Heritage Lincolnshire

A Message from Lord Pickles and Lord Blunkett, followed by Heritage Lincolnshire'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 Lincolnshire 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, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

heritagelincolnshire.org

1HERITAGE LINCOLNSHIRE |
BEST PRACTICE REPRESENTATIVE
CEO Liz Bates
The Old King’s Head in
Kirton, near Boston
Heritage Lincolnshire work to protect the cultural and social
history of Lincolnshire, educating local people and protecting
buildings of significance. They are currently working on a
project to repair and renovate the Old King’s Head in Kirton, which
was originally built in 1599. Beyond this architectural conservation,
they also run programmes to encourage local involvement with
archaeology through their Layers of History project, which delivers
physical and mental benefits to those who contribute. CEO Liz
Bates discusses the importance of conserving cultural history and
how they have tried to adapt to the impact of austerity.
Our charitable aims are lifelong education, building conservation, and archaeological
fieldwork and research. Our current challenge is a complex building conservation
project, which has just started onsite following more than five years of project
development and fundraising. The Old King’s Head in Kirton was originally
constructed in 1599 as a coaching inn near the historic port of Boston. This
nationally important building had fallen into a derelict state, and the cost of
repairs had risen far above its market value. We have raised £2.4 million from the
National Lottery Heritage Fund, charitable trusts, rural development funding, local
investment and community fundraising to bring this building back into use.
Working closely with the Royal Society for the Protection of Birds, whose local
reserves are in nearby Frampton and Freiston, the building will be used as a B&B
and café. As the town of Boston celebrates the 2020 commemoration of the
sailing of the Mayflower and the 2030 anniversary of the founding of Boston,
Massachusetts, the forecast increase in visitors to the area will allow this asset to
thrive within this community in thefuture.
FACTS ABOUT
HERITAGE LINCOLNSHIRE
»CEO: Liz Bates
»Founded in 1988
»Based in Lincolnshire
»Services: Heritage charity
work for the historic county of
Lincolnshire
»No. of employees: 36
»No. of volunteers: 365
ȣ28 million raised for
Lincolnshire since registering
as a charity in 1991
Heritage Lincolnshire
THE PARLIAMENTARY REVIEW
Highlighting best practice
2| HERITAGE LINCOLNSHIRE
Heritage, people and
communities
Our staff and volunteers work to
conserve, promote and celebrate the
county’s rich historic environment,
cultural traditions and stories. Using
heritage as a common ground, we
bring people together and develop
their sense of pride in their shared
heritage. We teach them new skills so
that they can become actively involved.
For example, working with the Bourne
Town Hall Trust, we have helped this
newly established and volunteer-led
charity to develop its plans to adapt
its historic town hall for use as a new
arts venue. Our staff worked with these
volunteers to raise the funds needed to
appoint a design team to develop the
architectural plans. We also delivered
skills training so that the trustees would
be equipped to take on a major capital
project within their own community.
Heritage-led regeneration is an
essential ingredient to ensure that
the unique character of place within
our market towns and villages is
enhanced through development.
Community-led groups can contribute
to this regeneration, and there are
also many museums and heritage
attractions across Lincolnshire that are
run by dedicated teams of volunteers.
Wesupport these volunteers by
providing advice, support and
information on developments within
the sector. In this way, we are adding
crucial capacity and resources to the
sector, and we ensure that these
groups are well placed to secure
investment and gain recognition for
their work.
In addition to economic benefits, we
have found that the heritage-focused
activity projects we deliver have a
positive impact on health and wellbeing.
Our current landscape archaeology
project, Layers of History, invites
volunteers to take part in the research
and investigation of archaeological sites
across Lincolnshire. Volunteers have
fed back that their involvement in this
project has led to increased confidence,
a reduction in stress and the positive
effects of increased physical activity. This
has led our volunteers, many of whom
had not engaged in heritage activities
before, to seek new experiences in
volunteering and employment.
Developer-led archaeology is an
important mechanism for proactive
management and can be used to
enthuse local communities about their
heritage. We are constantly improving
our understanding of Lincolnshire’s
historic environment and our current
project is an assessment of Prehistoric
Long Barrows, which is revealing
fascinating data on these monuments.
Balancing charitable activity
with financial sustainability
The impact of the austerity and the
sharp reduction in funding since
116 High Street, Boston:
restored by Heritage
Lincolnshire in 2012
Volunteers take
part in a community
archaeological dig
Using heritage
as a common
ground, we
bring people
together and
develop their
sense of pride
in their shared
culture
3HERITAGE LINCOLNSHIRE |
BEST PRACTICE REPRESENTATIVE
2008 have significantly affected our
charitable activities and financial
stability. The diverse nature of our
income sources has helped us to
remain viable and to progress major
projects, but the loss and reduction of
service level agreements have had a
negative impact. The creation of more
charitable organisations by both central
and local government has also created
a more competitive environment for
charitable sources of funding. This is
particularly true in a rural environment
with a sparse population, as research
by the Arts Council has shown that
cultural activities in these areas are
inherently unprofitable.
In this environment, the challenge is to
continue to offer charitable activities
while securing the income needed
to fund them and the staff to deliver
them. Our new business plan focuses
on growing income from our assets,
developing our consultancy services
and developing our volunteer base to
add capacity to our team for charitable
work. We will continue to strive to
achieve this balance, but recognition
from government at the national and
regional levels of the contribution that
the third sector makes is required.
Core funding for specific activities
and outcomes should be more widely
accessible for charities with forward
plans for growth and potential impact.
The future for Heritage
Lincolnshire
Over the past five years, we have been
developing our staff team, and we
now have a strong group of people
whose skills and expertise will continue
to drive the charity’s ambitions
forward. The Future High Street
Fund, particularly those elements
delivered through Historic England,
and the Architectural Heritage Fund
will create opportunities for the
regeneration of Lincolnshire’s market
towns. We will continue to support
public and voluntary bodies to make
this investment in an informed and
effective manner. We hope that
similar, targeted funding will be
available for the significant number
of churches and rural buildings at risk
inLincolnshire.
Education will continue to be the
primary purpose of the charity, and we
will ensure that people of all ages have
access to quality cultural provision. We
will be working collaboratively with key
partners in Lincolnshire to achievethis.
Charities like ours are often fragile
and susceptible to the effects of a
poor economy, and we need a funded
structure for three to five years in order
to maximise our impact. We hope to
see opportunities for contracts, services
and core funding to assist the third
sector in achieving this level of stability.
Core funding
for specific
activities and
outcomes
should be more
widely
accessible for
charities with
forward plans
for growth and
potential
impact.
Local community
supporters in Kirton

heritagelincolnshire.org

This article was sponsored by Heritage Lincolnshire. 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