Human Resources in Canada's Built Heritage Sector: Mapping the ...

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MAPPING THE WORK FORCE AND SETTING STRATEGIC PRIORITIES1. Executive SummaryContext• This study was commissioned by the Cultural Human Resources Council, supported by HumanResources and Skills Development Canada and Parks Canada. The study builds on previous workundertaken by the Heritage Canada Foundation (HCF).Human Resources• Human resources in the built heritage sector encompass a broad range of occupations. The builtheritage sector is a continuum that begins with the formulation of policy, proceeds to the designand execution of intervention strategies, and ends with ongoing maintenance of heritage structuresand related cultural and interpretive programming.• A key conclusion of this report is that the built heritage sector is distinct from both new construction andordinary renovation and repair. Employment in the built heritage sector requires fresh attitudes, specializedtraining and experience, and distinct skills. This applies equally to professional and technical occupationsand to skilled tradespersons.Trends• Over the past twenty years, but especially in the past ten years, changes in the built heritage sectorhave had a cumulative impact on human resource requirements. More favourable public attitudes,increases in capital funding, and changes in the policy environment have all had a positive effect onthe sector. A key development has been the federal government’s Historic Places Initiative.• There are also negative trends. Demolition continues. Governments are divesting their real estateassets. In the private sector, financing and insurance problems continue to pose problems for preservationbasedredevelopment of heritage structures. However, most stakeholders agree that the amount of workin the built heritage sector has increased.• In the past, human resources have not occupied a central place in heritage policy discussions. This isno longer appropriate. The future success of heritage policies will depend on the availability of an appropriatelyskilled work force. Ensuring this availability of skilled workers will require focused human resourceplanning.©CULTURAL HUMAN RESOURCES COUNCIL3
HUMAN RESOURCES IN CANADA’S BUILT HERITAGE SECTORHuman Resource Strategies in the United States,the UK and Ireland, and Australia• In the United States, heritage work is undertaken with support of public grants, and in the privatesector, with the support of federal tax credits. Private sector work using tax credits exceeds the valueof work directly financed by the federal government. State and local governments are also involvedin the built heritage sector through grant and loan programmes and property tax easements. A keyrole is played by the National Parks Service (NPS) which administers both grants and the federal taxcredit system. The NPS requires bodies which receive federal funds, including federal tax credits,to adhere to specified Occupational Standards that focus on the distinct skills required in the builtheritage sector. The Occupational Standards apply to 12 professions, including architects, engineersand conservators.• In the UK the “national trusts” played a key role in bringing stakeholders in the built heritagesector together to develop occupational standards. Standards and certifications have been developedfor technical occupations and are in the process of being developed for architects. In Ireland,the architectural profession has adopted specialist designations for the built heritage sector.Occupational standards are also being developed for skilled trades under the auspices of a theNational Heritage Trades Group which is a stakeholder body established by the sector councilresponsible for training in the construction industry.• In Australia, heritage protection is integrated with environmental protection. There are no specializedaccreditations for architects or engineers who work in the built heritage sector. The system ofvoluntary accreditation for conservators has only limited application. The absence of specializedcertifications does not appear to be a major issue for Australian heritage bodies. The largestAustralian state, New South Wales, launched a concerted program to address shortages ofheritage trade skills. This strategy is integrated with the existing apprenticeship system and nationalcompetency standards.Professional Occupations in the Built Heritage Sector• The sector requires an overall human resource plan for professionals working in the built heritage sector.This plan should address professional recognition, professional development, and succession planning.As well, the sector need a more developed dialogue with professionals in urban and community planning.• Professional development for the incumbent work force is at least as important, if not more important, thantraining new entrants. The sector needs a general review of its professional development requirementsand the institutional and financial resources that are available to meet those requirements.• The network of discipline-based and multi-disciplinary organizations plays an important function instrengthening professionalism the built heritage sector. Supporting this network is imperative.A significant gap in the sector’s organizational fabric is an organizational “home” for professionals whoare employed in the public sector and by heritage institutions in the non-profit sector. These professionals,whom we estimate to number approximately 2,500 to 3,000 persons, have a number of commoninterests that currently do not find sufficient organizational expression.4©CULTURAL HUMAN RESOURCES COUNCIL
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