Review of National Heritage Protection Commissions Programme Guidance

[Final 10 2 16] Project 7246: Supporting collaboration in the historic environment sector in England

Project Design Project Name and HE Project 7246: Supporting collaboration in the historic reference Number: environment sector in England: Project Design

Author(s) & Contact Victoria Hunns, Partner, TdR Heritage Consultancy. Details: Contact: [email protected] Origination Date: 31 August 2015 Reviser(s): Kate Pugh, Mike Heyworth Date of last revision: 8th February 2016 Version: Version 1.0

2 | P a g e Contents

1. Description of Project

1.1 Project name 1.2 Project Summary

1.3 Background

1.4 Aims and Objectives

1.5 Business Case

1.6 Project Team

1.7 Interfaces

1.8 Communications

1.9 Project review

1.10 Health and safety

2. Resources and programming

2.1 Methods Statement & Scope

2.2 Stages and Tasks

2.3 Products, Dissemination and Archiving

2.4 Ownership & Copyright

2.5 Risk Log

2.6 Budget

2.7 Timetable

3. Annexes

Annex 1: Project Team Profiles Annex 2: Risk Log Annex 3: Product Descriptions Annex 4: Historic Environment Forum: Terms of Reference & Membership Annex 5: THA Health and Safety Policy Statement Annex 6: Gantt chart describing the Project Timetable

3 | P a g e 1.0 Description of Project

1.1 Project name Supporting collaboration in the historic environment sector in England. Project Number 7246

1.2 Summary description

The project revises arrangements in place between 2010 and 2015 under which The Heritage Alliance (THA) provided administrative support for the Historic Environment Forum (HEF), the top level cross-sectoral committee, and the Advisory Board of the English Heritage National Heritage Protection Plan (NHPP).

The project has been developed in response to high level changes in the sector in 2015 when the NHPP was replaced by a broader, sector-wide initiative known as ‘Heritage 2020’, a ‘framework’ which identifies sectoral priorities for action for 2015 onwards. Heritage 2020 was developed by members of the Advisory Board and, following consultation, its ownership passed to the HEF as a means of ensuring maximum ‘buy in’ from the heritage sector.

The project runs from October 2015- September 2018 and will enable The Heritage Alliance (THA) to provide a dedicated secretariat for the core HEF and establish both secretariat and the fundamental project management needed for developing and communicating the work of the five cross-sector Working Groups that underpin Heritage 2020, as well as supporting a newly established Heritage 2020 Sub-Committee of the HEF. It will also oversee an interim evaluation of Heritage 2020 in 2018 and make recommendations for its future development.

1.3 Background Since 2010, in line with a Memorandum of Understanding with English Heritage, the Heritage Alliance (THA) has provided the secretariat for the Historic Environment Forum (HEF). In addition it has supplied since 2011 administrative support to the external Advisory Board for the National Heritage Protection Plan (NHPP), a body which oversaw the Action Plan that set out priorities for English Heritage and the wider sector from 2010 - 2015. In both instances THA support was supplied as fee-services, separate from its National Capacity Building Programme annual core costs grant.

During 2014 the NHPP Advisory Board considered the future of the NHPP beyond its five year life. Initial conclusions suggested that to ensure maximum ‘buy in’ from the heritage sector, the NHPP should be replaced by a broader, sector-wide initiative which built on the ambitions and collaborative elements of the NHPP. A major public consultation exercise, led by English Heritage in late 2014, confirmed this view and helped gather sectoral priorities for action for 2015 onwards. In response, the ‘Heritage 2020’ framework was developed by members of the Advisory Board which, following consultation, was finalised in February 2015.

In September 2014 in line with recommendations from the NHPP Advisory Board, ownership of Heritage 2020 passed to the Historic Environment Forum (HEF). The HEF now has an important role in delivering Heritage 2020. The framework is divided into five strategic areas, each being overseen and developed by a cross-sector Working Group. Each Working Group is expected to create and report on an action plan and ensure that appropriate organisations and individuals work together to add value to the current achievements of individual groups.

4 | P a g e To ensure coordinated activity, the Chairs sit on a newly established Heritage 2020 sub- group of the HEF.

This project design relates to a grant to enable the provision of the secretariat and programme management services needed to support the HEF in delivering Heritage 2020 from 2015 – 2018. It covers both the revision and updating of existing support supplied by THA to the core HEF, as well as a new Project Officer role that will enable the HEF to effectively oversee and manage the development of Heritage 2020. It is anticipated that, in line with the lifespan of Heritage 2020, the requirement for support will need renewal in 2018-19 for a further two years, however this would be the subject of a further project proposal following the proposed interim evaluation of Heritage 2020 in 2018.

1.4 Aims and Objectives The main aims and objectives of this project are as follows:

Aim 1 – To provide effective secretariat support to the Historic Environment Forum

 Objective 1.1 –To provide a dedicated support to the Historic Environment Forum (HEF) for : o the development of the HEF o the management of three HEF meetings per year

Aim 2 - To provide effective secretariat support to Heritage 2020  Objective 2.1 –To provide a dedicated support to the Heritage 2020 project for : o the HEF Heritage 2020 sub-committee meetings o the five Heritage 2020 Working Groups

Aim 3 – To facilitate and support an annual update of Heritage 2020

 Objective 3.1 To coordinate an annual consultation on the evolving strategic priorities of Heritage 2020 with sector organisations and interested individuals  Objective 3.2 To coordinate the publication of an annual revised and updated framework document  Objective 3.3 To oversee and coordinate the production of detailed action plans from each Working Group, including reporting progress against agreed priorities for collaborative action

Aim 4 – To host Heritage 2020 resources and communicate its successes

 Objective 4.1 – To develop, host and maintain a standalone Heritage 2020 web site  Objective 4.2 – To regularly update the Heritage 2020 web site with information about the progress of the initiative  Objective 4.3 – To deliver update reports to each HEF meeting and other key meetings across the historic environment sector, e.g. Joint Committee of National Amenity Societies, The Archaeology Forum, and the Heritage Alliance Advocacy Groups.

5 | P a g e  Objective 4.4 – To represent the Heritage 2020 project externally to advance understanding of its objectives outside of the historic environment sector  Objective 4.5 - To annually summarise progress of the Heritage 2020 and its Working Groups in Heritage Counts

Aim 5 – To undertake an interim evaluation of Heritage 2020

 Objective 5.1 – To undertake an ‘interim review’ of the Project at the end of Year 3 (2018) including to assess progress and Heritage 2020 future direction or change

1.5 Business Case

As available resources diminish across the historic environment sector, it is crucial that organisations work together on shared priorities and communicate their progress against agreed objectives to the wider world. Making this happen in practice means that it is critical that key bodies in the historic environment sector are able to meet and discuss issues of common concern and agree a joined up approach, particularly in relation to making a clear case to Government.

Fundamental to the success of this collaboration at a high level is the Historic Environment Forum, a body which brings together chief executives and policy officers from public and non-government heritage bodies to co-ordinate initiatives such as the annual audit of the historic environment – Heritage Counts – and to strengthen advocacy work and communications. Since 2010 THA has supplied the underpinning secretariat and administrative support required to enable to HEF to operate effectively and communicate its outputs to the wider sector. From 2011 THA also supplied secretariat to the forerunner of Heritage 2020, the NHPP Advisory Board - a group of sector bodies which oversaw the Action Plan owned by English Heritage which set out priorities for English Heritage and the wider sector from 2010 – 2015.

To date, THA’s secretariat functions have been supplied for the HEF and NHPP Advisory Board on a fee-service basis, outwith THA’s National Capacity Building Programme annual core costs grant. A recent THA internal review identified that the business was suffering a year-on-year loss and a need to review the assumptions made in the 2010 initial costings, in order to ensure that THA was being adequately reimbursed for both the direct and indirect costs incurred by delivering an effective secretariat to the HEF. As part of this project design, THA has reviewed the time and responsibilities supplied as part of the secretariat service and has identified costings that are appropriate for 2015 -18.

Until 2015, under NHPP, arrangements for the programme management, monitoring and reporting of activities were undertaken by English Heritage staff. The adoption of Heritage 2020 as a ‘sector-wide’ framework - owned by the sector for the sector – has left a gap in the underpinning resources needed to deliver these vital tasks, beyond that of secretariat function. The framework is now owned by the HEF, which in its own right has no staff resource or delivery function and therefore needs support to administer the effective delivery of this substantial shift towards collaborative ownership and delivery of historic environment priorities of the wider sector. In response, this project establishes both the secretariat and the fundamental project management needed for developing and communicating the work of the five cross-sector Working Groups that underpin Heritage 2020, as well as supporting a

6 | P a g e newly established Heritage 2020 Sub-Committee of the HEF. It will also oversee an interim evaluation of Heritage 2020 in 2018 and make recommendations for its future development.

1.6 Interfaces The project will communicate and encourage collaboration in the historic environment sector in England. It is therefore expected that, through the active delivery of Heritage 2020, interfaces will include:

 building connections/links with key organisations and tasks from across the historic environment and related sectors including those represented on the HEF (see Annex 4) and the leaders and members of a significant and wide range of heritage bodies

 identifying existing activities being undertaken by heritage bodies, individuals and groups to develop specialist areas of work – for example, climate change or skills

 informing strategic and corporate plans of a wide variety of organisations in the historic environment and related sectors in England

 informing HEF and Working Group members’ representation on sectoral and external bodies

 keeping Government Departments updated on current thinking in the heritage sector and the value of cross-sectoral collaboration

 connecting with local societies and Individuals through Regional HEFS as appropriate and through members’ own print and online communications channels.

1.7 Communications Internally – within THA Existing members of the Project Team are co-located and it is expected that the Project Officer post will join them at THA offices in London. The team will communicate by face to face discussions, email and telephone as appropriate, and will meet regularly to discuss work programmes and issues and ensure integration of work across the HEF, Working Groups and the Sub Committee work areas, in order to maximise efficiencies and synergies. Externally - with Historic England The Project Executive will communicate with Historic England through:  Scheduled discussions - held at Project Set Up (Task 1A) and at identified Review Points.  Highlight reports - a short word-based PDF document produced at the Review Points (identified below) to demonstrate progress. This will be circulated to HE & Project Board/Stakeholders as agreed.

Email and telephone/teleconferencing will be used for interim clarification/ questions arising, in order to minimise costs and carbon where possible.

7 | P a g e Externally - with wider stakeholders and user groups Within HEF & Heritage 2020: Project partners will communicate using email groups and Working Group meetings to review progress and opportunities as required. With wider sector partners: The Project Officer will undertake specific tasks to maximise interaction and engagement using the communication channels offered by HEF members, working especially closely with partners such as Historic England and THA. A communications strategy will be planned and will include use of:

 the Heritage Alliance’s e-bulletin Heritage Update with c. 14,000 recipients  Heritage 2020 website with Working Group Chairmen’s blog  Key members’ online channels eg IHBC Newsblog  Heritage 2020 twitter account and other social media

1.8 Project review Progress of the project will be assessed through a formal Review Point at the end of the each financial year and at Project Closure in September 2018:

Kate Pugh, as Project Executive, and the Heritage 2020 Project Officer will attend these discussions on behalf of THA. Other attendees will comprise those nominated by HE to represent HE and any key Stakeholders in each stage of the project.

Each of these Review Points will be informed by a word-based Highlight Report which will be circulated in advance of the meeting. These will include the following information: o Report Date o Circulated To o Period Covered o Schedule Status o Budget Status o Resources o Products and Tasks completed during this period o Products and Tasks to be completed during the next period o Project Risks o Project Issues

Internal project review and project assurance will take place in advance of the production of the Highlight Report and at quarterly internal meetings, in order to identify any issues arising, including with timetabling and any amendments to the Project Design, and to inform discussions with HE at the annual & Project Completion Review Points. Internal quality assurance will be provided by THA Chief Executive, working closely with the HEF and Heritage 2020 Sub Committee Chairs.

THA will maintain a Project Issues Log throughout the duration of the Project. The internal and external project assurance process will highlight any issues to be identified in discussions with HE or to be noted in the Project Issues Log.

An End of Project Report will be completed at Project Closure. This will include o Project Closure Date o Lessons Learned o Post-Project Evaluation Plan

8 | P a g e 1.9 Health and safety Work undertaken by the Project Team will be conducted in accordance with the THA Health and Safety Policy Statement which has been drawn up to reflect current HSE guidance, and is appended as Annex 5.

9 | P a g e 1.10 Project Team

The key personnel and roles of the Project Team would be as follows: Person Role Responsibilities Kate Pugh Project Executive Responsible for  (KP) project outcome, setting overall direction and conducting formal reviews including liaison with Steering Group and Project Assurance Officer  finalisation of the Project Design, project planning, identification of risks, overall monitoring of costs and timetable, preparation of highlight reports and maintenance of the Issues Log  recruitment and line management of project officer  submission of End of Project Report Specialist Project Support Responsible for secretariat support to HEF  Advice on agendas, annual programme and management.  Co-ordination and preparation of papers/minutes  Ensuring follow up of actions and sustaining momentum between meetings Heritage 2020 Project Officer Responsible for Project Officer -  Secretariat support to HEF Heritage 2020 to be recruited Subcommittee (PO)  Secretariat support to the 5 Heritage 2020 Working Groups  Developing mechanisms for updating Heritage 2020 and reporting progress,  Communicating Heritage 2020 progress, including through Heritage Counts  Developing detailed annual Action Plans with Working Groups  Undertaking an interim evaluation of Heritage 2020  Preliminary budget management Mike Heyworth Specialist Project Support Responsible for (MH) (Subcontractor)  Chairing HEF Heritage 2020 Sub Committee

 Representing Heritage 2020 Working Group chairs in the oversight & development of processes for updating Heritage 2020/reporting

10 | P a g e progress, etc. Tara-Jane Sutcliffe Specialist Project Support Responsible for  Supporting role in HEF secretariat - minute taking and writing up actions  Overall coordination of IT including guidance on development of Heritage 2020 website and social media Howard Weinberg Project Support  Financial administration including overseeing and (HW) reporting on budget for HEF and Heritage 2020  Financial support including processing invoices, payments and payroll. Web developer Specialist (subcontractor)  Produce Heritage 2020 logo in in range of formats (WD)  Web design, set up and installation (To be appointed)

Summary of Relevant Project Team Experience THA has been responsible for providing secretariat to the HEF and NHPP Project Board since 2010/2011 on a fee-service basis. In addition, THA has significant experience of coordinating and supporting its four Advocacy Groups (Spatial Planning, Funding, Access & Learning and Rural Heritage) which draw on its members’ expertise and which have provided a model for the Heritage 2020 Working Groups.

The new Heritage 2020 Project Officer will be part of this team, benefitting from on-going experience of the work from the team with guidance and support from specialist THA functions.

Further information has been provided as Project Team Profiles, appended as Annex 1.

11 | P a g e 2.0 Resources and programming

Information in the following categories may change during any project re-planning or at UPD stage. 2.1 Methods statement & scope

The project contains several related strands of activities which support the collaboration of the historic environment sector in identifying and delivering agreed priorities for England.

1: Project set up & Project Management 1A Hold a Set Up meeting with HE to finalise the Project Design, including agreement on any areas of change. This should include key discussions that will inform the delivery of the four strands of work over the three year period and allow for review and modification as required. 1B Following this meeting, create an Issues Log, Update the Project Risk Log & the Project Design as required. 1C Develop and finalise the job description for the Project Officer post and undertake recruitment for an anticipated start date of October 2015.

1D Throughout the project undertake Internal Project Assurance informally at monthly management meetings and more formally through quarterly discussions between the Project Executive and Project Officer. Use these to review progress against the agreed timetable, and ensure that work is meeting required standards and the aims and objectives of the approved Project Design. Identify any issues in the Highlight Report and note in the Issues Log.

1E: Produce & submit a six monthly Highlight Report and Issues Log as required (see section 1.8 above).

1F: Hold an annual Review Point with HE to monitor progress of the project (see section 1.8 above).

2: Provision of Secretariat functions For Years 1-3 provide secretariat support to the following:

2A The Historic Environment Forum (three meetings a year) 2B The Heritage 2020 Sub-Committee (three meetings a year) 2C Heritage 2020 Working Groups (five groups meeting three times a year = 15) 2D The annual HEF/Heritage 2020 Working Group Foresight meeting (once a year)

Tasks currently identified include - for each meeting:

The organisation of:  room booking/hire  catering  equipment to enable presentations (etc.)  meeting invites & directions for participants  the reimbursement of travel expense claims

With Chairs, the Secretariat must also:  Set annual dates in advance

12 | P a g e  Advise on agendas, annual programme and management.  Finalise meeting agendas  Attend meetings  Take notes, write up and finalise agreed minutes  Send agreed notes & any additional information/presentations to participants  Upload finalised documents to the appropriate webpage (HEF/Heritage 2020 etc)  Maintain membership records  Ensure follow up of actions and sustaining momentum between meetings  Review the annual cycle of activities for all groups and, with respective Chairs, develop an overarching timetable, including finalisation of the tasks required to deliver secretariat support to the 23 anticipated meetings

Per annum It is anticipated that secretariat would be provided as follows:  HEF – THA Chef Exec 3 days/ Policy & Communications Officer (3 days)  HEF Heritage 2020 Sub-Committee – Heritage 2020 Project Officer (6 days) 2 days for 3 mtgs  Heritage 2020 Working Groups – Heritage 2020 Project Officer (45 days) 3 days each for 15 meetings  Annual HEF/2020 Foresight meeting Policy & Communications Officer (2 days)

2E: Years 1-3: Provide book keeping support as part of Secretariat function (3 days) 3 days see amendment in table 2.2

3: Facilitate and update Heritage 2020

3.1. Develop a mechanism for updating the framework and reporting progress

Year 1:

3.1A The Project Officer will, with the Heritage 2020 Sub Committee (informed by the Working Groups), develop an effective and repeatable ‘snapshot’ survey process to annually consult the sector on the evolving strategic priorities of Heritage 2020. This will include the production of an ‘updatable’ template for the framework’s five themed ‘Main priorities’ sections which provides an oversight of change over the 3 year period, alongside a section that logs wider sector contributions (projects and activities) towards the priorities over the previous year.  The consultation method used will use an online ‘Survey Monkey’ type approach, and be designed to allow a wide range of sector stakeholders and interested individuals to participate, allow for the simple and speedy analysis and reporting of empirical results, identify key new priorities/changing emphases in those already known, and gauge sector ‘buy in’ to the framework through taking snapshots of ‘participation’ and opinion.  Plan the timing of the consultation to fit into a schedule that allows the most efficient communication of annual results through the above mechanisms

Year 3 3.1B The Project Officer will, with the Heritage 2020 Sub Committee (informed by the Working Groups), review the content of the survey and frame additional ‘backward and forward look’ questioning to gather information for the Heritage 2020 interim evaluation

Years 1-3:

13 | P a g e 3.1C Annually initiate and oversee the sector consultation on strategic priorities. Publicise engagement in the consultation using sector partners, THA e-bulletin etc. 3.1D Synthesise results and report the initial findings of the sector consultation to the annual ‘Foresight’ workshop with members of the HEF and Working Groups. Facilitate discussion at this event to consider strategic and practical developments in the framework. Using the results of the consultation & Foresight meeting, annually: 3.1E Revise the Heritage 2020 framework document 3.1F Write and present a summary report to HEF & Heritage 2020 Working Groups 3.1G Produce a chapter for Heritage Counts summarising progress 3.1H Provide short written updates for other key meetings across the historic environment sector, e.g. Joint Committee of National Amenity Societies, Archaeology Forum, Joint Statement for HE in National Parks, THA Advocacy Groups. 3.1I Regularly update the Heritage 2020 web site with information about the progress of the initiative, including updates from Working Groups and suitable links/examples of activities that contribute to the framework and with appropriate use of social media

3.2 Develop detailed Action Plans with Working Groups Year 1 3.2A The Project Officer will, with the Heritage 2020 Sub Committee (informed by the Working Groups and other organisations involved in delivery), develop a template for Working Group Action Plans which allow in-year updates and support reporting of progress against annual priorities for collaborative action. 3.2B With each Working Group, develop and publish an Action Plan for Year 1 and cascade the Action Plans to all relevant bodies.

Years 1-3: 3.2C Through liaison with Working Group Chairs, support the in-year delivery of each Action Plan through monitoring progress against activities and acquiring triannual supporting statements of activity or outputs from WG members 3.2D Annually, oversee and update the Action Plan for each Working Group and cascade the Action Plan to all relevant bodies

4. Develop and Host Heritage 2020 web resources

Year 1 4A: With HEF and Heritage 2020 Sub-Committee Chairs, develop a brief for a web developer to design and set up and install a standalone Heritage 2020 web site, to be hosted on THA server. Web design elements should include 4B-4D below. 4B: Finalisation of formatted logo for use on all Heritage 2020 resources in a range of formats 4C: Development of Website – Preparation of navigation plan and wireframes, design visuals for navigation, home page and additional pages, artwork for home page and menu components and additional pages to be used as styles for build.

14 | P a g e 4D: Set up and installation of WordPress and plug-ins, layouts to fit design and customisation of nw WP template files (CSS, HTML, PHO, JavaScript programming), allowing for suitable number of pages and styles including sub-pages (eg 'Workshops')

Year 1-3 4E: Host and maintain the Heritage 2020 website, including ensuring the domain name is renewed in 2016 and 2018

5. Undertake interim evaluation of Heritage 2020 Year 3 (Project Officer – 10 days)

5A: The Project Officer will, with the Heritage 2020 Sub Committee (informed by the Working Groups), and using outputs from the 2017-18 sector consultation undertake an overarching ‘interim review’ of the Heritage 2020 framework at the end of Year 3 (Sept 2018). This should include an assessment of  sector buy in to the framework and whether this has changed over time  Initiatives developed by the Working Groups and their impact on collaborative working in the sector  Lessons learned in the development and implementation of the programme  Recommendations for changes for the final 2 year period of the framework  Initial thoughts for the development of any future Plans (post Heritage 2020)  assessing progress and Heritage 2020 future direction or change

5B: Circulate draft report to HEF, Heritage 2020 Working Groups & Heritage 2020 Sub- Committee for comment

5C: Revise, finalise & circulate the final report

6. Project Completion

6A: The Project Officer, CEO of THA and Chairs of the HEF and Heritage 2020 will review overall project inputs and outputs and consider comments received from HE, stakeholders and project participants. This feedback will be used to review future needs of the HEF and Heritage 2020 and guide any further funding applications for the final 2 years of Heritage 2020 6B: A digital Project Archive (comprising training packages and any written outputs from the project and the End of Project Report) will be quantified and prepared for deposition with the ADS, or a location to be agreed, in accordance with NHPCP Digital Archiving Guidance at project end in 2018. 6C: Produce & Submit End of Project Report 6D: Submit Project Closure Report

15 | P a g e 2.2 Stages, Products and Tasks The following table describes how the project will proceed, the Products to be produced and the Tasks needed to produce them. A dated project Gantt Chart has been appended as Annex 6. Stage Product Tasks Time Proposed Project Allocation Timetable Team Member 1: Overall P1: Final Project 1A: Discuss any points of clarification with Project Design 0.25 days September/ KP Project Design Management 1B: Undertake recruitment for PM 2 days September/ KP 1 day October 2015 MH 1C: Creation of Issues Log, Update Risk Log & Project 0.5 days October 2015 KP Design 1D: Oversight and management of project progress 1 day p.a. Quarterly KP 1 day p.a PO

1E: Produce & Submit six month Highlight Report and 0.5 day p.a Six monthly KP issues log as required

1F: Annual Review of Progress 1 day Annual KP 1 day PO

2: Provision of P2: 2A: Provide secretariat support for HEF meetings 3 days p.a. Annually: KP Secretariat  Minutes from 3 days p.a Feb/May/Oct MR functions HEF  Heritage 2020 2B: Provide secretariat support for Heritage 2020 sub- 6 days p.a. Annually: PO Sub- committee meetings Feb/May/Oct Committee 2C: Provide secretariat support for the five Heritage 2020 45 days p.a. Annually: PO  Heritage 2020 Working Group meetings Jan/Apr/Jul Working 2D: Provide secretariat support for Annual Foresight 2 days p.a Annually: MR Groups Meeting April 2E: Provide book keeping support 3 days p.a Quarterly HW

3.1: Facilitate P3: Online survey 3.1.A: Develop ‘snapshot’ questions and proforma for sector 5 days February PO

16 | P a g e and update form survey 1 day 2016 MH Heritage 2020 - 3.1.B: Review and enhance annual survey questions to 2 days February PO Develop a P4: Interim review assist with interim review 1 day 2018 MH mechanism for online survey 3.1.C: Initiate & publicise sector survey 1 day p.a. March PO updating the 2016/17/18 framework and P5: Report of 3.1.D: Synthesise results and report the initial findings of the 5 days p.a. April PO reporting initial sector sector consultation to the annual Foresight’ workshop & 2016/17/18 progress survey findings facilitate discussion 3.1.E: Revise Heritage 2020 framework document 3 days p.a. May PO P6: Updated 2016/17/18 Heritage 2020 3.1.F: Write and present a summary report to HEF & 2 days p.a. May PO framework Heritage 2020 Working Groups 2016/17/18 3.1.G: Produce a chapter for Heritage Counts summarising 3 days p.a. July/August PO P7: Chapter for progress 2016/17/18 Heritage Counts 3.1.H: Provide short written updates for other key meetings 2 days p.a. July/August PO across the historic environment sector 2016/17/18 3.1.I: Regularly update the Heritage 2020 web site 6 days p.a. Annually: PO Jan/Apr/Jul

3.2: Facilitate P8: Heritage 3.2.A: Develop a template for Working Group Action Plans 3 days October 2015 PO and update 2020 Working 1 day MH Heritage 2020 – Group Action 3.2.B: With each Working Group, develop and publish 15 days October 2015 PO Plan template Develop detailed Action Plans for Year 1 & Cascade Action Plans with 3.2.C: Support the in-year delivery of each Action Plan 10 days p.a. Annually: PO Working Groups through monitoring progress against activities and acquiring Jan/Apr/Jul P9: A detailed triannual supporting statements of activity or outputs from Annual Action WG members Plan for each 3.2.D: Oversee and update the Action Plan for each 5 days p.a. Oct 2016 & PO Working Group Working Group & Cascade Oct 2017

4: Develop and P10: Heritage 4A: Develop a brief for a web developer to design logo & 0.5 day October 2015 PO Host Heritage 2020 Website produce web site 0.5 day MR 2020 web 0.5 day MH resources 4B: Finalisation of Heritage 2020 branding and resources 2 days October 2015 WD

17 | P a g e 4C: Development of Website 6 days p.a. October-Nov WD 2015 4D: Set up and install website 8 days. October-Nov WD 2015 4E: Host and maintain the Heritage 2020 website 2 days p.a. Annually MR

5: Undertake P11: Heritage 5A: Undertake an overarching ‘interim review’ of the 10 days August/Sept PO interim 2020 -Interim Heritage 2020 framework at the end of Year 3 & produce a 2018 evaluation of evaluation report report Heritage 2020 5B: Circulate draft report to HEF, Heritage 2020 Working Groups & Heritage 2020 Sub-Committee for comment 5C: Revise, finalise & circulate final report

6: Project P12: End of 5A: Review project inputs and outputs and 1 day Aug 2018 PO completion Project Report consider comments received from HE and stakeholders for future project development 5B: Prepare & Deposit Project Archive 0.5 day Sept 2018 PO 5C: Undertake final Review of Progress and 2 day Oct 2018 KP Produce & Submit End of Project Report 1 day PO 5D Submit Project Closure Report - Oct 2018 KP

18 | P a g e 2.3 Products, Dissemination & Archiving Detailed Product Descriptions have been appended to this Project Design as Annex 3.

A digital Project Archive will be prepared that will comprise all products, any written outputs from the project, and the End of Project Report.

At Project Completion in 2018, the archive will be quantified in terms of number, format and size of files, and prepared for deposition with the ADS, or a location to be agreed, in accordance with NHPCP Digital Archiving Guidance, subject to funding provision.

2.4 Ownership & Copyright All reports and associated documentation will be the copyright and Intellectual Property of THA, but will be subject to a licensing agreement with Historic England. All material copied from other sources will be fully acknowledged and relevant copyright conditions pertaining to that data will be observed. Copyright on all reports submitted will reside with Historic England, although a third-party in-perpetuity licence will automatically be given for reproduction of the works to The Heritage Alliance, subject to agreement in writing from Historic England.

2.5 Risk Log A detailed Risk Log has been appended as Annex 2 of this project design.

2.6 Budget The proposed summary budget for this project is set out as follows:

21 Annex 1 - Project Team Profiles

Project Executive & Project Support Kate Pugh OBE Kate has been Chief Executive of The Heritage Alliance since 2003. The Heritage Alliance is the key coalition of 98 independent heritage bodies working in England. Kate is responsible for managing its business in line with the strategy and priorities set by the Board, for membership relations, for promoting its projects and campaigns and the profile of the independent heritage movement and for staff resources. During this period, she has managed directly or overseen 14 separate projects, the most recent being the 2 year £500k capacity building project ‘Giving to Heritage’ funded by HLF and managed by a part time Project Leader.

Since 2010 she has provided the secretariat for the Historic Environment Forum: liaising with the Chairman and members, preparing papers, managing meetings, delivering interim actions and communications including the minutes. In 2011 she took up a similar role for the NHPP Advisory Board.

Project Support: Dr Mike Heyworth MBE Mike chaired the National Heritage Protection Plan Advisory Board and led the initiation of the Heritage 2020 framework on behalf of the Historic Environment Forum. He now chairs the HEF subcommittee which oversees the delivery of the Heritage 2020 initiative which includes the chairs of the working groups. Mike is employed by the Council for British Archaeology as its Director (CEO), based in York. He is also Secretary of the All Party Parliamentary Archaeology Group, on behalf of The Archaeology Forum, and sits on numerous historic environment-related committees and fora across the UK to represent the CBA. He was awarded an MBE for services to heritage in 2007.

Project Support Tara-Jane Sutcliffe Tara-Jane joined The Heritage Alliance in January 2016. Her full time post includes editing the Heritage Alliance’s fortnightly e-bulletin Heritage Update. She has particularly relevant experience in coordinating the Alliance’s four Advocacy Groups in liaison with their Chairs. She manages The Heritage Alliance’s website and Twitter feed and will continue to develop THA’s online resources. She supports project leaders in maintaining their on-line resources, including websites. Tara-Jane attends the HEF and Heritage 2020 meetings to take the first minutes which guide the Chairman and Kate Pugh on urgent actions.

Howard Weinberg joined The Heritage Alliance in September 2014 as part time (2 days per week) office manager. He is responsible for the administration of office systems and book keeping including producing reports, invoicing, payments, direct debits and bank reconciliations. He actions the monthly payroll for staff and assists the Treasurer, Chief Executive and project staff with financial reporting and audit documentation. He also manages the Alliance’s membership systems and the delivery of public events.

22 Annex 2 - Risk Log

Risk Description Probability Impact Countermeasures Estimated time/cost Owner Date number (high, (high, this medium, medium, entry low). low). last updated 1 Project Set Up L-M M Limited tolerance is built into timetable. No additional cost. Kate Pugh August is delayed Stages will need re-planning. 2015 2 Difficulty in M H Identify key factors preventing success Potential additional cost Kate Pugh August recruiting a and consider costing alternative options. If dependant on length of time 2015 suitable significant delay incurred, consider without PO post. Project Officer consultant to cover short term vacancy. 3 Illness of L L Limited tolerance is built into timetable. If Not expected to be additional cost Kate Pugh August Project Team significant, consider capacity for cover 2015 within THA or take on a consultant to cover short term vacancy 4 Loss of M H Impact dependant on role of person. Potential additional cost in Kate Pugh August member of Discussion with Project Assurance Officer recruitment (£600). 2015 Project Team to agree solution and recruitment of new during course person. of project 5 Lack of M H Develop new potential partners to push Additional time may be required Kate Pugh August engagement engagement via existing volunteer from Project Officer post 2015 by Working networks and increased media and other (currently only 126 days) communications Groups Clear roles & time requirements defined for WG chairs to ensure that WG commitments are fulfilled

23 Annex 3 - Product Descriptions

Product number P1

Product Title Project 7246: Supporting collaboration in the historic environment sector in England: Project Design Purpose of Product To update the Project Design submitted for approval following Stage 1 Set Up discussions with Historic England. Composition An updated Project Design which will contain any clarifications and amendments to the original Project Design. Derived From: Project 7246: Supporting collaboration in the historic environment sector in England: Project Design Issued by The Heritage Alliance, August 2015. Format and Presentation The Project Design will be presented as a PDF. Allocated to Kate Pugh Quality Criteria and Method Internal assurance through: Ensuring alignment with the research aims and objectives & business case Ensuring compliance with relevant standards and guidelines Person/group responsible for quality assurance Person/group responsible for Kate Pugh approval Planned completion date September 2015

24 Annex 4: Historic Environment Forum Terms of Reference and Membership: August 2015 Historic Environment Forum

The transfer of Heritage 2020 to HEF from April 2015 offers an opportunity to review the Historic Environment Forum (HEF) membership. The new structure of Heritage 2020 - its sub-group and five Working Groups – will allow many more organisations to be involved in cross-sectoral and collaborative activities. Some current members of HEF may find it more appropriate and be able to pursue their objectives more effectively by taking an active role in the Working groups rather than through the Forum.

The criteria for HEF membership are set out in the Terms of Reference revised in 2013:

National organisations active in England involving in protecting and promoting the value of the historic environment.

Total membership should represent key aspects (asset type and function) of the historic environment.

1. Member organisations should have:  A strong advocacy function  A representative role with access to networks  An intelligence/data gathering role

2. Members should commit to:  Representation at highest level  Using their personal contacts in support of the HEF’s objectives  Delivering delegated tasks

Adjusting to Heritage 2020, it is proposed that the HEF should be a smaller body made up of senior heritage figures representing major stakeholders

25 1. HEF membership at 8 May 2015 Name Organisation Heritage 2020 role

1 John Sell (Chair) Chair, Joint Committee of National Amenity Societies

2 Fiona MacDonald/ ALGAO England

Quintin Carroll

Ian Morrison Chief Executive, Architectural Heritage Fund

4 Rachel Campbell Policy Officer, Planning and Development, British Property Federation

5 Ruth Knight Environmental Policy Manager, Cathedral and Church Buildings Division, Church of England

6 Dr Mike Heyworth Director, Council for British Archaeology Chairman Heritage 2020

7 Jonathan Thompson Heritage Adviser, Country Land and Vice Chair Business Association Constructive Conservation WG

8 Lise-Anne Boissiere Deputy Director, Heritage, Department for Culture, Media and Sport

9 Deborah Lamb Head of Government Advice, Historic England

10 Duncan McCallum Government Advice Director, Historic England

11 Trevor Cooper Chairman, Historic Religious Buildings @The Alliance

12 Kate Pugh Chief Executive, The Heritage Alliance

13 Judy Cligman Director of Strategy and Business Development, Heritage Lottery Fund 14 Peter Hinton Director, Chartered Institute for Archaeologists

15 Mike Brown Chair of IHBC Chair, Capacity Building WG

David McDonald Chair IHBC London/

26 Education Secretary

16 Dr Ingrid Samuel Historic Environment Director, National Chair, Heritage 2020 Trust Making Things Happen WG

17 Nick Way Director General, Historic Houses Vice Chair Heritage Association 2020

Making Things Happen WG

18 Adrian Dobson Director of Practice, RIBA

19 Victoria Hunns Senior Historic Environment Specialist, Natural England

20 Rosslyn Stuart Director of Professional Standards

21 Lynda Jubb Chair, Building Conservation Forum, RICS

2. Heritage 2020 Chair Mike Heyworth (Council for British Archaeology)

Heritage 2020 Working Group Chairs:

 Discovery, identification and understanding

o Chair: Joe Elders (Church of England)

o Vice Chair: Gary Grubb (Arts & Humanities Research Council)

 Constructive conservation & sustainable management

o Chair: Carol Pyrah (Historic England)

o Vice-Chair: Jonathan Thompson (Country Land & Business Association)

 Public engagement

o Chair: Rosi Lister (Churches Conservation Trust)

o Vice-Chair: tbc

 Capacity building

o Chair: Mike Brown (Institute of Historic Building Conservation)

o Vice-Chair: Jan Wills (Chartered Institute for Archaeology)

 Helping things to happen

27 o Chair: Ingrid Samuel (National Trust)

o Vice-Chair: Nick Way (Historic Houses Association)

8 5 15

28 Annex 5: The Heritage Alliance Health & Safety Policy Statement

The Heritage Alliance Health & Safety Policy

This is the Health & Safety Policy Statement of The Heritage Alliance (THA).

Our statement of general policy is:

- To provide adequate control of the health & safety risks arising from our work activities; - To consult with our employees and volunteers on matters affecting their health & safety; - To provide and maintain safe office equipment; - To ensure safe handling and use of substances; - To provide information, instruction and supervision for employees and volunteers; - To ensure all employees and volunteers are competent to do their tasks, and to give them adequate training; - To prevent accidents and cases of work-related ill health; - To maintain safe and healthy working conditions; and - To review and revise this policy as necessary at regular intervals.

Signed:

(Secretary)

Date: 25 August 2015

29 August 2015

Responsibilities

Overall and final responsibility for health & safety is that of the Board of Trustees.

Day-to-day responsibility for ensuring this policy is put into practice is delegated to Kate Pugh.

All employees & volunteers have to:

- Co-operate with supervisors and managers on health & safety matters; - Not interfere with anything provided to safeguard their health & safety; - Take reasonable care of their own health & safety; and - Report all health & safety concerns to an appropriate person.

Risk Assessment

- An overarching risk assessment for The Heritage Alliance activities will be undertaken by Howard Weinberg. - The findings of the risk assessment will be reported to Kate Pugh & the Board of Trustees. - Action required to remove/control risks will be approved by Kate Pugh. - Kate Pugh will be responsible for ensuring the action needed is implemented. - The Office Manager/Howard Weinberg will check that the implemented actions have removed/reduced the risks. - Assessments will be reviewed every year or when work activities change, whichever is soonest.

Consultation with employees

All employees will be given an opportunity to comment on this policy and at any subsequent reviews.

30 August 2015

Information, instruction & supervision

- The Health & Safety Law Leaflets are given to all new members of staff or can be found here: http://www.hse.gov.uk/business/must-do.htm - Health & safety advice is available from the Office Manager, or Kate Pugh. - Kate Pugh is responsible for ensuring that all employees and volunteers working at locations under the control of other employers are given relevant health & safety information.

Competency for tasks & training

- Basic health & safety induction training will be provided for all employees & volunteers by the Office Manager and/or Kate Pugh. - There are no jobs within THA requiring special health & safety training. - Training records are kept by the Office Manager. - Training will be identified, arranged and monitored by Kate Pugh.

Accidents, first aid and work-related ill health

- There are no jobs within THA requiring specialist health surveillance. - The first aid boxes in the bottom drawer of the Grey cabinets in the office. - The appointed person is Howard Weinberg (Office Manager). - All accidents and cases of work-related ill health are to be kept in the accident book. The book is kept by The Heritage Alliance. - Kate Pugh is responsible for reporting accidents, diseases and dangerous occurrences to the enforcing authority.

Monitoring

To check our working conditions, and ensure our safe working practices are being followed, we will:

- Investigate any accidents or incidents of work-related ill health; - Conduct annual risk assessments.

31 August 2015

Kate Pugh is responsible for investigating accidents and work-related causes of sickness absences and acting on investigation findings to prevent a recurrence.

Emergency procedures – fire and evacuation

- Kate Pugh is responsible for ensuring the fire risk assessment is undertaken and implemented. - Escape routes are checked by the landlord or their consultants. - Fire extinguishers are maintained and checked every year. - Alarms are tested every week. - Emergency evacuation will be tested every 6 months.

See: The Fire Log Book kept under the stairs for further information.

Use of Visual Display Units (VDUs)

All THA staff and volunteers use VDUs on a daily basis and are therefore covered by the Health & Safety (Display Screen Equipment) Regulations 1992. In order to comply with these regulations Link will:

- Train all staff and volunteers on the risks of VDU use, and safe behaviour and practices. - Assess all workstations and take reasonable action to reduce any risks. - Make sure all workstations and equipment comply with minimum requirements. All members of THA staff have been provided with ergonomically designed keyboards. - Provide laptop users with docking stations (including full size monitor, keyboard & mouse) for use when in the office. - Encourage staff and volunteers to take regular rest breaks from their VDU and to vary their tasks, alternating between VDU work and other activities. - Reimburse staff for the costs of annual eye tests on request (payment on production of a receipt up to a maximum of £25), and pay for a basic set of frames and lenses for any member of staff requiring glasses specifically for their VDU work. - Make all staff and volunteers aware of this policy.

Smoking

32 August 2015

The THA office is a non-smoking environment. Staff & volunteers are requested to leave the building if they wish to smoke.

General Housekeeping

The maintenance of high standards of general housekeeping in offices goes a long way to preventing accidents. Care should be given to the general layout and storage of items to minimise the possible hazards. All staff and volunteers have a responsibility to ensure that their workstations are kept in a reasonable condition, and should take care not to place objects or papers in places where they may pose a hazard to themselves or others. Particular attention should be given to: the condition of floors and floor coverings; trailing leads; storage of items, particularly heavy ones, on shelves above shoulder height; safe methods of reaching up.

THA will aim to provide adequate desk and storage space to allow individuals to maintain an acceptable standard of housekeeping.

Safe handling & use of substances

THA does not currently use any substances requiring COSHH assessment.

Suspicious packages

Although unlikely, if a suspicious package or object is discovered this should be reported immediately to the building security staff and/or the police. No attempt should be made to touch or move the object, and the office should be evacuated immediately.

33 August 2015

Electrical equipment

All electrical equipment within the THA office is PAT certified (last tested in April 2015). All equipment is also visually checked regularly to ensure it is fit for purpose and safe to use. Kate Pugh is responsible for conducting annual inspections and carrying out preventative maintenance. In addition, all staff and volunteers have a responsibility to report any faulty or damaged electrical equipment to Howard Weinberg (Office Manager) or in their absence Tara-Jane Sutcliffe.

All staff and volunteers must:

- Ensure equipment is switched off at the mains before removing any machine guards/opening any sections on printers and other equipment. - Unplug any machine, which overheats smokes, sparks or appears to be faulty and report it immediately to the Office Manager or Tara-Jane Sutcliffe. This must NOT be used until it has been repaired or replaced. - Be alert to frayed wires and overloaded sockets and report them. - Not attempt to repair any electrical equipment unless authorised to do so. - Not tug at cables or put them anywhere where they will get wet or damaged.

Manual handling

All staff and volunteers will be given basic training in manual handling. In addition, no employee or volunteer should attempt to lift anything that is too heavy for them. Assistance in handling heavy or awkward loads should be sought from another member of staff.

Use of steps

If it is necessary to use a step, it must be ensured that this is steady and supported. Only stable chairs should be used - chairs with wheels and other items of furniture must not be used as steps. It is also important that staff & volunteers do not over-reach from steps; a step should be repositioned if necessary.

34 August 2015

Visitors to office

Responsibility under Health and Safety extends to visitors to The Heritage Alliance Office. Employees have a duty to ensure their visitors are escorted and made aware of any relevant safety rules and procedures. In the event of a fire or emergency evacuation, staff should escort any visitors to the assembly point and report their safe evacuation to the building’s Fire Warden.

The Heritage Alliance’s fire warden is Matthew Rabaliati (Monday to Friday)

Travel

All staff and volunteers should record details of meetings and events outside the THA’s office in their calendars. This enables other staff to contact you in the event of an emergency and, in the unlikely event of an accident it provides a sensible estimate of your whereabouts. In addition, all staff & volunteers should always contact a member of THA’s staff as soon as possible if they cannot come into the office or are going to be late.

When attending meetings and events outside the THA Office staff and volunteers should familiarise themselves with the safety procedures (fire exits etc) at the premises and should include emergency procedures at the beginning of the agenda of all internal meetings.

Travel late at night

If travelling late at night on behalf of THA all staff and volunteers should ensure a partner, flat-mate or friend knows where they are going and what time they are due back. If stuck away from home (e.g. if the last train is missed) THA will reimburse hotel room costs (up to a limit of £100 on production of receipts)

35 Annex 6: Gantt Chart describing the Project Timetable

This has been provided as a separate PDF document.