24 C O N T E X T 1 4 2 : N O V E M B E R 2 0 1 5 LUKE WORMALD Our place in time With the publication of the Scottish Government’s Our Place in Time, for the first time there is an overarching strategy for the whole of Scotland’s historic environment. Our Place in Time provides a framework for all parts of the sector (and beyond) to work in partnership to deliver positive outcomes for our rich historic environment. In 2012 my team was commissioned to develop and lead a review of historic environment policy in Scotland. This was to deliver a commitment in Historic Scotland’s Corporate Plan for 2012–15, to ensure that policy is fit for purpose, so that we are able to protect and promote the historic environment, and secure the optimum outcome for Scotland in terms of economic, social and cultural benefits. There was also a need to build resilience in the sector to be able to better enable it to face current challenges such as the economic outlook, and the direct and indirect impacts of climate change on historic fabric. We were fully aware of the wide range of interests involved in the management and promotion of the historic environment, including at the professional and specialist level, such as that represented in the membership of the IHBC.We also knew that we needed to begin a conversation that was inclusive and relevant in all these different areas. We became increasingly aware as we progressed that we needed to enhance the connections between experts and the volunteers and amateurs who are keen to contribute, often passionately so. By building on the existing links and excellent projects available, we understood the need to assure everyone that good work and good practice was widely transmitted and celebrated. To achieve this, we went out to talk to all these interested groups, and focused the discussion around areas including how to best manage and conserve the historic environment. This included a fascinating and complex discussion about how to define the historic environment (and indeed if it was at all helpful to do so).The agreed definition that finally emerged from this debate was broad-based, and flexible enough to allow for future developments in conservation philosophy. It also acknowledges the importance of people, and their associations with their environment. The IHBC’s own director, Seán O’Reilly, has written in a previous issue of Context about the implications of the new definition. He was a member of the group of experts who came up with the proposal which went out for consultation. One of the key issues to emerge from the review was a call for a cohesive strategy for the historic environment in Scotland: a strategy that goes beyond the planning system and ‘the sector’ and belongs, not to government, but to the people of Scotland, and that can facilitate better connections to wider thinking in the sector, and to other public policy agendas. Stakeholders equally identified the lack of a long-term vision as a key threat to the sector, given increasing pressure on public sector resources, and also the growing interest in and appreciation of heritage for itself and for the benefits it can provide. The Scottish Government publishedOur Place inTime: the historic environment strategy for Scotland in March 2014. It was launched on the same day that the Historic Environment Scotland Bill was laid in the Scottish Parliament. The Bill is now an Act that establishes Historic Environment Scotland, a new organisation bringing together and placing all the functions of Historic Scotland and the Royal Commission on the Ancient and Historical Monuments of Scotland on a statutory footing. While the strategy is for the whole historic environment and so needs a pluralist approach, ministers were well aware of the importance of a body to lead delivery of the strategy (one of the key tasks of the new organisation), and to ensure that the important work carried out by both bodies is sustained in the long term. Many of the activities that the sector is carrying out already support the strategy, so this was by no means an admission of failure. Delivering the vision will continue to require the range of bodies, groups and individuals with an interest in the historic environment to work together towards the common purpose, making use of the skills, experience and resources of all parties to realise the benefits of our historic environment.A governance model has been established to support delivery of the strategy. It tasks decision makers and deliverers to identify and address the challenges that the historic environment We can all get involved! How can I help? A cartoon from the strategy document (graham@ ogilviedesign.co.uk)
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