2014 Yearbook

38 Y E A R B O O K 2 0 1 4 to say ‘I just don’t think it works’ or for an applicant to say ‘I just need the access there’. Conservation officers should explain clearly what it is that does not work and why. Applicants and agents, meanwhile, should explain clearly what they want or need from the proposals. DRAW ON EXPERTISE Conservation involves the management of change, and issues are rarely black and white. It could be argued that almost all interventions, no matter how small, will have some negative consequences and some positive ones. An applicant who enters the planning process without a specialist consultant may be unable to negotiate the best possible outcome. A conservation officer will always play it safe, gently steering the applicant towards the least controversial proposals, where the positive consequences significantly exceed the negatives. A specialist heritage consultant – an architect, surveyor or planner who understands the issues surrounding significance and who is experienced in dealing with historic buildings – can often find solutions that the conservation officer would never dare to suggest. NEVER TRY TO ‘BLUFF IT’ Both sides should stick to what they know, acknowledge what they don’t know and seek appropriate advice if necessary. So, if you have not been inside a building, don’t make detailed comments about the robustness or not of the structural engineer’s report on the condition of the building. Equally, if as an agent you are unsure of the local policy or have a sketchy knowledge of local building types or styles, do not try to ‘wing it’. Carry out thorough research before going into the meeting. If you are not a structural engineer, exercise caution when you offer a critique of the engineer’s report. If you are unfamiliar with a local building type do not dismiss the knowledge that the conservation officer has acquired over the years. RESPECT ALL PARTIES Lastly, it is important to show respect to other parties regardless of their role, whether it is public or private, local government, amenity society or anxious neighbour. It is essential that all parties acknowledge each other’s professional expertise and interests. If a conservation officer is aggrieved by the approach of an architect, it is necessary to show respect to his or her profession regardless of any disagreements over the approach taken. If you lock horns with an architect on a particular point, you must be prepared to articulate that issue in a language that the architect will understand and accept. Similarly I would expect a consultant, whether planner or architect or conservation specialist, to acknowledge the specialist expertise of the conservation officer and understand the source of the concerns or issues raised. Equally, it is important to respect each other’s limitations. There is only so much the conservation officer can do to guide an application in the time available and without the drawing skills of a practising architect. And a great designer of sleek modern interventions may not be conversant with the language of classical architecture or the practicalities of conserving cob. To gain the most from the negotiation, it is important to work together in a spirit of cooperation, not antagonism. Much of what is necessary is common sense. Unfortunately, the pressures of work, the need to make headway with a case or to submit a proposal to a tight deadline, alongside natural professional values and loyalties, can contribute to breakdowns in communication or to the kind of ‘us’ and ‘them’ mentality that only makes it harder to achieve consensus. Perhaps what we really need before any discussions is a pre- negotiation agreement. If we could stop to think about clarity, purpose and respect for others and sign up to a civilised way of working through these issues we could avoid disputes. So, having said all that I’m off to help Tony Blair in Palestine and Obama achieve agreement over healthcare provision in the US and decide which of my daughters should have their friends over for a party this weekend... Jo Evans is a former chair of the IHBC and an associate director at CgMs Consulting. She has over 20 years’ experience in the private and public sector in all aspects of building and area conservation including development appraisals, townscape assessments, conservation area reviews, urban design, enforcement and public inquiries. The derelict Grade II listed Assize Courts in Devizes, Wiltshire: sold by the county council in the 1980s, the building entered a long spiral of decline as owner-developers, the district council and conservation organisations failed to agree its future.