ST MARGARET’S CHURCH, BRAEMAR
Options Appraisal
Scottish Redundant Churches Trust
April 2013
EXTRACT FOR STAKEHOLDERS’ MEETING 31 MAY 2013
OPTIONS APPRAISAL
APRIL 2013
EXTRACT FOR STAKEHOLDERS’ MEETING 31 MAY 2013
Scottish Redundant Churches Trust 15 North Bank Street EDINBURGH EH1 2LP
0131 563 5135 [email protected]
Scottish Charity No. SC024407 A Charitable Company Limited by Guarantee Registered in Scotland SC162884
St Margaret’s Church, Braemar – Options Appraisal April 2013, extract for Stakeholders’ Meeting 31 May 2013 1
Plan of St Margaret’s Church, Braemar as existing.
SOURCES OF FUNDING
This study has been generously funded by the Architectural Heritage Fund, Cairngorms National Park Authority, Scottish Enterprise, Marr Area Partnership, Braemar Community Council, and by private donations.
ACKNOWLEDGEMENTS
The work of the St Margaret’s Project Group (Brian Wood, Dave Chandler, Ken Mackenzie and Pete Mulvey) in contributing to this study is gratefully acknowledged. The group’s vision for St Margaret’s, and their aspiration for the church to be the creative lynchpin for a revitalised Braemar, has been central to the study and to the growth of community support for the project.
The contribution of Paul Anderson and Shona Donaldson is also gratefully acknowledged.
The parts of this report on the description of the building are drawn from the guidebook written in 1991 by Donald Findlay and from an article on Comper written by Peter Anson and published in 1951 in the transactions of the Scottish Ecclesiological Society Vol 14 (1948-51).
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EXECUTIVE SUMMARY
Introduction This report sets out the findings of an options appraisal on St Margaret’s Church, Braemar, commissioned from Simpson & Brown Architects and Iridescence Economic Consultants by the Scottish Redundant Churches Trust (SRCT) and undertaken between October 2012 and March 2013. The appraisal was carried out as a collaborative exercise between the SRCT, a national charity, and the community-led St Margaret’s Project Group.
The purpose of the appraisal was to investigate options for the reuse of St Margaret’s as an arts hub and performance venue, and to identify whether a viable option existed. Both the financial and physical viability of options were investigated and a preferred scheme identified. The appraisal examined the fit of the arts hub and performance venue proposal with local, regional and national strategies, together with the market and demand for such a development. It also considered the constraints and opportunities of the building’s Category A listed status.
This report provides information to enable the SRCT to determine whether to agree to the transfer of ownership of St Margaret’s from the Scottish Episcopal Church and, thereafter, whether to proceed with a project to repair and regenerate the building. The report also serves to inform decisions by the embryonic Braemar Arts Trust, the prospective tenant of a restored St Margaret’s.
Background St Margaret’s Church is located in the centre of the Aberdeenshire village of Braemar and was built between 1899 and 1904 to accommodate the large number of Episcopalian worshippers who flocked to Royal Deeside during the summer months in Victorian times.
St Margaret’s is of outstanding significance within the UK for its architecture and as a major work of the prominent Scottish architect Sir John Ninian Comper. Numbering amongst the finest churches in Scotland, St Margaret’s is listed Category A by Historic Scotland and is the architectural high point of Braemar and a landmark within the village.
The SRCT’s involvement with St Margaret’s dates back over 10 years, and since 2008 the charity has worked with the Prince’s Regeneration Trust (PRT) to secure the future of this important building. Studies by both organisations (2004 and 2009) confirmed the outstanding significance of St Margaret’s and identified potentially viable reuse schemes but were unable to identify a locally-based group or organisation to act as a delivery mechanism.
A defining moment came in November 2011 at a meeting of key stakeholders convened by the Diocese of Aberdeen & Orkney, PRT and SRCT in an effort to establish a collective will to rescue St Margaret’s. Those present, including representatives from Historic Scotland, Scottish Enterprise, Aberdeenshire Council, Cairngorms National Park Authority, the National Trust for Scotland, Aberdeen University, Braemar Community Council and Braemar Royal Highland Society, were given a presentation by four local residents – the St Margaret’s Project Group – who put forward their vision for a restored St Margaret’s as a centre for the arts & crafts. At the heart of the group’s vision was the desire to enrich Braemar’s appeal as a visitor destination and so to boost the local economy:
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To establish Braemar as one of the Jewels in the Cairngorms’ Crown – the perfect place from which to enjoy the best the park has to offer - providing a vibrant fusion of community-driven activity and professionally programmed arts activity, attracting both the local and visitor markets.
A subsequent development study, commissioned by the Project Group in February 2012 and supported by stakeholders, explored the potential for reusing St Margaret’s as a venue for exhibitions, performances, workshops, classes, and residencies. In examining the context for the project the study identified weaknesses in Braemar’s visitor offer and the importance of developing St Margaret’s within a wider arts destination marketing strategy for the village. It concluded:
That the Project Team proceeds with the development of this project. Pursued in a focused, strategic and creative manner, integrated with the quality development and marketing of Braemar as a destination, we believe that developing St Margaret’s as an Arts Hub could definitely attract more people to visit, spend money in and enjoy Braemar. This will result in a virtuous circle promoting continued investment in facilities and services. We believe St Margaret’s is central to the project as it provides the high profile focus, quality platform and creative lynchpin required to achieve a scalable initiative with real cultural tourism value.
Shortly after the completion of the study a further opportunity arose when internationally renowned musician Paul Anderson, looking to establish a fiddle school in the area, was shown St Margaret’s. Captivated by the acoustics and character of the building, Paul’s response highlighted St Margaret’s particular suitability as a performance space and demonstrated its potential to become a unique venue unlike any other in the area. The possibility of creating a fiddle school of international repute in Braemar and based at St Margaret’s became a further strand to consider.
Visits to a range of places and projects during 2012 allowed the Project Group’s vision to evolve and develop and, working alongside the SRCT, to take account of the conservation requirements of St Margaret’s and the need to preserve the most significant features of the building. This process resulted in a shift of emphasis in the reuse of St Margaret’s from creative arts to performing arts: playing to the strengths of the building and minimising the impact on the important interior.
It is this concept that the options appraisal has examined and reported on: the potential for St Margaret’s to be a repaired and regenerated as an arts hub and performance venue to serve Braemar and the wider Cairngorms National Park. In commissioning the report, however, the SRCT has been clear that the Project Group’s original vision of St Margaret’s pivotal role in reviving the economic fortunes of Braemar is paramount. The project’s aims must be more than the repair of an important historic building. The regeneration of St Margaret’s and the regeneration of Braemar are inextricably linked, and the opportunities for achieving both are explored in this study.
The Challenge Last used for regular worship in 1997, St Margaret’s has been on the national Buildings at Risk Register since 2003 following a decision by the Bishop of Aberdeen & Orkney to close and dispose of the building. The condition of St Margaret’s is poor, with active water ingress and
St Margaret’s Church, Braemar – Options Appraisal April 2013, extract for Stakeholders’ Meeting 31 May 2013 4 rot. A major collapse was averted in 2005 through the introduction of propping which remains in place to stabilise the structure. But the threat to the building is not only its physical condition: its future is also compromised through having lost its original purpose, and through the lack of a sense of ownership within the Braemar community.
St Margaret’s was built in Braemar’s Victorian heyday not for local people but for visitors. Once a popular and thriving destination, the village’s appeal to visitors has steadily declined over the decades and it now significantly underperforms in relation to its past reputation and its current potential. Known world-wide for the annual Braemar Gathering, the village has so far failed to capitalise either on its international renown, or on its prime location within a stunning natural environment at the heart of the Cairngorms National Park. Braemar has a wealth of strengths that should make it a successful tourism destination but the visitor experience is sub-optimal, being mostly oriented towards the lower end of the coach market. This has had a detrimental effect on the local economy resulting in a lack of business investment and a negative downward spiral.
Despite its huge potential, Braemar currently lacks the critical mass and quality of attractions to encourage visitors to spend time and money in the village. The pattern of visiting is highly seasonal with a short peak season from June to September, and first time visitors outnumber repeat visitors.
The challenge being faced, therefore, is not simply that of a disused historic church in poor condition – it is also that of a small rural community in economic decline.
This project can and does address both challenges and this report shows how the repair and regeneration of St Margaret’s as an arts hub and performance venue can, in turn, play a pivotal role in the regeneration of Braemar.
Strategic Context The aims of this project resonate exceptionally well with local, regional and national strategies which advocate an ambitious, strategic and quality-oriented approach to the development of Scotland’s cultural and visitor economies: Scottish Enterprise states: ‘We want Scotland to be one of the world's foremost tourism destinations … and our enduring philosophy must be to exceed our visitors' expectations. We must manage the quality of the overall visitor experience, including … the service that is provided to our visitors, and the quality of the environment’. Visit Scotland’s Draft Tourism Development Plan (January 2013) notes that: ‘Tourism is a vital industry for Scotland … given the significance of Scotland’s history and heritage as a major attraction for tourists, it is important that levels of investment are maintained by those responsible for the restoration, refurbishment and maintenance of Scotland’s historic built environment’. Creative Scotland’s vision is to ‘see Scotland as one of the world’s most creative nations by 2020 - one that attracts, develops and retains talent, where the arts and the creative industries are supported and celebrated and their economic contribution fully captured’. Historic Scotland’s vision and key commitments in its 2012-15 Corporate Plan include ‘championing Scotland’s historic environment; contributing to sustainable economic growth and managing Scotland’s historic environment creatively’. Underpinning this is a pledge to ‘improve the condition of the historic environment, including reducing the total number of
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historic buildings and monuments at risk’. Historic Scotland has advised that demolition or radical alteration is neither desirable nor appropriate for St Margaret’s due to its Category A listed building status. The Scottish National Parks strategy stresses: ‘The quality of the natural landscape is without question. The challenge is in providing a quality of accommodation, built environment and general tourism infrastructure to meet visitors’ expectations which maximises the economic value to Scotland of these internationally branded assets’. Aberdeenshire Council’s Historic Environment Strategy states: ‘Aberdeenshire has a wealth of historic buildings, landscapes and archaeology which contributes to its sense of place. They are a resource that acts as a medium for education, recreation and economy as well as enjoyment of the wider environment by residents and visitors alike.’ One of the three main groups of work prioritised by the Council is ‘that which leads to tangible benefits, with the focus on restoration and regeneration.’ Finally, the Braemar Community Action Plan states: ‘Braemar is a vibrant community … heavily dependent on tourism, but summer and winter seasons are short. There is a real desire to create additional attractions to bring more visitors to Braemar, persuade them to stay longer and establish a more robust economy’.
Market Appraisal Demand for arts and cultural experiences in Braemar can be evidenced in a number of ways. Firstly, there are a number of groups and organisations already running a limited range of well- attended cultural activities in the village despite a lack of fully fit for purpose venues and facilities. This includes pilot performances staged at St Margaret’s and events run by the Braemar Creative Arts Festival. Secondly, audiences for arts attendance and participation in the wider Cairngorm and Deeside area are also well established. Finally, the various tourism surveys show that tourists to Scotland and to the Cairngorms specifically enjoy heritage attractions and art experiences.
Having said this, whilst ad hoc cultural events in Braemar can certainly attract a number of ‘followers’ to events where they know or have a real desire to see the performer or the exhibition, this is a niche market and will in itself have a limited economic impact. A year- round, high quality and well marketed arts programme could, however, give some of those that are only considering a visit to Braemar another reason to choose the area, persuade those that are visiting that it is worth staying longer, and persuade those that have visited to return again or to recommend it to others.
There is therefore undoubtedly an opportunity to capture higher spending domestic and overseas visitor markets and to grow the tourism economy within the Braemar area.
Realising this opportunity will, however, be highly dependent on the St Margaret’s project being very tightly integrated within a wider strategy to improve the overall quality of the tourism infrastructure and visitor experience in Braemar. The project will also need to be firmly anchored within regional and national cultural strategies and initiatives. Such an approach would result in a virtuous circle promoting continued investment in St Margaret’s and other facilities and services in the village and area.
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St Margaret’s therefore has the potential to play a central role in the regeneration of Braemar, providing the high profile focus and creative lynchpin required to achieve a scalable initiative with real cultural tourism value.
The Opportunity for St Margaret’s AND Braemar Given the above, it is clear that developing St Margaret’s within a cultural destination context will have the greatest economic impact and therefore produce the best return on investment. As many of the other Scottish creative destination projects benchmarked during this study evidenced, this approach also has the potential to attract the critical mass of visitors required to achieve a sustainable business model for St Margaret’s.
It is therefore proposed that St Margaret’s will provide both a permanent arts centre as well as a creative hub for arts activity throughout the area. It is also proposed that the wider cultural offer be marketed under a Creative Braemar label, providing the village and surrounding area with a tangible and distinctive cultural heart and delivering a single unified brand promise (consistently high quality experience) to visitors to Braemar.
Specifically, it is proposed that the Creative Braemar initiative will include the development of a performing arts programme at St Margaret’s, encompassing a brand new ‘Braemar International Fiddle School’. The programming will weave in operators and venues across the village and region and forge exciting new links with funding and delivery partners and visiting artists from across Scotland and beyond. Programming will therefore offer a year-round vibrant fusion of community-driven activity and professionally programmed arts activity appealing to both local community and visitor markets and helping to combat seasonality. Commercial activities such as retail, catering, conferences and weddings will be developed, themed and marketed around the creative offer.
In summary, the Creative Braemar initiative has the potential to act as a catalyst and exemplar for a new level of visitor experience in Braemar - one that is authentic, aspirational, creative and innovative, high quality and nationally competitive. This project truly has the potential to fulfill the team’s vision to establish Braemar as one of the Jewels in the Cairngorms’ Crown.
Building Requirements, Constraints and Opportunities Based on the demand identified in the 2012 development study, further consultation regarding Fiddle School usage, and the honing of the Creative Braemar concept, a user specification was drawn up to ensure that the development of the building options were tightly aligned with the operational requirements of the project. This included providing appropriate spaces for community and touring performing arts events; space for Fiddle School activities; scope for staging festivals and other larger-scale cultural events, and also space for other artforms including literary events and exhibitions. Accommodation for retail and café was also specified, together with the facilities and flexibility to generate revenue from venue hire.
These requirements were balanced against the constraints imposed by the building’s outstanding cultural significance and the need to moderate and manage change in order to protect those aspects of greatest significance. Chief amongst these is the need to preserve the main east-west views within the building which means subdivision of the interior is not appropriate. The need to minimise impact on the interior also dictates that facilities such as kitchen and toilets and requirements for retail, café and office space are restricted to subsidiary
St Margaret’s Church, Braemar – Options Appraisal April 2013, extract for Stakeholders’ Meeting 31 May 2013 7 areas. A major opportunity to create level access and increase secondary space is presented by the (planned but unbuilt) north aisle, the construction of which offers the additional conservation benefit of completing the original cruciform plan and healing the scar left by the unbuilt north aisle.
Building Development Options Four options were explored in the appraisal, ranging from the minimum required to provide a sustainable reuse for the church to an aspirational option including redevelopment of the land to the north. These are summarised below:
Option 1: Full repair of the building and upgrading to include single storey extension and minimum facilities required to enable use for arts activities and with a café and exhibition area in the nave. Oil fired under floor heating. Additional storage in shed to the south of the building. Cost £1.12m including fees and VAT.
Option 2: Full repair of the building and upgrading to include two storey extension and insertion of mezzanine floor in Lightfoot Aisle, and a café and exhibition area in the nave. Oil fired under floor heating. Additional storage under the floor of the nave. Cost £1.3m including fees and VAT.
Option 3: Full repair of the building and upgrading to include two storey extension, and insertion of mezzanine floor in Lightfoot Aisle, and a café and exhibition area in the nave. Additional storage under the floor of the nave. Ground source heating system with bore holes around the church to provide under floor heating, and with the potential to provide heat for neighbouring buildings e.g: Primary School or Castleton Hall. Cost £1.4m including fees and VAT.
Option 4: Full repair of the building and minimum upgrading as per option 1 to provide single storey extension, but with storage under the nave. Purchase of two plots to the north of the church (one empty, one with 1970s bungalow). Demolition of bungalow and redevelopment of land to provide flats and office space. Ground source heating system with bore holes on land to the north of the church to provide under floor heating and with the potential to provide heat for neighbouring buildings e.g: Primary School or Castleton Hall. Cost £2.8m including fees and VAT.
The appraisal of options was informed by the evidence gathered during the study, the professional opinion of the appraisal team, the experience of the SRCT and the local knowledge of the St Margaret’s Project Group.
Preferred Scheme: A variation of Option 3 was developed into the preferred scheme. Significantly, this excluded the Lightfoot Aisle mezzanine because the limited benefits of the additional space did not outweigh extra cost and the negative impact on the interior space. Placing the café in the Lightfoot Aisle enabled the nave to remain a clear space. The potential to provide heat for neighbouring buildings, e.g: Primary School or Castleton Hall is a significant aspect of this option.
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Cost £1.35m including fees and VAT.
Option 4, although attractive in offering substantial development potential for future expansion of a successful arts operation in Braemar, was considered to be too financially ambitious at this stage. It does, however, present an opportunity that could be realised in the future.
Finance Capital Costs The cost of repair of St Margaret’s is estimated at just over £700k including fees and VAT. The cost of the preferred option including the repairs noted above, fees and VAT is estimated to be £1.35m. However, work is also required to secure the building in the short term and to enable it to continue to be used for concerts and events. This is highly desirable as it helps to consolidate the new role for St Margaret’s in public perception even before the repair and alteration work is carried out. The cost for these short-term works is estimated at £70k.
Business Model and Revenue Requirements The business model assumes: a staged approach to development; including arts programming piloting before and during the restoration period; developing innovative and enterprising cultural and tourism partnerships; maximising collaborative working, and an energetic approach to income generation which maximises both grant and commercial revenue. The business model also assumes controlled organic growth to build a series of high quality projects and facilities in Braemar which will collectively enhance the destination over time. Maximising community buy-in and ownership is fundamental: the local community are the custodians of the vision and will ensure the project’s long-term success.
5-year financial profit and loss projections are estimated as follows:
Year Income Direct Costs Overheads Balance c /f
2013/14 £39,328 £11,468 £26,306 £1,554 2014/15 £47,995 £15,814 £26,578 £5,603 2015/16 £68,033 £19,271 £47,048 £1,714 2016/17 £145,642 £39,765 £106,584 -£708 2017/18 £171,761 £50,082 £118,614 £3,064
This model assumes that the following income breakdown by year 5 might be: commercial income 65%, public sector income 17%, trusts and foundations income 9% and finally income from sponsorship and general fundraising 9%.
The business model therefore indicates that the initiative will operate on a very modest profit basis (with the exception of year 4 when staff costs have increased due to the full-time manager and trading activity is still building up). However, the goal is to develop the project to a point where it can divert surpluses to a sinking fund. This fund would be used to cover the costs of long-term maintenance of the building and projects associated with the development of the Creative Braemar initiative.
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Management A new organisation – The Braemar Arts Trust (most likely a Scottish Charitable Incorporated Organisation, or SCIO) - will be created to become the tenant and operator of St Margaret’s and lead the development the Creative Braemar initiative. It is anticipated that this Trust will develop from the existing St Margaret’s Project Group which currently operates under the organisational umbrella of Braemar Community Limited (BCL). The Project Group will continue to operate under BCL during the initial part of the development phase and will recruit an arts administrator in late 2013 to help establish Creative Braemar and provide support in piloting the arts programme, including fundraising and marketing.
It is proposed that the SRCT takes ownership of St Margaret’s, undertakes the repair and conversion project and, on practical completion, leases the building to the Braemar Arts Trust. It is envisaged that the SRCT would retain ownership of the building and, working cooperatively with the Braemar Arts Trust, would take responsibility for ensuring the appropriate care and maintenance of the building.
Conclusions The following conclusions have been drawn during the course of the appraisal. These are further expanded in section 17.0 of the report.
St Margaret’s Braemar is a nationally important building worthy of preservation for current and future generations.
St Margaret’s is a building at risk and under serious threat.
Finding a new use for St Margaret’s is extremely challenging.
Despite many positive aspects, Braemar significantly underperforms as a visitor destination which has a negative effect on the local economy.
The Braemar Community Action Plan identifies a need – and a will – for change.
There is an opportunity for the repair and reuse of St Margaret’s to deliver economic and community benefit within the Cairngorms National Park.
Community support and a sense of ownership are essential in securing a future for St Margaret’s.
The vision for a revitalised St Margaret’s began and has grown from within the community, and is supported by local, regional and national stakeholders.
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Carrying out the options appraisal in partnership with the St Margaret’s Project Group ensured that the views, priorities, and aspirations of local people remained central to the task.
Studies in 2004 and 2009 discounted radical conversion of St Margaret’s on conservation grounds. Focusing the appraisal only on those options associated with reuse as a centre for the arts allowed this proposal, which had been shown in a 2012 development study to be potentially financially viable, to be explored appropriately.
There is a future for St Margaret’s as an arts hub and performance venue, and as a home for the new Braemar International Fiddle School, which is both physically and financially viable and has the potential for long-term growth.
St Margaret’s offers the opportunity for local, regional and national partnerships and initiatives that will help Braemar to achieve its ambitions and to revive its economic fortunes.
The repair and reuse of St Margaret’s offers the potential for both immediate and sustained benefits for the built heritage of Braemar through enabling the community to play an active role in an important historic building.
The repair and reuse of St Margaret’s offers the potential to benefit the wider built heritage of Scotland.
Ownership of St Margaret’s by the SRCT, partnered with management by a locally- based trust, offers the best outcome for a community asset and a nationally important historic building.
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1.0 INTRODUCTION This options appraisal has been commissioned by the Scottish Redundant Churches Trust (SRCT) and coordinated by Simpson & Brown Architects with input from: Harley Haddow, Services Engineers Iridescence, Economic Consultants McLeod & Aitken, Quantity Surveyors Wren & Bell, Structural Engineers The Scottish Redundant Churches Trust The St Margaret’s Project Group
1.1 Purpose of the report The purpose of this document is to report on the appraisal of options for the reuse of St Margaret’s Church, Braemar, to identify whether there is a viable scheme, and to draw conclusions on the findings of the study. The report provides information to enable the SRCT to determine whether to agree to the transfer of ownership of St Margaret’s from the Scottish Episcopal Church. The report will also inform decisions by the embryonic community-led organisation, the Braemar Arts Trust, the prospective tenant of a restored St Margaret’s.
1.2 Scope of the report In setting the parameters for the options to be assessed, the SRCT chose to examine only those associated with reuse as a centre for the arts. This decision followed the findings of two reports (2004 and 2009) which identified that radical conversion of St Margaret’s to residential, commercial, or leisure use would not be viable. A 2012 development study examining a proposal for St Margaret’s to be used as a centre for arts & crafts was more favourable. This was found to be potentially financially viable. However, the remit of the study did not extend to the physical viability of reusing St Margaret’s and therefore did not address the constraints imposed by the building’s very considerable architectural significance. This report sets out to examine both the physical and financial viability of a range of options for reusing St Margaret’s as a centre for the arts. In doing so, the report considers St Margaret’s in the context of current developments in Braemar and the aspirations in the village as expressed in the Braemar Community Action Plan. Within the report, St Margaret’s is placed at the centre of a wider proposed initiative called Creative Braemar. This community-driven initiative has the potential to establish the Braemar area as a new and dynamic destination on the national arts scene. The scope of the report therefore extends beyond the building itself and looks at the way in which St Margaret’s can become a creative lynchpin within the Cairngorms National Park.
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1.3 Stakeholders 1.3.1 The Scottish Redundant Churches Trust The Scottish Redundant Churches Trust (SRCT) is the prospective owner of St Margaret’s.
The SRCT is an independent charitable organisation that exists to safeguard Scotland’s ecclesiastical built heritage and to promote its understanding and enjoyment.
The SRCT works for the benefit of all the people of Scotland in helping to preserve and protect their heritage for current and future generations by taking outstanding redundant places of worship into its ownership – providing long-term guardianship for buildings of national importance.
Buildings in SRCT care remain as places of worship: conserving their cultural significance and sustaining their original purpose through use for occasional worship. However, the SRCT also brings new life and purpose to its churches through the introduction of appropriate secular uses and activities, enabling buildings to benefit everyone irrespective of faith or denomination. The guardianship of the SRCT ensures that tensions between conservation and use are appropriately balanced to bring about the best outcome for the nation’s heritage and Scotland’s people. In certain circumstances, and where it is both appropriate and necessary, the SRCT may decide to adapt a place of worship in order to secure a sustainable future for that building.
The SRCT works in partnership with communities where it has churches in care, enabling local people to play an active role in caring for an historic building in their midst, and helping them to create from it a strong social, cultural, and economic asset. The SRCT builds connections between people and place, and achieves this through devolving everyday care to local people whilst providing the essential support and expertise required to maintain buildings of national importance. Community interests lie at the heart of the SRCT’s work: ensuring not only the safeguarding of the ecclesiastical heritage but also that its churches deliver economic and social benefit to an area. By working in partnership with local people, community councils, and stakeholders the SRCT ensures that the needs and the priorities of the area are central to every project.
For more information on the SRCT see Appendix 1
1.3.2 The Braemar Arts Trust
The Braemar Arts Trust is the prospective tenant of a restored St Margaret’s.
The Braemar Arts Trust is an embryonic community-led body which is being developed as a consequence of, but independently from, the initiative to rescue St Margaret’s. The
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Trust is being established with the aim of supporting and encouraging arts-related activities in the Braemar area.
It is envisaged that the Braemar Arts Trust will have Scottish Charitable Incorporated Organisation (SCIO) status and be led by a board of trustees. It is proposed that the establishment of this trust is taken forward by the current St Margaret’s Project Group and that the four members of the group become trustees, together with others selected for their expertise in a range of areas including the arts, marketing and tourism.
1.3.3 Creative Braemar
A key function of the Braemar Arts Trust will be to lead and coordinate a strategic creative destination marketing initiative called Creative Braemar. This proposed initiative seeks to establish an international reputation for the Braemar area, positioning it as a significant location on the national arts scene and a place in which to experience the very best of local and Scottish culture. Creative Braemar has the potential to connect with a number of existing local projects including: Braemar Castle, Braemar Creative Arts Festival, Kindrochit Castle, Braemar Royal Highland Society’s Highland Games Heritage Centre, Braemar Tourism Group, and Creative Cairngorms as well as regional arts partners, for example Woodend Barn, North East Open Studios, North East Arts Touring, and festivals such as the Aboyne and Deeside Festival. Creative Braemar also has the potential to link to national bodies such as Creative Scotland, Craft Scotland, and Traditional Arts and Culture Scotland.
1.3.4 Braemar Community Council and Braemar Community Ltd.
The interests of local people are represented by the Braemar Community Council (BCC), a democratically elected body and an arm of the wider Aberdeenshire Council. BCC has established a subsidiary group, with limited liability and charitable status, called Braemar Community Ltd (BCL). The prime function of BCL is to deliver projects identified as being beneficial to the local area. BCL reports regularly to BCC on progress being made in each of its projects. Currently the portfolio of projects includes Braemar Castle, Corriemulzie Hydro Scheme, the construction of a new footbridge across the River Dee, and St Margaret’s.
1.3.5 The Prince’s Regeneration Trust
The Prince’s Regeneration Trust (PRT) has played a significant and influential role at St Margaret’s since 2008, helping to drive the rescue of the building ahead through providing advice and expertise. Since 2011 PRT has facilitated stakeholder meetings. It is envisaged that PRT will continue to provide invaluable support to the project for the foreseeable future.
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14.0 THE PREFERRED SCHEME
The options appraisal has been considered by members of the appraisal team, the St Margaret’s Project Group, and the SRCT. Discussion of the options was informed by the evidence gathered during the study; the professional opinion of the appraisal team; the experience of the SRCT; and the local knowledge of the St Margaret’s Project Group.
Option 1 was rejected on the grounds that the minimal extension provided limited additional space and facilities and, though the extension covered the external scar of the unbuilt north aisle, there was insufficient overall benefit derived in relation to the cost. In addition, the impact of siting the café in the north of the nave was considered to be detrimental to the aesthetic of the main east-west axis and to the flexibility of the performance space. Overall, the view was that this option lacked the ambition and future potential that has become the hallmark of St Margaret’s.
Option 2 was rejected on the grounds that, as with option 1, the siting of the café in the nave was detrimental on both aesthetic and functional grounds. The insertion of a mezzanine within the Lightfoot Aisle was assessed as being inappropriate in terms of impact on the space and integrity of the interior and having a high cost in relation to additional space delivered.
Option 4 was seen as desirable on the basis of minimising change within St Margaret’s through creating the facilities required to support reuse in new buildings on land to the north. But although this offered the future potential aspired to, the high cost associated with purchase and redevelopment, and the timescale required to secure ownership and planning consent, meant the option could not be considered to be viable at this stage. The opportunity presented by the land to the north should, however, continue to be evaluated in the longer term and in the light of the future needs of a thriving arts hub at St Margaret’s and the successful establishment of Braemar’s reputation as a significant destination on the national arts scene.
The preferred scheme was developed from option 3 and adopts the opportunities identified within the report whilst regarding the constraints necessary to protect the character and significance of St Margaret’s.
It involves keeping the main east-west axis of nave, crossing and chancel clear of change that would be detrimental to its character. Alterations are concentrated in the less significant parts of the building – in the Lightfoot Aisle (notably, without the insertion of a mezzanine floor) and in a new building on the site of the unbuilt north aisle.
The main entrance will be through the new door on the west side of the new north aisle extension. The entrance will be level and accessible to all. It will be covered with a canopy and well lit so that it is equally visible and welcoming in the evenings. The exterior lighting of the building will ensure that St Margaret’s is a landmark within the village by night as well as by day.
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Inside the entrance will be the main reception space. It will be sufficiently large to contain the required retail element. Around the reception area will be some storage, an office, and a disabled person's WC. The upper level will contain toilets for able-bodied people with a small cloakroom in a gallery facing the north arch of the crossing. The roof above this cloakroom area will be glazed so that some outside light can pass down through the arch.
Between the entrance foyer and the crossing will be a glazed screen. It will be designed to be flexible and demountable. If an event demands it, the crossing space could be opened up into the reception area.
The crossing will be the centre of the building. Its main use will be as a performance space. The acoustic is particularly suitable for music. Other forms of performances will also be possible. Some lighting and sound control could be from the balcony in the upper level of the north aisle.
To the west of the crossing is the nave. The nave will be used by the audience facing towards a performance in the crossing. It will also be used for exhibitions. The floor in the west part will be opened up so that storage and can be provided under the floor, accessed by hatches. This storage will be for chairs, tables, exhibition mounting boards and lighting equipment. It will still be possible to enter the building through the north west porch.
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The chancel will stay close to its appearance as designed by Comper. He considered the altar to be the most important part of a church. This will be restored and the embroidered frontals reinstated. The chancel can be used for rehearsals, teaching workshops and occasional worship. The vestry to the south will be a place for people to prepare for a performance.
The Lightfoot Aisle will be the part of the building that will be most changed from its existing appearance. It is proposed that this part of the building will become a café. There will be a simple kitchen at the western part but this area would not have a partition between it and the café. The aim is that the café should feel part of the arts centre and for it to be possible to hear some music from workshops or classes elsewhere in the building. A digital archive of fiddle music will be available to listen to and download, together with books and other publications about the arts and traditional music.
In order to provide enough space in the café, the Lightfoot altar will be removed but with its position marked by paving on the floor. In order to partially screen the café from the remainder of the building, a glazed screen is proposed. It will be set behind the south arch of the crossing. Its appearance will match the screen in the north arch and it should be similarly flexible.
The building will be heated by underfloor heating elements. A power source will be provided by ground source heat pump with the power needed for the pump
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supplemented by wind and solar generation hidden behind the parapets of the tower. The potential to supply the Primary School, or Castleton Hall will be investigated further.
To the east of the Lightfoot Aisle will be a new hard standing for deliveries and for performer's vehicles.
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17.0 SUMMARY AND CONCLUSIONS
St Margaret’s Braemar is a nationally important building worthy of preservation for current and future generations:
St Margaret’s is a Category A-listed building of national importance with outstanding social, historical, artistic and cultural significance. The preservation of the building is supported by local, regional and national organisations, and Historic Scotland has advised that radical alteration or demolition is neither desirable nor appropriate.
The significance of St Margaret’s lies not simply in the building itself, but in the sum of the parts which combine to form a greater whole. The building is an artistic entity in which the stained glass, woodcarving, textiles and furnishings all play their part. The loss of any of these elements would adversely affect the overall significance of the whole.
The architect of St Margaret’s, Sir John Ninian Comper, was the most important British church architect of the 20th century. The majority of Comper’s work was in England but born, raised, and educated in Scotland he must be considered to rank amongst the greatest Scottish architects. St Margaret’s is widely accepted as being one of Comper’s finest achievements and is one of only three complete churches built by him in Scotland.
St Margaret’s is a building at risk and under serious threat
On the national Buildings at Risk database since 2003, St Margaret’s is in poor condition with active rot and water penetration. Emergency propping in the Lightfoot Aisle in 2005 prevented a serious collapse but without major repairs the building will deteriorate to the point of no return. The demise of a building of the calibre of St Margaret’s would be a major loss to the heritage of Scotland and to that of the UK.
Poor condition is only one of the threats facing St Margaret’s. The building’s redundancy and disuse also threaten its survival. The church has not been used for worship by the congregation since 1997 and is surplus to the requirements of the Scottish Episcopal Church. With the original function for which the building was constructed now obsolete, a new purpose for St Margaret’s is essential.
The Scottish Episcopal Church wishes to relinquish ownership of St Margaret’s and in order to secure a positive future for the building has offered to transfer ownership for a token sum to the Scottish Redundant Churches Trust. In the event of this not taking
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place the Bishop has indicated that St Margaret’s will be disposed of on the open market.
Finding a new use for St Margaret’s is extremely challenging
In finding a new purpose for St Margaret’s a difficult balance must be struck between a use that is sustainable and one that respects and protects the national significance of the building. The interior of the building is of particular importance, especially the east-west axis with its views of the rood screen, chancel and altar. Preservation of this significant aspect means that subdivision of the interior is not appropriate.
Options for reuse are further restricted by the location of the building: Braemar is at a distance from major centres of population, discounting successful conversions of comparable urban churches as models for St Margaret’s.
Despite many positive aspects, Braemar significantly underperforms as a visitor destination which has a negative effect on the local economy
The village of Braemar itself is not without its challenges. A popular Royal Deeside destination for visitors since the mid-19th century, the village now significantly underperforms in relation to its past reputation and its current potential. Known world- wide for the annual Braemar Gathering, the village has so far failed to capitalise either on its international renown, or on its prime location in the heart of the Cairngorms National Park.
Braemar has a wealth of strengths that should make it a successful tourism destination but the visitor experience is suboptimal, being mostly oriented towards the lower end of the coach market. This has had a detrimental effect on the local economy resulting in a lack of business investment and a negative downward spiral.
Braemar currently lacks the critical mass and quality of attractions to encourage visitors to spend time and money in the village. The pattern of visiting for the area is highly seasonal with most visitors coming between June and September. First time visitors to the area outnumber repeat visitors, which may be indicative of low rates of visitor satisfaction and an absence of new and dynamic attractions.
The Braemar Community Action Plan identifies a need – and a will – for change
Although limited in size, Braemar is a proactive and go-ahead community which recently articulated its aspirations for the village in a Community Action Plan. This acknowledges the village’s dependency on tourism and its seasonality, and expresses
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the collective desire to create additional attractions to encourage more visitors to come to Braemar and to stay longer and spend more.
There is an opportunity for the repair and reuse of St Margaret’s to deliver economic and community benefit within the Cairngorms National Park
The need for a new use for St Margaret’s and the Braemar community’s aspiration for the village to be a vibrant visitor destination offers an exceptional opportunity to develop a mutually beneficial solution.
As a disused landmark building of high heritage merit, St Margaret’s is a valuable asset to the community. In Braemar’s regeneration as a quality destination for domestic and overseas visitors, St Margaret’s has the potential to be the lynchpin.
Community support and a sense of ownership are essential in securing a future for St Margaret’s
The recognition within the wider Braemar community of the cultural significance and the potential of St Margaret’s is a relatively recent phenomenon. Although the Diocese of Aberdeen & Orkney has worked for over 10 years to secure a future for the building, community engagement has been slow to develop due the historic relationship between the church and the village. Built to accommodate the huge influx of summer visitors in Victorian times, and with only a tiny local congregation, the wider Braemar community did not form the connections with St Margaret’s that traditionally link people to a church. Over a century on, St Margaret’s is still widely regarded locally as ‘the English Church’.
The initiative taken by the locally-based St Margaret’s Project Group from 2011 onwards has challenged this perception and allowed the potential of St Margaret’s to be clearly demonstrated to the community through the staging of a range of successful performances and arts events in the church.
The vision for a revitalised St Margaret’s began and has grown from within the community, and is supported by local, regional and national stakeholders
An initial vision for St Margaret’s as a Centre for Arts & Crafts came from the locally- based St Margaret’s Project Group in 2011. That vision has been developed and adapted through various stages of planning, investigation, consultation and reporting but its origins and ownership lie within the community.
Stakeholder support for the Project Group’s vision comes from a range of organisations including The Prince’s Regeneration Trust, the Scottish Redundant Churches Trust,
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Historic Scotland, the Episcopal Diocese of Aberdeen & Orkney, Scottish Enterprise, Cairngorms National Park Authority, Aberdeenshire Council, the Architectural Heritage Fund, the National Trust for Scotland, Braemar Community Council, Marr Area Partnership, Royal Deeside Destination Management Organisation, Braemar Tourism Group and others. Stakeholders supported the decision to carry out the Project Group’s preliminary development study and the SRCT’s options appraisal.
Carrying out the options appraisal in partnership with the St Margaret’s Project Group ensured that the views, priorities, and aspirations of local people remained central to the task
The options appraisal has allowed the Project Group’s evolving vision to be tested against market demands and within a strategic context and, for the first time, to be assessed in terms of the specific conservation requirements of St Margaret’s. Most significantly, the collaboration between the SRCT and the Project Group in carrying out the appraisal has allowed St Margaret’s to be evaluated not simply as a nationally important historic building, but as a community asset and a means of helping to achieving Braemar’s collective ambitions.
Studies in 2004 and 2009 discounted radical conversion of St Margaret’s on conservation grounds. The appraisal therefore focused only on those options associated with reuse as a centre for the arts, which had been shown in a 2012 development study to be potentially financially viable.
Four possible options to reuse St Margaret’s as a centre for the arts were put forward and assessed by the appraisal team, SRCT and Project Group. Within the four options the minimum and maximum scope of reusing the building as a centre for the arts was explored and, from these, a preferred option was developed.
The least ambitious option (1) fell short of the aspirations expressed by the Project Group on behalf of the community and was discounted on this basis.
The most ambitious option (4) involving the purchase and redevelopment of land to the north of the church, though not adopted, serves a useful function in identifying potential and showing how St Margaret’s could continue to inspire and generate new community- led schemes in the future.
Of the two remaining options (2 and 3), that which was most appropriate for the conservation requirements of the building (3) was developed into the preferred scheme.
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There is a future for St Margaret’s as an arts hub and as a home for the new Braemar International Fiddle School which is both physically and financially viable and has the potential for long-term growth
The appraisal establishes that there is a viable and sustainable future for St Margaret’s as an arts hub, and as a home for the new Braemar International Fiddle School. It also shows how St Margaret’s can fulfil an important role as a creative hub for arts activity throughout the Cairngorms National Park.
The preferred scheme demonstrates how the disused ‘At Risk’ building can be repaired and reused in a way which respects and conserves its cultural significance, and gives it a new and appropriate purpose which will deliver economic and social benefits to the community and wider National Park.
Sources of funding for the estimated £1.35m capital costs for the repair of St Margaret’s, together with the extension and fit-out of the building, are identified in the appraisal. Revenue requirements over a 5 year period are also identified, and the business model indicates that the centre will operate on a modest profit basis.
An established and thriving arts centre operation at St Margaret’s would, in time, divert sufficient surpluses to a sinking fund to meet the costs of long-term maintenance of the building.
The market demand for arts and cultural experiences in Braemar is explored and evidence of demand amongst local and visitor markets clearly demonstrated. The potential for these markets to increase is also identified, together with the way in which a staged approach to development will allow controlled organic growth over time.
St Margaret’s offers the opportunity for partnerships and initiatives that will help Braemar to achieve its ambitions and to revive its economic fortunes
The options appraisal shows how establishing and developing the concept of Creative Braemar – a brand under which to promote the collective cultural offer of the village – could transform the quality of the visitor experience and help to realise Braemar’s ambition to grow the tourism economy and become a ‘must-visit’ destination for domestic and overseas visitors.
The appraisal research shows how the regeneration of St Margaret’s combined with the establishment of the Creative Braemar brand has the potential to address many of the key issues currently preventing Braemar from realising its full potential as a visitor destination. Programming of arts events and activities in St Margaret’s, and at other venues in the village, will offer a year-round vibrant fusion of community-driven
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activity and professionally programmed arts activity appealing to both local community and visitor markets and helping to combat seasonality. A dynamic and varied programme will encourage repeat visits and potentially extend length of visitor stay. The Creative Braemar label would be indicative of the quality of experience on offer, and meeting and exceeding expectations would further encourage visitors to return and to recommend Braemar to others.
For St Margaret’s to truly achieve its potential, the appraisal indicates that a wider strategy must be put in place to improve the overall quality of the Braemar tourism infrastructure and visitor experience. This is echoed in one of the development areas of the Braemar Community Action Plan. Together with other tourism-related operations, St Margaret’s must be tightly integrated within a wider visitor strategy. Collaborative working and coordination must underpin the strategy to ensure that activities are complementary, not competitive.
The repair and reuse of St Margaret’s offers the potential for both immediate and sustained benefits for the built heritage of Braemar through enabling the community to play an active role in an important historic building.
The process of repairing the fabric of St Margaret’s offers the potential to involve the Braemar community as a whole in a range of learning opportunities associated with the project such as site visits, practical sessions and heritage-related activities.
Specific activity programmes for the Primary School and neighbouring secondary schools can be developed to allow pupils to gain a greater understanding of heritage, traditional building skills and construction.
Long-term benefits can be derived through the inclusion of interpretation at St Margaret’s, enabling local people and visitors to learn about the significance of the building and the value of the built heritage generally.
The repair and reuse of St Margaret’s offers the potential to benefit the wider built heritage of Scotland
The process of repairing the fabric of St Margaret’s offers the potential to advance the understanding of technical problems that are detrimental to a significant number of buildings in Scotland, and to develop effective solutions. As demonstrated at St Margaret’s, these problems impact on the condition, the use and, ultimately, the survival of buildings. Addressing the high-profile failure of the earlier mortar repairs at St Margaret’s presents an opportunity to deploy the knowledge of lime technology
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developed during the past two decades, and to establish best practice in the use of lime in granite buildings.
The repair of St Margaret’s also presents a major training opportunity in traditional building skills and in the conservation of a wide range of artefacts including specialist conservation of materials such as stained glass, textiles, and painted and gilded carved wood.
Ownership of St Margaret’s by the SRCT, partnered with management by a locally-based trust, offers the best outcome for a community asset and a nationally important historic building
As a national charity with responsibility for the care of former places of worship of outstanding significance the SRCT is the organisation best-placed to provide long-term guardianship of St Margaret’s.
The SRCT has a strong track record in the repair, conservation, and maintenance of A- listed buildings at risk, and of working in partnership with communities to achieve this. The appraisal shows how the long-term security of St Margaret’s can be safeguarded at a national level through ownership by the SRCT, whilst enabling management to be carried out at a local level.
The proposed formation of a new community-based trust – the Braemar Arts Trust – will facilitate this. St Margaret’s will be firmly rooted within the Braemar community with direction being given by local people as well as from those with arts expertise. It is envisaged that the four members of the St Margaret’s Project Group would be founder- members of the Braemar Arts Trust.
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