In the latest instalment of the Historic Environment Forum’s Sector Resilience Interviews series focussed on the theme of Governance, we hear from Henry Cleary, Chair of Maritime Heritage Trust.
Please tell us a bit about yourself and your role.
I am Chair of Maritime Heritage Trust, from 2020 after a long period as Deputy Chair and Board Member since the organisation was established (as Heritage Afloat) in 1994. MHT provides a “bottom up” voice for ship and boat preservationists, the only national membership body for floating maritime heritage. My relevant experience was as the owner and restorer of the steam puffer Vic 56.
Conveying the power and appeal of operating historic vessels and sustaining them is a challenge – they are particularly vulnerable to loss and decay. As an umbrella body it is our task to support, help and represent the sector while also highlighting new approaches which might help. We do this through online talks for members and open presentations, member groups for special interests and, over the last two years, convening the national Heritage Harbours Group. We work closely with National Historic Ships UK, the Government funded advisory body for the sector.
What can you tell us about your work in relation to Governance? What does this work aim to achieve?
Like many similar organisations we face a serous demographic and engagement challenge and that is reflected in our own governance issues. This s a mix of changing public tastes and priorities, ageing volunteers, reduced rates of volunteering post Covid, cost of living pressures etc. The fanatical drive of 1960s/1970s preservationists (which saved many vessels) reflects its time and is not easily replicable. New forms of engagement and wider community appeal are needed if surviving heritage is to be cared for effectively.
The first challenge for MHT was to renew the Board and to be effective that needed to be in terms of age and diversity. After an external review in early 2022, honorary roles were established so that those who had given many years of service could continue to do so in an advisory role while a block of 4 vacant Trustee places created were the subject of a younger Trustee recruitment drive. The outcome was a new Board with 50% gender diversity and a much lower average age, working alongside a young part time staff member. This is not the end of the story; in a similar cycle, other Trustees with the longest experience will soon need to consider moving on and replacements attracted.
What contribution will this make towards resilience in the heritage sector?
By having a younger board more in tune with how heritage is seen and experienced across a bigger demographic there is more confidence that approaches will be found which are effective in the changing conditions described above. Some of this will be of interest to others and can be shared across the sector.
What does success look like for your work?
Membership numbers reflect whether what we do helps the sector and some of our activities are on line or via social media. Participation and awareness by the public in our members’ activities is also relevant.
Overall, what do you think is most crucial for ensuring a resilient heritage sector?
Offering a range of ways that all ages and talents can engage with heritage and a willingness to experiment to find new approaches that work.
This Sector Resilience interview was shared by Henry as part of our Heritage Sector Resilience Plan activities.
If you’d like to contribute an interview as part of the series, follow the link below to find out more:
