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What we recommend |
General recommendations resulting from SusSET town’s work on theme of built heritage are:
1) Look on built heritage from broader perspective andhave a policy context to set the project within an overall policy framework
- perceive built heritage as interactive part of a system of various town functions
- search for answers in work of others (search for good practice examples)
- external experts can help to look at the thing from different angles (by applying a broader, national or international perspective)
- ensure diversity of team working on built heritage issues to learn different views and ideas
2) Involve local community and other key stakeholders at all stages of the project
- involvement ensures support
- involvement ensures setting goals that are important for local community
- involvement is often an advantage in seeking for external funds
- involvement can mean delegation of some duties concerning maintenance or even management
3) Encourage private investors and volunteer efforts
- depict positive prospects and incentives of investment in built heritage
- form public-private partnerships to cross-fund the projects, to ensure that good practices in design and use of built heritage are observed, and to ensure long-term maintenance
- a good brief is essential to ensure the overall success of the project
- Promote the built heritage and built heritage projects within town
- to citizens, tourists and funding bodies
- Carefully manage the delivery of built heritage projects
-needs to be a robust tendering process.
-establish criteria for appointment of specialists i.e. experience, expertise
-the consultation process can be as long or short as you wish, however, there is a need to establish a cut off point and be clear in explaining the processes of determining the final scheme
-ensure the correct people are involved in the management group
-permissions always take longer than originally anticipated
-prepare a funding package- with well considering maintenance costs at the outset to be included as part of capital costs
-put out notifications – be clear about the work to ensure that all appropriate stakeholders are notified e.g. before any contactors commences work on site
- an opening/launch raises the profile of the project
- make sure project handed over to a maintenance body/group. Lack of maintenance severely undermines the overall success of the project
- conduct an evaluation - Did the project achieve what it aimed to do?
SusSET partners also encourage you to establish an overall model for built heritage project management. The model below was formulated and contributed by the town of Stonehaven, Scottish partner town of SusSET, and can easily be adapted to local conditions:
Stage 1 - PROJECT FORMULATION
Concept
- Bottom Up Project/Public Support – Project identified as priority during public consultation exercise
- Policy/Plan context – Project identified in Town’s Development Strategy, corresponding with local, regional or national strategies.
Feasibility
- Establishment of management team and management
- Funding secured to undertake a feasibility study
Tender Process for Feasibility Brief
- Appointment of Specialist to undertake brief - based on price, expertise, experience
Completion of Feasibility Study
- Draft details to Steering Group for any amendments
- Community Consultation on draft proposals (public meetings, community councils, specialists knowledge groups e.g. Local Heritage Society, other groups of interest)
- Council approval of scheme – Design, costs
- Obtaining permissions – land owners, planning, statutory bodies
- Establish funding package involving all funding partners
- Securing capital monies for ongoing maintenance integral to project
Stage 2 - IMPLEMENTATION
- Appointment of Contractor
- Programme of what’s agreed/Health & Safety forms etc
- Monitoring of contractors to completion
- Snagging/Defects before completion of job
Stage 3 - MONITORING/EVALUATION/MAINTENANCE
- Launch/opening of project
- Defects liability period (usually 1 year)
- Handed over to maintaining body
- Evaluation – consumer satisfaction, surveys etc
Recommended Reading
ECONOMICS AND HISTORIC PRESERVATION: A GUIDE AND REVIEW OF THE LITERATURE.
Mason, Randall (2005). www3.brookings.edu/metro/pubs/20050926_preservation.pdf
THE ECONOMICS OF HISTORIC PRESERVATION: A COMMUNITY LEADER'S GUIDE.
Rypkema, Donovan (1994). Washington DC: National Trust for Historic Preservation (updated 2005).
CULTURAL HERITAGE MONUMENTS AND HISTORIC BUILDINGS AS VALUE GENERATORS IN A POST-INDUSTRIAL ECONOMY.
Nypan, Terje (2004). Directorate for Cultural Heritage.
www.riksantikvaren.no/Norsk/Publikasjoner/Andre_utgivelser/filestore/IICH.PDF
PRIVATIZATION AND CULTURE
Experiences in the Arts, Heritage and Cultural Industries in Europe
Edited by Peter B. Boorsma ( Twente University), Annemoon van Hemel (Boekman Foundation) and Niki van der Wielen (Boekman Foundation)
CIRCLE Publications No 10, Kluwer Academic Publishers, 1998
CARING FOR OUR BUILT HERITAGE: CONSERVATION IN PRACTICE: A REVIEW OF CONSERVATION SCHEMES CARRIED OUT BY COUNTY COUNCILS AND NATIONAL PARK AUTHORITIES ... WITH DISTRICT COUNCILS AND OTHER AGENCIES
Haskell, Tony (March 26, 1993)
Taylor & Francis; 1 edition
ASSESSING THE VALUES OF CULTURAL HERITAGE
Torre, Marta de la (ed.) (2002). Los Angeles: The Getty Conservation Institute.
www.getty.edu/conservation/publications/pdf_publications/assessing.pdf
BURRA CHARTER
Australia ICOMOS members.
The Burra Charter provides guidance for the conservation and management of places of cultural significance (cultural heritage places)
www.icomos.org/australia/burra.html
PLANNING ADVICE NOTE PAN 52
Planning in Small Towns.
(April 1997) Scottish Executive
www.scotland.gov.uk/Publications/1997/04/pan52
Next read Conclusion and Key Messages
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