Who Leads a Heritage Project?
Defining the Ideal Project Leader
There is a moment at the outset of every heritage project when a fundamental question arises. Not simply what is to be done, but who will take responsibility for leading it.
Whether the project involves the careful repair of a historic church, the sensitive adaptation of a listed building, or the introduction of new uses within an existing structure, successful outcomes do not emerge from design work or funding applications alone. They depend on clear leadership, someone able to hold the vision, coordinate the process, and guide the project from concept through to completion.
And in most but not all cases, that leadership comes from within the client body itself.
The Role of the Project Leader
The ideal project leader is not defined solely by technical expertise, but by their ability to operate effectively at the centre of a complex and evolving process.
They act as the principal point of contact, often supported by a deputy, between the professional teams, including architects, surveyors and contractors, and the wider church or community group. In doing so, they provide continuity, clarity and accountability.
While some leaders may have backgrounds in construction, project management or architecture, this is not a prerequisite. What is essential is the ability to manage information, make informed decisions, and maintain momentum over what is often a lengthy and demanding programme of work.
Core Competencies
Effective project leadership in a heritage context requires a combination of organisational, interpersonal and strategic skills.
At its core, the role involves establishing a clear project brief, managing budgets and timelines, and ensuring that the project remains aligned with its original objectives. This requires a practical, delivery-focused mindset; one that is capable of navigating complexity while maintaining forward progress.
Communication is equally critical. The project leader must be able to convey technical information in a clear and accessible way, ensuring that both professional advisors and members of the church or community group understand the implications of key decisions. In many cases, they will also be responsible for coordinating input from multiple stakeholders, each with their own priorities and concerns.
The ability to exercise authority, balanced with diplomacy, is particularly important in a church context. Decisions relating to historic buildings are rarely purely technical; they often carry emotional, cultural and spiritual significance. The project leader must therefore be capable of listening carefully, managing differing views, and building consensus, while retaining the ability to move the project forward.
Finally, resilience is an essential attribute. Heritage projects are inherently complex and frequently subject to delays, funding challenges and regulatory requirements. A successful leader must be able to maintain focus and morale throughout, recognising that progress is often incremental.
Establishing the Right Structure
A clear governance structure is fundamental to the success of any project.
For smaller schemes, it may be appropriate for the Parochial Church Council (PCC) or trustee body to retain direct oversight. However, for larger or more complex projects, it is advisable to establish a dedicated project group or board. This group should include individuals with relevant skills in areas such as finance, project management and communications, supported by appropriate professional advisors.
At an early stage, it is important to agree on how decisions will be made, how financial information will be monitored and reported, and who will act as the principal point of contact. Establishing these processes at the outset helps to ensure that the project proceeds in a structured and accountable manner.
Working with Professional Advisors
A key responsibility of the project leader is to oversee the appointment and coordination of the professional team.
For projects involving listed buildings, particularly those of higher grades or within conservation areas, it is essential to appoint professionals with appropriate conservation expertise. This typically includes a conservation-accredited architect or surveyor, alongside contractors experienced in working with historic fabric.
Many funding bodies require this level of accreditation as a condition of support. For example, conservation accreditation may be required for grant-funded projects above certain thresholds, and it is advisable to confirm these requirements at an early stage, as they may influence the selection of the professional team.
While the architect will generally take the lead in developing the design, managing the tender process, and overseeing works on site, it remains important for the project leader to understand the process and retain oversight. Ultimately, responsibility for the project rests with the client body.
Managing Risk, Business Planning, the Project Programme and Delivery
In practical terms, the project leader plays a central role in ensuring that the project remains on track and has an effective business plan for the future use of the building. The project leader is therefore central to the coordination and management of all operations.
This includes monitoring the programme, ensuring that contractors adhere to agreed timelines, and maintaining oversight of costs to avoid unnecessary expenditure. It also involves managing permissions, including faculties, listed building consent and planning approval, often in coordination with the professional team.
Equally important is the ability to plan for transition, whether that involves temporary relocation during works, or the reoccupation of a completed building. These phases require careful coordination to ensure that the building’s ongoing use and significance are respected.
A Collaborative Approach
Although the role carries significant responsibility, effective leadership in this context is inherently collaborative.
The most successful projects are those in which responsibility is shared appropriately, with the project leader enabling others, both within the community and within the professional team, to contribute their expertise. To that end, good communication with all team members and with stakeholders is always important.
Attempting to undertake all aspects of the work personally is neither practical nor sustainable. Instead, the role is best understood as one of coordination, oversight and facilitation.
An Opportunity to Lead
For churchwardens, PCC members and community representatives, this role represents both a responsibility and an opportunity.
The Church of England/Scotland have The Diocesan Advisory Committee for the Care of Churches (DAC), which offers advice and support to leaders in respect of community/church projects. It is also worth checking with your local authority to see whether they have something similar, as this informed but external support can have great value in terms of knowledge and insights.
Heritage projects are demanding, but they are also uniquely rewarding. They provide the chance to shape the future of a building that holds historic, architectural and communal significance, ensuring that it remains relevant and sustainable for generations to come.
With the right structure, the right professional support, and clear leadership, these projects are not only achievable, they can be transformative.
If you’d like to know more about how we work with your project leader, please get in touch.
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