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CHIEF EXECUTIVE’S REPORT
In reporting to Council in 2008 I drew attention to the
fact that the success of Council had been predicated to
date on its ability to be flexible and to remain focused
on the partnerships required to allow it to provide the
highest level of public service. I emphasised the fact
that to maintain that success in the current complex
set of circumstances Council needed to implement
changes much more quickly than envisaged.
It is pleasing therefore to report in 2009 on the
significant internal restructuring that has been
achieved with the support of Council members,
Council’s staff and its key stakeholders. The basis of
the need for the restructuring arose not only from the
current financial situation, but more fundamentally to
reflect the manner in which Council wants to do its
business i.e in an integrated manner that allows cooperation
and co-ordination to be effective across the
broad spectrum of our work.
The previous sectoral committee structure had served
Council well but it was no longer the most effective
means to allow Council deliver its work on
- policy development for landscape, climate change,
valuing heritage and material culture
- support for heritage infrastructure including the
NBDC, IWTN, Landmark Trust, Wicklow Uplands
Council, Woodlands of Ireland, Heritage Officers.
- Grants programmes that support Heritage
Research, Heritage Management and Conservation
and Community Education and Outreach.
The Heritage Council has however sought to ensure
the skills and expertise available to it through
the Committees are fully integrated in its work
programme. Having reviewed its Strategic Plan 2007-
2011 and identified the necessary changes required to
maintain levels of service Council reacted quickly to
put the new structures in place. Such change has not
been without some pain. Certainly during what can
best be described as a year of transition the Council’s
staff bore the brunt of that effort and I wish here to
acknowledge their determination to make it all work
as seamlessly as possible for those that use our services.
Despite all the structural changes major milestones
continued to be achieved during the year.
- the hosting of the 2009 Landscape Conference,
- the publication of our first Climate Change Report
in partnership with Failte Ireland
- the submission of the report on the Kilkenny
Central Access Scheme
- t he completion of the World Heritage Site research
framework for Bru na Boinne
- and of course the maintenance of our grants
programme in support of local communities and
individual heritage initiatives
At a time when our turn over of circa €20m in 2008
has shrunk to €14m in 2009 and may dip below €10m
in 2010 it is remarkable that our grants programmes
have remained effective at all. However early decisions
to prioritise the programmes and the support of our
heritage infrastructure has allowed us to maintain a
positive momentum.
Michael Starrett
Chief Executive.
THE HERITAGE COUNCIL 2009 ANNUAL REPORT 5