Annual Report

2016

Inchiquin House

Tullymurry House

Knocknalosset

Triumphal Arch Lodge

Clomantagh Castle

Annes Grove Miniature Castle

Loop Head Lightkeeper’s House

Salterbridge Gatelodge

Castletown Round House

Batty Langley Lodge

Galley Head Lightkeepers’ Houses

Merrion Mews

Helen’s Tower

Wicklow Head Lighthouse

Georgian Townhouse

Blackhead Lightkeepers’ Houses

St.John’s Point, Down

Drum Gate Lodge BarbicanMagherintemple

LodgeKiln Wing, Old

Corn Mill

Schoolhouse at Annaghmore

Railway Crossing Cottage

St.John’s Point, Donegal

Termon House

Ballealy Cottage

Table of Contents

Message from the Chairman 2

News from the Chief Executive Officer 3

Irish Landmark Trust Board, Head Office Staff & House Managers 4

Purpose & Aims 5

How Irish Landmark carried out this purpose and achieved these aims in 2016 6

Structure, Governance and management 7

New Properties 8-9

Financial Statements 10-13

Legacies 14

Irish Landmarkers 15

Our Funders/Supporters 16

The comments on the end of the pages are those of our guests.

Cover Images: Triumphal Arch Lodge door before and after.

Irish Landmark Trust gratefully acknowledges the continuing support of The Heritage Council

“Our third time to stay at Loop Head and each time I’m amazed at the house and beauty of the area”

Message from the Chairman

2016 was a year of change and growth in Irish Landmark.

Following years of austerity during which, in common with

every other organisation, Irish Landmark had to concentrate

its efforts on survival by adopting stringent financial policies,

the growing economic improvement during 2016 provided

the organisation with an opportunity to plan with more

confidence.

The generosity and willingness of owners of historic

properties to entrust them to Irish Landmark’s care shows

that the organisation has developed a reputation for careful

stewardship and successful management of the properties

in its portfolio. The continuing development of significant

partnerships with public authorities such as the Office of

Public Works, the Commissioners of Irish Lights and local

authorities, together with the support of the Heritage Council,

further demonstrates the respect in which Irish Landmark is

held nationally.

The Strategic Plan adopted in 2016 was developed to guide

the activities of Irish Landmark for the coming years. The

objectives and actions contained in the plan were designed to

be practical, specific, achievable and measurable.

One of the main objectives of the Strategic Plan is to

ensure that high standards in Irish Landmark’s portfolio of

properties are maintained. Some properties have been in

the care of Irish Landmark for many years and during the

years of austerity it was a struggle to fund essential works. A

Conservation / Technical Advisor was appointed in 2016 to

undertake a comprehensive examination of all the properties,

identify and prioritise repair and maintenance issues and

advise on the best allocation of resources in dealing with them.

House Managers play an important role in maintaining the

quality of the properties and as the main interface of Irish

Landmark with its guests. To assist them in their work and

to ensure a consistency in the standard of presentation

across the full portfolio of, now, 32 properties, a Standards

Officer was appointed. Irish Landmark also continues to

support the House Managers with annual in-service training

programmes.

Simple measures to improve the environmental performance

of the properties were put in place, and energy and

sustainability were agreed to be a priority in any new

properties taken on by Irish Landmark.

The extensive conservation information gathered over the

years on each property was identified as a valuable resource.

It is planned to prepare dossiers for the properties to an

international standard. When completed, these dossiers will

be made publicly available through the website and at each

property, further advancing the educational remit of Irish

Landmark.

The Strategic Plan is an enabling tool and roadmap to guide

Irish Landmark through the next two or three years. It

should not, and will not, be a static framework, but rather

it will adapt and develop as tasks get completed and new

priorities are identified.

The actions already taken and strategic policies adopted

in 2016 will allow Irish Landmark to move forward with

confidence in the coming years.

Mary HannaApril 2017

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“Knocknalosset House is a delight, and a wonderful get-away from the distractions of modern life “

News from the Chief Executive Officer

New properties … new Staff… new Strategic Plan

In total, six new properties were added to the Irish Landmark

portfolio in year 2016. Five of these are lighthouse properties,

and complete the project that commenced some years ago

when the Commissioners of Irish Lights achieved InterReg

funding through the SEUPB (Special EU Programmes Body)

for the conservation of a number of properties on lighthouse

stations located in Donegal, Down and Antrim. These new

properties have been named after boat types, and are known

as Ketch and Sloop at St.John’s Point in Co.Down, Clipper and

Schooner at St.John’s Point in Co.Donegal, and Blackhead

Cutter in Co.Antrim.

In addition to the new lighthouse properties, Irish Landmark

received its first ever gift of a property – the Railway Crossing

Cottage near Donegal town. The American owners of the

property, Jack and Connie Denne, had carefully restored the

cottage about 20 years ago and spent three months of every

year in the cottage. Having reached an age where the annual

trip became onerous, they decided to give the cottage to

Irish Landmark to ensure that their contribution to the local

heritage will have a viable and sustainable future.

Administrative UpdateIrish Landmark attended at the Holiday Fairs in Dublin, Cork

and Belfast that take place in January and February each year

and had a stand at the Dublin Horse Shown in July.

In March 2016 a new job was created within the Head

Office team, Standards Officer. The Standards Officer has

responsibility for the management of Irish Landmark’s House

Managers. In summary, the brief for the role is three fold:

monitoring House Manager performance; ensuring the high

standards in the presentation of the properties; and ensuring

that great guest experiences are available at each property.

The annual House Manager event took place in May. The

training element of the day focused on fire regulations and

the potential for energy efficiencies at properties.

A major task undertaken in 2016 was the adoption of a new

accounting system. By end of April full and successful transfer

from TAS Books to Xero had been completed, and the new

accounts system has since proved to be less time consuming

and more suited to Irish Landmark requirements.

New Strategic PlanA new Strategic Plan was finalised in May 2016. This

three-year plan is a frame work to support the continuing

development and future direction of Irish Landmark Trust.

Early actions completed by end of 2016 include the adoption

of a new accounting system; and promotion of energy

efficiency practices at the properties.

Key StatisticsThe ‘minimum stay’ policy was amended at the beginning of

year 2016 from a 2-night to a 3-night minimum requirement.

This change reduced the number of bookings but resulted in

an improved contribution per booking. The total number of

bookings in 2016 was 1,530. Occupancy increased by 1% on

2015 figures. It was decided at year end to return to the two-

night minimum stay policy, but to adjust pricing to ensure

that contribution was not negatively impacted. Numbers of

guests who stayed at Irish Landmark properties in 2016 was

c.4,600.

All Irish Landmark properties were open for a day during

Heritage Week and a day during European Heritage Open

Days. In addition some properties opened during Culture

Night, Open House night and local events. In total the

number of visitors to properties during these events

exceeded 5,000.

Board MembershipDue to pressure of work and the development of new hotels,

Bill Wolsey retired from the board in May 2016. Loughlin

Kealy, outgoing Chairman, also retired. Mary Hanna was

appointed as Chairman and Mona O’Rourke joined the board

at the AGM.

In conclusion, I would, as always, like to record my thanks to

the Board of Irish Landmark for its great work in supporting

the executive team. I’d also like to put on record my sincere

and grateful thanks to all members of the Head Office and

House Manager teams. Irish Landmark could not have

achieved so much without the contribution of all these

people.

Mary O’BrienApril 2017

3

“I couldn’t imagine a nicer property than the Ketch, and in such a beautiful location”

Nicholas Robinson, President

Mary Hanna, Chairman

Mary Apied

Richard Blakiston Houston

Eugene Downes

Mary O’Brien, CEO

Irene Carroll

Caroline Crowley

Lorraine Bell

Gerard Boyle

Shirley Bryant Clark

Gail Butler

Gerald Butler

Monica Butler

Miriam Conway

Walter Corr

Michael Cronin

Mary Finan

Rita Harkin

Andrew Kavanagh

Peter Kelly

Camilla McAleese

Edward McParland

Mona O’Rourke

Michael Parsons

Kevin Mulligan

Niall Power Smith

Nadine Cregan

Audrey Lawler

Diana Molohan

Suzanne Cantwell

Ken Davis

Grace Deegan

Arron Faye

Anne Foley

Alice Gallagher

Mary Geaney

Teresa Geaney

Martin Hendersen

Maro Kingston

Penny McBride

Brenda McClarty

Sarah Melvin

Corin Smith

Suzan Smyth

Pamela Stewart

Peter Theloke

Irish Landmark Trust Board at 31 December 2016

Head Office Staff at 31 December 2016

House Managers at 31 December 2016

Auditor: KPMG

Solicitors: P F O’Reilly, Dublin

Cleaver Fulton Rankin, Belfast

4

Purpose and aimsIrish Landmark Trust is established in both the Republic of Ireland (1992) and Northern Ireland (1996) as a not-for-profit company, limited by guarantee, with charitable status in both jurisdictions.

The purposes of Irish Landmark Trust are:

• to act as an educational trust for the purpose of conserving, improving and restoring buildings of character and

architectural merit, and to that end, to rescue, restore and make available to the public architecturally significant

small buildings which form an important part of the landscape in which they are set but whose restoration could not

otherwise be economically justified; and

• to document the construction methods used in the buildings rescued, document techniques used in restoration,

promote and develop the skills required to enable historic buildings to be restored in a manner consistent with their

original character and to promote public appreciation and understanding of the historic and architectural importance

of the selected buildings

“This wonderful Railway Crossing Cottage is steeped in history and beautifully restored”

Railway Crossing Cottage, Donegal

5

“A stay at St.John’s Point Donegal is detox heaven, with no wifi or television”

Window repair at Saunderscourt, Wexford

Saunderscourt, Wexford

How Irish Landmark carried out this purpose and achieved these aims in 2016

Preserving historic places.

During 2016 work was carried out at Saunderscourt Gate

Lodges in Wexford to stabilise the structures and improve

the site.

The Mall, a traditional Irish Cottage near Mitchelstown,

Co.Cork, was completely re-thatched.

Conservation of the five new lighthouse properties was

completed in 2016 and by the end of the year all these

new properties were available for holiday letting.

A former Railway Crossing Cottage in Donegal was given to

Irish Landmark. This had been authentically restored by its

former US owners and Irish Landmark’s role is to continue

to preserve this cottage as a now rare authentic example

of former railway architecture in Co.Donegal.

Promoting public enjoyment of historic places.

The buildings rescued by Irish Landmark are available

to, and enjoyed by, many people. Almost 5,000 people

experienced a stay in an Irish Landmark property during

the year. (This was down on 2015 numbers due to the

fact that the minimum stay policy was changed from 2

nt.minimum to 3 nt.minimum. This resulted in a reduction

in the number of bookings.) These visitors enjoy a very

tangible experience of the past which requires no prior

knowledge or qualification. To live in an historic building,

even for a short time, has the capacity to inspire and

offer a sense of beauty and peace. The availability at the

properties of the history of each place and its physical and

historical context encourages visitors to learn more.

In addition to making the properties available for guests

wishing to stay in them, in 2016 over 5,000 people visited

the properties on open days.

Ensuring high standards of presentation and great guest experiences

A new role was created within the Head Office team. In

March 2016 a Standards Officer was appointed. The brief

for the role is to ensure high standards in House Manager

performance, presentation of properties, and guest

experience.

Almost 5,000 people experienced a stay in an Irish Landmark property

during the year.

6

Structure, governance and management

“Our stay at Castletown Round House was like a dream; we didn’t ever want to leave”

Irish Landmark is incorporated in the Republic of Ireland and

separately in Northern Ireland as a not-for-profit company.

Charitable status has been achieved for both companies.

(The new Charities Regulatory Authority for the Republic of

Ireland was established on 16 October 2014. On that date

Irish Landmark Trust was deemed to be a ‘registered charity’

under the 2009 Charities Act and was issued with a new Irish

Registered Charity number, 20028909.)

At the end of 2016 there were fourteen trustees on the

board of Irish Landmark and an ex-officio President. All

give their time voluntarily. In addition to attending at

board meetings, all trustees take part in the work of the

organisation by sitting on various committees. In 2016

the number of permanent board sub-committees was

reduced to two: Property Committee and Finance & Audit

Committee. From time to time a General Purposes ad

hoc committee meets to consider the appointment of new

trustees or deal with exceptional matters. Time-limited task

groups are set up, as required, to assist with special events,

marketing and fundraising.

Board meetings take place, on average, every two months.

The Finance and Audit Committee meets every month and

the Property Comittee meets about every two months.

The organisation is managed on a day to day basis by a

Chief Executive Officer, who works with an executive team of

five, giving a total staff of six. Three staff are on contracts of

indefinite duration, three on fixed term contracts. Three staff

work full time, two work 4 days a week and the sixth person

works 3 days a week.

The executive team is augmented by a team of 25 House

Managers, who work on a part time basis, dependent on

bookings at each of their individual properties.

The gross salary of the CEO in year 2016 was €65,740,

which includes an end of year additional payment of

€2,000.

Trustees receive no payment as board members of Irish

Landmark. As noted in Clause 3 of the Memorandum of

Association of The Irish Landmark Trust Limited, “…no

remuneration or other benefit in money or money’s worth shall

be given by the company to any director …”

The executive team is augmented by a team

of 25 House Managers, who work on a part-time

basis.

St.John’s Point, Down

7

New Properties

These new properties mark a significant

enhancement of the existing partnership

between Irish Landmark and Irish Lights

“Clomantagh Castle is a wonderfully restful place for a family gathering”

Blackhead Lighthouse at night

Five new lighthouse properties added to the portfolio

2016 saw the completion of the new lighthouse project.

The new properties include two houses each at St John’s

Point in Co Down and St John’s Point in Co Donegal

and a third property at Irish Landmark’s existing site at

Blackhead Co Antrim.

These new properties mark a significant enhancement of

the existing partnership between Irish Landmark and Irish

Lights – a partnership that had already seen six lighthouse

properties given a sustainable new use and purpose.

As the keepers and custodians of some of the most

spectacular maritime heritage properties on the Island of

Ireland, Irish Lights established the Great Lighthouses of

Ireland partnership to promote tourism activity on twelve

lighthouse stations. Each site offers unique experiences

that complement the richness and beauty of Ireland’s

coastline, by welcoming all visitors to explore, discover

and meet the people who are passionate about these

special places.

The Great Lighthouses of Ireland project has been funded

by the European Union’s INTERREG IVA cross border

programme, managed by the Special EU Programmes

body (SEPUB).

St.John’s Point, Down

8

Railway Crossing Cottage, Co.Donegal

This cottage was known as ‘Gate House No.9’ because it

was the ninth crossing cottage on the Killybegs branch of

the County Donegal Railway.  It was originally constructed

in c.1892/93 and through the years was inhabited by a

succession of families up until the late 1970s, when it

seems to have become abandoned.

Jack and Connie Denne purchased the cottage over 20

years ago.  Connie’s grandmother was the wife of one

of the ‘gate-keepers’. They restored it very carefully and

authentically. Every year Jack and Connie spent three

summer months at the cottage in Donegal. Having

reached an age where this annual pilgrimage had become

more difficult, they decided to give this beautiful property

to Irish Landmark, so as to ensure their loving and careful

restoration would be enjoyed by many more people.

The large gate in the front of the cottage is a replica of

the original gate, but for convenience has been mounted

differently.  The original was hinged to the wall on the

right side (facing the building) and swung across the road

to block traffic as the train came through. Opposite, on the

other side of the road, another gate would have swung

open to block traffic coming from the other direction. 

Six trains daily (three round trips) passed through these

gates going to and from Killybegs.

Jack and Connie Denne gave this beautiful property to Irish Landmark, so as to ensure their loving and

careful restoration would be enjoyed by many more people.

Railway Crossing Cottage, Donegal

“Loop Head is a unique property in a great part of the world”

Railway Crossing Cottage kitchen

9

Accounts for the Company Registered in Dublin No. 195260

Unrestricted

€

Restricted

€

Heritage

€

2016Total

€

2015Total

€

Incoming Resources

Heritage Council Grant

Other grants and donations

Income from fundraising activities

220,000

7,470

459,179

-

40,000

12,880

-

100,000

-

220,000

147,470

472,059

220,000

17,008

471,236

Total Income

Expenses - conservation, maintenance and

management of 18 heritage properties

686,649

(683,538)

52,880

(639,280)

100,000

-

839,529

(683,786)

708,244

(671,740)

Operating Surplus

Other Income

3,111

50

52,650

-

100,000

-

155,761

50

36,504

60

Surplus on ordinary activities before

taxation

Taxation

3,161

-

52,650

-

100,000

-

155,811

-

36,564

-

Retained surplus for the financial year 3,161 52,650 100,000 155,811 36,564

The Irish Landmark Trust CLG – Republic of Ireland Income and expenditure account and other comprehensive incomefor the year ended 31 December 2016

On behalf of the board

Niall Power SmithDirector

Peter KellyDirector

There are no other comprehensive income and losses for the year or preceding financial year. Accordingly no statement of

other comprehensive income has been prepared.

10

On behalf of the board

Niall Power SmithDirector

Peter KellyDirector

Accounts for the Company Registered in Dublin No. 195260

2016

€

2015

€

Fixed Assets

Tangible Assets 157,786 5,538

Current Assets

Debtors

Cash at bank and in hand

10,370

279,320

5,289

286,665

289,690 291,954

Creditors: amounts falling due within one year (173,972) (179,799)

Net current assets 115,718 112,155

Net assets 273,504 117,693

Funded by:

Unrestricted Funds:

General Funds

Restricted Funds:

Restricted Funds

Designated Funds

Heritage Funds

70,854

52,560

50,000

100,000

67,693

-

50,000

-

117,693 117,693

The Irish Landmark Trust CLG – Republic of Ireland Balance Sheet at 31 December 2016

11

Accounts for the Company Registered in Northern Ireland No. NI 031218

The Irish Landmark Trust Limited – Northern Ireland Income and expenditure account and other comprehensive incomefor the year ended 31 December 2016

2016

Stg£

2015

Stg£

Incoming Resources

Grants and donations

Income from fundraising activities

773

151,062

19,795

146,413

Total Income

Expenses - conservation, maintenance and management

of 9 heritage properties

151,835

(161,440)

166,208

(146,433)

(Deficit)/surplus on ordinary activities before taxation

Taxation

(9,605)

-

19,775

-

Retained (deficit) /surplus for the financial year (9,605) 19,775

On behalf of the board

Niall Power SmithDirector

Peter KellyDirector

There are no other comprehensive income and losses for the year or preceding financial year. Accordingly no statement of

other comprehensive income has been prepared.

12

Accounts for the Company Registered in Northern Ireland No. NI 031218

2016

Stg £

2015

Stg £

Current Assets

Debtors

Cash at bank

24,914

28,484

26,630

18,941

53,398 45,571

Creditors: amounts falling due within one year (40,451) (23,019)

Net assets 12,947 22,552

Funded by:

General funds 12,947 22,552

12,947 22,552

The Irish Landmark Trust Limited – Northern Ireland Balance Sheet at 31 December 2016

On behalf of the board

Niall Power SmithDirector

Peter KellyDirector

13

Legacies

A legacy to Irish Landmark Trust is tax-free, since a

bequest to a charity is not liable to inheritance tax. A

legacy, or charitable bequest, to Irish Landmark Trust

could give new life to a historic building; it could provide

future generations with the opportunity to experience

how our ancestors lived.

Each year Irish Landmark has to turn down a growing

number of properties that merit our attention simply

because we do not have the funds or resources to restore

or conserve them.

Gifts left to Irish Landmark in wills could be an important future source of income.

There are different types of legacies.

• A specific bequest

• A residual bequest

• A contingent bequest

Your solicitor can help you decide which is most

appropriate for you.

Small or large, every gift we receive in a will makes an

important contribution to our work.

 

RECOGNITIONA will is a very personal document and many will want

to keep its details private. If you are comfortable about

revealing your intentions to us, we shall appreciate the

opportunity to thank you for your generosity and to

discuss with you how best to use your gift. All legacies will

be acknowledged after receipt (unless the donor wishes

otherwise).

“Ballealy Cottage is a wonderful hideaway with ample room for a family”

Each year Irish Landmark has to turn down a growing number of properties that merit our

attention simply because we do not have the funds or resources

to restore or conserve them.

Knocknalosset House, Cavan

14

Irish Landmarkers

“Our stay at St.John’s Point in Donegal was peaceful and tranquil: simply fantastic”

Irish Landmarkers are an important part of the family of

Irish Landmark Trust. Becoming an Irish Landmarker is

a great way to support the work of our organisation. The

subscriptions received make an invaluable contribution to

our work.

Everytime someone stays in an Irish Landmark property

they are helping to sustain a part of Ireland’s built

heritage. It is important that we share this architectural

legacy with the wider community. However, the costs of

conservation and ongoing maintenance normally exceed

the revenue we earn from holiday rentals. This means

that we depend on donations and support so that we can

continue our work.

As a registered charity in both Republic of Ireland and

Northern Ireland, Irish Landmark Trust is eligible to receive

donations to support its work. Our ‘Irish Landmarker’

programme provides us with a steady and reliable income

that gives us the essential confidence we need to take on

often daunting challenges.

To all those who are already subscribers, we take this

opportunity to thank you for your loyalty and commitment

to Irish Landmark.

Your support is appreciated.

Everytime someone stays in an Irish Landmark property they are helping to sustain

a part of Ireland’s built heritage.

Rethatching at The Mall in Mitchelstown

15

Our Funders/Supporters

Irish Landmark Trust gratefully acknowledges the continuing support of The Heritage Council

16

Help Irish Landmark ensure that a BEFORE like this

Doesn’t become an AFTER like this

Belline Lodge 2007, and Belline Lodge 2013

Irish Landmark

Trust

Tel: +353 1 670 4733

Email: bookings@irishlandmark.com

WWW.IRISHLANDMARK.COM

THE IRISH LANDMARK TRUST LIMITED

IRISH LANDMARK TRUSTREGISTERED IN DUBLIN NO.195260; REG’D CHARITY NO. 20028909REGISTERED IN BELFAST NO.NI031218; REG’D CHARITY NO. NIC101205