Heritage Collective UK Ltd

A Message from Lord Pickles and Lord Blunkett, followed by Heritage Collective UK Ltd's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Heritage Collective UK Ltd is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles


Archaeology Collective reveals
an early medieval pot in Hertford
Heritage Collective UK Ltd – one environmental
company, three disciplines
Heritage Collective and its subsidiaries, Archaeology
Collective and Landscape Collective, work to manage
change and secure planning consent in their respective
fields. The types of change they manage include adaptation,
improvement, expansion and replacement. Integral to their
efforts are the maintenance of a trusted reputation and the
ability to remain agile. Writing for
The Parliamentary Review
, the
managing directors of the practice – Jonathan Edis, Lucy Jarvis,
Danielle Morgan and Liz Vinson – expand upon the business
and its general approach.
For a new housing development, the impact on a neighbouring listed building must
be robustly considered.Before ground is broken for foundations, the archaeological
potential of a site may need to be assessed.For many edge-of-town urban
extensions, a landscape and visual impact assessment is prepared and analysed
to assess the proposal. This is required by the National Planning Policy Framework
within which we all operate, and which exists with good reason. Our role as
consultants is to work with clients – housebuilders, developers, private individuals
and public bodies – to advise them and their teams and help them secure that
sought-after consent.
The centrality of reputation
Reputation underpins our work. Indeed, as consultants, we are only as good
as our reputation.We are a private practice, and it is critical to our business
that we remain well regarded, not just by our clients (who we hope will return
»Managing Directors:
JonathanEdis, LucyJarvis,
DanielleMorgan, Liz Vinson
»Established in 2010
»Working Nationally
»Services: Heritage consultancy,
archaeological consultancy,
landscape planning and
»Number of employees: 34
»The company embraces
working from home
Heritage Collective UK Ltd
Highlighting best practice
for further advice) but also by our
fellow industry professionals, such
as Historic England, conservation
officers, county archaeologists, tree
officers and landscape officers.These
are the people receiving and
considering our work on behalf
of clients and, ultimately, making
recommendations for approval, for
listing and delisting, or for the sign-off
of planningconditions.
We work in a subjective sector, where
personal interpretation of policy
contributes to planning decisions. A
hard-earned reputation as reliable
professionals leads to our judgment in
support of a scheme carrying weight.
As such, reputation is not something
we take for granted. It is important to
us to be accredited with the Landscape
Institute and the Chartered Institute for
Archaeologists, and HESPR registered
with the Institute for Historic Building
Conservation. Given this, we were
proud to be chief sponsor for the
IHBC’s summer school, which was
held in Belfast in 2018. It was an
excellent opportunity for professionals
in private and public practice to come
together socially and to develop skills
A great strength has been our
independence. With no other stake
or external pressure, our driver is to
maintain our professional standards
and to advise a client honestly so that
they value our opinion and return to
us for work in future. This means we
speak freely and give clear advice. If
we believe a scheme has no chance
of securing consent based on our
experience, we will tell the client
and guide them towards solutions. It
would serve neither us nor them to
Our consultants are all passionate
about their subject. They are also
pragmatists living in an evolving world
and in the business of enabling change
– change, that is, that preserves what
is significant and simultaneously
secures clients goals, be they social,
economic, practical or environmental.
Look at the London Eye or the Shard,
for example – the change of today
could be the significance oftomorrow.
Growth and development
When we began in 2010, we assumed
we would stay a similar size (then
seven people). Happily for us, market
Landscape Collective
project at Blenheim
Terrace, London
underpins our
work. Indeed,
as consultants,
we are only as
good as our
forces worked in a different direction.
Demand caused us to grow steadily,
and we now have 34 employees. Our
expansion has been steady. The core
business of Heritage Collective grew
with the establishment of Archaeology
Collective in 2015 and then Landscape
Collective in 2016. Sometimes, all
three businesses will be engaged on a
project, such as Hammersmith Town
Hall in London.
On many occasions, just one or two
companies will be involved. The project
requirements dictate our work, and
we are happy with all permutations. At
Marston Vale in Bedfordshire, Heritage
Collective and Archaeology Collective
supported a client’s proposed new
settlement, which affected a number
of designated heritage assets including
a medieval church and farmhouses.
At Burgess Hill in Sussex, Landscape
Collective gave strategic land
partners landscape master-planning,
visual impact assessment and green
infrastructure advice for a large-scale
housing scheme.
A core business approach has been
to maintain a diverse range of clients.
Having seen many small environmental
consultancies affected by the change
of approach towards onshore wind
energy, we have always been mindful
to encourage a broad client base.
As such, our clients are made up of
national housebuilders, landowners
such as the Howard de Walden Estate,
small to medium-sized developers, and
private individuals.To give an example
of the range of work we cover, a
director of Heritage Collective was a
technical built heritage expert for a
stretch of HS2 while also advising on
skirting boards in a private individual’s
listed house.
We are proud of recent consented
schemes like the extension to Radley
College Chapel in South Oxfordshire
and alterations at Byfleet Manor,
a grade II* 17th-century manor
house, better known as the Dowager
Violet’s residence in
Downton Abbey
Our work on St Peter’s Church in
Petersham, where our archaeologists
managed the sensitive extension of
a thriving church and the resultant
relocation of burials and fulfilment
of archaeological conditions, is also a
source of pride.
Looking forward
No matter how diverse our client base,
much of our workstream stems from
action taking place in the development
sector. As such, the disruption in the
run-up to Article 50’s implementation
and clients’ uncertainty about what
form Brexit will take led to a pause
button being hit on several projects.
When the future becomes more
certain, the housing and development
sector at large will no doubt feel able
to plan and build with confidence.
The need for housing never
diminishes. The built, buried and
physical landscape of the country
continues to exist, and our need to
manage change – practically and
sensitively – will continue. Heritage
Collective, Archaeology Collective and
Landscape Collective look forward to
playing a role in creating the places
Our driver is to
maintain our
standards and
to advise a
client honestly
Heritage Collective
residential alterations in
Byfleet, Surrey


This article was sponsored by Heritage Collective UK Ltd. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster