SUSTAINABLE DEVELOPMENT COMMITTEE 14 JUNE 2017

HERITAGE AND ARCHAEOLOGY UPDATE

Report by Director of Development

PURPOSE OF REPORT To update the Comhairle on the activities of the Heritage Service including strategies for Heritage and Archaeology, the Udal project, and the Year of History Heritage and Archaeology.

COMPETENCE

1.1 There are no legal, financial, equalities or other constraints to the recommendations being implemented.

SUMMARY

2.1 The Heritage Service is actively engaged in the development of the sector and its economic impact in a variety of ways including supporting new initiatives, consultation on strategies and plans, and managing the new Museum nan Eilean at Lews Castle. Major challenges which face the service include the need to develop new museum storage facilities and meeting resource intensive challenges with limited staff.

2.2 A strategy for the heritage sector is being developed through consultation with a variety of organisations including Comainn Eachdriadh, other heritage bodies operating regionally, national partners and funders at a local, regional and national level. Draft documents concerning the strategy are detailed in Appendix 1 to the Report.

2.3 The economic impact of archaeology is being assessed in a report commissioned by the Comhairle from EKOS consultants. A number of workshops have been previously undertaken in Uist and a workshop will be held in on 21 June 2017. An update Report will be submitted to the September committee series.

2.4 The Heritage Service continues to work with UHI to find funding for the development of an academic research agenda for archaeology.

2.5 The research project on the RUX6 assemblage from the Udal peninsular formally ended on 31 March 2017. The research outcome of the project – a monograph by Beverley Ballin Smith – will be published this summer. An app to provide a guided tour of the peninsular, informed by the research, is being produced by Comann Eachdraidh Uibhist a Tuath with funding from Economic Development budgets.

2.6 The Heritage Service has supported several key activities under the banner of the Year of History, Heritage and Archaeology with further plans for the rest of 2017.

2.7 Visitor numbers to the new Museum nan Eilean at Lews Castle have exceeded the upper estimates for the first year of opening set out in the museum business plan.

RECOMMENDATION

3.1 It is recommended that the Comhairle note the Report.

Contact Officer: Nick Smith, Heritage Manager, [email protected] Appendix: 1. Draft Analysis of the Heritage Sector Background Papers: Report to Sustainable Development Committee, 1 March 2017 HERITAGE SERVICE

4.1 The Comhairle’s Heritage Service encompasses Tasglann nan Eilean Siar (archives), two Museum nan Eilean sites at Lews Castle and Lionacleit, archaeology services and Hebridean Connections. Over the last year the priority of the service has been to ensure the successful opening and operation of the new museum at Lews Castle.

4.2 Against an upper target of 37,000 visitors in the first year of operation (14 July 2016 – 13 July 2017) the new museum has achieved 42,094 visitors as of 30 April 2017. Visitor numbers for the entire first year are therefore expected to exceed 50,000, a 35% increase on expectations.

4.3 With the museum now up and running and visitor accommodation opened in Lews Castle itself, consideration must be given through 2017/18 as to how this new facility and the wider service can efficiently operate while meeting all its obligations.

4.4 The Heritage Service has been active in making progress on the many competing priorities facing both the Comhairle’s own services and those which face the sector as a whole.

4.5 However, with only a single member of professional staff in every area of operation – archaeology, collections, conservation, archives, education and visitor services – the Service must balance its responsibilities to the Comhairle’s collections and museums with the need to support other heritage organisations with their own development ambitions.

4.6 A major challenge at present and in the years to come is the issue of storage of the Comhairle’s museum collections. Present stores are no longer fit for purpose, place objects in the collection at some risk, and are practically full or overcrowded, restricting collecting activity at a time when objects are more likely to be offered for donation.

4.7 Despite these challenges, the Service continues to work to develop the sector as explained in this report.

HERITAGE STRATEGY

5.1 A strategy for the heritage sector is being developed through consultation with a variety of organisations including Comainn Eachdraidh, other heritage bodies operating regionally, national partners and funders at a local, regional and national level.

5.2 The development of a strategy follows on from the Activity Plan delivered as part of the Lews Castle project, from steps to encourage “networked” activity among heritage organisations in the (rather than a traditional hub/spoke model with the local authority at the centre), and conferences held for heritage bodies over the course of the Museum nan Eilean development.

5.3 The purpose of the strategy consultation is to identify the key challenges and opportunities facing the sector in the short and medium term. From these a set of aims and objectives will be drawn up for agreement by the sector.

5.4 The publication of a document which has the substantial agreement of the sector will therefore assist individual organisations in planning activities and creating partnerships for the mutual benefit of the sector as a whole. Where applications to funders reference the strategy, decision makers will understand the wider benefit of making grants to particular activities. 5.5 A draft version of the analysis of strengths, weaknesses, opportunities and threats facing the sector and an initial discussion document on potential aims and objectives can be found in Appendix 1 to the Report.

5.6 The initial analysis suggests that there are four key areas in which the sector would benefit from development. These areas are likely to be refined and may be joined by others as the consultation proceeds.

 Joint marketing, communications and developing shared themes  The development of staff and volunteer skills  The use of technology  Increased advocacy and public profile

ARCHAEOLOGY STRATEGY

6.1 With just one archaeologist in post with the Comhairle to cover the whole of the Outer Hebrides the service must work hard to balance planning responses and development control issues with the provision of research and interpretation support both within the Comhairle and to outside bodies.

6.2 In order to advance the economic benefit of the rich archaeological heritage of the Outer Hebrides two pieces of work are being carried out which will inform strategic direction for archaeology: Developing an Economic Impact Assessment and a Research Agenda.

6.3 The Economic Impact Assessment of Archaeology was a key recommendation of a piece of work concluded in 2016 which examined the potential for a Hebridean Archaeology and Environment Research Centre (HAERC). It is being carried out by EKOS consultants. The major elements of work forming the assessment are:

 Establishing the volume and value of expenditure related to archaeology in the Outer Hebrides.  Taking evidence from key individuals and organisations to understand the potential opportunities in archaeology and the actions needed to maximise them.  Reviewing archaeological assets which could form a trail and marketing campaign for the Outer Hebrides and identifying those which offer greatest potential for visitor interest. This follows on from work conducted in the HAERC study which identified sites in the Uists.  Identifying the most beneficial activities in terms of marketing, interpretation and access.  Identify the potential increase in economic value should the activities be followed through. 6.4 The research and consultation will be carried out through telephone conversations and a half-day workshop in Stornoway on 21 June. An action plan will then be published and presented to the Comhairle at the September Committee series.

6.5 A Research Agenda for archaeology in the Outer Hebrides will be produced by Lews Castle College UHI and will be published as part of a wider regional agenda for the Outer Hebrides, Orkney and Shetland.

6.6 UHI and Heritage Service staff attended a symposium at the Society of Antiquaries of in March as part of the ScARF (Scottish Archaeological Research Framework) programme in order to understand how local authorities and academic institutions can best work together to drive such agendas forward.

6.7 Funding to produce the agenda was sought by UHI from Historic Environment Scotland. Although the application was supported by the Comhairle it was not successful and alternative funding streams are being investigated. THE UDAL PROJECT

7.1 The research project on the RUX6 archaeological assemblage from the Udal peninsular formally came to an end on 31 March 2017 per the grant agreement for this work between the Comhairle and Historic Environment Scotland (HES). The full grant has now been drawn down from HES. The Comairle funded 30% of the project which in total cost £85,000.

7.2 Mark Hall (Assistant Archaeologist - Udal Project) was seconded to the Comhairle from Perth Museum and Art Gallery for the purposes of the project and successfully managed the process of overseeing the research process. Mark also contributed to the feasibility study on a proposed Hebridean Archaeology and Environment Research Centre, ran a series of well attended public engagement sessions and educational programmes, and developed and maintained a popular Facebook page for the project.

7.3 The manuscript of the forthcoming publication on the research conducted on the assemblage was completed and submitted in draft form to Historic Environment Scotland by the author, Beverley Ballin Smith, meeting the funding deadline of 31 March 2017.

7.4 Beverley Ballin Smith is now working with the selected publisher to complete the review and setting out of the publication. It is expected that copies of the monograph will be available as part of a launch event to be held as part of the Islands Book Trust conference Uist – Island Archaeology in Focus (3-5 August).

7.5 A smartphone and tablet app is being developed for the peninsular as a pilot of an open tour guide platform (GOSTEP) which has attracted European Union funding. The lead body for the development is Comunn Eachdriadh Uibhist a Tuath with funding from the Economic Development budget.

7.5 Jane Hamill, Conservation Officer, will be funded by Historic Environment Scotland to conserve the RUX6 assemblage as part of the HES commitment to that element of the project.

7.6 There are two further assemblages resulting from excavations on the peninsular. As Historic Environment Scotland have no existing involvements with these assemblages, alternative sources of funding would need to be found if these are to be researched.

YEAR OF HISTORY, HERITAGE AND ARCHAEOLOGY

8.1 As reported to the March 2017 Committee, the Scottish Government has declared 2017 the Year of History, Heritage and Archaeology (the Year). The five aims of the year come under the titles of Promote, Celebrate, Participate, Collaborate, and Business Engagement.

8.2 Heritage Service activities undertaken as part of the Year since the last report have included the formal opening of Lews Castle, Museum nan Eilean and Tasglann nan Eilean by the First Minister on 6 March; the opening of Fossil Hunters, a touring exhibition from the natural history collection of National Museums Scotland on 13 April, and activities for children and young adults as part of the national Festival of Museums on 19 and 20 May.

8.3 Forthcoming activities include participation in the previously mentioned Islands Book Trust archaeology conference, an exhibition of archaeological finds from the Uists (including recently discovered objects not seen by the public) at Museum nan Eilean Uist and , and an exhibition Colin Mackenzie: Collector Extraordinaire, curated in partnership with at Museum nan Eilean Lews Castle.

8.4 Two major national initiatives as part of the Year are being coordinated by the Society of Antiquaries of Scotland. Scotland in Six seeks to celebrate the six Scottish World Heritage Sites. The Heritage Service assisted the Society by arranging a series of visits around by software developers commissioned to produce a one to one scale reconstruction of St Kilda in the Minecraft software package. As part of the visits, local voices were recorded to provide narrative for the reconstruction and build-along events were held for children and adults at Museum nan Eilean Lews Castle and An Lanntair. 8.5 Dig It seeks to celebrate the lesser-known gems of Scottish archaeological sites by highlighting one interesting place from each local authority area. The site selected by the Society to represent the Outer Hebrides is the Udal peninsular, due to its fascinating history and the recently completed RUX6 project. The Heritage Service will be working to promote Dig It and will be discussing the potential for the Udal in this initiative with relevant stakeholders, seeking to join their work with that of the Society. APPENDIX 1

DRAFT ANALYSIS OF HERITAGE SECTOR

Strengths being what the sector already does well, and weaknesses those things which stop the sector from performing at an optimum level.

Opportunities are favourable external factors the sector can use to its advantage, and threats negative external factors which could cause harm to the sector.

STRENGTHS WEAKNESSES 1. Lews Castle Project and the additional 1. Multiple local heritage organisations publicity and visitor numbers it has each with different priorities and goals attracted (and will continue to build on) may make coordination difficult. to the sector across the islands 2. Reliance on volunteers, many of whom 2. Large projects across the Heritage are older people, is a potential risk for Network are underway or in planning the future in terms of resilience and which will complement the new museum sustainability. project across the islands 3. All heritage organisations generally lack 3. Comainn Eachdraidh have a depth of revenue funding proportionate to their knowledge and expertise within the potential and ambition. heritage network about their own 4. A large number of heritage organisations localities and heritage each pursuing their own development 4. There is an enthusiasm and passion in all means competition for funds and the areas for the heritage of their particular interest of funders. locality and the wider region. 5. Not enough resource in Heritage Service 5. Comainn Eachdraidh have a desire to to provide level of support which other provide great customer service and a organisations want or deserve. willingness to assist visitors and 6. Promotion of heritage “attractions” of all researchers. types is not as vigorous or coordinated 6. Valuable collections are held by as in other regions. organisations in the Outer Hebrides. 7. Many Comainn Eachdraidh possess 7. A large number of volunteers bring a similar museum collections which may variety of valuable skills. reduce visitor motivation to see 8. The Hebridean Connections project additional premises provides a direct link into communities 8. Short term posts create lots of interest for people around the world. and activity but when the funding stops 9. Huge number of unique archaeological there is nothing to fill the void sites set within attractive landscapes. 9. Lack of IT skills in sector organisations 10. Professional museum staff to look after often reduces online exposure and the CnES collections and to advise and digital working. support the CE’s with their collections 10. Groups and organisations may not be 11. CnES Heritage Grants – ring fenced sufficiently aware of the activities and money for heritage only ambitions of their peers in the sector 12. A wide variety of historic figures and 11. In many parts of the region transport events which can be celebrated locally, and accommodation infrastructure may nationally, and internationally limit tourist numbers OPPORTUNITIES THREATS 1. HLF funding can be levered in on the 1. Facilities in which some collections are back of the Lews Castle Project and the housed don’t meet archive/ museum production of a strategy (if working in standards which can put collections at line with the strategy) risk. 2. There is scope to use technology to 2. Some public records are held outside the improve marketing and communications Tasglann which could prove a legal risk (internal and external) to the Comhairle. 3. Where there are common problems or 3. Ongoing public finances environment opportunities, organisations can partner means little opportunity for expansion of to seek funding and employ project local government services officers. 4. Local government cuts could result in a 4. Enthusiasm for heritage projects is reduction in the services, grants and present in all communities. level of support that can be offered to 5. The production of a strategy could align the Heritage Network. more cohesively the work of all 5. “Funder fatigue” may set in leading to a organisations whether local, regional or decreasing number of projects finding national. full financing. 6. Use resources available more 6. “Volunteer fatigue” and issues in collaboratively in order to gain better succession planning may result in not value. enough volunteers being available to run 7. Crowdfunding opportunities organisations and keep collections safe 8. Increased marketing of the Outer Hebrides should result in more visitors 9. Joint events, celebrations and commemorations can help build a wide- ranging programme

DRAFT OBJECTIVES

1. Develop and improve coherent joint marketing and communications for the sector. a. Develop methods for internal discussion and sharing. (Strengths 2, 3, 4, 5, 6, 7, 10. Weaknesses 1, 2, 4, 10. Opportunities 1, 2, 3, 4, 5. Threats 3, 4, 5, 6.) b. Work with Tourism Outer Hebrides and Visit Scotland to plan sector-wide communications with visitors and potential visitors. (Strengths 1, 2, 3, 4, 5, 6, 8, 9. Weaknesses 3, 4, 6. Opportunities 2, 5, 7.) c. Support the Made in the Outer Hebrides Cultural Guide and other promotional avenues. (Strengths 1, 2, 4, 5, 6, 9. Weaknesses 3, 6. Opportunities 2, 5, 7. Threats 3, 4.) d. Raise the profile of non-staffed, free-to-access places. (Strengths 4, 8, 9. Weaknesses 6, 7. Opportunities 2, 5, 7.) e. Develop sector-wide programmes of events and activities around our archaeology, historic figures and historic events (Strengths 4, 8, 9, 12. Weaknesses 6, 7, 10. Opportunities 2, 5, 8, 9) 2. Develop volunteering and staff within the sector. a. Generate new engagement and work opportunities for all. (Strengths 2, 3, 4, 5, 7. Weaknesses 2, 3, 5, 8. Opportunities 4, 6. Threats 3, 4, 6) b. Improve recruitment, management, training and retention. (Strengths 3, 4, 7. Weaknesses 2, 3. Opportunities 4, 6. Threats 3, 4, 6.) c. Discover and share best practice in volunteering. (Strengths 2, 3, 4, 7, 10. Weaknesses 1, 2. Opportunities 3, 4. Threats 3, 4, 6.) d. Plan more effectively for succession. (Strengths 3, 4, 7, 10. Weaknesses 2, 3, 8. Opportunities 3, 4, 6. Threats 3, 4, 5, 6) 3. Find effective ways to use technology to benefit the sector. a. Develop online promotional activity for the sector. (Strengths 1, 2, 3, 4, 5, 6, 8, 9. Weaknesses 1, 3, 6, 7, 9. Opportunities 2, 4, 6, 7, 8.) b. Learn from the best examples of the use of mobile technology in heritage and apply it in the context of the Outer Hebrides. (Strengths 1, 2, 3, 4, 5, 6, 8, 9, 10. Weaknesses 6, 7, 9. Opportunities 2, 3, 8.) c. Fundraise more effectively and test crowdfunding projects. (Strengths 1, 2, 3, 4, 5, 6, 7, 8, 9. Weaknesses 3, 4, 5, 9. Opportunities 1, 2, 3, 4, 6, 7, 8. Threats 3, 4, 5.) d. Make museum and archive collections available electronically. (Strengths 2, 3, 4, 5, 6, 8. Weaknesses 6, 7, 9, 10. Opportunities 2, 4, 6, 8. Threats 1, 2.) 4. Advocate for the sector. a. Identify common challenges and goals and work together to solve them, presenting a united front to government and funding bodies. (Strengths 1, 2, 3, 4, 5, 6, 10. Weaknesses 1, 4, 5, 6, 10. Opportunities 1, 3, 4, 5, 6. Threats 1, 2, 3, 4, 5.) b. Be clear about the resources required to meet goals and challenges, and campaign for them. (Strengths 3, 4, 7, 10, 11. Weaknesses 1, 2, 3, 4, 5, 8, 9. Opportunities 1, 3, 4, 5. Threats 1, 2, 3, 4, 5) c. Promote the economic and cultural value of the sector. (Strengths 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11. Weaknesses 1, 3, 4, 5, 8, 10. Opportunities 1, 3, 4, 5, 6, 8. Threats 1, 3, 4, 5) d. Promote the work of the sector which is not public-facing – education, conservation, information gathering and research. (Strengths 2, 3, 4, 5, 6, 7, 10, 11. Weaknesses 1, 3, 4, 5, 8, 10. Opportunities 4, 5, 6, 7. Threats 1, 2, 3, 4, 5, 6)