Valuing the invaluable: a parks for all fund
Holly Lewis, co-founder of architecture and urbanism practice, We Made That

The value of our parks has become acutely felt during the coronavirus (COVID-19) pandemic and associated lockdowns. When being outside was restricted to just one hour a day, town and city parks became the go-to place for many.
Even after the strictest lockdown measures were lifted, parks became a vital resource for both physical and mental health for those with limited access to private outdoor space, small gardens or any semblance of a social life.
Contrast this with recent years, where so often the conversation around the future of parks frames them in terms of cost; as liabilities that must be covered.
We need to change the basic premise of this conversation. We need to understand parks as multipliers of the investments that are made into them.
This will require us to question established models of value.
"Now, of all times, we should recognise that investment in our parks is a public health issue of relevance to everyone in our towns and cities."
The importance of high streets
From the work my practice We Made That did on the High Streets for All study for the Mayor of London – which considered the social value of London’s high streets – I know the challenges that this poses. We’re not very good at placing value on so many of the things that matter.
For this study, high streets were defined as ‘any stretch of adjacent retail unit of 250 metres or more in length’. Though we know from multiple studies that they can include a much wider range of uses than merely shops.
Our research found that 51% of people surveyed on London’s high streets during the day were not employed, compared with 27% across the entire city. This shows our high streets are important places for groups at risk of marginalisation and under-representation: the unemployed, young people, those with young families and the elderly.
Much the same can be expected of our parks. While examples of value such as this can be difficult to quantify – consider the value of a shopkeeper knowing a lonely older person’s name or the value of a child having space to run around – they are nonetheless essential to be recognised as funding decisions are made.
Whilst high streets are certainly facing current challenges, I am encouraged that their value has been recognised sufficiently to attract the £1bn Future High Streets Fund from the UK government.
The value of parks

Take just one example of a park delivering for its local community: Myatt’s Field, a 14-acre Victorian park in Camberwell, South London.
Surrounded by diverse communities and a range of socio-economic groups, it has the obligatory open lawns, mature trees and rose beds of a common, or garden, local park.
Alongside these sit tennis courts, a playground, a community café, food growing space and a greenhouse. There's also a 5-a-side football pitch, a basketball hoop, an outdoor pre-school, a nature area, public toilets, secluded ‘no dog’ areas, and a band stand. Plus, it's home to a weekly market, a stone mason’s yard, bee hives and wedding venues.
It’s a Tardis of a park that crams value into its modest scale. Throughout the day and across the week, the park is a hive of activity, bustling with people of all ages and ethnicities, from babes-in-arms to centenarians.
Currently run on a shoestring by a small charity, the value the local communities receive from Myatt's Field outweighs the funding it attracts many times over.
Collectively, we need to be better at evidencing and promoting the value of this public good, and better at maximising it to address the substantial public health challenges faced by our towns and cities, and the global challenge of the climate crisis.

Investing in health
Research has clearly shown the positive health outcomes associated with outdoor activity. If you have access to a good park, your chances of achieving the recommended 20 minutes of exercise that can reduce your risk of heart attack or stroke by 50% are increased.
While the link between investment in public spaces and improved health outcomes has been established, more research in this area would help us to articulate the local public health benefits of high-quality parks.
In Waltham Forest, improvements to streets to prioritise walking and cycling over vehicular transport through the Mini-Holland schemes has caused an evidenced uplift in physical activity with anticipated life expectancy gains of seven months for residents across the borough.
Now, of all times, we should recognise that investment in our parks is a public health issue of relevance to everyone in our towns and cities.
This understanding should lead to greater cross-departmental collaboration within local authorities to target place-based improvements in and around parks – in public health, regeneration, education and economic development.
At We Made That, we see some pioneering examples of this – improvements to the greenspaces on the Chicksand Estate in Whitechapel are funded through the public health team. Recently, the London Boroughs of Camden and Islington have launched a joint Parks for Health programme.
Still, these examples seem to be outliers rather than the norm and the funding they attract is in the hundreds of thousands of pounds, not the hundreds of millions that it needs to make a meaningful difference at a national level.
"With research, leadership and co-ordinated action, we can reframe the conversation around the future of parks."
Parks making positive change
I dream of a 'Parks for All Fund' that is even more generous than the Future High Streets equivalent. A fund that invests public money into parks with confidence that the health benefits and future national health savings more than justify the expense.
This fund will need to cover capital costs for investment in park infrastructure, but crucially must also offer long-term committed revenue funding for maintenance and management.
By focusing on impactful projects that address the grand challenges of our time – public health, the climate crisis, inequality – the fund could bring multiple local authority departments and wider parks stakeholders together, with a focus on delivering genuine and measured change.
Delivered in the spirit of adaptation and innovation, its projects could be used to pioneer our understanding of how to increase engagement with and use of parks, or how to maximise health benefits.
By setting clear, locally-specific missions and establishing the full range of stakeholders needed to deliver on those missions, these projects would help us squeeze the maximum possible value from each and every park. This could include delivering new parks in areas of greenspace deficit, or addressing imbalance in the use of parks across different ethnicities through socially-engaged and bias-aware design processes.

The future of parks is in our hands
Recent action to respond to the COVID-19 crisis shows that funding can be available if the challenge it is tackling is sufficiently pressing. With parks, I believe it is.
Parks are a fundamental ‘public good’. When our parks thrive, people thrive.
Of course, all of this says nothing of the environmental benefits of greenspace in terms of biodiversity, flood management and contribution to tackling the climate crisis.
Rather than ‘nice-to-haves’ whose funding is pressured, discretionary or de-prioritised, a rounded and balanced understanding of the incredible and multi-faceted value that parks offer will see them recognised as net contributors to healthy, productive urban living, which are more than worthy of taxpayer funding.
With research, leadership and co-ordinated action, we can reframe the conversation around the future of parks.
About Holly Lewis
Holly Lewis is an architect and co-founder of architecture and urbanism practice, We Made That. She has led a unique range of urban and research projects for the practice, from pioneering industrial intensification work through to comprehensive high street regeneration projects.
In her roles as Mayor’s Design Advocate for the Greater London Authority and Design Council Built Environment Expert, Holly champions community involvement within the design process, empowering women in the built environment and equitable city-making.
Holly has taught BSc Architecture at the Bartlett School of Architecture, UCL and London Metropolitan University. She has also lectured in the UK and abroad. She is a trustee of The Architecture Foundation.
- Views expressed in the Future Heritage blog series are those of the authors, not necessarily of The National Lottery Heritage Fund. This blog was originally commissioned as a 'what next?' provocation to Rethinking Parks, our joint funding programme with The National Lottery Community Fund and Nesta.
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Stonehenge illuminated in dedication to unsung champions of UK heritage

The 5,000 year old sarsen stones of Stonehenge have been temporarily illuminated with the faces of eight committed individuals from heritage projects across the UK. Their work throughout the COVID-19 pandemic has been supported by National Lottery funding.
“Without the graft and tireless effort of these wonderful people, our much-loved heritage would be more at risk than ever this year.”
Sir Tony Robinson
The projections mark the first time that the stones at the world-renowned site have been dedicated to individual members of the public.
A video projection of Sir Tony Robinson, prohibited from attending the display in person due to current restrictions, introduced the eight heritage heroes. Watch a video below.
He said: “I love the fact that Stonehenge is being lit up as a tribute to some of the nation’s key project workers and volunteers, letting the public know about the hard work they’ve been doing to keep our heritage accessible to everyone using National Lottery funding.
“Without the graft and tireless effort of these wonderful people, our much-loved heritage would be more at risk than ever this year.”
72% of adults said outdoor spaces had had a positive effect on their mental wellbeing this year, whilst 43% said that heritage sites make them feel more relaxed and less anxious in difficult times.
The eight heritage heroes
James Rodliff

English Heritage’s James Rodliff is Operations Manager at Stonehenge. Without any visitors to the iconic site, and with 92% of the Stonehenge team furloughed, James worked with a small team throughout lockdown to ensure the care and conservation of the monument.
James was instrumental in planning for the safe re-opening of the site in early July.
He commented, “I’m surprised and humbled by this recognition from The National Lottery. I certainly didn’t expect to turn up to work and see my face up in lights.
“English Heritage has worked exceptionally hard – at Stonehenge and the hundreds of historic sites in our care – to look after these inspiring places and to welcome back people safely to them.”

Mick Byrne
Mick is one of many volunteers that strive to provide a world class visitor experience at the National Memorial Arboretum in Staffordshire – the UK’s year-round centre of remembrance, freely open to all. The team have provided socially distanced walks and ensured the stories of the fallen could continue to be told.

William Colvin
William has worked hard to transform the deconsecrated Cushendun Old Church, located in an isolated village on Northern Ireland's Antrim Coast, into a community arts and heritage venue and keep it open to members during lockdown.

Uzo Iwobi OBE
Uzo is the founder of Race Council Cymru Wales. She led the first ever Black History Wales 365 initiative, an ambitious year-long cultural programme of events, and provided invaluable support to grassroots ethnic minority communities during the pandemic.

Susan Pitter
Susan is Eulogy Programme Director & Curator at the Jamaica Society, which provides a voice to unheard and sometimes challenging stories of the Jamaican community in Leeds. She recently curated a gallery of 40 images of residents from the 1940s and 1960s – turning them from black and white into colour – for the online ‘Back to Life’ exhibition.

Luke Strachan
Luke is the CEO of Wild Things in north east Scotland. His work on the pioneering Silver Saplings project has helped whole communities and vulnerable older people, including care home residents, take part in nature-based activities, tackling isolation, loneliness and immobility.

Lee Turner
The Penllergare Trust works towards restoring the Penllergare Valley Woods in south Wales. Lee has run the project throughout the pandemic, keeping the woods open and safe for visitors during lockdowns and beyond.

Jade West
Jade is Volunteer Co-ordinator at the The Skylark IX Recovery Trust in West Dunbartonshire, Scotland. She has played a vital part in enabling the charity to continue providing training and skills development for recovering drug addicts during lockdown. They are helping to restore a Dunkirk Little Ship which rescued over 600 men during the Second World War.
Paying tribute to all heritage workers
“I would like to thank each and every one of them for their passion, commitment and the profound and positive impact they are having on the sector."
Ros Kerslake CBE, Chief Executive of The National Lottery Heritage Fund
The National Lottery has helped fund almost 1,000 heritage sites and projects across the UK in response to the pandemic.
Their new research, released today, found that 72% of adults said outdoor spaces had had a positive effect on their mental wellbeing this year, whilst 43% said that heritage sites make them feel more relaxed and less anxious in difficult times.
Ros Kerslake CBE, Chief Executive of The National Lottery Heritage Fund, said: “The National Lottery is playing a crucial role in supporting heritage sites and projects during the crisis, but it’s the important work of the thousands of amazing individuals, some of whom we are celebrating and honouring today, that keep these places going and make our visits memorable.
“I would like to thank each and every one of them for their passion, commitment and the profound and positive impact they are having on the sector.
“None of this would have been possible of course without National Lottery players, who raise around £30million each week for good causes.”
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Saving the green spaces that helped us through lockdown

Tony Juniper, Chair of Natural England
In laying the foundations for a green recovery, we need to ensure that environmental organisations and the partnerships they work within across England are engaged and supported. So I am delighted to see the launch of the £40million Green Recovery Challenge Fund.

When the UK turned to nature
The importance of a healthy natural environment is now fully acknowledged for what it provides to our society. Recognising not only the value of nature for its own sake, but also the many vital benefits it provides for people, for our health and wellbeing, and in tackling climate change, reducing flood risk, improving water quality and contributing to food security.
We have all noted the impact that lockdown had on people who were unable to easily access quality green space, particularly in urban areas. This was shown in the rush to the countryside once lockdown started to ease. It has been wonderful to see the pleasure people find outside, in our incredible National Nature Reserves, urban green spaces, Areas of Outstanding Natural Beauty and National Parks. This really reinforces the importance of continuing to protect these places, and to really get on with the task of making them better, including for wildlife.
"Almost half the population (46%) are spending more time outside than before the coronavirus (COVID-19) pandemic."
Wildlife for wellbeing
Natural England now has excellent evidence from our People and Nature survey for England. Latest data from July shows that almost half the population (46%) are spending more time outside than before the pandemic, up from 26% in May.
In addition, 42% of adults reported that ‘nature and wildlife is more important than ever to my wellbeing’. Urban green spaces continue to be the most popular type of green space visited, with 50% of adults reporting a visit in July.
The challenge for the sector
The pandemic has had a huge impact on the organisations that work so hard to protect and enhance our natural environment. There have been financial impacts through things like reduced membership and visitor numbers.
There have also been direct impacts on our most important sites and species, as projects to protect and improve them were put on hold when staff were unable to get out and continue the vitally important work they do.
Charities have been able to take advantage of government support such as the furlough scheme, but inevitably there has been an impact on jobs. And not just in the charities themselves, but in support industries such as environmental contractors, catering and tourism.
"The task (of improving the environment) was already a huge challenge, and we cannot afford to allow a long-term reduction in the capacity of the sector if we hope to meet it."
The 25 Year Environment Plan
Our fantastic charity sector environmental organisations have a key role to play in working with government and the private sector to meet the ambitions of the Government’s 25 Year Environment Plan (25YEP). The task was already a huge challenge, and we cannot afford to allow a long-term reduction in the capacity of the sector if we hope to meet it.
This Green Recovery Challenge Fund is fully in tune with current thinking. It takes a broad approach to restoring nature through funding projects that not only aid wildlife recovery, but which also increase carbon capture, reduce flood risk, improve water quality, boost tourism, and benefit public health and wellbeing.
By focusing on the three key themes of restoring nature, supporting nature based solutions and connecting people with nature, this fund will provide an excellent opportunity for environmental charities and partnerships to kick-start projects that help achieve the goals of the 25YEP. It will also help to sustain and build capacity in the sector for the future.

Rising to the challenge
To respond to the immediate challenges facing the environment sector, this fund has been established at pace and it requies applicants to respond quickly. We realise this will create a little pressure, but having worked with many such organisations for a long time, I know you are able to do this. (You are not called pressure groups for nothing.)
It is also an excellent move to deliver the fund through a partnership of Defra and its Arm’s-Length Bodies, including Natural England, Forestry Commission, Environment Agency and others. And distribution of the grants through The National Lottery Heritage Fund has put it in a very safe pair of hands. They have a tremendous track record in delivering grant schemes that have supported excellent nature protection and recovery initiatives and I’m sure will be making good choices as you submit applications.
I encourage all environmental charitable organisations to apply. Be part of setting the foundation for proper integrated nature recovery for the long term benefit of nature, people and places. I hope we get the very best spread of applications.
Your projects, and this fund, can be a genuine catalyst for green recovery by retaining jobs and skills, moving environmental initiatives forward, and providing high-quality access opportunities for people from all areas of society.
Applying to the Green Recovery Challenge Fund
The £40m fund is open to environmental charities and partnerships in England with projects that are ready to start and can be completed by March 2022.
Applications for grants from £50,000-£250,000 must be submitted by midday on 2 October 2020. For applications over £250,000 up to £5m, there is a two-step process, with initial expressions of interest required by midday on 24 September 2020.
Read the full criteria and application guidance and apply online.
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Government’s £40million Green Recovery Challenge Fund opens for applications

Ros Kerslake, Chief Executive of The National Lottery Heritage Fund, said: “I am delighted that we are distributing the Green Recovery Challenge Fund on behalf of Defra. We are committed to supporting the nature and environment sector quickly and effectively through this fund.”
Who is it for
The Green Recovery Challenge Fund is open to environmental charities and partnerships that include at least one environmental charity, with projects in England that are ready to start.
All projects must contribute to at least one of the following themes:
- nature conservation and restoration
- nature based solutions, particularly focused on climate change mitigation and adaptation such as through tree planting and restoring peatland
- connecting people with nature
Projects will be favoured that create or retain jobs, providing opportunities and benefits for all ages, including young people. Projects from both rural, urban and inshore marine areas are welcomed.
How to apply
Applications for grants up to £250,000 must be submitted by midday on 2 October. For applications over £250,000, there is a two-step process, with initial expressions of interest required by midday on 24 September.
Up to 100% of project costs will be available.
Please read the full criteria and application guidance before submitting your application.
If, after reading the application guidance, you still have questions, please register to take part in our webinars for applicants on Wednesday 16 September (now sold out) or Friday 18 September. The one-hour webinars, which will run from 12.30pm-1.30pm, will include a brief overview of the fund, followed by a Q&A session.
A greener future
The Green Recovery Challenge Fund, part of a wider HM Government green economic recovery jobs and skills package, will enable environmental charities and their partners to restore nature and tackle climate change.
The fund will help create up to 3,000 jobs such as ecologists, surveyors, nature reserve staff and education workers. In additional, it will safeguard up to 2,000 existing jobs in areas such as protecting species, finding nature-based solutions to tackling climate change, conservation rangers and connecting people with nature. It will also support suppliers in areas such as agricultural engineering, horticulture, and equipment and seed supply.
The National Lottery Heritage Fund is distributing the Green Recovery Challenge Fund in partnership with Natural England and the Environment Agency, on behalf of the Department for Environment, Food & Rural Affairs (Defra). It has been made possible by bringing forward funding announced at Budget 2020 including £10m from the Nature Recovery Fund and £30m of Nature for Climate Funding.
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Green Recovery Challenge Fund round 1
Important
The Green Recovery Challenge Fund is now closed to new applications.
Overview
The Green Recovery Challenge Fund is a short-term competitive fund to kick-start environmental renewal whilst creating and retaining a range of jobs. It is open to environmental charities and their partners to deliver projects in England.
The aim of the fund is to support projects that are ready to deliver and focus on nature restoration, nature-based solutions and connecting people with nature, delivering against the goals of the Government’s 25 Year Environment Plan (25YEP), whilst helping to sustain and build capacity in the sector.
The £40million fund has been developed by Defra and its Arm’s-Length Bodies, including Natural England, Forestry Commission, Environment Agency and others. The National Lottery Heritage Fund is distributing and monitoring this government money.
- Grants of £50,000 - £5million to deliver environmental projects in England
- Open to environmental charities and their partners
- Projects must be ready to deliver and funding must be spent by 31 March 2022
The Fund covers three themes:
- Nature conservation and restoration, including ecosystem restoration and species recovery;
- Nature-based solutions, particularly for climate change mitigation and adaptation; and
- Connecting people with nature.
All projects will need to deliver against at least one of these themes, but may contribute to more than one or all of the above. Further information can be found in the Additional Information section of this guidance.
Contents
Under this programme, we welcome applications from:
- environmental charities
- partnerships involving at least one environmental charity
Environmental charities
Your organisation will be a not-for-profit organisation such as a charitable incorporated organisation or company limited by guarantee, registered with the Charity Commission. The organisation’s principal aims (or charitable objectives) will be concerned with the protection or improvement of the natural environment.
We will ask to see your constitution or governing document as part of your application (see supporting documents - under How will we assess applications?)
Partnerships
In addition to at least one environmental charity, partnerships can include:
- Other not-for-profit organisations, including non-environmental charities
- AONBs, National Park Authorities, local authorities and universities, however these bodies can only use the grant funding to cover certain costs
- ‘For-profit organisations’ (for example utility companies) however these bodies cannot be the lead applicant or receive any of the grant funding.
Partnerships cannot include the following government bodies:
- Non-ministerial departments, executive agencies, executive or advisory non-departmental public bodies
If you are making a joint application, you will need to decide which organisation will be the lead applicant. The lead applicant will fill in the application form and, if you are successful, receive the grant and report on progress.
We will need to see a draft of your partnership agreement as part of your application (see supporting documents - under How will we assess applications?)
Eligible organisations can be involved in more than one application providing they can demonstrate that they have the capacity and capability to deliver within the time available.
Applicants can apply for projects which are ready to deliver and are able to spend the grant fully by end March 2022. You will need to demonstrate how your project delivers against at least one of the Fund’s themes and provide the details of any partners with whom you have chosen to work.
All project activity must take place in England.
Below are some examples of the type of work or projects that are relevant to the three themes of this fund. Note that this list is not exhaustive. Further guidance on setting out what your project will seek to deliver against the themes is provided in the Additional Information section.
Nature conservation and restoration
For example, projects may include action towards:
- Creation or restoration of priority habitat (as defined under Section 41 of the NERC Act)
- Improvement in the condition of Sites of Special Scientific Interest (SSSIs)
- Creation of blue and green spaces that connect wildlife-rich habitats by acting as wildlife corridors or 'stepping stones'
- Recovery of threatened, iconic or economically important species
- Reintroduction of native species or tackling invasive non-native species
- Restoring waterways / fish passage improvements
- Preventing, removing or cleaning up pollution, such as marine litter
- Environmental improvements in land management, e.g. for grazing
- Environmental surveying and monitoring work
Nature-based solutions, particularly for climate change mitigation and adaptation
For example, projects may include action contributing to:
- Tree planting and woodland creation
- Peatland, and other wetland, restoration
- Woodland restoration and management
- Wildfire prevention
- Hedgerow planting or improvements
- Natural flood management
- Creating, enhancing or connecting blue and green infrastructure
- Nature-based solutions to address water quality issues
- River or waterways bank protection and improvements
- Blue carbon habitat restoration projects, such as seagrass beds
We are particularly interested in projects that can demonstrate their contribution to the government’s net zero target.
Connecting people with nature
For example, projects may include actions contributing to:
- Improvements to visitor/education facilities
- Creation and improvement of nature-rich, active travel corridors, trails, boardwalks, signage, interpretation, increases in accessible paths in urban and rural locations
- Employment of wardens, rangers, educators etc.
- Bolstering health and wellbeing including blue/green social prescribing and ‘green gym’ activities
- Improving access to nature for under-represented groups, such as BAME communities, economically disadvantaged communities, children and young people, and older people
- Local food growing initiatives
- Volunteering, including the establishment of new local groups or greater public involvement within their organisation
- Community engagement and citizen science for environmental conservation and improvement
We will provide up to 100% of project costs. There is no partnership funding requirement for this Fund, although we encourage you to include partnership funding if it helps you to deliver better value for money against the Fund’s outcomes.
Examples of eligible costs include:
Capital:
- Building / planting materials
- Equipment purchase
- Contractors / consultants
- Interpretation materials
- Land/ lease purchase where essential for the success of your project
Core costs:
- Salaries etc of staff working directly on projects (including ensuring sustainability of project outcomes)
- Recruitment
- Skills and training
- Volunteer travel and subsistence
- Equipment hire
- Communications
- Monitoring and evaluation activities
- Full Cost Recovery – for charities only
Funding for AONBs, National Park Authorities, Local Authorities and universities can only be used to cover the following:
- Salaries & direct on-costs of staff delivering the project
- Costs of backfilling an existing post where a member of staff is transferred to deliver new work associated with the grant
- Direct costs of project delivery
Please note that this list is not exhaustive and gives you an idea of the types of costs we will cover. Your project costs must be compliant with State Aid rules. For further information about these rules, see Additional Information and further guidance.
As part of the assessment process we will consider how the proposed budget delivers on the project’s environmental objectives. For example, we will assess how equipment costs relate to stated objectives and will challenge anything that seems disproportionate. We will also consider the balance of budget across partners. We expect a substantial proportion of any grant awarded to benefit environmental charities directly.
Projects can deliver works or activities on private land providing that they are for public benefit rather than private gain.
The costs you apply for should cover the period from 1 November 2020 to 31 March 2022 only.
What costs can’t you apply for?
The following costs are ineligible:
- Anything that contravenes HMG’s advice on COVID-19
- Recoverable VAT
- Costs related to promoting the cause or beliefs of political or faith organisations
- Costs already covered through other funding, for example from COVID-19 related HMG funds, mainstream funds from HMG or other schemes such as the Heritage Emergency Fund
- Costs related to lobbying and/or activity to influence legislative or regulatory action
- Costs incurred prior to any grant award
- Full Cost Recovery for ‘other not-for-profit organisations’ (e.g. AONBs, National Parks Authorities, local authorities, universities)
For applications up to £250k:
- We are accepting applications from now until noon on 2 October. We aim to assess applications and make decisions within five weeks of this closing date.
For applications over £250k:
- We are accepting Expressions of Interest from now until noon on 24 September. We will aim to assess Expressions of Interest within seven working days of the deadline and will consequently invite the top scoring projects to apply. If we invite you to apply, you will then have three weeks to submit the full application.
This guidance covers everything you need to know to apply. We have designed the application process to be as straightforward as possible and we are requesting only the information we need. Please read this guidance and the supporting application form help notes before you start your application. We will not be able to offer specific one to one advice for this fund due to the short application window.
For applications up to £250k:
We will consider whether you meet the essential criteria for the programme (see under ‘Who can apply’ and ‘What can you apply for’, above). If you do not meet the essential criteria, we will not assess your application further.
We will then assess your application against the quality criteria below. We will also consider if your proposals are proportionate to the amount of funding for which you are applying.
For applications over £250k:
At Expression of Interest stage, we will consider whether you meet the essential criteria for the programme (see under ‘Who can apply’ and ‘What can you apply for’, above). If you do not meet the essential criteria, we will not assess your expression of interest further.
We will then assess your expression of interest against the primary quality criteria below. We will also check that your costs appear reasonable for what you are delivering.
If you are invited to submit a full application, we will check that you still meet the essential criteria for the programme. We will then assess your application against the full range of quality criteria below, based on the more detailed information provided. We will also consider if your proposals are proportionate to the amount of funding for which you are applying.
Quality Criteria
You will be primarily assessed on your ability to:
- Contribute to HMG environmental objectives as set out under the three fund themes Please see the Additional Information section.
- Create and/or retain jobs, especially for young people (16-24). This should include proposals for training, skills development and work experience and volunteering, and employment and/or opportunities for under-represented groups to access nature.
- Deliver value for money for the amount of grant requested.
- Deliver the project activities within the required timescale. Your project plan should set out activities that will clearly progress the land, feature or community towards the eventual outcome. Your project plan should also show how all permits, licences and consents needed to carry out the work will be in place within six months of any grant awarded. Priority will be given to projects that are already fully planned with permits, licences and consents in place.
- Demonstrate a track record of high-quality delivery on the part of the applicant(s), and the appropriate skill sets to deliver the project.
If your application addresses the criteria outlined above, we will then further prioritise applications according to the extent to which they:
- Demonstrate the long-term sustainability of the project outcomes beyond the funded period. We want to see how you will maintain and build on what your project has delivered, and how you propose to secure any follow-on funding required. We will expect you to work up your plans further during your project, and you should budget for this in your project costs.
- Demonstrate that the project proposal has been developed using existing evidence of best practice or ‘what works’ in contributing towards the three key themes of the Fund or demonstrate a degree of innovation and/or an opportunity for testing and learning from new approaches.
- Demonstrate links to local plans and strategies (for example Green Infrastructure Plans, National Park Authority management plans, AONB management plans or new initiatives like Local Nature Recovery Strategy pilots).
Evaluation
We will need to understand how you plan to demonstrate the impact of your project or how you have delivered against your objectives. You must build in evaluation from the beginning of your project. We expect to see a realistic budget included for evaluation in your project costs.
We will expect you to collect qualitative and quantitative information to evidence the proposed outputs of your project, against an identified baseline. These outputs will vary according to the nature of your work, but you can find further guidance in the Additional Information section.
At the end of your project we will expect delivery of an evaluation report, sent in before we pay the last 10% of your grant.
We will also expect you to participate in a wider evaluation of the Fund to be managed by The National Lottery Heritage Fund, which will require you to share data about the outputs of your project at interim stages. Further details on this will be supplied if you are successful in receiving a grant.
Supporting documents
You will need to submit the following supporting documents with your online application. We must receive them by the published application deadline.
Everything we need to assess your application is in the application form and supporting documents. Please do not submit any extra documents as we will not use them in our assessment.
All applications must include:
- Governing document (for example, constitution) (mandatory for all environmental charities)
- Detailed cost breakdown (mandatory for all applicants)
A spreadsheet detailing the cost breakdown provided in Section six: project costs in the online application form. For partnerships, please separate out costs per partner.
- Project plan (mandatory for all applicants)
All applicants must submit a project plan using the template provided.
- Table of consents (if applicable)
A list of all identified permissions, permits, licences and consents needed to undertake your project with narrative explaining whether these are already applied for or in place. For any not yet applied for, indicate the target date for submission and likely response times.
- Draft partnership agreement (if applicable)
This document should outline all partners’ roles and responsibilities.
- Calculation of full cost recovery (if applicable)
If you are including full cost recovery in your project budget, you must include a document that outlines how this calculation has been made.
- State Aid declaration (mandatory for all applicants)
A signed letter from your Chief Executive (or equivalent) to declare that State Aid has been considered and checked in relation to your application, flagging any potential issues.
For applications over £250,000, this letter should also include a commentary on how any issues flagged will be resolved in advance of any grant award.
For applications under £250,000, this letter should also declare whether or not your organisation has received de minimis State Aid in the previous three years, and – if it has – the total amount received in that period.
If your project includes buying land, you will need to submit additional supporting documents.
We will not begin assessing your application until you submit all of the relevant supporting documentation. If you do not provide your supporting documents by the application deadline your application will be withdrawn.
You should attach the relevant supporting documents to your online application form. We can accept most standard file formats. Please use the document names above so that we can easily identify each document.
Before you apply
Please note: The National Lottery Heritage Fund uses the same forms across a variety of programmes we administer. Some questions need to be answered differently for the Green Recovery Challenge Fund so please read the application help notes to understand what information is required where. You do not need to use the help icons embedded in the online form.
- We are not offering pre-application advice for this programme so make sure you read the guidance and check that you are eligible to apply.
- Read the application questions and guidance. Make sure you keep within the word limit for the application form.
- You will need to register on the online portal prior to submitting an application.
- Have your supporting documents ready to submit with the form.
Applications under £250k
If you do not already have a logon you will need to register.
Applications over £250k: Expressions of Interest
For applications for a grant above £250,000 a short Expression of Interest (EOI) form is mandatory. Guidance on the questions to be answered and a copy of the form is available.
An assessment panel involving all the Fund partners will use the information you provide to decide whether or not to invite you to submit a full grant application. If you are not invited to apply we will explain our reason.
We will aim to respond to all EOIs within ten working days of the deadline. You will then have three weeks to submit a full application.
If we award you a grant, we will send you a letter, which includes the amount you have been awarded and outlines the conditions of the grant.
You will need to complete and sign a permission to start form to confirm that you are accepting the grant and signing up to the terms in the letter. When you have completed this process, we will pay a proportion of your grant upfront.
For projects of £50,000-£250,000:
- We will give you 50% of the grant upfront.
- Once you have spent and evidenced the first half of your total eligible project costs, we will then give you the next 40%.
- The final 10% is paid when you have finished your project and sent us a final completion report and project evaluation, alongside evidence of the remaining grant spend.
For projects over £250,000:
- We will give you 25% or £250,000 of the grant upfront, whichever is the lower.
- Once you have spent this sum, we will pay quarterly in arrears, on submission of a progress report and payment request form including evidence of spend.
- The final 10% will be paid when you have finished your project and sent us a final completion report and project evaluation, alongside evidence of the remaining grant spend.
All grantees will be required to participate in monitoring and evaluation of the Fund.
- For grants of under £250k, we will expect you to report on the progress of your project at the mid-point, and on completion.
- For grants of over £250k, we will expect you to report on the progress of your project quarterly, including on completion with the evaluation report.
We will expect evidence of delivery and expenditure, such as before and after photographs, reports, invoices and receipts. More detailed information will be provided at point of grant award.
We will be evaluating the impact of the whole Fund and we will require you to take part in data collection to support this work. We will provide more information about this requirement in due course.
Guidance on Project Outcomes and Output measures
We recognise that it may not be possible to demonstrate delivery of longer-term environmental or social outcomes by the end of March 2022. However, we expect you to:
- set out in your application what you will deliver during the project that will contribute to your longer-term outcomes,
- have a plan to evaluate the project’s impact (see ‘Evaluation’, above).
- have a plan to sustain positive impacts of the projects post-delivery, on which you will work in more detail during your project
We expect you to describe in your application where you have drawn on existing evidence around what works in delivering against the key themes, or in developing indicators for your projects. For example, you may wish to use websites such as the Cambridge Conservation Database, Woodland Wildlife Toolkit or Natural England’s Climate Change Adaptation Manual in considering objectives and indicators for Nature Conservation and Restoration or Nature-Based Solutions, or the Nature Connectedness Research Group resources for Connecting People with Nature. Where projects are more innovative in their approach, we are interested to understand how the project could contribute to wider learning.
Below are some example project outcomes and output measures under each theme, that you may want to consider in completing the section on Project Outcomes. This may help you to define activities and deliverables within your plan and collect quantitative data to evaluate impact. Please note that these are intended as examples and you may wish to focus on different aspects against your chosen theme(s).
-
Nature conservation and restoration
Example Project Outcomes
Heritage will be in a better condition, as a result of (for example):
- New or restored wildlife-rich/priority habitats
- Existing wildlife habitats protected and enhanced
- Wildlife habitats expanded or more connected
- Actions to support species (particularly pollinators and other native species)
Example Outputs – what are your expected results by March 2022?
- Area of land/water prepared or planted to support new habitat or species
- Area of woodland brought into active management to improve condition
- Area of natural habitats now joined up to create wildlife corridors
- Area and number of wildlife ponds
- Measures implemented as part of river or waterways restoration plan and fish passageways
-
Nature-based solutions for climate change mitigation
Example Project Outcomes
Heritage will be in a better condition, as a result of (for example):
- Habitat restored or created for enhanced carbon sequestration and storage or improved resilience to climate risks
- Nature and land use change supporting better resource management, reduce carbon emissions or improve quality e.g. water, air
- Nature-based solutions to support climate change adaptation, including flood mitigation or coastal erosion management
- Increased investment in Natural Capital to deliver solutions
- Use of green infrastructure to support enhanced river or urban cooling
- Improvement in soil health
Example Outputs – what are your expected results by March 2022?
- Area of land undergoing or prepared (wetter, seeded, water clean) for peat restoration
- Area of land undergoing or set aside and secured for tree planting
- Number, area and/or density of trees planted
- Land management assessed for carbon budget and actions implemented to reduce emissions
- Measures implemented to improve soil health
- Volume of natural water storage secured or area of land managed for water quality
- Area of catchment roughened for water slowing
- Area of land and habitats identified, prepared or undergoing changes to increase resilience to climate change risks , following assessment of local vulnerabilities
-
Connecting people with nature
Example Project Outcomes
- Engaging or empowering community to support nature-based objectives
- Access to nature improved
- People connecting with nature to increase understanding and/or improve wellbeing
- Improving or increasing nature where people live
Example Outputs – what are your expected results by March 2022?
- Relative position along the community engagement standards scale (outreach/consult/involve/collaborate/shared leadership)
- Opportunities for volunteering for nature or citizen science, such as species monitoring
- Increase in numbers and diversity of people engaging with nature or visiting natural features
- Length of footpath or area of open access land now accessible
- Area of new nature identified/ prepared or introduced within 200m of residential area
- Number of features supporting wildlife in schools, parks and residential areas
-
Jobs/ Local Economic Impact and Financial Sustainability
Example Project Outcomes
- People gain or retain employment in the environment sector
- Skills developed or retained within the organisation
- Additional income for local businesses
- Greater local involvement in your organisation
- Improved governance or partnership arrangements
- Increased financial resilience
Example outputs – what are you expecting to achieve by March 2022?
- Number of jobs created or retained
- Skills, expertise or qualifications gained
- Number of businesses supported
- Increase in visitor or volunteer numbers
- Development of relationships to secure income streams
- Improved evidence base to support ongoing activities
Citizen science, biological-recording and data
Any habitat and species data collected through your project must comply with the standards for data quality and accessibility as set out by the National Biodiversity Network (NBN) on the NBN Atlas. These observations must be made available to the public on an Open Licence at capture resolution, subject to sensitive species restrictions.
There are several ways of achieving this. NBN Atlas Data Partners may prefer to supply datasets directly to the NBN Atlas. Alternative options include through the online recording tool iRecord or they can be shared with your local or regional environmental record centre for onward transmission to the NBN Atlas. Please ensure if submission to the NBN Atlas is via a third party they are aware of the requirements to submit this data at capture resolution on an Open Licence. If you are unsure how best to proceed, please contact the NBN directly to discuss the most appropriate data supply route.
State Aid
It is an applicant’s responsibility to confirm that their application has been considered and checked in relation to State Aid rules.
State Aid is a European Commission term that describes forms of assistance (usually financial) from a public body given to undertakings on a discretionary basis with the potential to distort competition and affect trade between Member States of the European Union.
State Aid rules prevent undue competition arising when there is potential for organisations to gain an economic advantage by having all or some funding provided from state resources to the detriment of other organisations who can only use their own private funding. We are a public funder and our grants are subject to State Aid rules. If we awarded a grant that was subsequently found to be in breach of State Aid rules, we would be required to reclaim those funds from the grantee with compound interest, noting this must occur irrespective of the outcome, be that financial hardship or bankruptcy.
For projects where the primary objective is conservation and/ or restoration of landscapes, habitats and species for the benefit of biodiversity, it may be that they do not constitute State Aid because:
- they may not be considered to be economic activity; and/ or
- they may be considered non-selective in that the main beneficiary is the general public; and/ or
- they may not have a measurable effect on intra EU trade.
Further advice on State Aid rules is provided on the government’s website. Applicants should seek independent legal advice if they are unsure whether their project will be compliant with these rules before submitting their application. When making their declaration that their application has been considered and checked against these rules, they should flag any aspects of their application that may have State Aid implications. If steps are needed to address State Aid issues in an application, these may form a condition of any grant awarded.
Working on private land
Many priority habitats and species occur on land that is owned by private individuals or for-profit organisations. Projects can deliver works or activities on private land so long as any public benefit clearly outweighs any potential private gain, and provided State Aid rules are not breached. For example, we could fund the restoration of hedgerows or create farm ponds, provided that they do not add financial value to the land or convey any significant indirect financial benefit that could breach State Aid rules.
When working on private land we understand there may be limits to public access. We do however encourage public access whenever practical and also accept that physical access may not always be appropriate or desirable for habitat conservation reasons. If improved access is possible you may also wish to apply for funding for new infrastructure, for example paths or hides, that can help to accommodate increased public access.
Works can take place on land owned by a Government Department or Arm’s Length Body provided they do not financially benefit from any investment. If an environmental charity or partnership were to undertake work on such land, then it can only be for works that would not be covered by any statutory responsibility. For example, if a charity created a new fish pass on Environment Agency (EA) land that would be acceptable provided responsibility for ongoing maintenance was transferred back to the Environment Agency and it is work that EA would not normally undertake as part of their statutory duties. Due consideration would also need to be made to ensure compliance with State Aid rules.
Third party ownership requirements
Where the land subject to grant funding is owned by a third party or multiple third parties (including private owners), legal agreements should be put in place between each land owner and the grantee. We expect these agreements to be in place within four months of any grant award.
There is no prescribed form of agreement but we have specific requirements which should be included in any third party land owner agreements.
At a minimum, the land owner agreements should include:
- Details of the parties
- Confirmation as to how the land is held (freehold or leasehold);
- A description of the property (including plans);
- Covenants on the part of the land owner to maintain the land in accordance with the terms of the grant (as applicable) or to allow access for the grantee to undertake maintenance;
- A provision that any onward disposal should be subject to the third party agreement.
- A provision that the agreement will last from the start of the work on the third party land until 10 years following Project Completion. You will need to provide us with copies of the landowner agreements to ensure compliance with these requirements. The land owner agreements will need to be completed and in place before any grant monies are released for work on each plot of land owned by a third party.
Consideration of Permissions or Licenses
Applicants should consider if their project requires any permissions, permits, consents or licenses for the project to be delivered. These could include (but are not limited to):
- A protected species license issued by Natural England or the Marine Management Organisation
- A Marine Licence from the Marine Management Organisation
- Site of Special Scientific Interest (SSSI) consent or assent from Natural England
- An Environmental Impact Assessment from the Forestry Commission
- A valid approved felling licence from the Forestry Commission
- Planning permission from a local planning authority
The cost of any permissions or licenses should be considered in the overall project costs and included in the bid if appropriate to ensure the project is deliverable. Early engagement with licensing bodies is advised.
Buying land
The Green Recovery Challenge Fund can fund projects that involve the purchase of land that is important for nature conservation and is at or below market value. The principal reasons for purchase must be a benefit for nature. If you already manage the land that you want to buy, you will need to show us what extra benefits the purchase will bring. You will need to show that all options for entering into an appropriate management agreement with the freehold owner have been explored before seeking a grant for purchase.
We can help you to buy land if you demonstrate in your application that:
- any risks to the land, habitat(s) and/or species will be reduced by your purchase;
- the price accurately reflects the condition and value;
- you can demonstrate the significance and value of the land in a regional or national sense.
We will not support purchases which we think are above market value. If we award you a grant, we may require a charge on the land or any buildings. We can fund all associated purchase costs such as agent’s fees, saleroom fees and taxes. Please ensure these are reflected in your cost table. If your project includes buying land then the terms of the grant will last in perpetuity. If you wish to dispose of what you have bought in future, you will need to seek the permission of both Defra and The National Lottery Heritage Fund. We may claim the grant back.
The information we need about the purchase
With your application you will need to provide:
- a location plan to scale, clearly identifying the extent of the land and any building(s) to be purchased and any relevant access to the land and building
- one independent valuation. This should include an explanation of how the assessment of the market value was reached. We welcome valuations by the District Valuer. We will normally be prepared to support a purchase at a figure up to 10% above the top of any range in an accepted valuation
- evidence that the current owners are the owners (have legal title) and have the right to both sell the land and/or building and transfer the title to the new owner
- evidence of any legal covenants, or rights (such as fishing, shooting, mineral, drainage), or long- or short-term tenancies, or rights of way or access, or any other interests which are attached to the land or building
Managing your data
For more information about how your data will be processed under this grant programme please see our privacy policy.
We understand that you may be disappointed with a decision. We can only review our decision again if you can make a formal complaint about how we have dealt with your Green Recovery Challenge Fund application.
We will only be able to consider and investigate the complaint if:
- We did not follow the published procedures for assessing your application.
- You can show that we have misunderstood a significant part of your application.
- You can show that we did not take notice of relevant information.
A complaint must be made in writing by emailing enquire@heritagefund.org.uk within 10 working days of receiving your application decision. We aim to acknowledge your complaint within three working days.
Your complaint will initially be reviewed by an Area/Country Director from The National Lottery Heritage Fund, who is independent of recommendation and decision panels for this fund. We aim to communicate a decision within 15 working days from when you submitted your complaint.
For assistance, contact our Customer Services Team on 020 7591 6044 or email enquire@heritagefund.org.uk.
Your questions answered
On 16 and 18 September 2020 we hosted two webinars for applicants to the Green Recovery Challenge Fund. Both of the sessions sold out very quickly, so we have published a digest of the questions and answers covered in those webinars.
The Heritage Fund is distributing the Green Recovery Challenge Fund in partnership with Natural England, the Environment Agency and Forestry Commission, on behalf of the Department for Environment, Food & Rural Affairs (Defra).
Changes to this guidance
We will continue to review our processes to ensure we are able to provide support where it is needed. We reserve the right to make any changes needed to the guidance and programme. We will communicate any changes as quickly as possible via this webpage.
Our support for the heritage sector in response to the coronavirus (COVID-19) crisis

Last updated: 15 April 2020
The coronavirus (COVID-19) virus is a worrying time for all of us and having a significant impact on the people and organisations we work with. We want to reassure everyone we fund that we will be as flexible and supportive as we can be during this very challenging time.
If you are concerned about the impact of coronavirus (COVID-19) on your heritage project or organisation, please don’t hesitate to contact your Investment Manager/Senior Investment Manager in the first instance. Or, if you have a general enquiry, contact our Customer Service team.
Please check our website regularly to get the latest news and updates.
Our Heritage Emergency Fund
We have made £50million available for a Heritage Emergency Fund to support the UK heritage sector as an immediate response to the coronavirus (COVID-19) crisis.
We will be investing the £50m where it is needed most, by providing short-term funding for organisations delivering heritage projects or running previously funded projects, and safeguarding heritage sites we have previously invested in to ensure they are not lost to the public.
The Heritage Emergency Fund is available as:
- A fund that organisations can access over the next few months as short-term funding to stabilise operations and manage unforeseen risks. Grants of between £3,000-£50,000 will be available.
- A select number of key strategic investments where heritage is identified as at greatest risk. This could include grant increases to funded projects that are currently underway.
In addition, we are also supporting the heritage sector by:
- Enabling organisations that have received grant funding and are currently delivering projects to delay or change the way the projects are delivered. This can include changes to approved purposes, flexibility on costs within a project, early drawdown of grant payment, a relaxation of some conditions of the grant, and flexible use of contingency funding.
- Providing bespoke advice and support via our local teams and in some cases, via our specialist network of mentors.
- Accelerating the provision of our £1.2m Digital Skills for Heritage initiative to help the sector through the crisis and beyond. This will include support for organisations to run activities and events, reach audiences, engage volunteers, share content and fundraise online.
- For the longer term, to help with recovery from the current crisis, we have invested £4m in two enterprise development programmes for heritage leaders across the UK, and business support programmes in all four countries. More information will be available in due course.
Decisions on awards under the Heritage Emergency Fund will be made as quickly as possible to support those in the sector with the greatest need.
Find out more in our Heritage Emergency Fund news story. Hear from our Executive Director of Business Delivery, Eilish McGuinness.
Heritage Emergency Fund guidance published
Our guidance sets out eligibility and prioritisation criteria for the Heritage Emergency Fund, as well as examples of what the funding can be used for. The key thing to know is that applicants must be:
- a not-for-profit organisation, and
- a current or previous recipient of a grant directly from us, and
- an owner, manager or representative of heritage, or be able to show you have delivered participatory heritage activity
Read the guidance in full. Hear more from our Executive Director of Business Delivery, Eilish McGuinness. Read our updated FAQs.
Before you apply, please do take time to really think about what support you need to get your organisation through the next few months. Applications will be accepted until 30 June 2020.
Heritage Emergency Fund applications are now open
Applying for a Heritage Emergency Fund grant is different from the usual way of applying for a grant.
The application form must be completed in one go, as it cannot be saved. It is important that you prepare your application material before you start.
Before you apply:
- Find your previous grant reference number.
- Locate your organisation’s current financial information.
- Read the Heritage Emergency Fund guidance.
- Prepare your answers to the application form questions. Important – please ensure that you are drafting your application within the stated word count of 1,500 words as this will help us assess your application in a timely way.
- Prepare any supporting documents.
- Save a copy of your prepared answers and supporting documents for your own records
- Complete and submit the application form.
After you apply:
- We will email you to let you know that your application has been submitted.
- As part of this email, we will send you instructions on how to upload your supporting documents.
- Submit any supporting documents by replying to the email. We recommend you do this as soon as you receive instructions, to help us process your application.
- We will check your application details are correct.
- We will consider your application and give you a decision within two to four weeks.
Halting new applications
In order to meet the immediate needs of the organisations we support, we’ve made some changes so we can focus our efforts on support for the heritage sector:
- We have halted all new Committee-level grants (£250,000-£5m) and single-stage delegated grants (£3,000-£250,000) until at least October 2020.
- Organisations that have been selected to apply for Heritage Horizon Awards (grants over £5m) will be given more time and deferred until the 2021/22 financial year. We will not be opening a further round of funding for Heritage Horizon Awards.
Please note: if we have already made a commitment of funding to you, we will continue to work with you and offer our support. This applies to more than 2,500 projects in development and delivery where our investment commitments total over £1billion. We recognise that you may need to change the scope and timetable of your project, and we will offer advice to help make those decisions. For those in development, we still expect to make decisions on delivery grants (although these remain competitive, as previously).
If you are already delivering a project we’re funding, we will be as flexible as we can be, relaxing reporting requirements where possible, bringing forward payments if necessary, and discussing with you changes of scope or cost due to coronavirus (COVID-19) impact.
Other support available
Please check those that might be relevant to you and your organisation. We will update this list with more information as it becomes available.
- Government guidance for employees, employers and businesses
-
guidance on the Job Retention Scheme for employers and employees
-
guidance on the eligibility of Public Bodies for the Job Retention Scheme
-
guidance on the Small Business Grant Fund (SBGF) / Retail, Hospitality and Leisure Grant Fund (RHLGF) (England only)
- information on claiming a grant through the Government's Self-employment Income Support Scheme
- advice and support for businesses from the Scottish Government
- support for the cultural and creative sector from the Scottish Government
- a round-up of support for Welsh organisations from Business Wales
- support for business and employers in Northern Ireland from NIDirect
In addition, a number of bodies and organisations across the heritage and wider voluntary and community sector have put together sources of guidance and information:
- Historic England
- Arts Council England
- Heritage Alliance
- NCVO for charities, voluntary organisations and volunteers
- Scottish Council for Voluntary Organisations
- WCVA for the voluntary and third sectors in Wales
- Heritage Funding Directory
Your response to our survey
Thank you to the 1,200 people – 79% of whom are current or previous grantees – who responded to our urgent call for evidence from the heritage sector.
Your input was invaluable in helping us shape the details of our Heritage Emergency Fund.
Some of the survey’s key findings included:
- The impact of the coronavirus (COVID-19) pandemic is universal: 98% of organisations have been impacted within the first three weeks and the remaining 2% expect some impact in the future.
- coronavirus (COVID-19) is expected to impact on organisational survival: 82% of organisations report high or moderate risk to the long-term viability of their organisation.
- Financial reserves are limited: 46% of organisations can survive for no more than six months.
- Flexible support required: In terms of support from The National Lottery Heritage Fund and our partners, you asked for greater flexibility for existing projects/grants (75%) and emergency funding (53%).
Read more in the blog by Tom Walters, our Head of Research, Data & Insight.
Download full analysis of our survey, and the parallel survey we commissioned with Wildlife and Countryside Link.
We remain open for business
We are fully operational and open for business, but we are conducting much of our day to day business remotely. We are doing everything we can to ensure we maintain business as usual.
Our Area and Country teams are contactable should you need any advice or further guidance.
Contact us
We are supportive of what you feel are necessary judgments and/or appropriate decisions to maintain the health and wellbeing of your employees and the people you engage through your work. We advise you to follow the NHS and Government advice.
NHS and Government advice
We are following the Chief Medical Officer’s advice. The NHS has published information about the symptoms, essential hygiene and what action people should be taking to reduce the virus spreading.
This is a changing environment, so it is important to keep abreast of these important updates. Information from the Government is being updated daily.
- For Northern Ireland: https://www.publichealth.hscni.net/
- For Scotland: https://www.gov.scot/coronavirus-covid-19/
- For Wales: https://gov.wales/coronavirus
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Black and brown faces in green spaces

Dr Anjana Khatwa, earth scientist, presenter and consultant
But like most children from Black and Asian families, I was told this was not a valid choice for me as a career. What would I do with a degree in Earth Science and a passion for nature? Where would I find a job?
These are valid questions asked by many in the Black and Asian community who see a lack of representation of themselves not only in green spaces as visitors but also within Britain's natural heritage workforce.
Daring to enter white working environments

In 2017, a report by Dr Richard Norrie, a Research Fellow at think tank Policy Exchange, uncovered some thought-provoking statistics about diversity and employment in the UK.
It found that certain jobs attracted diverse workers. These occupations fell into two distinct categories. The first were low-skilled jobs such as taxi drivers and security guards. The second was highly skilled professions like medicine and law that require formal academic training.
But when you look closely at the least diverse occupations, it gets more troubling. Norrie found that the environmental sector was one of the whitest in the UK. Only 0.6% of the workforce identify as non-white and 2.5% as other white.
"For a Black or Asian person to choose work in the environmental sector takes great courage and inner strength. You knowingly put yourself in extreme cultural isolation and at risk of hostility."
This means that not only must people of colour carry the burden of working within a white-dominated sector but by the very nature of the roles on offer, they must live in rural areas which are also predominantly white. My Jurassicgirl Journeys videos help explain some of that experience.
For a Black or Asian person to choose work in the environmental sector takes great courage and inner strength. You knowingly put yourself in extreme cultural isolation and at risk of hostility, racism and discrimination. Such a barrier is something our white peers do not need to consider.
A culture of disinterest and ignorance
The DEFRA Protected Landscapes Review led by Julian Glover added more misery to this grim situation.
The team found that nationally only 0.8% BAME people were represented on the boards governing and managing National Parks and Areas of Outstanding National Beauty.
"Research exposed an underlying culture in natural heritage organisations of tokenism, disinterest and ignorance about how to address the problem."
Combined with research that showcased how Black and Asian communities were not only isolated and fearful of venturing into natural landscapes, it also exposed an underlying culture in natural heritage organisations of tokenism, disinterest and ignorance about how to address the problem.
In her book White Privilege, Professor Kalwant Bhopal writes that: “as long as white identity and white privilege are not threatened, white groups are supportive of diversity and inclusion programmes. Consequently, they can sell themselves as diverse and fair as long as their white privilege remains intact and unthreatened."
Where natural heritage organisations are almost exclusively white and unwilling to address their privilege, the disinterest and ignorance towards equality can lead to structured racism.
This can manifest itself subversively – for example by impacting grant applications and projects designed to engage Black and Minority Ethnic (BAME) communities.
Such projects then become institutionally racist. Programmes are delivered to BAME communities (rather than with) and assumptions (often guided by unwitting prejudice, ignorance and racist stereotyping) are made about what these audiences want, need and require.
So how do we begin to dismantle these structures to create a change in the mindset across our sector?
Four ways to really change the system

1. Invest in meaningful Equality, Diversity and Inclusion training
The training should ask all staff and board members to reflect on their position of privilege. They should think about what it means to be a diverse organisation and practise inclusive leadership. In the light of Black Lives Matter, the greatest action comes from the ability to listen to diverse voices who are willing to help you grow and learn as an organisation.
2. Adjust your language and terminology
"Under-represented" or "hard-to-reach" implies that Black and Asian people are at fault. Instead, using the term "underserved" implies that organisations need to do more to engage with these communities. Although BAME is commonly used, it masks a huge disparity for people of colour, particularly for Black people. Black Indigenous and People of Colour (BIPoC) is now gaining traction.
3. Embed posts within the BIPoC community
When creating community engagement posts as part of a funding bid, embed the officer within the community organisation you wish to work with. Community organisations already have a reputation of support and trust with the audiences you wish to reach. As Vice Chair of the Dorset Race Equality Council Board, I bridge the gap between natural heritage organisations and diverse communities. If you have similar organisations in your region, approach them and offer strategic support for developing joint bids that will help Black and Asian communities access nature.
4. Show public support for diversity and inclusion
When trying to attract diverse candidates, ensure there is a public commitment to diversity and inclusion. Ensure that you are accountable for your actions.
Be open to sourcing mentoring for that candidate, building support structures and creating a safe space for that person to be themselves.
Consider what skills are essential for the post since many Black and Asian people could transfer skills from other sectors.
Making change, together
Dismantling structures and ideologies to create sweeping change in our sector will not happen as quickly as toppling a statue.
But working together, as allies and critical friends, we can create a more inclusive landscape that reflects and engages all shades of our society.
About Dr Anjana Khatwa
Anjana Khatwa is an earth scientist, presenter and consultant specialising in learning and engagement, content development and embedding diversity and inclusion into business practice.
Anjana has been awarded the RGS Geographical Award, a Silver Commendation from the Geographical Association and is a Finalist in the National Diversity Awards 2020 as a Positive Role Model for Race, Faith and Religion.
She is Vice Chair of the Dorset Race Equality Council. You can follow Anjana on Twitter and Instagram as @jurassicg1rl
- Views expressed in the Future Heritage blog series are those of the authors, not necessarily of The National Lottery Heritage Fund.
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Museums should be like public squares - for everyone to enjoy

Bobby Friction, BBC Asian Network presenter and DJ
I was seven years old and on a school trip the first time I entered a museum, and it changed my life forever.
Standing and screaming in a room that actually shook to recreate the different levels of Richter scale during an earthquake was an intellectual watershed moment for me.
Up until then, my life as a British Asian kid revolved around toys, school and casual racism from classmates. The “Earthquake Room” in a museum in London changed all of that. This unique experience viscerally taught me science and learning could be fun.
Passing on a love of learning
This summer my own twins turned seven and I decided to take them on their first trip to the Science Museum.
We left after many hours of joy and it felt obvious to me that in our tech-driven, experience-centred, Instagrammable culture, institutions like the Science Museum are more alive than ever.
But that day I sent a tweet about my experience which seems to have resonated with a lot of people.
Off to the Science Museum with my twins today. All of us VERY excited.
— Bobby Friction (@bobbyfriction) July 26, 2019
My generation didn't get to do this stuff when we were young because
a) Our migrant parents didn't know what the science museum was.
b) They worked till they dropped & didn't have time.
My kids are lucky.x
Cold eyes in the museum

My mum and dad, immigrants from India, would never have taken me to a museum. It's not that they were anti-intellectual. They were actually the opposite: showering me with books and inducements to study. They had a keen interest in my educational life as a kid.
They just didn’t get what museums had to offer. Museums seemed like fussy, musty places, inextricably tied to the establishment for them I think… The kind of places where people would go silent when you walked in and looked at you with cold eyes.
Believe me; growing up in the 70s and 80s here in the UK as people of colour those cold eyes were a daily experience.
Feeling out of place
There was also the added pressure of money in an immigrant household. Whether you had money or not, in a home like I grew up in all kinds of frivolous expenditure wasn't tolerated. That's true I think across the planet within immigrant communities. Museums always seemed like upper-class spaces to us growing up, with (true or not) upper-class price tags to match. I wouldn't be surprised if that's still the case for newer migrant families.
It was going to be up to me to explore these places on my own.
In my early teens, I spent a lot of time hanging around libraries and soaking up all the information I could. As I grew older, I decided I was to become a rock'n'roll intellectual, and I threw myself into all of London's museums. I did the old establishment museums, the classic-looking ones, and the modern ones with architecture to match.
At first I pretended to enjoy the experience, but after a while I couldn’t lie to myself anymore.
I found many of them boring and most of the time I just felt out of place and uncomfortable. Imagine that: trying to learn and expand your mind, but feeling you shouldn’t be there in the first place.
Making everyone feel welcome
I understand that many of those museums are now very different places from even 20 years ago. But more change is still needed, particularly in how the staff reflect who their visitors are, and who those visitors could become.
The glorious thing about the Science Museum is that my twins were talked to by what seemed like learned teacher types with a zest for what the kids wanted. They were equally good at speaking to me about interstellar space, thus keeping all of us happy.
It really felt like an intellectual British public square that we all owned and had a right to occupy. The staff responded to us as worthy British citizens who also had an ownership of the institution.
I will leave the arguments about content and curation to people more in the know than me, but I think that that feeling of everyone being welcome in our country’s museums is vital. It should be a welcome that is full on, warm, educational, cross-generational and open to every class and colour.
The Earthquake Room opened up a lifetime of learning for me, and I want my children – all children, of all nationalities and class backgrounds – to have that kind of experience.
How we are helping to open up heritage
At The National Lottery Heritage Fund, ensuring that a wider range of people will be involved in heritage is a mandatory outcome for any project we fund.
Get inspired with some of the projects we have funded so far.
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Unmissable openings this autumn

Kresen Kernow, Cornwall, opened 7 September

From pirates to tin mining, Bronze Age trade routes to pasties, Cornwall’s distinctive history gives it a special significance for people around the world. Thanks to £11.7million of National Lottery funding, the Kresen Kernow archive centre has just opened in the former Redruth Brewery. It's a state-of-the-art new home for more than 1.5m records and artefacts, covering Cornish history from the earliest traces of human activity to today.
Find out more on the Kresen Kernow website.
Science Museum, London – Science City, opened 12 September, and Medicine: The Wellcome Galleries, opening 16 November

Nearly £10m from National Lottery players is behind a double bill of openings at The Science Museum.
Science City tells the story of how London grew into a global hub for trade, commerce and scientific enquiry between 1550 and 1800. Meanwhile Medicine: The Wellcome Galleries brings together 3,000 artefacts in an fascinating exploration of medicine and medical treatments spanning 500 years.
Explore more on the Science Museum website.
Engine Shed, Northampton, opening 14 September

At one time, steam trains on the Bedford to Northampton line pulled into The Engine Shed for a service. The 1870s building has had many further uses in its 150-year history, but it was gutted by an arson attack in 2000. After a National Lottery-funded restoration, the building now serves as the Students’ Union for University of Northampton’s Waterside Campus. Members of the public can also pull in for a drink and slice of cake.
Read more on The Engine Shed website.
Calderstones Mansion, Liverpool, opening 14 September

Liverpool's Calderstones Mansion House has been transformed into The International Centre for Shared Reading. Previously derelict, the mansion is now home to reading rooms, workshop and community spaces and a café. An outdoor Art Deco theatre has been returned to its original splendour. The Neolithic Calder Stones, dating from the time of Stonehenge, have undergone specialist conservation to set them ready for their next 5,000 years.
Read all about it on charity The Reader's website.
Pilgrims Gallery at Bassetlaw Museum, Retford, opening 19 September

2020 marks the 400th anniversary of the sailing of the Mayflower, which carried the first English Puritans from Plymouth to the New World. This innovative new gallery tells the story of Mayflower Pilgrim and Plymouth Colony elder William Brewster, born in Scrooby, Bassetlaw. Explore ideas such as religious tolerance, freedom and migration alongside less well-known stories focusing on the experiences of women, children and the Wampanoag, the Native Americans living in Massachusetts when the Mayflower landed in 1620.
Find out more on the Pilgrim Roots website.
Women’s history mosaics, Newport, unveiled 20 September

Inspirational women who played an important role in Newport’s life and success are the subjects of six new mosaics on St Pauls Walk, Newport. The mosaics have been created by Newport artist Stephanie Roberts with support from local schoolchildren and community groups. The beautiful mosaics celebrate the achievements of Chartists, Suffragists and Suffragettes, Second World War factory workers, athletes, Newport’s first female mayor, Mary Hart, and contemporary women of Newport.
Read more on Newport City Council's website.
Cambridge Museum of Technology, Cambridge, opening 5 October

Delve into an often forgotten side of Cambridge. Housed in a former sewage pumping station, Cambridge Museum of Technology’s exhibits include working engines, telephone exchanges, printing presses and many more wonderful contraptions. New displays will open on 5 October, including two engines and exhibitions showcasing brickmaking, brewing, food production and the town gas works.
Find all you need to know on the museum website.
Aldeburgh Museum, Suffolk, opening October/November

The Moot Hall was built by the Burgesses of Aldeburgh over 450 years ago as a symbol of the seaside town’s burgeoning wealth and civic pride. Over the centuries this beautiful Tudor building has housed a court, jail, the Town Council (which continues to meet there), local traders and, more recently, a museum. Thanks to The National Lottery Heritage Fund, the museum has been redeveloped to better reveal the town’s intriguing history of seafaring heroes, dramatic coastal erosion, witches, wartime action, Anglo-Saxon ship burials, fishing, trade, world-famous artists, holiday makers and much more.
The museum's website has all the latest information.
Aberdeen Art Gallery, Aberdeen, opening 2 November

Aberdeen Art Gallery has undergone a major transformation thanks to £10m from The National Lottery. Art lovers of all ages will find much more space for artworks, a new exhibition gallery and a refurbished Cowdray Hall and Remembrance Hall. Visitor access and facilities have been dramatically improved – essential as the revitalised Gallery is expected to attract over 250,000 visits annually, making it one of Scotland’s most-visited galleries.
Why working with communities can be 'transformational' for museums

The queer times school prints exhibition was held at Glasgow's Gallery of Modern Art (GoMA) from 1 December 2018 to 10 March 2019.
It was a big success, attracting more than 29,000 visitors over three months, and much of this was due to conversations held with the LGBT+ community before it even began.

Led by charity Glasgow Life for its Queer Times project, this dialogue has opened up a new way of improving representation in GoMA’s exhibitions and collection. We found out more.
After Dark and queer times school
The first part of the project took place during the After Dark and queer times school series of events, held in museums, libraries and archives across Glasgow in July and August 2018.
Speakers from a diversity of backgrounds and professions gave talks and led conversations on key LGBT+ issues in Scotland from 1967 (the year when homosexuality was partially decriminalised in England and Wales) to the present day.
These included:
- the decriminalisation of homosexuality in Scotland in 1980, 13 years after England and Wales
- opposition to Section 28 (Clause 2A in Scotland), the law which prohibited local authorities and schools from “promoting” homosexuality
- the AIDS epidemic
- the experiences of LGBT+ people in ethnic minority communities
- recent changes to the Scottish curriculum to include LGBT+ topics
Many speakers and participants had not been involved in a heritage project before and their perspectives shone new light on these histories.
queer times school prints exhibition
The outcomes of the queer times school events inspired GoMA's queer times school prints exhibition, which was commissioned by artist and queer times school participant, Jason E Bowman.
It centred on a commissioned set of prints from ten LGBT+ artists that responded to themes identified in the queer times school. These prints were later acquired by Glasgow Museums for its collection.
The exhibition also included a changing display of LGBT+ heritage items, a reading resource space, a wall painting and a programme of films – all developed by queer times school participants.
"Queer history must be documented and remembered, for it illuminates the struggles which still take place today for queers in their family, community and workplaces."
queer times school participant
It attracted 29,294 visitors, and a further 546 attended readings, tours, screenings, workshops and discussions.
Going forwards

Queer Times project manager Katie Bruce said: “It was wonderful to see how popular the exhibition was after everyone’s hard work and belief.
"The planning process has been transformational for GoMA; in how it acquires works, interprets collections and curates exhibitions.
"We’re keen to work with other communities in a similar way in future.”
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For this too is history – four ways to change

Hilary Carty, Executive Director, Clore Leadership
It is difficult to think of a month like the last. Despite our many differences, people across the world have come together, joined by shared experiences and common causes.
Whether it is the climate emergency, coronavirus (COVID-19) or the issues of racial injustice stirred by the death of George Floyd in the USA, people from Korea, Kenya and Kent have connected on concerns at once both personal and universal.
How can the heritage sector respond to this time of upheaval?
"This we are all living through is history. From the perspective of future generations, this too is heritage."
The challenge is to capture these moments of shared meaning. And then to reflect them well. For this we are all living through is history. From the perspective of future generations, this too is heritage.
But what should be collected? Whose heritage should be conserved? Who decides? And is the sector moving fast enough to capture the nuances as well as headlines of current events? Are different perspectives being given a fair representation? We are hearing loud and clear that there is little tolerance for a single lens view.
Here are some questions we could all think about:
Who is on our staff?
Are you making the most of your teams’ experiences and connections? Are their networks contributing to the mix at this critical time? Who are the well-connected individuals with the insights, understanding and community links necessary to capture the range of narratives we will wish to tell?
Many heritage organisations have long moved to reflect a broader range of perspectives and experiences. Has that gone far enough? Is it embedded practice?
Without a diverse workforce the challenge will continue to be steep.
A review of the workforce to inform team planning after the pandemic could be helpful. And how can we ensure that the line of least resistance is not the first answer?
Who are we talking to?
Paradoxically, while in lockdown, we have experienced a great opening up of institutions – illuminating access to collections, catalogues and treasures. It has been joyful to see heritage humour brought forward through Yorkshire Museum’s #CuratorBattle or the #GettyMuseumChallenge (other heritage humour examples are available!).
What these projects have in common is the way in which they invite you to engage with heritage professionals alongside heritage objects – the personalities of curators meeting the creativity of the public.
These innovations also bring significant numbers of new audiences to heritage.
Some may never have the opportunity for a site visit or membership, but might their curiosity still be encouraged, to build on this audience adventure beyond the period of lockdown?
How are we funded?
One of the most dramatic shifts of the coronavirus (COVID-19) experience has been the ways in which sector funders have responded with dynamism and speed.
Asking questions, listening, releasing new resources, flexing schedules, connecting and creating timely responses to urgent needs. And that is in addition to providing essential information and guidance, and a genuinely empathetic approach. It is, rightly, being applauded.
Might we stick with the lean and nimble processes of this dynamic response, seeing this as the new way forward rather than simply an emergency measure?
"This funding response need not fade as a one-off gesture. Rather, it could be marked as the catalyst for innovation, spurring adaptations and new ways of investing in cultural heritage."
It could be an opportunity to prioritise innovative organisations and ways of thinking, focusing on curation, capacity building and engagement – particularly with those who have found barriers in their way in the past. That truly would be "future heritage".
As a former member of The National Lottery Heritage Fund’s London committee, I do not underestimate the challenge. But I believe this funding response need not fade as a one-off gesture. Rather, it could be marked as the catalyst for innovation, spurring adaptations and new ways of investing in cultural heritage.
How do we invest in leadership?
Clore Leadership has had the pleasure of working with, supporting and nurturing many of the heritage sector’s professionals. Responding to the pandemic, we:
- shared resources for crisis management
- offered timely perspectives to deal with immediate challenges
- facilitated peer-to-peer support
- created the Clore Leadership Experience (short-form professional development opportunities for staff on furlough or freelance)
We too face the challenge of learning and adapting – of balancing our highly regarded Fellowship and Intensive Courses with the new webinars and online learning that have brought fresh successes and keen new learners to our table.
For us, as for the heritage sector, our challenge is to look sufficiently far ahead. We need to combine urgent needs with a strong foundation for the future we want to create.
By strengthening leadership right across the sector, from established to new professionals, we share the aspirational load.
Shared experiences mark this time. Let’s ensure equitable outcomes mark the future.
Carpe diem.
About Hilary Carty
Hilary Carty is the Executive Director, Clore Leadership, a role she took up after six years as a consultant, facilitator and coach specialising in leadership development, management and organisational change.
Hilary’s earlier roles include:
- Director of the Cultural Leadership Programme
- Director, London (Arts) at Arts Council England
- Director, Culture and Education at London 2012
- Director of Dance for Arts Council England
- Visiting Professor on leadership (Austria)
- The National Lottery Heritage Fund London Committee Member
In recognition of her contribution to the arts, culture and heritage, Hilary has been awarded three honorary doctorates and three fellowships from UK universities. Hilary is a governor of The Royal Ballet.
- Views expressed in the Future Heritage blog series are those of the authors, not necessarily of The National Lottery Heritage Fund.
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Returning to a changed heritage world

Ros Kerslake, CEO, The National Lottery Heritage Fund
Today is my second day back at work after abruptly having to put my life on hold in November 2019. Six months ago, out of the blue, I was diagnosed with Acute Myeloid Leukaemia.
But, if it is possible to be lucky when having cancer, I have been (so far). I had a speedy diagnosis, excellent medical care from all the NHS staff at The Royal Marsden, and successfully completed intensive treatment before the onset of the coronavirus (COVID-19). My thoughts are very much with those being diagnosed or in treatment right now.
"The world, the workplace, and the heritage sector that I am returning to, are, of course, not normal."
Thankfully, I am now cancer free and, despite having a lot less hair (which is, at least, practical during lockdown) I am more or less back to normal.
But the world, the workplace, and the heritage sector that I am returning to, are, of course, not normal.
Facing the crisis
This is the biggest crisis I have seen in my lifetime. I’m very proud of the way everyone at The Fund has mobilised to support people and organisations working in heritage across the UK.
Within days of moving all our 300 staff to home working, my team surveyed over 1,000 heritage organisations to understand the immediate impact of coronavirus (COVID-19). Using this evidence, we launched our Heritage Emergency Fund, offering emergency grants of between £3,000 and £50,000. We have already approved the first round of applications.
We increased our investment in digital skills for the sector, recognising how important digital expertise will be in a ‘social distancing’ world. And we firmly committed to supporting our existing grantees through this most difficult of times, providing them with greater flexibility on grant payments and making over £31m of grant payments in April.
Next phase of financial help
But we also recognise that some organisations, particularly independent heritage attractions that are highly dependent on visitor income, may have a higher level of financial need than our initial emergency funding can cover.
I’m pleased to announce therefore – as my first action since returning – a new strand to our Heritage Emergency Fund.
Within the current £50m Heritage Emergency Fund, we’re creating a new grant range of £50,000–£250,000. It will be open to past and current grantees.
This new strand will help us:
- respond to exceptional cases of larger-scale need
- protect heritage at severe immediate risk
- and, crucially, safeguard the heritage that can play a key role in the UK’s economic and community regeneration from the impacts of coronavirus (COVID-19)
We are developing the detail for how to apply for these new grants in the coming week. We will actively communicate this when applications are open. In the meantime you can keep up to date with the latest information by following us on social media.
The future for heritage
The Heritage Emergency Fund will enable us to help those most in need in the immediate term. Our non-financial support, such as the additional investment in digital skills, will help many more organisations adapt to new ways of working and be better equipped to survive.
This crisis, however, brings new and unique challenges.
Even heritage organisations that have built successful income streams are vulnerable. The impact of the coronavirus (COVID-19) will be uneven – the consequences for some communities, regions and types of organisations will be far more significant than for others. And I recognise that despite all our efforts at the Heritage Fund, the difficult fact is that we will not have the resources to help everyone we would like to.
Some heritage organisations are going to have to rethink their future. Given the uncertainty we face, some may have to do so despite their own Herculean efforts even if they have received support from us.
"We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again."
We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again. But the fundamental importance of heritage in people’s lives, the contribution that it makes to people’s wellbeing, sense of self and of place, the need to protect it for future generations and its value as an employer and to the economy means we must all work together to achieve the best possible outcome.
So, beyond the immediate funding support we have already launched, I see our role at The Fund as supporting the heritage sector to work through how the future will be different. This must be a joint endeavour, and we will work with the widest group of partners and draw on different and new perspectives to reimagine the heritage sector in the future.
New views
To start this conversation, this month we are launching ‘Future Heritage’, a series of opinion pieces from a range of leaders across our sector. We hope these diverse views will stimulate new thinking, ideas and debate about the future of heritage in a world after coronavirus (COVID-19).
"All of us involved in heritage know – beyond its economic contribution – how critically important it is."
All of us involved in heritage know – beyond its economic contribution – how critically important it is. The benefits it delivers will be just as important as we look to the future, if not more so, but our sector will need to innovate and embrace new ways of working to thrive.
It is an unfamiliar landscape that I find myself returning to, but I'm very pleased that I’m back and able to contribute at a time when there’s so much that needs to be done.
Cancer makes you stop and reassess your life. I’ve come out the other end of it feeling that what we as a sector do, and the work of The Fund is more important than ever. Working with our stakeholders, our Board of Trustees, committee members and my team, I look forward to tackling the challenges ahead for the heritage community.
In the meantime, stay safe and look out for each other. I know how important it is to have the support of family and friends during these extraordinary times.
Independent museums can shine a light after the darkness

Nat Edwards, Chief Executive, Thackray Museum of Medicine
When in doubt, revel in the darkness.
Each act of celebration is a spark.
Gathered together
they call back the sun.
- from Revelers, by Lynn Ungar
Disregard statistics for a moment. At a human level, these are dark days.
As in many other workplaces, in an independent museum, where you know the name not just of every colleague but also their children and pets, the individual cost of the pandemic is everywhere.
"This crisis has shown the remarkable capacity for people to adapt and bring their human instincts and resilience to the fore."
Our team has had its share of anxiety, illness and grief. The toll is only exacerbated by the fact we can’t reach out and touch those who most need it.
Yet this crisis has also shown the remarkable capacity for people to adapt and bring their human instincts and resilience to the fore.
The future museums face
Museums face an unimaginable future. Writing in mid-May, I hope the sector might reopen in time for the summer. But I don’t quite know how, nor whether people will come.
My own museum, the Thackray Museum of Medicine in Leeds, faces a double whammy as the lockdown started during a major refurbishment. Not only did we lose our trading income, but delay to the project means we have lost the opportunity of even an uncertain summer reopening. Government assistance, such as rates relief and furloughing, has helped us stay afloat, just.
Funders such as The National Lottery Heritage Fund and Arts Council England have been quick to provide emergency funding for those in the most need. But we know that it won’t be enough for everyone. Many museums will need to make difficult choices after coronavirus (COVID-19).
The value of independent museums
The irony is that independent museums will be needed more than ever post pandemic.
"Where better to make sense of what we have all been through than in a medical museum?"
People will need places in which to reconnect with relatives and friends. Families will need affordable destinations for previously cooped-up children to decompress. Where better to take your gran for her first cup of tea out? Where better to make sense of what we have all been through than in a medical museum?
The UK doesn’t have a national museum of medicine. Most of our medical museums are away from the bustle of the nationals, tucked in corners of medical associations and colleges or else independent charities like Thackray Museum. They don’t have the larger museums’ access to resources.
Yet these are the very times that people need to know that the Anaesthesia Heritage Centre, the George Marshall Medical Museum, the Florence Nightingale Museum, or the many others across the country, will continue to bear witness to this remarkable moment and to inspire the next generation of health heroes.
Galvanised by crisis
Even during the lockdown, the value of our sector has been proved.
Like many, we contributed to #MuseumFromHome. We have supported wellbeing through activities such as our Lorina Bulwer Sew-In and initiated coronavirus (COVID-19) collecting and co-curation initiatives, including a very hastily built Health Heroes microsite.

We made our car park free for NHS staff and hosted a food distribution point for frontline workers. We provided details of ventilator parts held in our collection to engineering companies to help make new ventilators. We worked round normally time-consuming and complex rules on disposal of museum objects to make useful kit available to the people who needed it.
"Those furloughed staff who could do so signed up as NHS volunteers while others found creative and daft ways to keep the team talking."
Those furloughed staff who could do so signed up as NHS volunteers while others found creative and daft ways to keep the team talking, laughing and even crying together, while apart.
Our trustees have been re-galvanised by the crisis, helping us to add coronavirus-related objects from the closing Nightingale Hospital and elsewhere to our museum collection, bringing both time and an enormous range of expertise to our cause. We have been in touch with other teams across the region to plan collecting strategies and digital engagement and sometimes, as in the case of Yorkshire Museum’s Curator Battles, just to be very silly indeed.

Preparing for a different future
Expectations have been (carefully) thrown out the window. And I've found that when freed from constraints of process, people’s deeper instincts and values have kicked in. That's why I’m optimistic about our capacity to meet the future. We don’t yet know quite what to expect, but we can have a good guess.
With fewer resources and audiences under pressure, our production costs will need to come down. More than ever, we will need to find ways to make every penny count, adding value and finding extra uses for everything we produce, from exhibitions to events.
"Museums that fail to reflect our collective recent experience on a human scale will seem aloof."
That will mean including more digital content in our projects and tailoring that content to a far greater range of communities’ needs, from training resources and apprenticeships, to advocacy tools, social prescribing opportunities and a whole host of other applications and re-uses that genuine collaboration will define.
Big, expensive, blockbuster projects are, I think, going to feel unworldly after the crisis. Museums that fail to reflect our collective recent experience on a human scale will seem aloof.
Sharing for the common good
I believe that, with museums struggling to survive, remaining resources need to be shared for common good. This is not simply for the museums themselves, but for public benefit too.
This presents a fantastic opportunity for independent museums.
We are more agile, less process-driven and less beholden to patronage than many larger museums. We can get ahead of the curve.
I see this happening in a number of ways:
- It could mean finding ways to share investment in projects across multiple organisations and sites, both physical and digital.
- Contracts could follow models like Integrated Project Insurance to share risk.
- We need to share operations too. Administration and HR could be more efficiently delivered through collaboration.
- We need to find better ways of pooling our trustees’ time and expertise – why not have shared boards overseeing multiple independent museums? Put aside technical preconceptions (and a few egos) and it makes sense.
For the past bunkered weeks, we’ve all been reduced to identical digital boxes on the screen. A virtual existence that encourages democracy.
Let’s not forget how easy it is to connect and work together when the sun comes out again.
About Nat Edwards
Nat Edwards is Chief Executive of the Thackray Museum of Medicine in Leeds, one of the UK’s largest independent medical museums.
Currently he is based in his daughter’s bedroom, both overseeing a £4million refurbishment of the museum and trying to get the virtual backgrounds on Zoom to work.
- Views expressed in the Future Heritage blog series are those of the authors, not necessarily of The National Lottery Heritage Fund.
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Returning to a changed heritage world

Ros Kerslake, CEO, The National Lottery Heritage Fund
Today is my second day back at work after abruptly having to put my life on hold in November 2019. Six months ago, out of the blue, I was diagnosed with Acute Myeloid Leukaemia.
But, if it is possible to be lucky when having cancer, I have been (so far). I had a speedy diagnosis, excellent medical care from all the NHS staff at The Royal Marsden, and successfully completed intensive treatment before the onset of the coronavirus (COVID-19). My thoughts are very much with those being diagnosed or in treatment right now.
"The world, the workplace, and the heritage sector that I am returning to, are, of course, not normal."
Thankfully, I am now cancer free and, despite having a lot less hair (which is, at least, practical during lockdown) I am more or less back to normal.
But the world, the workplace, and the heritage sector that I am returning to, are, of course, not normal.
Facing the crisis
This is the biggest crisis I have seen in my lifetime. I’m very proud of the way everyone at The Fund has mobilised to support people and organisations working in heritage across the UK.
Within days of moving all our 300 staff to home working, my team surveyed over 1,000 heritage organisations to understand the immediate impact of coronavirus (COVID-19). Using this evidence, we launched our Heritage Emergency Fund, offering emergency grants of between £3,000 and £50,000. We have already approved the first round of applications.
We increased our investment in digital skills for the sector, recognising how important digital expertise will be in a ‘social distancing’ world. And we firmly committed to supporting our existing grantees through this most difficult of times, providing them with greater flexibility on grant payments and making over £31m of grant payments in April.
Next phase of financial help
But we also recognise that some organisations, particularly independent heritage attractions that are highly dependent on visitor income, may have a higher level of financial need than our initial emergency funding can cover.
I’m pleased to announce therefore – as my first action since returning – a new strand to our Heritage Emergency Fund.
Within the current £50m Heritage Emergency Fund, we’re creating a new grant range of £50,000–£250,000. It will be open to past and current grantees.
This new strand will help us:
- respond to exceptional cases of larger-scale need
- protect heritage at severe immediate risk
- and, crucially, safeguard the heritage that can play a key role in the UK’s economic and community regeneration from the impacts of coronavirus (COVID-19)
We are developing the detail for how to apply for these new grants in the coming week. We will actively communicate this when applications are open. In the meantime you can keep up to date with the latest information by following us on social media.
The future for heritage
The Heritage Emergency Fund will enable us to help those most in need in the immediate term. Our non-financial support, such as the additional investment in digital skills, will help many more organisations adapt to new ways of working and be better equipped to survive.
This crisis, however, brings new and unique challenges.
Even heritage organisations that have built successful income streams are vulnerable. The impact of the coronavirus (COVID-19) will be uneven – the consequences for some communities, regions and types of organisations will be far more significant than for others. And I recognise that despite all our efforts at the Heritage Fund, the difficult fact is that we will not have the resources to help everyone we would like to.
Some heritage organisations are going to have to rethink their future. Given the uncertainty we face, some may have to do so despite their own Herculean efforts even if they have received support from us.
"We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again."
We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again. But the fundamental importance of heritage in people’s lives, the contribution that it makes to people’s wellbeing, sense of self and of place, the need to protect it for future generations and its value as an employer and to the economy means we must all work together to achieve the best possible outcome.
So, beyond the immediate funding support we have already launched, I see our role at The Fund as supporting the heritage sector to work through how the future will be different. This must be a joint endeavour, and we will work with the widest group of partners and draw on different and new perspectives to reimagine the heritage sector in the future.
New views
To start this conversation, this month we are launching ‘Future Heritage’, a series of opinion pieces from a range of leaders across our sector. We hope these diverse views will stimulate new thinking, ideas and debate about the future of heritage in a world after coronavirus (COVID-19).
"All of us involved in heritage know – beyond its economic contribution – how critically important it is."
All of us involved in heritage know – beyond its economic contribution – how critically important it is. The benefits it delivers will be just as important as we look to the future, if not more so, but our sector will need to innovate and embrace new ways of working to thrive.
It is an unfamiliar landscape that I find myself returning to, but I'm very pleased that I’m back and able to contribute at a time when there’s so much that needs to be done.
Cancer makes you stop and reassess your life. I’ve come out the other end of it feeling that what we as a sector do, and the work of The Fund is more important than ever. Working with our stakeholders, our Board of Trustees, committee members and my team, I look forward to tackling the challenges ahead for the heritage community.
In the meantime, stay safe and look out for each other. I know how important it is to have the support of family and friends during these extraordinary times.
Rejecting nostalgia for positive change

Bernard Donoghue, Director, Association of Leading Visitor Attractions (ALVA)
The show, which now regularly attracts 6million viewers, is set in the bucolic surroundings of the Weald & Downland Living Museum, West Sussex. It features skilled craftspeople repairing the shabby but much-loved personal items of members of the public.
The items tell touching stories of lost family members and distant childhoods. Binoculars and glassware, chipped cups and grimy oil paintings are all treated with the same reverence that you’d see on Antiques Roadshow, except here the value is not financial, it’s emotional. In our Amazon Prime era of immediate gratification, it is a rare showcase for the luxury of taking time and care.
Facing up to false histories
I think it tells us something else too. At the moment, the future feels daunting and uncertain. The past, in contrast, is reassuringly definite.
We may not know where we are going but we can take comfort in knowing where we came from.
Just as visits to historic houses surge at times of recession and austerity – and, in particular, an increased interest in visiting the ‘downstairs’ parts of these great houses – other consumer behaviours change too. During the last economic recession, between 2008 and 2013, TV programmes like Downton Abbey and Upstairs Downstairs were commissioned, so too were The Great British Bake Off and The Great British Sewing Bee.
Nostalgia for a past that may never have happened, and a delight in ‘make do and mend’ pervaded.
And during lockdown, it still does. Many of us have appreciated home comforts and crafts; visitor attractions have seen recipes and gardening tips downloaded by hundreds of thousands of people. Home baking has exploded, occasionally literally.
"The confluence of lockdown and #BlackLivesMatter has been an astonishing moment."
But nostalgia can also be toxic. The false histories and fabricated truths. The whitewashing of uncomfortable legacies. Our cities and historical prosperity, the UK’s global power and influence, may have been created and carried on the shoulders of giants but also on the backs of slaves and slavery.
The confluence of lockdown and #BlackLivesMatter has been an astonishing moment.
As a white, middle-aged male, the last couple of weeks have been, for me, an utterly extraordinary educational period. Many of us have learned more about the scale, horrors and the local legacies of slavery than we ever did in school. We are being forced to confront unpalatable truths and question accepted wisdom and history. Lockdown has made many of us yearn for a nostalgic, simpler past (one – it must be acknowledged – that benefited white people more) and when it is shown to us in its unvarnished horror, people like me are realising that we don’t like it after all.
Discussing unsafe issues
If we ever needed a mandate from the public for us to tell full, unadulterated stories of people, places and collections, this is it. When public trust in politicians has reached the lowest level in my lifetime, people are looking to museums and galleries, historic houses and heritage sites, the repositories of national DNA and memory, to get it right. To be safe places in which to honestly discuss unsafe issues.
There are so many fantastic examples of this already:
- the Troubles and Beyond gallery at the Ulster Museum, a brilliant example of navigating contested history
- the Prejudice and Pride initiative of the National Trust and its partners, telling the hidden stories of LGBT+ people, places and collections
- the work of MuseumDetox in challenging systems of inequality
- the Slavery Museum in Liverpool's work to increase the understanding of enslavement as well as actively engaging with contemporary human rights issues
Funders, like The National Heritage Lottery Fund, can use their power to encourage debate, to highlight best practice and to support bold, creative storytelling.
Beyond museums

The confidence to tell unpalatable truths cannot be simply be a matter for museums. It should be heritage and cultural economy-wide.
Our landscapes and countryside are every bit the physical manifestations of choices and power. The further away you travel from cities and towns in England, the less likely you are to see someone who is Black, Asian or another minority ethnic community as Jesse Bernard wrote in The Guardian in 2017. It is one of the reasons that Black and minority ethnic communities disproportionately don’t access the countryside, our landscapes and our rural economies, and, therefore often don't feel part of the stories of those places. The onus is on those with the power to do so to make the welcome more explicit and authentic.
We must not sacrifice inclusion
Lockdown has, for me, prompted a further question.
"Has lockdown just been a pause before normal service resumes? Or can we do better?"
Before we rush headlong to open our attractions, are we content that we just unlock and welcome back the people we said goodbye to in early March?
Has lockdown just been a pause before normal service resumes? Or can we do better?
Work differently, more creatively. Ensure that not only are diversity and inclusion budgets and programmes not sacrificed in the inevitable cost-cutting, but that we work to ensure that our audiences, visitors, staff, governance structures and partnerships, are reflective of the communities that we serve.
Being bold about our value

Tourism is the UK’s fifth biggest industry and third-largest employer. In a normal year it is worth £157bn to the economy. It is one of the largest employers in every part of the nation.
We know that our heritage and our culture are the principal reasons that overseas visitors cite for visiting the UK, regardless of their age, gender or nationality. We know that our fellow citizens say that our heritage and culture, and their access to and enjoyment of these, are vital to their happiness and wellbeing.
Much of the visitor economy will take the longest to recover from coronavirus (COVID-19). There will be redundancies, hard decisions to make and certain losses. There will, inevitably, be economic calculations which will dominate conversations about value.
"We, in the heritage sector, cannot let GDP be the only benchmark of success."
But we, in this sector, cannot let GDP be the only benchmark of success. Heritage and tourism is where you grow people, communities and shared principles and values. It is also the backdrop for people’s happiest memories, of respite, learning, mental and physical exercise, illuminating our future through understanding and explaining our past. That’s of great value.
Now, as never before, we have an opportunity to be bolder and more authentic in our storytelling, to be more creative in our partnerships, to be better neighbours. To mend and to celebrate what really matters.
About Bernard Donoghue
Bernard Donoghue has been the Director of ALVA since September 2011 following a career in advocacy, communications and lobbying, latterly at a senior level in the tourism and heritage sector.
In May 2017 the Mayor of London, Sadiq Khan, appointed Bernard to be the Mayor's Ambassador for Cultural Tourism and a member of the Mayor's Cultural Leadership Board.
He has been a member of of the UK Government's Tourism Industry Council since 2016.
- Views expressed in the Future Heritage blog series are those of the authors, not necessarily of The National Lottery Heritage Fund.
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For this too is history – four ways to change

Hilary Carty, Executive Director, Clore Leadership
It is difficult to think of a month like the last. Despite our many differences, people across the world have come together, joined by shared experiences and common causes.
Whether it is the climate emergency, coronavirus (COVID-19) or the issues of racial injustice stirred by the death of George Floyd in the USA, people from Korea, Kenya and Kent have connected on concerns at once both personal and universal.
How can the heritage sector respond to this time of upheaval?
"This we are all living through is history. From the perspective of future generations, this too is heritage."
The challenge is to capture these moments of shared meaning. And then to reflect them well. For this we are all living through is history. From the perspective of future generations, this too is heritage.
But what should be collected? Whose heritage should be conserved? Who decides? And is the sector moving fast enough to capture the nuances as well as headlines of current events? Are different perspectives being given a fair representation? We are hearing loud and clear that there is little tolerance for a single lens view.
Here are some questions we could all think about:
Who is on our staff?
Are you making the most of your teams’ experiences and connections? Are their networks contributing to the mix at this critical time? Who are the well-connected individuals with the insights, understanding and community links necessary to capture the range of narratives we will wish to tell?
Many heritage organisations have long moved to reflect a broader range of perspectives and experiences. Has that gone far enough? Is it embedded practice?
Without a diverse workforce the challenge will continue to be steep.
A review of the workforce to inform team planning after the pandemic could be helpful. And how can we ensure that the line of least resistance is not the first answer?
Who are we talking to?
Paradoxically, while in lockdown, we have experienced a great opening up of institutions – illuminating access to collections, catalogues and treasures. It has been joyful to see heritage humour brought forward through Yorkshire Museum’s #CuratorBattle or the #GettyMuseumChallenge (other heritage humour examples are available!).
What these projects have in common is the way in which they invite you to engage with heritage professionals alongside heritage objects – the personalities of curators meeting the creativity of the public.
These innovations also bring significant numbers of new audiences to heritage.
Some may never have the opportunity for a site visit or membership, but might their curiosity still be encouraged, to build on this audience adventure beyond the period of lockdown?
How are we funded?
One of the most dramatic shifts of the coronavirus (COVID-19) experience has been the ways in which sector funders have responded with dynamism and speed.
Asking questions, listening, releasing new resources, flexing schedules, connecting and creating timely responses to urgent needs. And that is in addition to providing essential information and guidance, and a genuinely empathetic approach. It is, rightly, being applauded.
Might we stick with the lean and nimble processes of this dynamic response, seeing this as the new way forward rather than simply an emergency measure?
"This funding response need not fade as a one-off gesture. Rather, it could be marked as the catalyst for innovation, spurring adaptations and new ways of investing in cultural heritage."
It could be an opportunity to prioritise innovative organisations and ways of thinking, focusing on curation, capacity building and engagement – particularly with those who have found barriers in their way in the past. That truly would be "future heritage".
As a former member of The National Lottery Heritage Fund’s London committee, I do not underestimate the challenge. But I believe this funding response need not fade as a one-off gesture. Rather, it could be marked as the catalyst for innovation, spurring adaptations and new ways of investing in cultural heritage.
How do we invest in leadership?
Clore Leadership has had the pleasure of working with, supporting and nurturing many of the heritage sector’s professionals. Responding to the pandemic, we:
- shared resources for crisis management
- offered timely perspectives to deal with immediate challenges
- facilitated peer-to-peer support
- created the Clore Leadership Experience (short-form professional development opportunities for staff on furlough or freelance)
We too face the challenge of learning and adapting – of balancing our highly regarded Fellowship and Intensive Courses with the new webinars and online learning that have brought fresh successes and keen new learners to our table.
For us, as for the heritage sector, our challenge is to look sufficiently far ahead. We need to combine urgent needs with a strong foundation for the future we want to create.
By strengthening leadership right across the sector, from established to new professionals, we share the aspirational load.
Shared experiences mark this time. Let’s ensure equitable outcomes mark the future.
Carpe diem.
About Hilary Carty
Hilary Carty is the Executive Director, Clore Leadership, a role she took up after six years as a consultant, facilitator and coach specialising in leadership development, management and organisational change.
Hilary’s earlier roles include:
- Director of the Cultural Leadership Programme
- Director, London (Arts) at Arts Council England
- Director, Culture and Education at London 2012
- Director of Dance for Arts Council England
- Visiting Professor on leadership (Austria)
- The National Lottery Heritage Fund London Committee Member
In recognition of her contribution to the arts, culture and heritage, Hilary has been awarded three honorary doctorates and three fellowships from UK universities. Hilary is a governor of The Royal Ballet.
- Views expressed in the Future Heritage blog series are those of the authors, not necessarily of The National Lottery Heritage Fund.
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Returning to a changed heritage world

Ros Kerslake, CEO, The National Lottery Heritage Fund
Today is my second day back at work after abruptly having to put my life on hold in November 2019. Six months ago, out of the blue, I was diagnosed with Acute Myeloid Leukaemia.
But, if it is possible to be lucky when having cancer, I have been (so far). I had a speedy diagnosis, excellent medical care from all the NHS staff at The Royal Marsden, and successfully completed intensive treatment before the onset of the coronavirus (COVID-19). My thoughts are very much with those being diagnosed or in treatment right now.
"The world, the workplace, and the heritage sector that I am returning to, are, of course, not normal."
Thankfully, I am now cancer free and, despite having a lot less hair (which is, at least, practical during lockdown) I am more or less back to normal.
But the world, the workplace, and the heritage sector that I am returning to, are, of course, not normal.
Facing the crisis
This is the biggest crisis I have seen in my lifetime. I’m very proud of the way everyone at The Fund has mobilised to support people and organisations working in heritage across the UK.
Within days of moving all our 300 staff to home working, my team surveyed over 1,000 heritage organisations to understand the immediate impact of coronavirus (COVID-19). Using this evidence, we launched our Heritage Emergency Fund, offering emergency grants of between £3,000 and £50,000. We have already approved the first round of applications.
We increased our investment in digital skills for the sector, recognising how important digital expertise will be in a ‘social distancing’ world. And we firmly committed to supporting our existing grantees through this most difficult of times, providing them with greater flexibility on grant payments and making over £31m of grant payments in April.
Next phase of financial help
But we also recognise that some organisations, particularly independent heritage attractions that are highly dependent on visitor income, may have a higher level of financial need than our initial emergency funding can cover.
I’m pleased to announce therefore – as my first action since returning – a new strand to our Heritage Emergency Fund.
Within the current £50m Heritage Emergency Fund, we’re creating a new grant range of £50,000–£250,000. It will be open to past and current grantees.
This new strand will help us:
- respond to exceptional cases of larger-scale need
- protect heritage at severe immediate risk
- and, crucially, safeguard the heritage that can play a key role in the UK’s economic and community regeneration from the impacts of coronavirus (COVID-19)
We are developing the detail for how to apply for these new grants in the coming week. We will actively communicate this when applications are open. In the meantime you can keep up to date with the latest information by following us on social media.
The future for heritage
The Heritage Emergency Fund will enable us to help those most in need in the immediate term. Our non-financial support, such as the additional investment in digital skills, will help many more organisations adapt to new ways of working and be better equipped to survive.
This crisis, however, brings new and unique challenges.
Even heritage organisations that have built successful income streams are vulnerable. The impact of the coronavirus (COVID-19) will be uneven – the consequences for some communities, regions and types of organisations will be far more significant than for others. And I recognise that despite all our efforts at the Heritage Fund, the difficult fact is that we will not have the resources to help everyone we would like to.
Some heritage organisations are going to have to rethink their future. Given the uncertainty we face, some may have to do so despite their own Herculean efforts even if they have received support from us.
"We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again."
We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again. But the fundamental importance of heritage in people’s lives, the contribution that it makes to people’s wellbeing, sense of self and of place, the need to protect it for future generations and its value as an employer and to the economy means we must all work together to achieve the best possible outcome.
So, beyond the immediate funding support we have already launched, I see our role at The Fund as supporting the heritage sector to work through how the future will be different. This must be a joint endeavour, and we will work with the widest group of partners and draw on different and new perspectives to reimagine the heritage sector in the future.
New views
To start this conversation, this month we are launching ‘Future Heritage’, a series of opinion pieces from a range of leaders across our sector. We hope these diverse views will stimulate new thinking, ideas and debate about the future of heritage in a world after coronavirus (COVID-19).
"All of us involved in heritage know – beyond its economic contribution – how critically important it is."
All of us involved in heritage know – beyond its economic contribution – how critically important it is. The benefits it delivers will be just as important as we look to the future, if not more so, but our sector will need to innovate and embrace new ways of working to thrive.
It is an unfamiliar landscape that I find myself returning to, but I'm very pleased that I’m back and able to contribute at a time when there’s so much that needs to be done.
Cancer makes you stop and reassess your life. I’ve come out the other end of it feeling that what we as a sector do, and the work of The Fund is more important than ever. Working with our stakeholders, our Board of Trustees, committee members and my team, I look forward to tackling the challenges ahead for the heritage community.
In the meantime, stay safe and look out for each other. I know how important it is to have the support of family and friends during these extraordinary times.
Independent museums can shine a light after the darkness

Nat Edwards, Chief Executive, Thackray Museum of Medicine
When in doubt, revel in the darkness.
Each act of celebration is a spark.
Gathered together
they call back the sun.
- from Revelers, by Lynn Ungar
Disregard statistics for a moment. At a human level, these are dark days.
As in many other workplaces, in an independent museum, where you know the name not just of every colleague but also their children and pets, the individual cost of the pandemic is everywhere.
"This crisis has shown the remarkable capacity for people to adapt and bring their human instincts and resilience to the fore."
Our team has had its share of anxiety, illness and grief. The toll is only exacerbated by the fact we can’t reach out and touch those who most need it.
Yet this crisis has also shown the remarkable capacity for people to adapt and bring their human instincts and resilience to the fore.
The future museums face
Museums face an unimaginable future. Writing in mid-May, I hope the sector might reopen in time for the summer. But I don’t quite know how, nor whether people will come.
My own museum, the Thackray Museum of Medicine in Leeds, faces a double whammy as the lockdown started during a major refurbishment. Not only did we lose our trading income, but delay to the project means we have lost the opportunity of even an uncertain summer reopening. Government assistance, such as rates relief and furloughing, has helped us stay afloat, just.
Funders such as The National Lottery Heritage Fund and Arts Council England have been quick to provide emergency funding for those in the most need. But we know that it won’t be enough for everyone. Many museums will need to make difficult choices after coronavirus (COVID-19).
The value of independent museums
The irony is that independent museums will be needed more than ever post pandemic.
"Where better to make sense of what we have all been through than in a medical museum?"
People will need places in which to reconnect with relatives and friends. Families will need affordable destinations for previously cooped-up children to decompress. Where better to take your gran for her first cup of tea out? Where better to make sense of what we have all been through than in a medical museum?
The UK doesn’t have a national museum of medicine. Most of our medical museums are away from the bustle of the nationals, tucked in corners of medical associations and colleges or else independent charities like Thackray Museum. They don’t have the larger museums’ access to resources.
Yet these are the very times that people need to know that the Anaesthesia Heritage Centre, the George Marshall Medical Museum, the Florence Nightingale Museum, or the many others across the country, will continue to bear witness to this remarkable moment and to inspire the next generation of health heroes.
Galvanised by crisis
Even during the lockdown, the value of our sector has been proved.
Like many, we contributed to #MuseumFromHome. We have supported wellbeing through activities such as our Lorina Bulwer Sew-In and initiated coronavirus (COVID-19) collecting and co-curation initiatives, including a very hastily built Health Heroes microsite.

We made our car park free for NHS staff and hosted a food distribution point for frontline workers. We provided details of ventilator parts held in our collection to engineering companies to help make new ventilators. We worked round normally time-consuming and complex rules on disposal of museum objects to make useful kit available to the people who needed it.
"Those furloughed staff who could do so signed up as NHS volunteers while others found creative and daft ways to keep the team talking."
Those furloughed staff who could do so signed up as NHS volunteers while others found creative and daft ways to keep the team talking, laughing and even crying together, while apart.
Our trustees have been re-galvanised by the crisis, helping us to add coronavirus-related objects from the closing Nightingale Hospital and elsewhere to our museum collection, bringing both time and an enormous range of expertise to our cause. We have been in touch with other teams across the region to plan collecting strategies and digital engagement and sometimes, as in the case of Yorkshire Museum’s Curator Battles, just to be very silly indeed.

Preparing for a different future
Expectations have been (carefully) thrown out the window. And I've found that when freed from constraints of process, people’s deeper instincts and values have kicked in. That's why I’m optimistic about our capacity to meet the future. We don’t yet know quite what to expect, but we can have a good guess.
With fewer resources and audiences under pressure, our production costs will need to come down. More than ever, we will need to find ways to make every penny count, adding value and finding extra uses for everything we produce, from exhibitions to events.
"Museums that fail to reflect our collective recent experience on a human scale will seem aloof."
That will mean including more digital content in our projects and tailoring that content to a far greater range of communities’ needs, from training resources and apprenticeships, to advocacy tools, social prescribing opportunities and a whole host of other applications and re-uses that genuine collaboration will define.
Big, expensive, blockbuster projects are, I think, going to feel unworldly after the crisis. Museums that fail to reflect our collective recent experience on a human scale will seem aloof.
Sharing for the common good
I believe that, with museums struggling to survive, remaining resources need to be shared for common good. This is not simply for the museums themselves, but for public benefit too.
This presents a fantastic opportunity for independent museums.
We are more agile, less process-driven and less beholden to patronage than many larger museums. We can get ahead of the curve.
I see this happening in a number of ways:
- It could mean finding ways to share investment in projects across multiple organisations and sites, both physical and digital.
- Contracts could follow models like Integrated Project Insurance to share risk.
- We need to share operations too. Administration and HR could be more efficiently delivered through collaboration.
- We need to find better ways of pooling our trustees’ time and expertise – why not have shared boards overseeing multiple independent museums? Put aside technical preconceptions (and a few egos) and it makes sense.
For the past bunkered weeks, we’ve all been reduced to identical digital boxes on the screen. A virtual existence that encourages democracy.
Let’s not forget how easy it is to connect and work together when the sun comes out again.
About Nat Edwards
Nat Edwards is Chief Executive of the Thackray Museum of Medicine in Leeds, one of the UK’s largest independent medical museums.
Currently he is based in his daughter’s bedroom, both overseeing a £4million refurbishment of the museum and trying to get the virtual backgrounds on Zoom to work.
- Views expressed in the Future Heritage blog series are those of the authors, not necessarily of The National Lottery Heritage Fund.
You might also be interested in...
Returning to a changed heritage world

Ros Kerslake, CEO, The National Lottery Heritage Fund
Today is my second day back at work after abruptly having to put my life on hold in November 2019. Six months ago, out of the blue, I was diagnosed with Acute Myeloid Leukaemia.
But, if it is possible to be lucky when having cancer, I have been (so far). I had a speedy diagnosis, excellent medical care from all the NHS staff at The Royal Marsden, and successfully completed intensive treatment before the onset of the coronavirus (COVID-19). My thoughts are very much with those being diagnosed or in treatment right now.
"The world, the workplace, and the heritage sector that I am returning to, are, of course, not normal."
Thankfully, I am now cancer free and, despite having a lot less hair (which is, at least, practical during lockdown) I am more or less back to normal.
But the world, the workplace, and the heritage sector that I am returning to, are, of course, not normal.
Facing the crisis
This is the biggest crisis I have seen in my lifetime. I’m very proud of the way everyone at The Fund has mobilised to support people and organisations working in heritage across the UK.
Within days of moving all our 300 staff to home working, my team surveyed over 1,000 heritage organisations to understand the immediate impact of coronavirus (COVID-19). Using this evidence, we launched our Heritage Emergency Fund, offering emergency grants of between £3,000 and £50,000. We have already approved the first round of applications.
We increased our investment in digital skills for the sector, recognising how important digital expertise will be in a ‘social distancing’ world. And we firmly committed to supporting our existing grantees through this most difficult of times, providing them with greater flexibility on grant payments and making over £31m of grant payments in April.
Next phase of financial help
But we also recognise that some organisations, particularly independent heritage attractions that are highly dependent on visitor income, may have a higher level of financial need than our initial emergency funding can cover.
I’m pleased to announce therefore – as my first action since returning – a new strand to our Heritage Emergency Fund.
Within the current £50m Heritage Emergency Fund, we’re creating a new grant range of £50,000–£250,000. It will be open to past and current grantees.
This new strand will help us:
- respond to exceptional cases of larger-scale need
- protect heritage at severe immediate risk
- and, crucially, safeguard the heritage that can play a key role in the UK’s economic and community regeneration from the impacts of coronavirus (COVID-19)
We are developing the detail for how to apply for these new grants in the coming week. We will actively communicate this when applications are open. In the meantime you can keep up to date with the latest information by following us on social media.
The future for heritage
The Heritage Emergency Fund will enable us to help those most in need in the immediate term. Our non-financial support, such as the additional investment in digital skills, will help many more organisations adapt to new ways of working and be better equipped to survive.
This crisis, however, brings new and unique challenges.
Even heritage organisations that have built successful income streams are vulnerable. The impact of the coronavirus (COVID-19) will be uneven – the consequences for some communities, regions and types of organisations will be far more significant than for others. And I recognise that despite all our efforts at the Heritage Fund, the difficult fact is that we will not have the resources to help everyone we would like to.
Some heritage organisations are going to have to rethink their future. Given the uncertainty we face, some may have to do so despite their own Herculean efforts even if they have received support from us.
"We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again."
We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again. But the fundamental importance of heritage in people’s lives, the contribution that it makes to people’s wellbeing, sense of self and of place, the need to protect it for future generations and its value as an employer and to the economy means we must all work together to achieve the best possible outcome.
So, beyond the immediate funding support we have already launched, I see our role at The Fund as supporting the heritage sector to work through how the future will be different. This must be a joint endeavour, and we will work with the widest group of partners and draw on different and new perspectives to reimagine the heritage sector in the future.
New views
To start this conversation, this month we are launching ‘Future Heritage’, a series of opinion pieces from a range of leaders across our sector. We hope these diverse views will stimulate new thinking, ideas and debate about the future of heritage in a world after coronavirus (COVID-19).
"All of us involved in heritage know – beyond its economic contribution – how critically important it is."
All of us involved in heritage know – beyond its economic contribution – how critically important it is. The benefits it delivers will be just as important as we look to the future, if not more so, but our sector will need to innovate and embrace new ways of working to thrive.
It is an unfamiliar landscape that I find myself returning to, but I'm very pleased that I’m back and able to contribute at a time when there’s so much that needs to be done.
Cancer makes you stop and reassess your life. I’ve come out the other end of it feeling that what we as a sector do, and the work of The Fund is more important than ever. Working with our stakeholders, our Board of Trustees, committee members and my team, I look forward to tackling the challenges ahead for the heritage community.
In the meantime, stay safe and look out for each other. I know how important it is to have the support of family and friends during these extraordinary times.
Independent museums can shine a light after the darkness

Nat Edwards, Chief Executive, Thackray Museum of Medicine
When in doubt, revel in the darkness.
Each act of celebration is a spark.
Gathered together
they call back the sun.
- from Revelers, by Lynn Ungar
Disregard statistics for a moment. At a human level, these are dark days.
As in many other workplaces, in an independent museum, where you know the name not just of every colleague but also their children and pets, the individual cost of the pandemic is everywhere.
"This crisis has shown the remarkable capacity for people to adapt and bring their human instincts and resilience to the fore."
Our team has had its share of anxiety, illness and grief. The toll is only exacerbated by the fact we can’t reach out and touch those who most need it.
Yet this crisis has also shown the remarkable capacity for people to adapt and bring their human instincts and resilience to the fore.
The future museums face
Museums face an unimaginable future. Writing in mid-May, I hope the sector might reopen in time for the summer. But I don’t quite know how, nor whether people will come.
My own museum, the Thackray Museum of Medicine in Leeds, faces a double whammy as the lockdown started during a major refurbishment. Not only did we lose our trading income, but delay to the project means we have lost the opportunity of even an uncertain summer reopening. Government assistance, such as rates relief and furloughing, has helped us stay afloat, just.
Funders such as The National Lottery Heritage Fund and Arts Council England have been quick to provide emergency funding for those in the most need. But we know that it won’t be enough for everyone. Many museums will need to make difficult choices after coronavirus (COVID-19).
The value of independent museums
The irony is that independent museums will be needed more than ever post pandemic.
"Where better to make sense of what we have all been through than in a medical museum?"
People will need places in which to reconnect with relatives and friends. Families will need affordable destinations for previously cooped-up children to decompress. Where better to take your gran for her first cup of tea out? Where better to make sense of what we have all been through than in a medical museum?
The UK doesn’t have a national museum of medicine. Most of our medical museums are away from the bustle of the nationals, tucked in corners of medical associations and colleges or else independent charities like Thackray Museum. They don’t have the larger museums’ access to resources.
Yet these are the very times that people need to know that the Anaesthesia Heritage Centre, the George Marshall Medical Museum, the Florence Nightingale Museum, or the many others across the country, will continue to bear witness to this remarkable moment and to inspire the next generation of health heroes.
Galvanised by crisis
Even during the lockdown, the value of our sector has been proved.
Like many, we contributed to #MuseumFromHome. We have supported wellbeing through activities such as our Lorina Bulwer Sew-In and initiated coronavirus (COVID-19) collecting and co-curation initiatives, including a very hastily built Health Heroes microsite.

We made our car park free for NHS staff and hosted a food distribution point for frontline workers. We provided details of ventilator parts held in our collection to engineering companies to help make new ventilators. We worked round normally time-consuming and complex rules on disposal of museum objects to make useful kit available to the people who needed it.
"Those furloughed staff who could do so signed up as NHS volunteers while others found creative and daft ways to keep the team talking."
Those furloughed staff who could do so signed up as NHS volunteers while others found creative and daft ways to keep the team talking, laughing and even crying together, while apart.
Our trustees have been re-galvanised by the crisis, helping us to add coronavirus-related objects from the closing Nightingale Hospital and elsewhere to our museum collection, bringing both time and an enormous range of expertise to our cause. We have been in touch with other teams across the region to plan collecting strategies and digital engagement and sometimes, as in the case of Yorkshire Museum’s Curator Battles, just to be very silly indeed.

Preparing for a different future
Expectations have been (carefully) thrown out the window. And I've found that when freed from constraints of process, people’s deeper instincts and values have kicked in. That's why I’m optimistic about our capacity to meet the future. We don’t yet know quite what to expect, but we can have a good guess.
With fewer resources and audiences under pressure, our production costs will need to come down. More than ever, we will need to find ways to make every penny count, adding value and finding extra uses for everything we produce, from exhibitions to events.
"Museums that fail to reflect our collective recent experience on a human scale will seem aloof."
That will mean including more digital content in our projects and tailoring that content to a far greater range of communities’ needs, from training resources and apprenticeships, to advocacy tools, social prescribing opportunities and a whole host of other applications and re-uses that genuine collaboration will define.
Big, expensive, blockbuster projects are, I think, going to feel unworldly after the crisis. Museums that fail to reflect our collective recent experience on a human scale will seem aloof.
Sharing for the common good
I believe that, with museums struggling to survive, remaining resources need to be shared for common good. This is not simply for the museums themselves, but for public benefit too.
This presents a fantastic opportunity for independent museums.
We are more agile, less process-driven and less beholden to patronage than many larger museums. We can get ahead of the curve.
I see this happening in a number of ways:
- It could mean finding ways to share investment in projects across multiple organisations and sites, both physical and digital.
- Contracts could follow models like Integrated Project Insurance to share risk.
- We need to share operations too. Administration and HR could be more efficiently delivered through collaboration.
- We need to find better ways of pooling our trustees’ time and expertise – why not have shared boards overseeing multiple independent museums? Put aside technical preconceptions (and a few egos) and it makes sense.
For the past bunkered weeks, we’ve all been reduced to identical digital boxes on the screen. A virtual existence that encourages democracy.
Let’s not forget how easy it is to connect and work together when the sun comes out again.
About Nat Edwards
Nat Edwards is Chief Executive of the Thackray Museum of Medicine in Leeds, one of the UK’s largest independent medical museums.
Currently he is based in his daughter’s bedroom, both overseeing a £4million refurbishment of the museum and trying to get the virtual backgrounds on Zoom to work.
- Views expressed in the Future Heritage blog series are those of the authors, not necessarily of The National Lottery Heritage Fund.
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Returning to a changed heritage world

Ros Kerslake, CEO, The National Lottery Heritage Fund
Today is my second day back at work after abruptly having to put my life on hold in November 2019. Six months ago, out of the blue, I was diagnosed with Acute Myeloid Leukaemia.
But, if it is possible to be lucky when having cancer, I have been (so far). I had a speedy diagnosis, excellent medical care from all the NHS staff at The Royal Marsden, and successfully completed intensive treatment before the onset of the coronavirus (COVID-19). My thoughts are very much with those being diagnosed or in treatment right now.
"The world, the workplace, and the heritage sector that I am returning to, are, of course, not normal."
Thankfully, I am now cancer free and, despite having a lot less hair (which is, at least, practical during lockdown) I am more or less back to normal.
But the world, the workplace, and the heritage sector that I am returning to, are, of course, not normal.
Facing the crisis
This is the biggest crisis I have seen in my lifetime. I’m very proud of the way everyone at The Fund has mobilised to support people and organisations working in heritage across the UK.
Within days of moving all our 300 staff to home working, my team surveyed over 1,000 heritage organisations to understand the immediate impact of coronavirus (COVID-19). Using this evidence, we launched our Heritage Emergency Fund, offering emergency grants of between £3,000 and £50,000. We have already approved the first round of applications.
We increased our investment in digital skills for the sector, recognising how important digital expertise will be in a ‘social distancing’ world. And we firmly committed to supporting our existing grantees through this most difficult of times, providing them with greater flexibility on grant payments and making over £31m of grant payments in April.
Next phase of financial help
But we also recognise that some organisations, particularly independent heritage attractions that are highly dependent on visitor income, may have a higher level of financial need than our initial emergency funding can cover.
I’m pleased to announce therefore – as my first action since returning – a new strand to our Heritage Emergency Fund.
Within the current £50m Heritage Emergency Fund, we’re creating a new grant range of £50,000–£250,000. It will be open to past and current grantees.
This new strand will help us:
- respond to exceptional cases of larger-scale need
- protect heritage at severe immediate risk
- and, crucially, safeguard the heritage that can play a key role in the UK’s economic and community regeneration from the impacts of coronavirus (COVID-19)
We are developing the detail for how to apply for these new grants in the coming week. We will actively communicate this when applications are open. In the meantime you can keep up to date with the latest information by following us on social media.
The future for heritage
The Heritage Emergency Fund will enable us to help those most in need in the immediate term. Our non-financial support, such as the additional investment in digital skills, will help many more organisations adapt to new ways of working and be better equipped to survive.
This crisis, however, brings new and unique challenges.
Even heritage organisations that have built successful income streams are vulnerable. The impact of the coronavirus (COVID-19) will be uneven – the consequences for some communities, regions and types of organisations will be far more significant than for others. And I recognise that despite all our efforts at the Heritage Fund, the difficult fact is that we will not have the resources to help everyone we would like to.
Some heritage organisations are going to have to rethink their future. Given the uncertainty we face, some may have to do so despite their own Herculean efforts even if they have received support from us.
"We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again."
We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again. But the fundamental importance of heritage in people’s lives, the contribution that it makes to people’s wellbeing, sense of self and of place, the need to protect it for future generations and its value as an employer and to the economy means we must all work together to achieve the best possible outcome.
So, beyond the immediate funding support we have already launched, I see our role at The Fund as supporting the heritage sector to work through how the future will be different. This must be a joint endeavour, and we will work with the widest group of partners and draw on different and new perspectives to reimagine the heritage sector in the future.
New views
To start this conversation, this month we are launching ‘Future Heritage’, a series of opinion pieces from a range of leaders across our sector. We hope these diverse views will stimulate new thinking, ideas and debate about the future of heritage in a world after coronavirus (COVID-19).
"All of us involved in heritage know – beyond its economic contribution – how critically important it is."
All of us involved in heritage know – beyond its economic contribution – how critically important it is. The benefits it delivers will be just as important as we look to the future, if not more so, but our sector will need to innovate and embrace new ways of working to thrive.
It is an unfamiliar landscape that I find myself returning to, but I'm very pleased that I’m back and able to contribute at a time when there’s so much that needs to be done.
Cancer makes you stop and reassess your life. I’ve come out the other end of it feeling that what we as a sector do, and the work of The Fund is more important than ever. Working with our stakeholders, our Board of Trustees, committee members and my team, I look forward to tackling the challenges ahead for the heritage community.
In the meantime, stay safe and look out for each other. I know how important it is to have the support of family and friends during these extraordinary times.
Returning to a changed heritage world

Ros Kerslake, CEO, The National Lottery Heritage Fund
Today is my second day back at work after abruptly having to put my life on hold in November 2019. Six months ago, out of the blue, I was diagnosed with Acute Myeloid Leukaemia.
But, if it is possible to be lucky when having cancer, I have been (so far). I had a speedy diagnosis, excellent medical care from all the NHS staff at The Royal Marsden, and successfully completed intensive treatment before the onset of the coronavirus (COVID-19). My thoughts are very much with those being diagnosed or in treatment right now.
"The world, the workplace, and the heritage sector that I am returning to, are, of course, not normal."
Thankfully, I am now cancer free and, despite having a lot less hair (which is, at least, practical during lockdown) I am more or less back to normal.
But the world, the workplace, and the heritage sector that I am returning to, are, of course, not normal.
Facing the crisis
This is the biggest crisis I have seen in my lifetime. I’m very proud of the way everyone at The Fund has mobilised to support people and organisations working in heritage across the UK.
Within days of moving all our 300 staff to home working, my team surveyed over 1,000 heritage organisations to understand the immediate impact of coronavirus (COVID-19). Using this evidence, we launched our Heritage Emergency Fund, offering emergency grants of between £3,000 and £50,000. We have already approved the first round of applications.
We increased our investment in digital skills for the sector, recognising how important digital expertise will be in a ‘social distancing’ world. And we firmly committed to supporting our existing grantees through this most difficult of times, providing them with greater flexibility on grant payments and making over £31m of grant payments in April.
Next phase of financial help
But we also recognise that some organisations, particularly independent heritage attractions that are highly dependent on visitor income, may have a higher level of financial need than our initial emergency funding can cover.
I’m pleased to announce therefore – as my first action since returning – a new strand to our Heritage Emergency Fund.
Within the current £50m Heritage Emergency Fund, we’re creating a new grant range of £50,000–£250,000. It will be open to past and current grantees.
This new strand will help us:
- respond to exceptional cases of larger-scale need
- protect heritage at severe immediate risk
- and, crucially, safeguard the heritage that can play a key role in the UK’s economic and community regeneration from the impacts of coronavirus (COVID-19)
We are developing the detail for how to apply for these new grants in the coming week. We will actively communicate this when applications are open. In the meantime you can keep up to date with the latest information by following us on social media.
The future for heritage
The Heritage Emergency Fund will enable us to help those most in need in the immediate term. Our non-financial support, such as the additional investment in digital skills, will help many more organisations adapt to new ways of working and be better equipped to survive.
This crisis, however, brings new and unique challenges.
Even heritage organisations that have built successful income streams are vulnerable. The impact of the coronavirus (COVID-19) will be uneven – the consequences for some communities, regions and types of organisations will be far more significant than for others. And I recognise that despite all our efforts at the Heritage Fund, the difficult fact is that we will not have the resources to help everyone we would like to.
Some heritage organisations are going to have to rethink their future. Given the uncertainty we face, some may have to do so despite their own Herculean efforts even if they have received support from us.
"We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again."
We are living through an extraordinary time, and neither we – nor our vital, creative sector – will look quite the same again. But the fundamental importance of heritage in people’s lives, the contribution that it makes to people’s wellbeing, sense of self and of place, the need to protect it for future generations and its value as an employer and to the economy means we must all work together to achieve the best possible outcome.
So, beyond the immediate funding support we have already launched, I see our role at The Fund as supporting the heritage sector to work through how the future will be different. This must be a joint endeavour, and we will work with the widest group of partners and draw on different and new perspectives to reimagine the heritage sector in the future.
New views
To start this conversation, this month we are launching ‘Future Heritage’, a series of opinion pieces from a range of leaders across our sector. We hope these diverse views will stimulate new thinking, ideas and debate about the future of heritage in a world after coronavirus (COVID-19).
"All of us involved in heritage know – beyond its economic contribution – how critically important it is."
All of us involved in heritage know – beyond its economic contribution – how critically important it is. The benefits it delivers will be just as important as we look to the future, if not more so, but our sector will need to innovate and embrace new ways of working to thrive.
It is an unfamiliar landscape that I find myself returning to, but I'm very pleased that I’m back and able to contribute at a time when there’s so much that needs to be done.
Cancer makes you stop and reassess your life. I’ve come out the other end of it feeling that what we as a sector do, and the work of The Fund is more important than ever. Working with our stakeholders, our Board of Trustees, committee members and my team, I look forward to tackling the challenges ahead for the heritage community.
In the meantime, stay safe and look out for each other. I know how important it is to have the support of family and friends during these extraordinary times.