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Introduction

This presentation briefly considers Historic Environment Services in Essex.

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Introduction

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  1. This presentation briefly considers Historic Environment Services in Essex. • Obviously it deals with a particular locality, but many points should be more generally applicable, and it is hoped that it will be of use to other authorities thinking through the future of historic services in their own areas during a period of severe pressure on budgets. • Largely concerned with planning advice services, again there may be points more generally applicable to a range of other heritage services. Introduction

  2. Where did we come from? • Essex has a rich archaeological, natural and built heritage. In terms of the historic environment, about 300 scheduled monuments, well over 15,000 other non-designated archaeological sites, over 14,000 Listed Buildings, 58 Registered Parks and Gardens. • Essex is a two tier LA. Since the reorganisation in the early ’70s ECC has provided Historic Environment Record (HER) and planning advice services to Districts and Boroughs. Provides a critical mass of specialist expertise more effective than a series of individuals. • The services provided are………

  3. specialist advice on the implications for the historic environment of planning and other land management proposals • strategic planning advice in respect of the historic environment (e.g. input to Local Development Frameworks, Shoreline Management plans etc) • maintenance and updating of the Essex Historic Environment Record, which forms the evidence base for advice. • In addition, Branch staff also participate in externally funded projects intended to enhance understanding and conservation of the historic environment of Essex. • Service provided ‘free’ for decades • With establishment of unitary authorities arrangements were made for Thurrock to ‘buy in’ these service from ECC under a SLA • Into the 21st century…..

  4. Where are we now? • Free service no longer, since 2005 service has been delivered under SLAs. Continuously renewed. • ECC began to anticipate severe budgetary pressures and an increasingly tough financial situation. As a result, in 2008, ECC introduced a long term corporate plan. • Aims to re-structure itself to become a commissioning organisation. That corporate savings of about 30% of budget be found, whilst maintaining quality services. • In order to achieve this, a new, smaller model for ECC’s functions, focussing on two main functions: • Policy setting • The commissioning of services via a range of Service Delivery Vehicles from both the public and private sectors.

  5. What happened to Historic Environment? • A structured review of specialist advisory services, Historic environment, Natural environment, Landscape and Built environment began in December 2010 with a view to a new delivery model by 2012/13. • Project engaged with Key Stakeholders at ECC and in Districts and Boroughs, EH, Local societies. ECC involvement with HELAC part of this engagement. • A range of options were considered of which 4 became front runners

  6. A partnership model with one or more other local authorities, i.e. a group of the local authorities from among those already using these services organising themselves to continue the service provision • A social enterprise model, i.e. a business with primarily social objectives whose surpluses are principally reinvested for that purpose in the business or in the community, rather than being driven by the need to maximise profit for shareholders and owners' • A local authority trading company (LATC), i.e. a company owned by one, or more, local authorities, which would continue to have a role in their governance • Commercialisation, i.e. consideration of the services being taken over by an existing private-sector company, or entering a joint venture with a private-sector partner.

  7. The LATC appeared the best option. • On further consideration it appeared that the desired flexibility and business focus could be achieved by operating from within ECC, under SLAs and with work for ECC commissioned. • Recruitment into new structure winter 11/12, combining historic, natural, built environment, landscape and SEA team from planning. A new team ‘Place Services’ came into being in April. • creating effective networks throughout the historic, natural and built environments to maximise resources, increase public benefit and build a stronger sector.

  8. Key Points • Open process, with internal and external Stakeholders • Develop partnerships between local authorities, with NGOs with the natural environment. • ‘Critical Mass’, economy of scale and ability to maintain range of expertise. • Necessary for residents, for business, we facilitate sustainable development. • Think expansively always be willing to share expertise ………for a small fee.

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