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Evaluation Consultant commission

The Historic Environment Forum is seeking a consultant to monitor and evaluate HEF activities and operations, as well as implementation and impact of actions of the Heritage Sector Resilience Plan which will be delivered by the HEF team over the course of the years 2025-28. 

The evaluation will cover two lines of enquiry:  

  • External impact assessment, to measure success and impact of the HSRP2 actions delivered by the Forum; and evaluate the HEF team’s effectiveness in enabling outcomes defined by Historic England.  
  • Internal process review, to: Evaluate the efficiency and effectiveness of the HEF team, employed by the Heritage Alliance; Monitor and assess other forms of support provided by the Heritage Alliance to HEF, as agreed between Historic England and the Heritage Alliance; Evaluate effectiveness of Task Groups set up to deliver HSRP activities; Identify opportunities for innovation and improvement.  

 

As part of this work, the consultant is expected to:  

  • Develop an evaluation framework for the two lines of enquiry. The consultant is expected to run a workshop to gather HEF members’ intelligence on sector resilience at HEF Foresight Day (in person in London on 10th June 2025).  
  • Liaise regularly with the HEF team. 
  • Produce quarterly ‘snapshots’/dashboard with key data, to be shared with the HEF Steering Group, the wider HEF and Historic England.  
  • Produce two short annual interim reports, at the end of 2025/26 and 2026/27.  
  • Produce one end-of-project report (in March 2028).  

 

Full details can be found here: Evaluation Consultant Brief.docx 

The budget available for this work is £20,000 (including VAT and expenses).  

The deadline for applications is 6th May 2025. Questions and applications can be submitted to Francesca Benetti, Task Group Manager: heftask2@historicenvironmentforum.org.uk. 

Policy Resilience: an Interview with Lydia Gibson, Head of Policy and Communications at the Heritage Alliance

In the latest instalment of the Historic Environment Forum’s Sector Resilience Interviews series focussed on the theme of Policy, we hear from Lydia Gibson, Head of Policy and Communications at the Heritage Alliance.
Please tell us a bit about yourself and your role.
Image is a profile photograph of Lydia Gibson
Lydia Gibson, Head of Policy and Communications at the Heritage Alliance

 

I’m Lydia, and I’ve been Head of Policy and Communications at the Heritage Alliance for the past 2 years (almost!). We work to champion the contribution of heritage to wider public policy priorities, and to represent our 200+ members as well as the wider sector. Our membership covers the breadth of heritage, from the very large to the very small – national charities with millions of visiting members alongside individual museums, railways and churches. My job is to focus on the issues that unite them whilst ensuring that individual voices are heard in our communications to government and parliament. On a day-to-day basis I will have conversations with members about everything from graveyards to shipwrecks – every day is different and reflects the fantastic diversity of our sector.

What can you tell us about your work in relation to Policy? What does this work aim to achieve?

The Heritage Alliance was set up 20 years ago to provide a united voice for the heritage sector to government, and today we are an active and trusted advisor to DCMS and arms-length bodies. We sit on the Heritage Council and the Historic Environment Forum, as well as collaborating on a number of working groups with Historic England.  

We also host five of our own advocacy groups focused around spatial planning, rural heritage, mobile heritage, skills and education, and funding and investment – these are a key way we create a two-way flow of information and insight with our members. Everything we do is informed by the priorities identified by our membership network, and we amplify their evidence and expertise to decisionmakers to influence positive change for our sector. Our members also contribute to our policy publications and reports highlighting the latest evidence and case studies from the breadth of the sector – in 2024 we published the Heritage Manifesto and our On the Brink report.

What contribution will this make towards resilience in the heritage sector?

The Heritage Manifesto provides a shared vision for the future of the sector – it provides a hymn sheet for the whole sector to utilise, strengthening our collective voice. Over the past 18 months we have been working to share the priorities in the Manifesto with all political parties and beyond our own sector, finding common ground with the creative industries, environmental, charity, arts and construction sectors. This effort has been paying off, and we have had the opportunity to make the case for heritage at party conferences, in cross sector forums and with key decisionmakers.

Our ‘On the Brink’ cost-of-living report also helps to underscore the challenges the sector has been facing, and what’s needed to shore up the foundations of the sector. Through this report we’ve aimed to provide a ‘state of the sector’ snapshot which collates all the evidence together in one place, but which is also constructive and offers up sector-led solutions to the five key issues we identified (skills and staffing gaps, funding shortages, cost cutting, energy costs, and changes in consumer behaviour).

What does success look like for your work?

Advocacy is a team sport, so when campaigning efforts make a difference (for example getting heritage issues in election manifestos, or securing amendments to the Levelling Up and Regeneration Bill) it’s a shared success. Finding common ground is key to that, even though defining and communicating shared messages widely can be half the battle. We try to ensure smaller heritage organisations can join in these conversations and equip themselves with the tools they need to campaign for their issues, even if they don’t have any in-house advocacy capacity. It’s brilliant when our members take the initiative and contact their MPs to arrange visits, or share new evidence and case studies with us – it all helps to make the case.

Getting heritage on the agenda is also an achievement in itself, especially with so many competing priorities in a new term of government. Beyond that, success is creating the space to be proactive and deliver the evidence and campaigns that tell a positive story about our sector. It often feels like we are on the back foot warding off threat after threat, but it’s usually the advocacy which focuses on benefits and solutions which breaks through and captures people’s imagination.

How can we get involved, or where can we find out more?

Join us and be part of a network of over 200 heritage organisations! Even if you’re not a member, you can subscribe to our newsletter Heritage Update to get a fortnightly download on sector updates. Check out our advocacy toolkit to share the Heritage Manifesto with your MP, and find all our reports and evidence on our publications page. We are on X, Bluesky and LinkedIn as @Heritage_NGOs. 

Overall, what do you think is most crucial for ensuring a resilient heritage sector?

There is an unfair perception that our sector is resistant to change, which we need to be proactive in challenging. Demonstrating how we are directly relevant to current public policy priorities and keeping up with fresh evidence is key, and to keep banging the drum that heritage offers up solutions, not barriers. As far as possible we need to keep speaking with one voice on this – we may not agree on everything, but as a sector we have a positive story to tell together.

Overall, I would like to see heritage better recognised as a catalyst for public good – it’s one of our greatest assets as a country and on everyone’s doorstep, but its potential hasn’t been fully realised yet. That is the main message we need to get across to safeguard the future of the sector – heritage isn’t just bits of the past, it’s in the here and now, ready to help us tackle 21st century challenges.

This Sector Resilience interview was shared by Lydia 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:

Sector Resilience Interviews – Historic Environment Forum

Policy Resilience: an Interview with Georgie Holmes-Skelton, Head of Government Affairs at National Trust

In the latest instalment of the Historic Environment Forum’s Sector Resilience Interviews series focussed on the theme of Policy, we hear from Georgie Holmes-Skelton, Head of Government Affairs at National Trust.
Please tell us a bit about yourself and your role.
Image is a photo of Georgie Holmes-Skelton, Head of Government Affairs at National Trust.
Georgie Holmes-Skelton, Head of Government Affairs at National Trust.

I’m Georgie and I’m Head of Government Affairs at the National Trust. I’m the Trust’s public policy lead and I help us engage with policy across the whole range of issues that the Trust has an interest in – from climate and nature to culture and heritage. That includes helping us reach organisational positions on key policy debates, policy changes or new legislation; finding ways to engage with government and policymakers to help feed the Trust’s experience and expertise into their decision making; and communicating and advocating for the Trust’s key asks of government.

I have a background working in Parliament as a House of Commons Clerk, and have spent time as a civil servant in central Government Departments.

What can you tell us about your work in relation to Policy? What does this work aim to achieve?

The Trust’s founding purpose is to promote the permanent preservation of places of historic and natural beauty for the benefit of the nation. That means that we have an important role to play, not only in caring for the places that we look after, but in using our expertise and knowledge to help policy makers ensure that our shared natural and cultural heritage is there for future generations to enjoy across England, Wales and Northern Ireland, and bringing the most benefit and enjoyment to as many people as possible. 

What contribution will this make towards resilience in the heritage sector?

I work on a range of policy issues that are directly relevant to the long-term resilience of the sector – from heritage protection and the planning system, to climate resilience, to sector skills and development. I work closely with others such as the Heritage Alliance, to make the case to Ministers for investment and support for the sector as a whole. 

What does success look like for your work?

Success in political and policy advocacy is often hard to measure, because it comes in peaks and troughs, and it’s hard to pin down specific announcements or policy changes to individual contributions. But I’m ultimately aiming for Ministers across departments to understand and appreciate the value of heritage for their policy agendas and to want to support the sector. We have seen progress over the years – for example there were positive changes arising from the Levelling up and Regeneration Act, and I hope we can build on these in future.

How can we get involved, or where can we find out more?

You can see some of my team’s work on social media at: https://x.com/NTExtAffairs

Overall, what do you think is most crucial for ensuring a resilient heritage sector?

I think we need to work together to be clear to government and other stakeholders what support we need, and make a persuasive case for how investing in heritage can benefit society as a whole.

This Sector Resilience interview was shared by Georgie 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:

Sector Resilience Interviews – Historic Environment Forum

Policy Resilience: an Interview with Robin Hughes, trustee at Joined Up Heritage Sheffield

In the latest instalment of the Historic Environment Forum’s Sector Resilience Interviews series focussed on the theme of Policy, we hear from Robin Hughes, trustee at Joined Up Heritage Sheffield.
Please tell us a bit about yourself and your role.
Image is a photograph of Robin Hughes on stage giving talk
Robin preparing for a talk in the Spiegeltent as part of the University of Sheffield’s Festival of the Mind. (Photo by JUHS chair Jenny Morton)

I am a trustee of registered charity Joined Up Heritage Sheffield. We are an umbrella organisation which seeks to provide a focus and resource for community-based heritage organisations throughout the city. We have some 700 associated supporters, both organisations and individuals, a diverse group united by a wish to champion the city’s rich heritage, empower everyone to take an interest in it and develop resources to improve their ability to engage with heritage.

JUHS was created about 8 years ago in response to a feeling amongst many community heritage groups and campaigners that heritage and its benefits were not receiving the recognition that they deserved and that without this both physical and intangible heritage were at risk. The Council is a critical decision maker and thought leader, but its attitude to heritage was widely perceived as needing a great deal of improvement. From an environment of very low levels of communication and trust, with heritage considered to be mainly a planning matter and of low priority generally, we have developed the relationship to the point where a community-written strategy is being incorporated in Council policy.

JUHS also seeks to create opportunities for people in the heritage sector to share ideas, challenges, opportunities and solutions and to make heritage more visible to the wider public. We do this through bi-monthly open meetings, a website where heritage groups can publicise their activities and ad hoc events such as public talks.

What can you tell us about your work in relation to Policy? What does this work aim to achieve?

Image is the front cover of the strategy which reads "Joined Up Sheffield" A Heritage Strategy for Sheffield 2021-2031 A strategy for all in the city. The creation of this document was led and facilitated by Joined up Heritage Sheffield. https://www.joinedupheritagesheffield.org.uk/wp-content/uploads/2021/01/Heritage-Strategy-2021-31.pdf

Our major project to date has been the production of the city’s first Heritage Strategy. We believe it to be unique in having been developed by community organisations, from the grassroots, unlike other strategies which have been produced by local authorities. It was also a case study in collaboration: both universities provided support, and the production of the strategy document itself was funded by the University of Sheffield. In February 2024 this strategy was adopted by the Strategy and Resources Policy Committee of Sheffield City Council and added to their work programme.

We have also been instrumental in setting up the Sheffield Heritage Partnership Board, which brings together other organisations within Sheffield to promote a strategic approach to heritage within both the local authority and other decision makers and stakeholders. Partners currently include the Council, the two universities, Sheffield Museums and Sheffield Property Association. The Partnership is the basis for a collaboration with the Council to design the implementation of the Heritage Strategy within their policies.

What contribution will this make towards resilience in the heritage sector?

People who care about heritage and want to keep it alive and celebrate it need decision-makers who are aligned with the same aims. If heritage is not a priority for decision-makers, much of our time and effort is taken up with battles: first to be heard, then to be understood, and (hardest of all) to achieve change. Instead, we want to direct our efforts to the work that produces positive outcomes and value. The waste of time and effort and the frustration and futility so often experienced in the heritage sector are direct threats, sapping our limited resources. Get the decision-makers on side and we are already stronger and more resilient.

What does success look like for your work?

The adoption of the Heritage Strategy by Sheffield City Council is an important success already delivered. We are now working towards other major decision makers either adopting the strategy or creating their own plans for heritage inspired by the aims of the strategy.

Success in the short term means seeing Council plans and strategies explicitly integrating the adopted strategy. Their Council Plan 2024-2028 which sets out their role in helping the city achieve its ambitions was updated to recognise the heritage value of some proposals, and the draft Growth Plan 2025-2035 has been significantly changed following our input to express the role of heritage in the wider economy, rather than confining it to a single “cultural” sector. As new plans come forward we will seek similar changes.

Image depicts group of people sitting round a board table in a historic setting
JUHS meeting at the newly restored Grade II* Leah’s Yard, part of the Council’s Heart of the City regeneration project. (Photo by Stephen Elliott)

In the longer term the challenge will be to translate these aspirations into reality. That should translate into such things as regeneration proposals seeking to retain and restore far more of the historic environment, public understanding and celebration of heritage being integral to such proposals from the start, more funding being sought and won from the Government, National Lottery Heritage Fund and others, reputational change for the Council, more communication between different heritage interests (especially those of previously underserved groups), greater use of heritage as a tool in education and health, more focus on heritage skills and retrofitting generally, a wider role for both tangible and intangible heritage in the visitor economy, and much more.

We have no defined metrics for this. For the time being it can be measured by comparison with previous experience. For example, the very fact that a new Council plan includes more than token mention of the words “heritage” or “history” demonstrates some degree of success.

How can we get involved, or where can we find out more?
Overall, what do you think is most crucial for ensuring a resilient heritage sector?

The community – people, institutions, organisations, governors – need to show a united face and share common goals. This is what will win support from funders, investors, and the public.

This Sector Resilience interview was shared by Robin 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:

Sector Resilience Interviews – Historic Environment Forum

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