courses and events 91 National organisations 94 Local authority contacts 96 Products and services 102 Advertisers index 108
4 Y E A R B O O K 2 0 1 9 WHAT IS THE IHBC? THE INSTITUTE of Historic Building Conservation is the principal body in the United Kingdom representing professionals and specialists involved in the conservation and preservation of the historic environment. Our members include conservation architects, architectural historians, conservation officers in central and local government, planners, surveyors and other specialist consultants, as well as academics and educators, curators, conservators and craftspeople. Annual school delegates at St Malachy’s, Belfast in 2018 CHARITABLE PURPOSE As a registered charity, the IHBC’s purpose is to promote for the benefit of the public: the conservation and enhancement of the historic environment in the United Kingdom (including offshore islands) the highest standards of professional skills in this field the education and training of professionals and specialists responsible for such work. CORPORATE OBJECTIVES The IHBC’s operations are planned in accordance with the three objects listed in its current corporate plan (see website for details): helping people by promoting the conservation and management of historic places as a unique and evolving resource for people, both today and in the future helping conservation by supporting specialists, specialisms and specialist interests across all conservation-related activities, because effective conservation demands skilled care helping conservation specialists by supporting, encouraging and challenging IHBC members and prospective members, because conservation specialists work most effectively with coordination, advice, inspiration and scrutiny provided by an informed professional body. MEMBERSHIP BENEFITS Cutting edge news and debate: Weekly NewsBlogs, IHBC’s journal Context (five issues per year), IHBC Yearbook, The Building Conservation Directory and other conservation publications from Cathedral Communications Professional development: Reduced rates and priority access (as applicable) to regular CPD courses and sector events, IHBC annual schools and branch events, job notices (IHBC Jobs etc), career advice and support, national and regional networking opportunities Technical support: Access to technical advice and guidance through national, regional and webbased advice and advisory panels Business support: Access to business support and listings including (for full members) membership of IHBC’s Historic Environment Service Providers Recognition (HESPR) scheme (see page 48), guidance on project development, participation and CPD opportunities in panels and groups, access to advocacy and lobbying, and tax relief on subscriptions Participation and volunteering: Opportunities for shaping national and regional legislation and guidance through regular consultations, and involvement in all aspects of the work of the IHBC through regional branch activity and, at a national level, through Council+.
5 FOREWORD I AM DELIGHTED to introduce this 2019 edition of the IHBC Yearbook, and its highly relevant theme, ‘Heritage Risk and Resilience: confronting conservation calamities’. Although it may come as a surprise, there couldn’t be a more fitting topic for English Heritage, as our conservation specialists find themselves addressing on a daily basis the impacts of more than 500 years of historical calamities wreaked upon the historic sites in our care. Later in the yearbook, you will read about the impacts of earthquakes, climate change, war and fire damage, and these are all issues English Heritage has tackled over the three years since we became an independent charity and began the largest conservation programme in our history. Last year’s £3.6 million conservation project on the Iron Bridge in Shropshire – the world’s first cast iron bridge and a world heritage site – is one such example. The many thousands who visited the project via our ‘see conservation in action’ walkway last summer learned that among the issues the team addressed were the results of a 19th-century earthquake! Subsequent ground movement in the surrounding gorge resulted in cracks in the historic ironwork – all now masterfully repaired. Fortunately, we have not had to tackle a major fire in recent years but we are still dealing with the long-term effects of the devastating 1937 fire at Witley Court in Worcestershire. It is only as a result of careful masonry conservation that the romantic ruin in our care still stands today. With no roof to protect it from the elements, its historic fabric simply would not survive without the frequent care and attention of our teams and visits by the public would become impossible due to the risk of falling masonry. We invest constantly in preventive measures, always vigilant against the threat of fire, and look to learn from recent tragic events across a full spectrum, from Grenfell Tower to the Glasgow School of Art. Calamitous events do indeed cast a long shadow. Even the effects of war are a current issue for us, and we will shortly begin a major conservation project at Bristol’s Temple Church – known locally as the leaning tower of Bristol – addressing issues brought about by the German bombs which gutted the ancient church during the Bristol Blitz. Conservation is also about looking forward of course. We must address future challenges, and I read with interest Dr Mairi Davies’ account of how climate change is affecting Skara Brae and Scotland’s dynamic coast. These issues are only too familiar following English Heritage’s battles at Hurst Castle in Hampshire, where we have had to invest heavily in repairs to the castle’s historic fabric after a sudden shift in the pattern of coastal erosion in 2013. We face similar issues at our sites on the Isles of Scilly. Thinking far ahead as to how we ensure our grandchildren can still enjoy discovering the story of England where historic events took place, we are taking a groundbreaking approach to caring for the nation’s unique collection. Addressing risk and resilience, linked to significance, is the cornerstone of English Heritage’s progressive, new outcome-centred ‘sustainable conservation’ strategy. Building on a solid foundation of research and survey data over many years, we will be approaching the care of individual sites from a different perspective. Rather than itemising every defect identified by our surveys, and setting out systematically to remove these, we will now take a more holistic evidence-based view of what it will take to ensure the building remains in good condition in the long-term. We will focus attention away from individual defects and towards areas of vulnerability, and prioritise significant aspects rather than every inch of a building. Our measure of good stewardship will be that each site will be in ‘sustainable condition’, meaning that it will stand the test of time with regular preventive maintenance. In some cases, this will mean a major intervention to achieve a long-term benefit, rather than repeated and costly works to address recurring problems that arise from failing to address the root cause. Our teams will draw on historical records and survey work to examine rates of deterioration, and will anticipate vulnerabilities such as fire risk and climate change in their repair and maintenance plans. Whatever challenges face the 400-plus unique places in our care, by focusing on a sustainable approach to conservation we can reduce risk and increase their resilience in the long-term. I commend to you the excellent articles in this edition of the yearbook and this year’s IHBC annual school which shares the same theme. Kate Mavor, Chief Executive, English Heritage
6 Y E A R B O O K 2 0 1 9 STRUCTURE OF THE IHBC Yorkshire Matt Bentley yorkshire@ihbc.org.uk Scotland Paul Zochowski scotland@ihbc.org.uk South Alison Davidson south@ihbc.org.uk South East Sanne Roberts southeast@ihbc.org.uk South West (Vacant) southwest@ihbc.org.uk Wales John Edwards wales@ihbc.org.uk West Midlands (Vacant) westmids@ihbc.org.uk FINANCE& RESOURCES COMMITTEE Treasurer and Committee Chair Jill Kerry treasurer@ihbc.org.uk Chair of Council James Caird chair@ihbc.org.uk PRESIDENT David McDonald president@ihbc.org.uk CHAIR James Caird chair@ihbc.org.uk B R A N C H C O U N C I L M E M B E R S B R A N C H C O U N C I L M E M B E R S SECRETARY Jo Evans ihbcsecretary@ihbc.org.uk Administrator Lydia Porter admin@ihbc.org.uk EDUCATIONTRAINING & STANDARDS COMMITTEE Education Secretary and Committee Chair Andrew Shepherd education@ihbc.org.uk COMMUNICATIONS & OUTREACH COMMITTEE Communications & Outreach Secretary and Committee Chair Dave Chetwyn communications@ihbc.org.uk Editorial Board Chair Mike Taylor ihbceditorialboard@gmail.com MEMBERSHIP & ETHICS COMMITTEE Membership Secretary and Committee Chair David Kincaid membership@ihbc.org.uk NOTES Red text indicates voting posts of council except where currently held by prospective (acting) o cers. Other o cers can attend council as required. For further details of the branch representatives see pages 8-9. The branch email addresses given here and on page 8 are for contacting the branch committee rather than the individual representative. For contact details of all others please refer to the directory of members on page 50. POLICY COMMITTEE Policy Secretary and Committee Chair Roy Lewis policy@ihbc.org.uk Government Liaison Secretary Bob Kindred government@ihbc.org.uk East Midlands Rose Thompson eastmids@ihbc.org.uk London Sheila Stones london@ihbc.org.uk North (Vacant) north@ihbc.org.uk Northern Ireland Ken Moore northernireland@ihbc.org.uk North West Crispin Edwards northwest@ihbc.org.uk East Anglia (Vacant) eastanglia@ihbc.org.uk Operations Director Fiona Newton operations@ihbc.org.uk Learning, Education, Training&Standards O cer Kate Kendall lets@ihbc.org.uk Membership Services O cer Carmen Moran membershipservices@ihbc.org.uk DIRECTOR Seán O‘Reilly director@ihbc.org.uk IHBC NATIONAL OFFICE VICE CHAIR Kathryn Davies vchair@ihbc.org.uk VICE PRESIDENT Mike Brown vicepresident@ihbc.org.uk Branch & Events Support O cer Carla Pianese support@ihbc.org.uk COUNCIL
7 S T R U C T U R E A N D M E M B E R S H I P ANDREW SHEPHERD, EDUCATION SECRETARY is the principal of Andrew Shepherd, Architect, Sheffield. A chartered architect and surveyor, his projects have included Grade I listed buildings and scheduled ancient monuments. He has extensive teaching experience in the UK and has also been involved in heritage training programmes in Kosovo, Bosnia-Herzegovina, Serbia, Albania and Transylvania. His previous roles include president and education officer of the Ecclesiastical Architects and Surveyors Association and convenor of the Conservation Course Directors’ Forum for postgraduate conservation courses. education@ihbc.org.uk ROY LEWIS, POLICY SECRETARY is a chartered town planner who has specialised in architectural conservation and urban design throughout his career. He has held planning and conservation posts in local government, ran an undergraduate conservation programme at the University of Derby and is currently a director of Grover Lewis Associates Ltd, a specialist town planning and built heritage consultancy. He was the East Midlands branch representative from 2006 to 2017 and for a number of years represented the IHBC on the Urban Design Alliance. policy@ihbc.org.uk DAVE CHETWYN, COMMUNICATIONS AND OUTREACH SECRETARY is managing director/partner of Urban Vision Enterprise CIC and D₂H Land Planning Development. He is also chair of the board of the National Planning Forum, a Design Council BEE and an associate of the Consultation Institute. Previous roles include chair of the Historic Towns Forum, head of Planning Aid England and IHBC chair. communications@ihbc.org.uk DAVID KINCAID, MEMBERSHIP SECRETARY was the conservation team leader at Canterbury until retirement in 2012. He was responsible for a wide range of projects including conservation area management, listed building and area grant schemes, and world heritage site management. Prior to this he worked for 14 years in South Yorkshire on a range of regeneration and urban design projects. He was IHBC policy secretary between 2013 and 2016. membership@ihbc.org.uk ELECTED and APPOINTED OFFICERS DAVID McDONALD, PRESIDENT is an independent historic environment consultant specialising in providing heritage training for other built environment professionals. He formerly led the Conservation and Design Team at the Royal Borough of Kensington and Chelsea. He is the IHBC’s representative at The Heritage Alliance and a trustee of the Council on Training in Architectural Conservation (COTAC). president@ihbc.org.uk JAMES CAIRD, CHAIR is a retired chartered architect and town planner whose career included posts in the public, private and voluntary sectors. He was director of planning at South Shropshire District Council (1985–2006) and has contributed throughout his career to professional practice in heritage for the IHBC and other professional institutes and bodies. chair@ihbc.org.uk KATHRYN DAVIES, VICE CHAIR is a heritage and planning consultant with over 30 years’ experience, principally in the public sector. She worked first in local authorities in planning and conservation and latterly with English Heritage/Historic England where she worked with historic buildings and areas and then ran the historic places team in the South East. Engaging communities in understanding the significance of the historic environment was a major focus of this work. vchair@ihbc.org.uk JILL KERRY, TREASURER is a semi-retired chartered architect who has worked in the conservation sector for 25 years. She started her professional life in the public sector before moving to the private sector. She was the Northern Ireland branch representative until 2017. treasurer@ihbc.org.uk JO EVANS, SECRETARY is a director at CgMs and has held a number of conservation posts in local authorities in Surrey and Hampshire. She was chair of the IHBC from 2010 to 2013. Prior to that she was the membership secretary and the chair of the Membership & Ethics Committee, following on from holding posts on branch and other national committees. ihbcsecretary@ihbc.org.uk The post-holders shown are correct at the time of printing but are subject to change. For the latest information please see ihbc.org.uk/page65/index.html
8 Y E A R B O O K 2 0 1 9 WALES Branch contact: wales@ihbc.org.uk Branch representative: JOHN EDWARDS WEST MIDLANDS Branch contact: westmids@ihbc.org.uk Branch representative: vacant YORKSHIRE Branch contact: yorkshire@ihbc.org.uk Branch representative: MATT BENTLEY OVERSEAS MEMBERS Contact: membership@ihbc.org.uk Membership Secretary: DAVID KINCAID NORTHERN IRELAND Branch contact: northernireland@ihbc.org.uk Branch representative: KEN MOORE SCOTLAND Branch contact: scotland@ihbc.org.uk Branch representative: PAUL ZOCHOWSKI SOUTH Branch contact: south@ihbc.org.uk Branch representative: ALISON DAVIDSON SOUTH EAST Branch contact: southeast@ihbc.org.uk Branch representative: SANNE ROBERTS SOUTH WEST Branch contact: southwest@ihbc.org.uk Branch representative: vacant EAST ANGLIA Branch contact: eastanglia@ihbc.org.uk Branch representative: vacant EAST MIDLANDS Branch contact: eastmids@ihbc.org.uk Branch representative: ROSE THOMPSON LONDON Branch contact: london@ihbc.org.uk Branch representative: SHEILA STONES NORTH Branch contact: north@ihbc.org.uk Branch representative: vacant NORTH WEST Branch contact: northwest@ihbc.org.uk Branch representative: CRISPIN EDWARDS NB: Branch email queries are managed by branch committees – for full details see branch pages on the website ihbc.org.uk. BRANCH REPRESENTATIVES
9 S T R U C T U R E A N D M E M B E R S H I P 0 50 100 km Crown copyright 2001 BRANCH AREAS OVERSEAS MEMBERS • SCOTLAND (ALL ADMINISTRATIVE AREAS) • NORTHERN IRELAND (ALL COUNTIES) • NORTH (CLEVELAND, CUMBRIA, DURHAM, NORTHUMBERLAND AND TYNE AND WEAR) • NORTH WEST (CHESHIRE, GREATER MANCHESTER, ISLE OF MAN, LANCASHIRE AND MERSEYSIDE) • YORKSHIRE (ALL YORKSHIRE COUNTIES AND N AND NE LINCOLNSHIRE) • WALES (ALL ADMINISTRATIVE AREAS) • WEST MIDLANDS (HEREFORDSHIRE, WORCESTERSHIRE, SHROPSHIRE, STAFFORDSHIRE, WARWICKSHIRE AND WEST MIDLANDS) • EAST MIDLANDS (DERBYSHIRE, LEICESTERSHIRE, LINCOLNSHIRE, NORTHAMPTONSHIRE AND NOTTINGHAMSHIRE) • SOUTH WEST (CORNWALL, DEVON, DORSET, GLOUCESTERSHIRE, SCILLY ISLANDS, SOMERSET AND WILTSHIRE) • LONDON (GREATER LONDON) • SOUTH (BERKSHIRE, BUCKINGHAMSHIRE, CHANNEL ISLANDS, HAMPSHIRE, ISLE OF WIGHT AND OXFORDSHIRE) • EAST ANGLIA (BEDFORDSHIRE, CAMBRIDGESHIRE, ESSEX, HERTFORDSHIRE, NORFOLK AND SUFFOLK) • SOUTH EAST (EAST SUSSEX, KENT, SURREY AND WEST SUSSEX)
10 Y E A R B O O K 2 0 1 9 MEMBERSHIP OF THE IHBC THE INSTITUTE offers membership to all those who care for or about the built and historic environment, and our members are drawn from many disciplines. They include, among many other practitioners, architects, town planners, building surveyors, estate managers, structural engineers, landscape architects, curators, buildings and project managers, archaeologists, architectural historians, local authority conservation officers, officers from national conservation organisations, academics and private practitioners. Membership of the institute is aimed at being inclusive rather than exclusive, but all categories of membership require the observance of our code of conduct (see page 12). There are three categories of membership available: Full membership of the institute represents conservation accreditation open to all whose principal skill, expertise, training and employment is in providing specialist advice in the conservation of the built and historic environment. Full members have demonstrated to the IHBC their skills, knowledge and experience as interdisciplinary conservation specialists able to offer advice in line with national and international standards and models in conservation and project management. As such, full members are normally expected to demonstrate skills and experience in line with and across the institute’s four areas of competence (see page 12) while significant skills in one or more areas may be seen to outweigh weaknesses in one of the other areas. Anybody who satisfies these requirements and has at least five years’ relevant experience would normally be considered eligible for full membership. For those who have gained a qualification from a conservation course that has full recognition from the institute (see page 88) the necessary period of relevant experience required is reduced from five years to two years. IHBC member Richard Stocking inspecting the principal concrete structure of the Grade II* listed Congress Theatre in Eastbourne, one of the most important 'modernist' theatres in England
11 S T R U C T U R E A N D M E M B E R S H I P Associate membership represents conservation accreditation awarded to practitioners who have demonstrated to the IHBC their specialist skills, knowledge and experience in conservation relating to the area of practical competence corresponding to their primary skills or discipline. Affiliate membership is available for those who have not yet demonstrated to council the criteria for full membership, but wish eventually to gain accreditation from the IHBC. Retired members are those accredited members (full or associate) who have retired from practice. FEE SUPPORT Membership is available at concessionary rates for those in need or on low wages. Members of any category who make a case for fee support may secure further reductions. All forms of concessionary membership last only for the subscription year in which they are agreed. Retired This form of membership allows a reduced subscription rate for existing members who are retired from practice but wish to remain in contact with the institute. Those wishing to apply for this form of membership should write to the membership services officer confirming that they are no longer practising conservation. Libraries This is a form of subscribing membership where an organisation, rather than an individual, may access our services and benefits. Those wishing to apply for this form of membership should contact the membership secretary who will advise them of the subscription rate applicable. All members have the right to receive notices, literature and Context. The Membership & Ethics committee, subject to the approval of council, will decide on eligibility for and category of membership. All membership information is kept on a computer database and names and addresses can be used for mailing of appropriate information to members subject to stated preferences on the membership application form and careful control by officers. To apply for membership please see ihbc.org.uk/join/index.html MEMBERSHIP SUBSCRIPTIONS 2019 Subscriptions are due annually on 1 April and can be paid by direct debit, credit/debit card or by cheque (made payable to the Institute of Historic Building Conservation). NB: IHBC fees are tax deductible as a professional expense, and through tax relief can reduce the cost by 20 per cent (basic rate tax payer) to 40 per cent or more. Members, affiliates and associates £124 per annum Concessionary rate £62 per annum (available to those with an annual income below £17,500, subject to proof of income and renewed annually) Retired members £62 per annum Fee support If you are having difficulty meeting the cost of our membership fees you can apply for fee support (ihbc.org.uk/join/feesupport/index.html). Successful applicants typically have their fees reduced by 50 to 100 per cent of the full rate. The IHBC currently has 2,650 members. Excluding those who have retired (325 members), 54 per cent are employed in the private sector (1,300 members), and 30 per cent are employed in the public sector, with 550 in local government and 180 in national government bodies. IHBC MEMBERS BY EMPLOYMENT SECTOR NOTE These figures exclude retired members who are no longer seeking work Education sector 2% Miscellaneous 0.8% Students 4% Third sector 7% National government 7.5% Private sector 54% Local government 23% Not employed 1.5% CONTINUING PROFESSIONAL DEVELOPMENT The IHBC specifies ongoing training and development as a fundamental duty for an active professional. Consequently, CPD is compulsory for full members and strongly recommended for affiliates, individuals intending to become full members and associates. See ihbc.org.uk/learning/cpd for details and registration forms. How much is required? Full members must complete 50 hours of CPD over any two-year period and must supply CPD registration forms when requested by the institute. What qualifies? CPD must be planned on the basis of a personal development assessment related to the areas of competence (see page 12) and can include site visits, independent research, volunteering or other activities which broaden a member’s professional horizons. Where can I find CPD events? See pages 91–93 to find short courses and events, including many provided by IHBC regional branches, and for regular updates see events.ihbc.org.uk.
12 Y E A R B O O K 2 0 1 9 AREAS OF COMPETENCE AND COMPETENCES FOR IHBC MEMBERS The IHBC’s ‘areas of competence’, and their underpinning ‘competences’ provide an outline of the skills, knowledge and experience needed to fulfil the requirements of accredited membership of the institute. Prospective members are advised to refer to the institute’s current guidance for applicants, Membership Standards, Criteria and Guidelines (2008) which is posted on our website’s membership pages – see ihbc. org.uk/join/apply/index.html The following provides a brief summary of the principal headings: AREA OF COMPETENCE Professional 1. Philosophy: Appreciation of the social, cultural, political, aesthetic, economic and environmental values that underpin current conservation policy and practice 2. Practice: Awareness of the wider context of conservation, including knowledge of and ability to interact effectively with all bodies and individuals who have a significant role to play in the field AREA OF COMPETENCE Practical: Evaluation 3. History: Knowledge of the development of the historic environment including the remains of previous periods and cultures, historic buildings and settlements, works of engineering, parks, gardens and other elements of the historic landscape 4. Research/Recording/Analysis: Ability to carry out or commission research, analysis and recording of the historic environment, and to maintain records accordingly AREA OF COMPETENCE Practical: Management 5. Legislation/Policy: Knowledge of the legislative and policy framework for the conservation of the historic environment, its formulation locally and nationally, and awareness of other relevant legislation and policies 6. Finance/Economics: Understanding of the process for the procuring of buildings and facilitating development, including finance, valuation, cost planning and contracts, with specific reference to historic buildings and areas AREA OF COMPETENCE Practical: Intervention 7. Design/Presentation: Ability to analyse and evaluate quality of design, existing and proposed, of buildings and areas, and to present the results of such analysis in a way understandable to both professional and lay audiences 8. Technology: Knowledge of building construction of all periods, the characteristics of structures, the nature and properties of building materials and appropriate methods of repair and alteration of historic fabric. CODE OF CONDUCT The object of the code of conduct is to promote those standards of conduct and self-discipline required of a member of the Institute of Historic Building Conservation in the interests of the public and the protection of the built heritage. The main object of the institute is the promotion, for the benefit of the public, of the conservation of, and education and training in, the conservation and preservation of buildings, structures, areas, gardens and landscapes which are of architectural and historical interest and/or value in the United Kingdom. This heritage, which is part of society’s common heritage and which should be available to everyone, is, however, a limited and irreplaceable resource. It is therefore the duty of all members to act for and to promote its protection. Subscription to the IHBC’s code of conduct for individuals involved in the conservation and preservation of the built heritage assumes acceptance of these responsibilities. Those who subscribe to it and carry out its provisions will thereby be identified as persons professing specific standards of competence, responsibility and ethical behaviour in the pursuit of historic environment conservation work. This code indicates the general standard of conduct to which members of the institute are expected to adhere, failing which its governing body may judge them guilty of conduct unbecoming to a member of the institute and may reprimand, suspend or expel them. For further information see ihbc.org.uk/resources/A4-Codeof-Conduct.pdf AREAS OF COMPETENCE COMPETENCES PROFESSIONAL 1. Philosophy 2. Practice PRACTICAL EVALUATION 3. History 4. Research, recording and analysis MANAGEMENT 5. Legislation and policy 6. Finance and economics INTERVENTION 7. Design and presentation 8. Technology
REVIEW AND ANALYSIS The citadel of Aleppo before the civil war (Photo: iStock.com/elevationare)
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R E V I E W A N D A N A L Y S I S 15 DRAMAS OUT OF CRISES DAVID McDONALD, IHBC PRESIDENT I RECALL A television advertisement of a well-known insurance firm from a number of years ago, which had the slogan, ‘we don’t make a drama out of a crisis’. No doubt it was intended to reassure potential customers that their claim would be dealt with in a professional and timely manner. As historic environment professionals, we might learn from that approach when dealing with out-of-the-ordinary events. The 2019 edition of the yearbook again takes on board the theme of the forthcoming annual school in Nottingham, titled ‘Heritage, Risk and Resilience: confronting conservation calamities’. With this in mind the analogy with the insurance business should become clear: we don’t wish these things to happen, but we should be prepared when they do. In my long career as a local authority conservation and urban design officer, I was perhaps fortunate never to have dealt with a case involving serious fire, flood or structural failure. However, on one occasion I was involved with the aftermath of a terrorist bomb. The incident took place in 1994 and the target was the Israeli Embassy in Palace Green, Kensington. Thankfully, there were no deaths or serious injury and the embassy building survived virtually unscathed, however there was damage to 1 Palace Green, a Grade II* listed house which was designed by Philip Webb in 1868. Shortly after the incident I walked along a deserted Kensington High Street with the council’s director of building control to inspect the damage to its buildings. We recorded some external damage to 1 Palace Green, but that was effectively the end of our inspection. Sometimes national security takes priority over rights to enter buildings under the planning acts, but I did manage to relay the message about the importance of the building and the need to avoid further damage during the forensic investigations. Eventually I was able to inspect the interior and to see on the dining room floor the remains of its painted ceiling, which had been virtually destroyed by the blast. The interior had been originally installed by Morris and Co and included work by Edward Burne Jones and Walter Crane. Unfortunately, after consultation with English Heritage’s plaster expert it was decided that the ceiling could not be reinstated. So what did I learn? First, after any catastrophic event, normal rules don’t apply. Second, one has to work with a range of professionals whose priorities don’t necessarily include the historic environment. Third, be prepared to think on your feet and look for unorthodox solutions. This brings me back to the IHBC’s 2019 annual school, which will include presentations covering fire, flood and terrorism. We are fortunate to have Zaki Aslan, director of ICCROM’s conservation centre in Sharjah as our keynote speaker, who will no doubt mention the threats to cultural heritage through conflict. The day school will deal with both precautions and solutions in dealing with fire, flood, structural failure and terrorism. I am particularly looking forward to the presentation by Liz Davidson, project manager for the restoration of the Glasgow School of Art. Another highlight will be a lecture by Helen Brownlie who worked tirelessly to minimise the damage caused by serious flooding at Cockermouth in Cumbria and assisted with the town’s regeneration. Her achievements were recognised by a Heritage Angels Award. I believe that the 2019 annual school is one not to be missed by all historic environment professionals. As they say, being forewarned is to be forearmed. Finally, I should mention two anniversaries which take place in 2019. The first is that it will be 100 years since the birth of Sir Bernard Feilden, one of the giants of 20th-century building conservation, who died in 2008. Not only did he work on many important buildings both in the UK and abroad, but was also author of one of conservation’s most seminal texts, The Conservation of Historic Buildings which was published in 1982. Coincidentally, like our keynote speaker at the annual school, he has connections with ICCROM, and served as director from 1971 to 1981. He was also president of ICOMOS UK from 1981 to 1987 and was instrumental in the publication of that organisation’s training guidelines. As IHBC members will be aware, it’s those guidelines which underpin the institute’s set of competencies used to assess membership applications. The second anniversary to note is that it is 60 years since the formation of the Council on Training in Architectural Conservation (COTAC), of which I am a trustee. It also happens that Sir Bernard Feilden was a great supporter of COTAC. All this will be celebrated at a conference in November at the Engine Shed in Stirling. Watch for further details in IHBC newsblogs over the next few months. DavidMcDonald, president@ihbc.org.uk
16 Y E A R B O O K 2 0 1 9 CHAIR’S REVIEW JAMES CAIRD, IHBC CHAIR MY TERM of office as IHBC chair ends in July. When I took the job on, Mike Brown, my predecessor remarked how quickly three years passes when you’re enjoying yourself; and thus it has proved. Given this will be my last review, a look back at some of the issues over this period seems in order. Two years ago I commented that the uncertainties connected with the UK’s withdrawal from the EU were likely to mean that parliamentary time for heritage legislation was unlikely for the foreseeable future. The events that have passed since have not given rise to any greater confidence, so our focus must continue to be on building a better future for the profession and the historic environment within the existing parameters. The IHBC exists to promote, facilitate and accredit high professional standards in heritage management, design and implementation, and to promote the role of heritage in regeneration, place-making and sustainability. The regulation of heritage standards is an important component of what we do. However, we should not see this work merely as a process of enforcement against disrespectful, uninformed or neglectful proposals as many of our members are in positions to influence the shape of proposals long before they fall within the regulatory sphere. The ‘hearts and minds’ aspect of this is the promotion of the idea that development proposals that properly respect heritage values often have much higher economic, social and wider environmental outcomes as well, and an understanding of this tends to give rise to less contentious proposals that demand lower levels of statutory intervention. 2018 saw renewed government determination (in England) to see better design in the built environment. The implied logic of this is that there are enough reasons for objecting to new developments without adding poor design to the list. It is a topic that governments have attempted to resolve in the past without achieving a sustainable mechanism for doing so. This is not to deny the excellent good practice work of CABE and its predecessor, the Royal Fine Art Commission. Their problem that still faces us today is: how do we convert the enormous amounts of heritage and place-making good practice documentation into high quality results on the ground? The stumbling block is undoubtedly inertia. The development and heritage sectors have large quantities of in-built practice, and existing practices are reinforced by setting the scene for trainees. It is inevitable that changing current practice to something better will cost money because it involves people taking the time to think about what they do and training themselves to do it better. So, it is also a necessity to convince property owners and developers that proposals for change should be looked at in terms of their value, and not just their cost. We are used to this in terms of a proposal’s internal value-for-money, but not the value of wider impacts and how they might also return benefits. It took a good many years after 1967 for the general public to see that planning constraints in conservation areas, which they might find inconvenient, added value to the area as a whole and to their own property. This argument now needs to be applied to heritage high streets. The financial, fiscal and trading pressures on high street businesses are not going to improve if fragmentation of retail uses and physical decline are added to the list. Heritage high streets are at an advantage because of the additional statutory controls that apply to heritage property. However, retailing is unlikely to be a regenerative force on its own. The emphasis must now be on the experience economy, which leads directly to one of our core activities – place-making. The IHBC has a wealth of practice guidance and other material on its website. This is available to members, their clients, the public and all who may need to be informed in heritage matters. But the institute does need to increase its influence through professional practice and the key to this is a larger and better accredited membership. As a multi-disciplinary institute, the IHBC has much to offer the heritage professional and the quality of our accreditation is high, so I would urge anyone who has the skills and experience to apply for full membership. Try one of our MATE sessions if the process appears daunting. To others, associate or affiliate members make up half our membership and are tested routes to improved professional skills. The IHBC is currently making adjustments to its governance to improve the way it works and to give a wider range of its membership opportunities to participate. Offers to help us run the institute are always welcome, and the job would be impossible without the excellent contributions of our volunteers, our director and staff for whom my thanks are particularly due. I could not have performed the role of chair without them: doing which has been a great honour. Thank you. James Caird, chair@ihbc.org.uk
R E V I E W A N D A N A L Y S I S 17 RESOURCE PLANNING AND INVESTING FOR THE LONGER TERM SEÁN O’REILLY, IHBC DIRECTOR OVER THE past year the IHBC has worked hard to maintain high levels of activity, impact and influence across a wide range of member and stakeholder interests as we do our best to support those who shape and care for our built and historic environment. As the economic constraints of the previous financial year have eased, we have correspondingly renewed our cautious expansion, with the low-cost consolidation of core operations and services being the primary focus. In particular, we have looked at improving efficiency with better management and planning, a theme that is explored in more detail in my regular reports in our membership journal Context. Of course, streamlining services without regard to users’ needs would be pointless, but the powerful affirmation of member satisfaction in the responses to our 2017–18 membership survey (with 92% of members satisfied or very satisfied and 94% likely or very likely to recommend IHBC membership) meant that the obvious response was to build on this good work. Additionally, given the recent turbulence in global and local politics and economics it was important to maintain the great value already offered to our members. As such, our recent investments of effort and resources have been primarily directed towards streamlining and coordinating our activities, a cautious strategy perhaps, but also one in keeping with our conservationfriendly precautionary approach. In many cases, such improvements have been invariably more complex than anticipated. Examples include ostensibly simple procedural changes, such as embedding the development of our online ToolBox resource into committee processes, which ultimately require new protocols and practices to maintain standards. An even more challenging improvement has been the structured planning of our online and hard copy suites of publications, to make sure they secure a broader input from volunteers while also winning new audiences. One example already in hand is the marking of key anniversaries from 2019, including the 50th anniversary of the Churches Conservation Trust, COTAC’s 60th, the centenary of the Bauhaus, and the centenary and bicentenary of the births of Sir Bernard Feilden and John Ruskin respectively. The challenge is that these events should register appropriately across all IHBC platforms, from the NewsBlogs (limited to as little as one hour to plan) to the yearbook (for which planning can take eight months or more). With closer ties to current events such as anniversaries, or more ambitious targets such as future national political initiatives like the successful new heritage investments in England’s high streets, we can heighten our impact substantially. Significantly, and at little extra cost, this uplift should transform the IHBC from serving as a receptive and willing platform for others to wield their agendas, to being both a player and a leader, as we deliver on our own agenda. However all this can only be done if we can streamline our activities into a process that can react directly to wider opportunities through better planning and preparation. While this may generate more up-front expenses, the payoff has potential to be substantial, as any such streamlining will inevitably reduce costs or add value to our operations and services. A simple example of the changes under way is how we target new audiences and networks by offering free copies of Context. We already do brilliant work in producing each issue, but because this has largely operated as a stand-alone activity in the past, the c£50,000 overall annual cost did not attract the wide-ranging return it might have. Better integration between planning, programming, promoting, procuring and publicising – such as with our Context-linked CPD boosts on our NewsBlog news service – can wring more value out of any activity, for members, their colleagues and of course for the sector as a whole. Securing this level of integration, however, has required the establishment of new processes to link content, training priorities, authors, publishers, volunteers, sponsors and sector stakeholders, all in a single, manageable and coherent process. Its development has not been fully concluded, but the benefits are clear. Naturally, more effective planning of Context also opens up new and often more powerful audiences. Internationally, we have been able to offer a forthcoming issue to a Chinese audience at a Shanghai conference and develop links with the architect’s professional body there, while the 2019 annual school
18 Y E A R B O O K 2 0 1 9 issue will be a rich offering to catch the eye of insurers, risk managers, and infrastructure bodies, as well as the more familiar historic built environment players interested in its core theme of risk and resilience. Indeed, with regard to the schools generally, forward planning has already helped branches to plan events up to three years in advance. This includes exploring basic websites and links, as well as identifying core CPD content priorities, a process that now engages members and colleagues across local and national branches and committees, as well as our board. Our corporate and governance planning and development has also been equally and unexpectedly lowcost. Building on earlier plans and recent initiatives has been critical in cost control, as trustees have developed the lessons wrought from the IHBC+ programme: inclusive engagement, especially with early career members; enriched and more diverse nationally-led advice and guidance from our Council+ meetings; and more flexible approaches to supporting volunteers to make sure we recognise their interests and needs first, while adapting our practices accordingly. The lead here has been offered in a partnership between our chair James Caird and president David McDonald as they shape local discussions on the new constitution. Overall though, continuity in both services and operations has been at the heart of more recent progress. Branches, for example, have been placed in the spotlight from February 2018 with the first consolidated NewsBlog on local events. Kate Kendall’s continuing leadership in the training and guidance on membership accreditation through our Membership Application Training Event (MATE) sessions has continued apace too, relying on branches first, but also extending into the private sector and across national heritage bodies. Indeed, the MATE session that recently loomed largest is that at Historic Environment Scotland, IHBC’s second such event there linked to our training and accreditation support. As the model itself has been evolved from our earlier TeamStarter programme, we have also launched a dedicated MATE web page, to help guide prospective delegates and companies – ideally HESPR companies – on its benefits. Of course, all new resources continue to be shaped by recognised needs and priorities, not least our research and guidance notes and their platform, the IHBC’s ToolBox. Led by consultant Bob Kindred, these notes are designed to address and offer easy access to more specialist support. Wider research, guidance and advisory services also have continued as central concerns, including initiating research into local authority conservation services across the island of Ireland. The ongoing development of an international strategy demonstrated a capacity both to think strategically and to use resources more efficiently, as is the well-established way of the IHBC, and second nature for an organisation with conservation at its core. Overall, our affirmation of inclusive membership under the banner of IHBC+ – supporting the needs of volunteers and promoting partner networks – has been a critical factor in lifting membership numbers to today’s c2,600 yearly average. Spurred on as well through engagement with Council+, we added another c3,000 members across our core social networks, and that growth extended into the construction and development sector through our Conservation Wiki, hosted by our service partner there, Designing Buildings Wiki. This became the third most important driver of traffic to our website and helped us access an audience of up to 5 million annually, including c10,000 registered users from across the development, construction and related sectors. Profile and support for our own corporate conservation practices listing, HESPR, grew too, with 40 members now signed up. Its promotion continued in the yearbook, as well as online, including flier circulation across all publications. The service was highlighted at national and local events across the year, including partner events and in the media. Finally, looking ahead, if you think that Scotland and Wales have been a little eclipsed in 2018, by England’s scale and Belfast’s annual school, do remember that we can now confirm that our schools in 2021 and 2022 will be in Aberdeen and, most likely, Swansea, respectively, and with our new planning hats on, we are already working hard on them. So, as we can now plan across even more years than ever, with only a little extra investment we are able to lift our sights even higher, and make sure we get the balance of our resource allocations right over ever longer terms. Seán O’Reilly, director@ihbc.org.uk Delegates at the Belfast annual school in 2018 standing in front of the spectacular portico of Mount Stewart
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