12 Much of the early debate on the formation of the Association was concerned with how wide the membership should be, and particularly what the relationship should be with the County and District Planning Officers Societies. The decisions which the ACO made then, to maintain its independence as a voluntary association, and to rest its strength on its regional organisation, have proved to be right. In that way, Conservation Officers have been able to learn from each others' experience within an area and collectively to present an informed view on national issues without impinging on the formal relationship of the Chief Planning Officers, through their societies and their separate Local Authority Associations. The initial fears of some conservation officers, and some chief officers, particularly in Kent and Clwyd, that we might weaken the unity of the planning profession, have generally been dispelled. We have always argued the case for good planning, of which we are a part, and maintained a constructive relationship with successive Presidents of both the RIBA and the RTPI. Much of the early work of the Association was concerned, first of all, with establishing good working relationships with others, whether at the Crafts Council, the Civic Trust, ASCHB or SPAB, and particularly with the Department of the Environment. We started by being concerned with draft Government circulars (which we obtained by various means); with the launching of the accelerated listing resurvey; and in responding to the early proposals which led to the creation of English Heritage and CADW. Plastics windows, meter boxes and telephone kiosks also seem to have been on the agenda for a long time. The Association has always been careful to give well-balanced advice, based on sound practical experience and, since giving evidence to the House of Commons Environment Committee in 1986, has been included by the Department of the Environment on its list for formal consultation. Three of our members have served on advisory committees of English Heritage and many of its staff are also our members. The Association has achieved considerable influence, probably more than it realises, and certainly more than is reflected in press reports. It should, perhaps, now take a higher profile in publicising its views. The role of a Conservation Officer is now widely understood and accepted, being first quoted by name in Circular 8/87, but this was not always the case. The concept of a Conservation Officer as being a planning officer with a particular knowledge and interest in the future Was this us in 1986? of historic buildings and areas was first suggested in the recommendations of the four historic towns studies commissioned by the DoE, following the Civic Amenities Act in 1967. Donald Insall's report on Chester, and its recommendations, may be regarded as leading to the appointment of the first Conservation Officer. Others in the principal historic cities followed, some initially with financial assistance from the DoE under S.10, as it then was. The Preservation Policy Group, under the chairmanship of Lord Kennet, made recommendations in 1970 based on the conclusions of the four towns studies. The recommendations were largely legislative and financial, and most have since been adopted. The Group did not really address the question of who was to do the work, except to say that it thought that local authorities generally had the necessary powers. "What local authorities will need", it said, "are the staff to identify the areas where schemes are to be carried out, to make a careful and detailed survey of what needs to be done, and how it should be done, bearing in mind that the planning of these areas must be related to the planning of the town as a whole, and that it will also be necessary to decide what should be done first". Some people, such as architectural historians, know their history very well. Contractors and surveyors may be responsible for current maintenance or repair, and others such as developers and private architects will be looking to the future. We should be looking further ahead still. There is, however, a tendency for those concerned with history to have less knowledge of the economics of development, and those looking for a profitable investment to have little knowledge of history. To be successful, we have to have the breadth of knowledge to span this divide, and the depth of knowledge to know our subject in detail. We must know the value of land and the cost of buildings as well as their architectural or historic importance, and the potential for achieving conservation objectives whilst managing market forces. We must take a longer-term view of architectural history which is at an interesting stage of its development. What is of quality should be highly valued. We must understand the legal and financial framework within which everyone must work and persuade others of the benefits of conservation in terms they will understand. Fortunately, the legal framework we have is one of the best in Europe, having been developed steadily over the last 100 years, even if the financial climate seems to swing between providing either too much development pressure or too little investment. Fortunately, too, the one underlying essential ingredient in a democracy, public opinion, has developed consistently and now has an eye to the future, so that investment in conservation may now be regarded as of equal importance to investment in new development. Half of construction industry output in this country is for the repair, maintenance and improvement of property. It makes sense to safeguard past investment as well as to provide for new. Our history is a finite resource. The Conservation Officer is at the focal point. The local planning authority, whatever the future structure of local government, is the principal agency through which change is managed and its plans form the basis for both public and private investment. The standard of its daily care will be there for all to see. To be credible, we must know our subject better than anyone. It is right that we should take care to work with all the local people involved, and have a care for the detail of each building, but we must not fail to see the wider picture, whether it is the well-being of an historic town as a whole, the countryside around it, or the archaeological record. Above all we must be sensitive to the aspirations of others. Some people may still not appreciate their history, or have much thought for the future, but they may be shown that the evidence of the achievements of our predecessors is of value to us today, and be persuaded that it deserves to be conserved, with care, for our present enjoyment; and as a lesson, an inspiration, and a challenge for others in the future to do better, if they can. The ACO owes a great debt to Mike Pearcewho modestly makes no reference to his own immense contribution to the Association's first ten years. Mike was the first Chairman of the ACO from its inception until 1989 and is our Honorary Life President. (Editor). 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