Annual Report 2005 - The Heritage Council

CHIEF EXECUTIVE’S REPORT
An annual report which comes at the end
of a five-year programme could focus on review
and evaluation. That is not the case here.
Council’s 2005 report highlights the core work
which has been carried out in a number of
areas. These include our partnerships, our policy
proposals and priorities, and our promotional
work. Council remains flexible and innovative
in its approach and retains its basic instinct
to achieve through partnership. The examples
listed can only scratch the surface of what is
happening in the ‘heritage world’ but they
do provide a feel for the ongoing emphasis on
this modus operandi. It is I hope one which is
contagious and will afflict others, breaking down
the barriers which prevent a very accessible
and open approach to the development and
management of our heritage
Council’s role in promoting the significance
of our national heritage got a major boost
through its responsibility to coordinate Heritage
Week 2005. Maintaining and applying the
momentum gained through this process over a
twelve month period must be a core challenge
we all set ourselves for 2006 and beyond.
Michael Starrett
Chief Executive
Our grants programme remains a priority,
and also remains very heavily over subscribed.
The programme is, to the public, probably
the most tangible evidence of the manner in
which Council can help secure benefits for our
national heritage. The programme also helps
inform policy development and proposals; the
information it provides is reflected in this less
tangible work, seeking to place heritage more
firmly on the decision making ladder and to
have its significance recognised at all levels. To
help it achieve this objective, in 2005 Council
initiated work to assess the economic value
attached to our heritage. Results are due in
autumn 2006.
2 0 0 5 A n n u a l R e p o r t 5