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The Architectural Heritage Society of Scotland
Business Plan 2005-2008 (prepared August 2004)
1 Executive Summary
This paper documents the business plan for The Architectural Heritage
Society of Scotland (the AHSS) as endorsed by the Society's Council in
August 2004. It provides an explanation of the history, workings and aspirations
of the organisation, and a strategy for bringing its work forward. The
plan summarises the operational objectives intended to ensure the successful
development of the Society as a charity dedicated to the study and protection
of Scottish architecture. Also included are a review of the preceding
plan, and a diagram of operations.
2 Mission statement
The AHSS exists to promote the study and protection of Scottish architecture
for the benefit of present and future generations, helping inform communities
as they shape valued places.
3 Financial summary
The financial resources consist of investments of about £85,000 and working
cash balances of about £30,000. Resources available to the Society also
include those held through the AHSS Charitable Company. These consist
of a building, the former Glasite Meeting House (GMH) in Edinburgh's Barony
Street, which houses (among others) the national office of the Society,
and an accompanying collection of historic furniture. Altogether this
is insured at some £2.8m. The building and furniture were purchased in
1997 for £160,000, financed primarily by a grant from Historic Scotland.
Generally the Society aims to balance books year by year, though recently
additional investment in operations has required some overspend. The pie
charts give indicative breakdowns for 2003 - 2004.
4 Vision statement
The Society aspires to support the creation of communities that value
their built environment, existing and future, as an asset to be managed
and, as appropriate, protected, in a fashion that reflects best practice.
5 Equal Opportunities Statement
The Society is committed to the promotion of equal opportunities for all
members, staff and volunteers. The Society accepts its responsibilities
under Human Rights and Anti-Discrimination legislation.
6 Volunteer Agreement
The Society is undertaking a consultation process in relation to a form
of volunteer agreement.
7 Introduction
Since its institution in the late 1950s The Architectural Heritage Society
of Scotland (the AHSS) has been at the forefront of campaigns and educational
work supporting the protection of Scotland's existing and future built
heritage. A charity registered in Scotland (SC REG: 007554), the organisation
has a current membership of about 1200. The society's dual roles, enhancing
understanding of the built environment across the spectrum of Scottish
society and promoting conscientious care for the heritage, that is 'study
and protection', remain at the core of the Society's work and aspirations.
In the past decade the organisation has moved from an exclusively volunteer-based
organisation to a volunteer-led body employing professional staff. Its
growth, and the growth of interest in conservation matters, in the complexity
of legislation, and in voluntary resources, all represent an increasingly
sophisticated context for the operations of the society. Our response
has been the development of appropriate organisational structures, of
dedicated professional support provided by a director, administrator and
administrative assistant, of a structured network of professionals volunteering
their skills in support of the Society, and of a national headquarters.
8 Historical context: Local group to national charity
Founded in 1956 as an educational and campaigning organisation then called
The Edinburgh Georgian Society, the aim of the AHSS has always been to
promote understanding and awareness of Scotland's historic built environment,
including designed landscapes. The Society, supported by an active membership
that was at first local to Edinburgh, quickly expanded its geographical
distribution and architectural interests. These wider remits were reflected
in the adoption of new titles, first The Scottish Georgian Society and
from 1984, The Architectural Heritage Society of Scotland.
The organisation was at an early date registered as a charity, and quickly
recognised by central government as a key organisation in development
matters, both as adviser and campaigner. Providing, as it still does,
a service with a unique combination of professional expertise, voluntary
capacity and local community awareness, communities of all types have
benefited as they valued, managed, shaped and developed the places they
lived in more effectively. Government recognition of the importance of
this work was formalised with the agreement to fund the Society's casework.
Through many years this support contributed nearly 1/3rd of our income.
Throughout its existence, the AHSS has dedicated significant resources
to enhancing public awareness and understanding of the historic built
environment. It has done so through its publications, including journals,
magazines and a web site, as well as through educational and social events
and activities. The Society's dual role, enhancing understanding of the
built environment across the spectrum of Scottish society and promoting
conscientious care for the heritage, or 'study and protection', remains
at the core of the Society's work and aspirations.
To accommodate regional variations, the Society developed a devolved
structure at an early stage, passing responsibilities for activities to
local groups dispersed across Scotland. Today, some 1200 members are divided
among the six main groups (with a number of sub-groups to accommodate
more local interests) that operate across Scotland.
Since the 1970s the AHSS has been involved in providing formal responses
on planning applications relating to listed buildings and conservation
areas across Scotland. To carry out this work it has established local,
voluntary, community-based teams. Working in support of the historic environment,
these groups provide representations to planning authorities on relevant
development matters. The groups, called cases panels, consist of individual
volunteers, titled caseworkers, managed by a local administrator, the
panel secretary. Oversight of cases panels is the responsibility of the
national office.
Reflecting expansion of the organisation's responsibilities, in 1990
a part-time professional executive officer was appointed as Development
Officer to lead the strategic development of the Society and to provide
additional support for its casework. In 1994 a new officer was appointed
as Director, with dedicated professional skills, on a part-time basis.
In 2002 the post of Director was made full-time. The combination of managerial
responsibilities with dedicated professional duties in one post continues
today.
At an early date the cases panels were supported by a National Cases
Panel that oversaw strategic matters and significant cases. In 1997 this
was superseded by the National Technical Committee (NTC). Managed by the
Director in the national office, and with its own Chair to oversee and
support its work, the NTC provides a strategic support network of professional
advice for the panels and for the Society as a whole.
In 1992 the AHSS moved its national office into two rooms of the Glasite
Meeting House at 33 Barony Street in Edinburgh's New Town. The AHSS purchased
the building in 1997, using a grant from central government, and ownership
of the building was transferred to a separate company, the AHSS Charitable
Company.
In 2000 the Council undertook a feasibility study to identify ways to
maximise the organisational benefit of the building, study its condition
and look at ways that it could be developed. The object was to develop
a strategy that would suit the aspirations of the Society as a leading
conservation organisation with obligations to a national membership. The
outcome of this work is on-going. Recently the Society has re-located
its offices to the first floor of the building, allowing both for a more
careful management of the historic furniture and for enhanced income through
increased letting of space. Currently the building is undergoing phased
re-development to accommodate these changes.
9 Organisational Profile: council, national office,
groups and panels
The AHSS is a national charitable association directed through a Council
that balances representation from regional Groups with elected representatives.
Council is headed by a chair of Council and, in recently revised arrangements,
up to 3 vice chairs (See Appendix 1). Core operations of the Society are
supported on behalf of Council by four Committees, the Finance Committee,
supporting the Society's Honorary Treasurer, the Publications Committee,
overseeing publications, the GMH Committee, directing progress with the
Society's national headquarters building, the Glasite Meeting House, and
the National Technical Committee, supporting the casework of the Society.
The Council and its Committees are reported to and supported by the Director,
who is responsible directly to the Council as chief executive officer
for the Society as a whole.
The Director's responsibilities include overseeing the administrative
centre of the organisation, the national office, which itself is managed
by the Administrator. The national office helps service the different
sectors of the organisation, including Council, groups, panels, and membership.
The Director is supported informally by a management sub-committee, established
in 2001, which provides additional strategic assistance of an advisory
and executive nature. The Society operates much of its work through a
network of volunteers operating in a series of discrete and largely autonomous
regional and sub-regional Groups. These are run by local committees and
cover most of Scotland. The Groups organise events, activities and initiatives
supporting the constitutional objectives of the charity. In addition,
the Society operates a series of local community-based cases panels that
provide comments on development issues to the relevant planning authorities.
The cases panels frequently overlap their operations with the regional
Groups, but technically are independent of the Groups, and directly responsible
to the national organisation. Following an internal review in central
government (Historic Scotland) funding to the Society was re-directed
from supporting our casework to supporting our educational activities.
The Society is in the process of re-assessing its operations following
this change, but no major changes are expected. The business plan, endorsed
annually by the Council, sets out the current and longer-term actions
and strategies for the Society's work. These are monitored regularly and
modified or supplemented annually in accordance with the wishes of the
Council.
10 Operational Framework: Study and protection
The Society's promotion of the understanding of the built environment
is carried out through our educational activities operating both at local
and national levels. These include lectures, conferences, study tours,
visits to buildings, publications, and partnerships with other educational
bodies, discussed further below. In accordance with the inclusive aspirations
of the organisation, the activities recognise the value of social interaction
as a means of furthering our objectives. All, however, provide opportunities
for members of every community to enhance their experience, understanding
and appreciation of the built environment, whether of identified or of
potential historical interest.
The Society also advances education through publications, which are
largely the responsibility of the national office. Publications currently
consist of a peer-reviewed journal, a magazine - previously biannual,
but projected as an annual - a projected smaller newsletter or bulletin,
and a web site. Dedicated to including the widest audience, and circulated
as core benefits to our membership, our publications represent a central
educational platform for the Society as well as supporting our casework.
The Society supports the protection of the historic built environment,
again at both local and national levels, operating primarily within the
context of Scotland's legislation on managing the historic environment.
This legislation, the Planning (Listed Buildings and Conservation Areas)(Scotland)
Act, 1997, requires that, when planning authorities consider development
proposals, special regard be given to designated historic buildings and
places. The Society presents the decision-making process with its own,
informed assessment of the impact of proposed changes. It does this through
submitting to relevant authorities comments on - including objections
to - such proposals. While there is no statutory obligation on planning
authorities to consult with us, many authorities both rely on and trust
our comments.
The Society also operates in more strategic areas that can affect the
quality of the built environment or cultural landscapes. This includes
promoting protection of historic places not benefiting from designation,
responding to consultations on more general issues, campaigning and supporting
campaigns in partnership and raising awareness and understanding of Scotland's
remarkable national built resources and their potential. Much of this
work is carried out under the auspices and guidance of the National Technical
Committee.
11 Resources & Funding
The Society's core resource is its membership, currently under 1200 .
The Society's membership secures the financial and organisational independence
of the Society and supplies much of the voluntary capacity that attracts
additional sponsorship. Indeed that resource of active and dedicated volunteers
- which at about 200 individuals, or over 15% of the entire membership,
represents a comparatively high proportion - and facilitates many of the
key operations of the Society.
Income comes primarily from membership subscriptions and grants, together
accounting for 64% of our total income in 2001/2002. Grant income is derived
primarily from central government through its agency, Historic Scotland.
A small number of additional grants are received from local authorities.
From 2004-2005 Historic Scotland's core grant to our operations grant
is to support our educational activities. Some additional funding is raised
for the Society's educational publications. Unusually for an organisation
such as the AHSS, donations and legacies constitute a comparatively small
proportion of current income.
In 2004 the Society's has three employees equating to approximately
2.8 full-time posts, raised about 0.8 since 2003. These employees provide
essential, dedicated, professional and administrative support to the wide-ranging
operations and interests of the Society, its volunteers and its members.
Inevitably salaries account for the single major expenditure of the Society.
The facilities of the national office, including sophisticated computer
and copying systems, ensure that the national office operates efficiently.
Through a holding company, the AHSS also has access to the capacity of
the Glasite Meeting House. In recent years tenancies have been granted
in favour of a number of like-minded organisations, such as the Garden
History Society, SPAB in Scotland, the Buildings of Scotland Trust and,
more recently, the Built Environment Forum Scotland (BEFS). These provide
the AHSS with additional contacts, access and resources.
12 Profile, Competition and Partnership
Analysis carried out in 2004, arising from a drop in our membership, has
raised a number of issues relating to the context of our operations. Associated
assessments of public perceptions of the Society suggest that it lacks
a distinctive presence (a Unique Selling Point or USP), and retains in
some areas a somewhat stuffy, and occasionally either elitist or un-welcoming
image. The matters and recommendations are summarised in a paper presented
in draft to Council in August 2004 (at the same time as the current business
plan), and its finished version, endorsed by Council, is appended as an
integral part of our current operations.
Within the wide spectrum of bodies and interests involved in the historic
environment, the AHSS provides a unique combination of professional skills
and informed local representation to support its promotion of the historic
environment. However the combination of professional aspirations and popular
appeal can render its identity somewhat unclear to prospective interests.
The emphatic educational, campaigning and intellectual standards of the
Society, alongside its community links, distinguish the organisation's
operations, if not its public profile. The capacity of the Society to
bring reliable and substantial understanding of the historic environment
from a national context into informed local community networks, using
social as well as educational activities, is unique in Scotland. The activities
of local groups, supported by the magazine and web site, support a high
standard of communication, and this combination is unlikely to be easily
challenged. In the wider context, the AHSS faces significant competition.
Organisations such as Historic Scotland's Friends and The National Trust
for Scotland, have more direct appeal as they provide access to historic
properties. For the AHSS the ability to orchestrate more informal visits
to less accessible locations, typically on the basis of personal or organisational
contacts, appears to attract a significant proportion of members. However
in this regard there is a strong overlap with a number of local civic
trusts.
In the context of protecting the historic environment, the Society provides
a distinctive service through its exclusive, independent and (at national
levels) professionally informed dedication to the historic environment.
In national and local government and in the private sector, many able
professionals support the historic environment, represented primarily
by Historic Scotland, the local planning authorities and suitably trained
architects and planners. However, resources are always stretched, more
particularly in recent years, and the informed campaigning and commenting
of the Society on development issues is essential to the good management
of Scotland's historic environment, in particular areas where resources
and skills are lacking. Scottish Executive proposals for local planning
forums may help respond to some of these issues, but it is too early to
assess the likely impact of such initiatives.
Other amenity bodies, such as civic trusts, have a wider remit than
just the historic environment, and include considerations such as transport
within their constitutional remit. The Scottish Civic Trust (SCT), a national
organisation, currently maintains a clear focus on the historic built
environment. While not open to individual membership, more than any local
civic trust the SCT reflects a comparable interest in managing change
in the historic environment. However, in contrast to the AHSS, in the
SCT there is the potential for the adoption of that wider transportation
and development remit, so for example wind farms have been a major concern
there but not particularly for the Society. In addition, unlike the AHSS
and the local civic organisations, the SCT operates its casework only
through professional officers, in a manner similar to Historic Scotland's
casework operations, with its comments largely independent of the local
civic trusts. Furthermore the SCT does not reflect the same academic and
educational interests that the Society's publications represent.
Fundamental to the operation of the AHSS is that it works in partnership
with as many agents and bodies as can help fulfil its objectives. This
helps maximise the impact of limited resources while retaining options
for independent activities. Partnerships have been achieved with all the
groups identified above and many more, at a variety of different levels,
and recent conferences with the SCT, Historic Scotland, RCAHMS, IHBC among
others indicate the potential for developing this practice, especially
in educational contexts. Similarly, the expansion of the Society's local
training seminars from those aimed specifically at cases panels to those
that encourage local community council attendance registers further the
desire for and benefits of partnerships.
Partnerships in formal education, especially tertiary and further education,
are an increasingly important aspect of our work, in particular considering
the new funding strategy in operation with Historic Scotland. The Society
has had a long-standing, if fortuitous, relationship with the Edinburgh
College of Art's innovative conservation course, from the days when its
then Secretary, Colin McWilliam divided his time between the work of the
Society and that of the college. More recently direct links to educational
programmes and institutions have been promoted across the country. The
ECA conservation course now requires as part of its course work attendance
at cases panel meetings, while the Society provides sponsorship for its
masterclasses. The Society supports the masterclass conservation course
in Dundee's Duncan of Jordanston college, and sponsors a number of educational
programmes at the University of Glasgow, it also sponsors annual lectures
at St Andrews University and occasional lectures at the Robert Gordon
University in Aberdeen.
In the context of partnerships, and looking towards changing contexts
for the Society's work, the development of Built Environment Forum Scotland
(BEFS) is most significant. BEFS is a cross-sector link organisation for
national non-government bodies involved with man-made environments in
their widest sense, uniting amenity, archaeological and professional interests.
Its establishment has been strongly promoted by the Society's Director,
as it has a unique potential to bring the historic environment to the
centre of political and social agendas. This is regarded as a point of
particular importance given the increasingly complex framework that is
shaping the historic environment. Consequently, the Society remains committed
to the development of BEFS as an organisation, and to operating within
the strategic framework it provides.
13 Conclusions and Projections
Issues such as human rights, public participation, access to environmental
information and even the new political and governing structures following
devolution, have encouraged an increasingly prominent role for the Society
in today's Scotland. Similarly, changing structures within the management
of the historic resource, including reorganisation in local government,
have shifted the balance of responsibility between public and private
interests in managing impacts on the historic environment. Even philosophies
have expanded. The answer to the pertinent query of the former Minister
for the Arts and Health, Sam Galbraith, 'Where are the conservation areas
of the future?', can only be provided through the Society's active involvement
in encouraging the highest standards of work in all areas of the built
environment, whether designated or not. Together this means that our contribution
to the protection of the historic environment is at once more immediately
important than it has been in a generation, and more complex than it has
ever been.
STRATEGY
The Society develops its charitable activities in accordance with
its constitutional objectives, and implements these through its operations.
OBJECTIVES
The actions corresponding to our core constitutional objectives, the study
and protection of Scotland's architecture, may be classed as follows:
Study (Groups & National Office)
Publications: to provide a framework for understanding, appreciating and
disseminating information on our objectives, and for the promotion of
research Talks & Lectures: to enhance the intellectual awareness of the
historic environment Conferences & Seminars: to stimulate debate within
and outside the membership Visits and Study Tours: to enhance the experience
and direct understanding of the historic environment Social events: to
promote the widest social awareness of historic built environments Educational
awards and support: to encourage further investigation of Scottish architecture.
Protection (Cases Panels and National Technical Committee)
Commenting on development: to promote informed decisions and determinations
that favour the historic environment for the benefit of current and future
generations Responding to consultation documents, including local and
national government: to benefit current and future historic environments
Campaigning: to help shape public opinion in favour of the historic environment
Training: to promote the highest standards of operation by the Society
and any interests supportive of the historic environment Operating the
National Technical Committee: to secure the quality of our work
OPERATIONS
The Society carries out its work in three inter-related activities, outlined
here and elaborated in the following pages: Membership Services, Civic
Roles, and Projects:
MEMBERSHIP SERVICES
For our Membership we aim to provide services that will maximise positive
support for our objectives while managing our resources within appropriate
terms of corporate probity and sustainable development.
CIVIC ROLES
In fulfilling our civic role we aim to provide to all of Scotland's communities
the best support we can within our resources to develop the understanding,
appreciation, study, protection and promotion of Scotland's existing and
future historic built environments.
PROJECTS
Projects give practical expression to the highest standards in managing
built environments in a sustainable fashion. At present our major project
is the development of the Society's greatest financial asset, our national
headquarters in the GMH.
MEMBERSHIP SERVICES
Strategy
For our membership we aim to provide services, that will maximise the
sympathetic support for and understanding of our objectives, all within
the sound financial management of our resources. We operate management,
information, support and distribution services through our networks.
We carry out our membership services through:
- ensuring efficient and beneficial management of the Society's assets
and resources
- arranging and promoting events in accordance with constitutional objects
- supporting the preparation and circulation of publications
- encouraging communication throughout organisational interests
- supporting issues and promoting activities favouring the historic built
environment
- advancing a positive public image for the Society
- developing the national headquarters as a resource for the membership
(see projects)
- achieving value through managing current income and securing new funding
sources
ACTIONS
Continuing
Operate and update the Business Plan
Organise and run the national AGM
Organise and run the annual National Study Tour
Promote occasional international study tours
Publish one annual journal that follows the highest academic standards
Publish 1 magazine annually promoting the Society's work and related interests
Produce a Newsletter to promote communication within and outside the membership
Maintain, develop and promote the Society's Web site
Run national and local activities, individually and in partnership
Support the Human Resources of the Society (professional and voluntary)
to an appropriate standard
Manage the national office, including maintaining operational guides,
to promote the Society's work
Provide support for groups through management and services
Support the Society's executive Committees, including Finance, GMH &
Publications
Promote & publicise the Society and its work, nationally and locally
Develop and apply risk assessment and management procedures
Short Term (1-2 years)
Develop guidelines for management of groups and group activities
Implement an appropriate staff review, support and training programme
Promote a framework for timely circulation of agreed publications
Develop a new membership leaflet & new headed paper reflecting the
Society's identity
Develop appropriate procedures for managing volunteers
Institute appropriate staff review procedures
Institute the outcomes of the evaluation of the Membership Committee
Conclude, distribute and put into operation the volunteer agreement
Develop a 2005 study tour in Europe
Explore the development of a dedicated Group based in continental Europe
Enhance the website as a portal serving both membership and wider public
interests
Long Term(2-5 years)
Enhance capacity of groups to attract new members
Develop corporate identity and procedures for implementation and adaptation
by groups
Budgetary implications
The Finance Committee is aware of the terms of the business plan and believes
that what is proposed can and should be funded from the Society's resources,
notwithstanding that in the short term such funding may require modest
encroachment on capital.
CIVIC ROLE
Strategy
In our civic role we aim to provide the best support we can within our
resources to support all communities in the understanding, study, protection
and promotion of Scotland's significant built environments. We operate
this strategy primarily through the work of our cases panels, the consultation
services of the National Technical Committee(NTC), the wider dissemination
of select membership benefits, publications etc.), the professional support
provided by the Director, and our partnerships with other organisations.
As our cases panels attract funding from central government, this key
civic role is promoted in partnership with the relevant Agency, Historic
Scotland.
We promote our civic role through:
- educating all communities in the beneficial management of the built
environment
- promoting intellectual access to the built environment through enhancing
its appreciation, valuing and understanding
- providing advice, information & recommendations to planning authorities
- promoting leadership through active involvement with and support for
relevant bodies
- encouraging challenging and provocative thinking in the interpretation
of Scottish architecture and places, their history, management and future
- disseminating information of the highest quality within and beyond the
membership
- communicating with appropriate and influential authorities and audiences
ACTIONS
Continuing
Develop and implement an educational strategy in accordance with the Business
Plan
Maintain, develop and operate the National Technical Committee, in accordance
with appropriate management and conservation standards, to provide professional
standards of advice consultation to cases panels, government and other
stakeholders
Promote competent locally-based, non-professional advice to planning authorities
through cases panels
Initiate, support, sponsor and run appropriate campaigns, individually
and in partnership
Promote partnerships with educational interests supportive of the Society's
aims
Oversee and, as necessary, organise the National Conference as a core
educational event
Initiate, promote and manage additional educational events
Promote awareness of our work through pro-active outreach to different
communities
Promote good practice through pro-active involvement with and in other
organisations
Support and advise individuals, communities and organisations active in
the protection of their historic built environment, at local and national
levels
Promote and manage the AHSS Annual Student Award
Short term (1-2 years)
Conclude revision of Cases Panel Guidelines
Develop a strategy for outreach to agreed communities (including enhanced
web site)
Evaluate and promote links with European government with support of new
European group
Long term (2-5 years)
Integrate outcomes of reviews of the Society's operations into the Society's
organisational structure
Budgetary implications
The Finance Committee is aware of the terms of the business plan and believes
that what is proposed can and should be funded from the Society's resources,
notwithstanding that in the short term such funding may require modest
encroachment on capital.
PROJECTS
Strategy
In our projects we aim to give real, practical expression of the highest
standards in managing existing built environments for the benefit present
and future generations, both within and outside our membership. Projects
have an impact on the whole Society, assisting in delivering aims and
objectives. The development of the former Glasite Meeting House, in Edinburgh,
which is the Society's most significant financial asset, provides a unique
opportunity to give practical, material expression to our objectives.
The scale of the challenge means that it must be the primary project of
the Society, while any works will allow our aspirations to evolve within
a pragmatic framework.
ACTIONS
Continuing
Maximise use of the building in accordance with best conservation practice,
the recommendations of the feasibility study and as a resource for the
national membership
Implement appropriate procedures for managing building
Promote the building as support and resource for like-minded organisations
Short term (1-2 years)
Put in place appropriate arrangements to ensure practical use of main
hall
Institute appropriate re-location of kitchen and corresponding increase
of letting space
Promote application for funding for external stonework improvements
Maximise income through letting subject to appropriate usage
Long term (2-5 years)
Enhance the role of the national headquarters within the overall strategy
of the Society
Bring the building into sustainable usage as a resource for the Society
and its national membership
Budgetary implications
The Finance Committee is aware of the terms of the business plan and believes
that what is proposed can and should be funded from the Society's resources,
notwithstanding that in the short term such funding may require modest
encroachment on capital.
BUSINESS PLAN 2004-2007
REVIEW & SELECT ACHIEVEMENTS
SUMMARY
The majority of ongoing actions have been achieved or significantly advanced.
Examination of the financial management of the organisation, in the light
of projected works on the national headquarters, has resulted in the introduction
of a Finance Committee, while assessment of the membership led to new
procedures for reporting on this to Council and recommendations to address
a significant decline. Assessment of Staff Reviews and Human Resources
have given rise to an extensive programme of development, particularly
in the context of staffing procedures and resources, and this is reflected
in the attendant progress with the promotion of volunteer agreements.
The national headquarters of the GMH has received its full complement
of tenants in the office space available, while permissions are in place
to re-locate the kitchen to provide additional space should that be determined
the best option. Works and funding strategies continue in line with modest
expectations linked to available resources, but the key objective of making
the Hall available to use by the Forth and Borders (and any other local)
Groups has been achieved. At national level the most significant exceptions
to a widespread success has been the cancellation of the National Conference.
The strategy for publications has been revised to support the production
of a single magazine supported by Newsletters.
Overall there has been significant exceptional investment by the organisation
in its management and resources (in particular upgrading the GMH to promote
letting income and the development of appropriate standards of operational
resources in the national office). While this pressure on resources is
expected to diminish with the successful expansion of our services, it
is expected that significant pressure will remain on our reserves at least
in the short term.
ACHIEVEMENTS:
Membership:
Operate and update the Business Plan
Organise and run the national AGM
Organise and run the annual National Study Tour
Publish one annual journal that follows the highest academic standards
Publish 2 [revised to 1] magazines annually promoting the Society's work
and related interests
Conclude guidelines on the operation of the national office
Institute evaluation of membership services
Develop think-tank of 'Gosford Day' and institute conclusions as appropriate
[Membership Committee Report]
Civic:
Initiate, promote and manage additional educational events [Gladstone's
Land Joint Study Day]
Promote and manage the AHSS Annual Student Award
Support securing the establishment of Built Environment Forum Scotland
(BEFS)
Project:
Promote the building as support and resource for like-minded organisations
Maximise income through letting subject to appropriate usage
APPENDIX 1
The AHSS Organisational
Structure can be downloaded in Word format.
(This will open in a new window. 34.5KB)
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