REVIEW AND ANALYSIS 35 of the dynamic operating environment around you in terms of key factors that might negatively impact upon the project during all of its phases. For example, global economic trends and the resultant impact on project costs. For new project promoters, we would recommend engagement with similar types of organisations who have experience in developing restoration projects to gain valuable insights into the design and delivery of their projects. For established project promoters, we would recommend reviewing and evaluating your previous project(s) and to incorporate the lessons into your new scheme’s business plan. A practical options appraisal is also an important tool in the business case in terms of having the ability to adapt to a scaled-back approach, should some of the expected funding not be forthcoming. Early engagement with all project partners is considered to be a critical component of designing and developing a successful project in terms of not only securing buy-in, but also managing expectations of what is achievable. This engagement includes dialogue with, firstly, statutory agencies responsible for planning, heritage, highways and environment to obtain key technical advice in order ensure that the project secures the relevant consents. Secondly with funders, in terms of establishing their likely support for the project to enable you to establish affordability and any financial implications at an early stage. It is very important to look beyond the capital project and to focus on the finished output in terms of sustainability, management and overall longevity. The pandemic created challenges for some of our projects during which a selection of tenants were having difficulty in sustaining their business due to the restrictions, low footfall, recurring and rising costs and other reasons. The Inner City Trust took a strategic approach to what were very acute and immediate issues by providing short-term ‘rental holidays’ to some of our tenants. This helped to minimise vacancies and business failures thereby ensuring sustainability and promoting the vibrancy of our own property portfolio. JENNIFER SUMMERS, HAVERFORDWEST HERITAGE LTD, PEMBROKESHIRE Develop a good plan of action, get the right people on your team and execute the plan in the right order! Don’t jump ahead just because of a grant deadline; if you miss it, the chances are there’ll be other funding options later. Get ‘all your ducks in a row’ before submitting funding applications to avoid having to request too many changes from your funder when you later realise you need to adapt your plans. Engage the local community and potential users of the building early on so they become committed to the project. You’ll need their support at every step from supporting funding, refining plans, and making sure the new use of the building is well supported once it reopens. Dealing with private owners of neglected heritage buildings is the most difficult challenge for our trust. Many significantly overvalue their buildings and there is little incentive to sell for a realistic price. Charm, Wesleyan Chapel, Haverfordwest: plans have been submitted to turn it into flats (Photo: Haverfordwest Heritage) Residential conversion might also be the answer for these redundant quayside warehouses in Haverfordwest (Photo: Haverfordwest Heritage)
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