The Antonine Wall Management Plan 2013-18 - Glasgow City Council

Frontiers of the Roman Empire World Heritage Site
The Antonine Wall
Management Plan 2013-18 – Consultation Draft

Frontiers of the Roman Empire World Heritage Site
The Antonine Wall
Management Plan 2013-18 – Consultation Draft
COVER: Rough Castle © Crown Copyright: RCAHMS
Unless otherwise specified, images are © Crown Copyright reproduced courtesy of Historic Scotland. www.historicscotlandimages.gov.uk

CONTENTS
chapter one
Introduction 3
Chapter two
Requirement for a Management Plan 4
chapter three
Preparation of the Consultative Draft 5
chapter four
Consultation Process 6
chapter five
Responses to this consultation 7
chapter six
Handling your response 8
chapter seven
The Statement of Outstanding Universal Value 9
chapter eight
Managing the World Heritage Site 13
chapter nine
Delivery of the 2007-12 Management Plan 18
chapter ten
Looking Forward 23
10.1 A Vision for the Antonine Wall World Heritage Site
10.2 Long-Term Aims: 2013-43
10.3 Current Issues and Medium-Term Objectives
Appendices
Appendix A Statement of Outstanding Universal Value 36
Appendix B Bibliography 37
Appendix C Report on the Consultation Workshops 39
Appendix D Strategic Environmental Assessment: Environmental Report 44
Appendix E Respondent Information Form 90
Appendix F Scottish Government Consultation Response 93
Appendix G Governance Model for the Antonine Wall World Heritage Site 94
Appendix H Glossary 95
LEFT: Seabegs
1

Chapter one
introduction
1.1 This Management Plan provides a broad
framework for the management, conservation
and enhancement of the Frontiers of the Roman
Empire (Antonine Wall) World Heritage Site,
henceforth referred to as the Antonine Wall, in
accordance with its Outstanding Universal Value
(OUV – see Appendix A). It does so by setting
out aims and objectives to guide those who
are involved in making decisions affecting the
management of the Site. The Management Plan
is not intended to be prescriptive but does rely
on all stakeholders working in partnership to
achieve the management aims and objectives.
1.2 The Frontiers of the Roman Empire World
Heritage Site (FREWHS) is a serial transnational
World Heritage Site (WHS). It currently
comprises Hadrian’s Wall (inscribed in 1987),
the German Limes (inscribed in 2005) and
the Antonine Wall (inscribed in 2008). These
Partners work internationally to protect and
promote the FREWHS. In Scotland, a partnership
of key local authorities and government
agencies delivers strategic and operational
functions specifically for the Antonine Wall.
1.4 It summarises the actions delivered from the
2007-12 Management Plan, outlines a long-term
vision for the Site, identifies key issues for the
forthcoming Management Plan, and proposes
aims and objectives to tackle these over the
next five-year period.
1.5 The Antonine Wall Draft Management Plan
does not provide a comprehensive contextual
history or physical analysis of the Antonine
Wall and its surroundings. This detailed
information can be found in a range of other
documents, publications and references
including the Nomination of the Antonine
Wall for Inscription in the World Heritage List
(Historic Scotland, 2007). An update of the work
that has been undertaken during the period of
the first Management Plan can be found in the
bibliography in Appendix B.
1.3 The first Management Plan for the Antonine
Wall covered the five-year period from
nomination (2007-12). This draft, five-year
Management Plan for 2013-18 draws on the
work that has already been delivered and builds
on the aspirations of the Partners and other
stakeholders.
Map illustrating the boundary of the Roman empire during the
second century AD
LEFT: Nomination documents 2007
3

chapter two
Requirement for a
Management Plan
2.1 The UK has obligations under the World
Heritage Convention (WHC) in relation to
the effective management of World Heritage
Sites which require that every Site has an
appropriate management structure in
place. Although Management Plans are not
a statutory requirement in the UK, national
policy encourages their use as best practice.
As working documents they should follow
the advice in the ‘Operational Guidelines for
the Implementation of the World Heritage
Convention’ and should be regularly reviewed,
evaluated, monitored and updated.
2.2 The key purpose of a Management Plan
is to provide a framework for the overall
management of the WHS in a manner specific to
its character and needs to ensure maintenance
of its Outstanding Universal Value. The plan’s
aims and objectives are thus based on an
analysis of the Site’s significance and the issues
which currently affect it, ensuring that solutions
are identified to Site specific problems. A
Management Plan is, therefore, a means by
which a Site can demonstrate to the United
National Educational, Scientific and Cultural
Organisation (UNESCO) that it has adequate
management mechanisms in place to ensure
the Site’s conservation for future generations.
2.3 Management Plans depend, for their
effectiveness, on consensus and commitment
from the key Partners and stakeholders. For this
reason the Antonine Wall Management Plan will
be endorsed by those bodies and individuals
responsible for its implementation. This plan
will be the framework for long-term detailed
decision making on the conservation and
enhancement of the WHS and the maintenance
of its OUV. The plan’s vision, aims and objectives
should be, wherever possible, incorporated
into other relevant local guidance, plans and
strategies.
2.4 The Antonine Wall Management Plan will cover
a five-year period from 2013 to 2018 after
which it will be further reviewed in line with the
International Council on Monument and Sites
(ICOMOS) guidance.
Lilia, Rough Castle, Falkirk
4

Chapter three
Preparation of the
Consultative Draft
3.1 The Antonine Wall Draft Management Plan has
been developed by the Antonine Wall World
Heritage Site Co-ordinator and the Partners
involved in managing the WHS. The Partners
are East Dunbartonshire Council (EDC), Falkirk
Council (FC), Glasgow City Council (GCC),
Historic Scotland (HS), North Lanarkshire
Council (NLC), and West Dunbartonshire
Council (WDC). The preparation of the plan
has been guided at every stage by the Partners
and has been informed by discussions with key
stakeholders.
3.2 The Draft Management Plan seeks the views
of the local and wider community including
residents, businesses, organisations with an
interest in the Site and any other parties. It
should be regarded not as a finished article but
as a discussion document which seeks further
input from a range of stakeholders and users.
3.3 After the twelve-week period of public
consultation has ended, all comments provided
on the draft will be analysed to inform the
development of the finalised Management Plan
which will seek to further refine the proposed
aims and objectives as necessary.
5

chapter four
Consultation Process
4.1 This Draft Management Plan has been
developed following an initial period of
stakeholder and public consultation, in the
form of a series of workshops held between
July and November 2012. These were led by an
independent facilitator and a report of the full
process can be read at Appendix C.
4.2 An initial Visioning workshop with the
partnership Steering Group identified a shared
vision, key aims and issues for the long-term
management of the Antonine Wall. These aims
and issues were then discussed and refined
through three stakeholder workshops, involving
representatives from government agencies,
local authorities and other organisations. This
produced the six Long-Term Aims and a key issues
list, with associated draft objectives, which were
then taken to a series of five public workshops,
one in each of the local authority areas along the
Antonine Wall. These public workshops sought
to refine the draft objectives, and learn of local
concerns and priorities for action.
4.3 The results of those workshops have been used
to draft the Issues and Objectives sections
of this document. This consultative Draft
Management Plan for the Antonine Wall WHS
now invites wider views on how it should be
managed over the next five years.
4.4 The time period for the public consultation
exercise is twelve weeks.
4.5 Your comments will inform the revision of the
draft plan prior to its finalisation and adoption.
4.6 A ‘Strategic Environmental Assessment’ (SEA)
of this draft has been undertaken in accordance
with the requirements of the Environmental
Assessment (Scotland) Act 2005. The
Environmental Report accompanying this draft
Management Plan can be found in Appendix D.
4.7 The draft Management Plan and Environmental
Report are available to download from
the consultation web pages of the Historic
Scotland website at: www.historic-scotland.
gov.uk/index/about/consultations/
currentconsultations.htm. Printed copies
of the plan are also available to view in East
Dunbartonshire Council at the Kirkintilloch
Community Hub, William Patrick Library,
2 West High Street, Kirkintilloch G66 1AD;
Falkirk Council’s Development Services at
Abbotsford House, David’s Loan, Falkirk
FK2 7YZ; Glasgow City Council’s Development
and Regeneration Services, 231 George Street,
Glasgow G1 1RX; Historic Scotland’s office at
Longmore House, Salisbury Place, Edinburgh
EH9 1SH; North Lanarkshire Council’s Planning
& Development Service at Fleming House,
2 Tryst Road, Cumbernauld G67 1JW; and
West Dunbartonshire Council’s Forward
Planning Department at Rosebery Place,
Clydebank G81 1TG.
Kelvin Valley from the Antonine Wall
6

Chapter five
Responses to this
consultation
5.1 We are inviting written responses to the
questions set out in this consultative Draft
Management Plan and the SEA Environmental
Report by 28 June 2013. We should be grateful
if you could clearly indicate in your response
to which parts of the consultative draft plan
or Environmental Report you are responding,
as this will aid our analysis of the responses
received. A copy of the Respondent Form is
available at Appendix E.
5.2 Please send your response:
By email: hs.awconsultation@scotland.gsi.gov.uk
By post: Patricia Weeks, Antonine Wall World
Heritage Site Co-ordinator,
c/o Historic Scotland,
Longmore House, Edinburgh EH9 1SH
5.3 Alternatively you can hand in your response
to the service or reception desks at any of
the following locations: FAO Ian Arnott, East
Dunbartonshire Council, at the Kirkintilloch
Community Hub, William Patrick Library,
2 West High Street, Kirkintilloch G66 1AD;
FAO Alan Rodger at Falkirk Council’s
Development Service Department at Abbotsford
House, David’s Loan, Falkirk FK2 7YZ; FAO Gillian
Dick at Glasgow City Council’s Development
and Regeneration Services, 231 George Street,
Glasgow G1 1RX; FAO Patricia Weeks at Historic
Scotland’s office at Longmore House, Salisbury
Place, Edinburgh EH9 1SH; FAO Lorna Bowden
at North Lanarkshire Council’s Planning &
Development Service at Fleming House, 2 Tryst
Road, Cumbernauld G67 1JW, and FAO Alan
Williamson at West Dunbartonshire Council’s
Forward Planning Department at Rosebery
Place, Clydebank G81 1TG.
5.4 If you have any queries, please contact Patricia
Weeks on 0131 668 8600.
7

chapter six
Handling your
response
6.1 We need to know how you wish your response
to be handled and, in particular, whether you
are happy for your response to be made public.
Please complete and return the Respondent
Information Form enclosed with this
consultation paper as this will ensure that we
treat your response appropriately. If you
ask for your response not to be published we
will regard it as confidential and we will treat
it accordingly.
6.2 All respondents should be aware, however, that
Historic Scotland, as an agency of the Scottish
Government, is subject to the provisions of the
Freedom of Information (Scotland) Act 2002
and the Environmental Information (Scotland)
Regulations 2004 and would therefore have to
consider any request made to it under these
Acts for information relating to responses made
to this consultation exercise.
6.3 Where respondents have given permission for
their response to be made public and, after we
have checked that they contain no potentially
defamatory material, responses will be made
available to the public.
6.4 Following the closing date, all responses will be
analysed and considered along with any other
available evidence. A final version of the Antonine
Wall Management Plan and its SEA post-adoption
statement/consultation report will be published
as soon as possible thereafter and will be
available through the Historic Scotland website
(www.historic-scotland.gov.uk).
6.5 If you have any comments about how this
consultation exercise has been conducted,
please send them to Patricia Weeks as detailed
above. Further information about the Scottish
Government consultation process which
Historic Scotland follows can be found in
Appendix F.
8

Chapter seven
The Statement of
Outstanding
Universal Value
7.1 The Antonine Wall is protected and managed in
accordance with its Statement of Outstanding
Universal Value (SOUV). The World Heritage
Committee has asked that an SOUV is developed
for every World Heritage Site. This defines the
elements within a Site which make it important
and which should be protected in order to
maintain its significance. The Committee and
their advisory bodies use this document to assess
any potential threats to the WHS.
7.2 There are strict guidelines governing the
development of an SOUV which can only
include the elements for which the Site was
originally inscribed. OUV is defined in paragraph
49 of the UNESCO Operational Guidelines as
‘cultural and/or natural significance which is so
exceptional as to transcend national boundaries
and to be of common importance for present
and future generations of humanity. As such,
the permanent protection of this heritage is
of the highest importance to the international
community as a whole’. What this actually
means is that the range of values a property
displays must be considered to go beyond
national borders and has significance for
everyone in the world now, and in the future.
A Site is deemed to have Outstanding Universal
Value if it can be shown to satisfy at least one
of the ten criteria for assessment as set out in
Section 77 of the Operational Guidelines.
7.3 The current SOUV for the Antonine Wall can
be found at Appendix A. This was adopted
upon inscription in 2008. It is, however, likely
to change over the period of the 2013-18
Management Plan as one SOUV for the entire
FREWHS is developed and submitted to
UNESCO for adoption by the World Heritage
Committee.
Significance
7.4 The Antonine Wall is one part of a much larger
World Heritage Site. The Roman Empire, in
its territorial extent, was one of the greatest
empires the world has known. Enclosing the
Mediterranean world and surrounding areas,
it was protected by a network of frontiers
stretching from the Atlantic Coast in the
west, to the Black Sea in the east; from central
Scotland in the north to the northern fringes
of the Sahara Desert in the south. It was largely
constructed in the second century AD when the
Empire reached its greatest extent. Together, the
inscribed remains, and those to be nominated
The base of the Antonine Wall visible in New Kilpatrick Cemetery
Bar Hill Fort: bath-house
9

chapter seven
in the future, form an extensive relict cultural
landscape which displays the unifying character
of the Roman Empire, through its common
culture, but also its distinctive responses to
local geography and political and economic
conditions. Each component part is a substantial
reflection of the way resources were deployed
in a particular part of the Empire.
7.5 The FRE as a whole has an extraordinarily high
cultural value. It was the border of one of the
most extensive civilizations in human history,
which has continued to affect the western world
and its peoples till today. It had an important
effect on urbanisation and on the spread of
cultures among remote regions. The scope
and extent of the frontier reflects the unifying
impact of the Roman Empire on the wider
Mediterranean world, an impact that persisted
long after the empire had collapsed, while the
frontiers are the largest single monument to the
Roman civilization.
7.6 The FRE illustrate and reflect the complex
technological and organisational abilities of
the Roman Empire which allowed it to plan,
create and protect a frontier of some 5000 km
in length, with a garrison of tens of thousands of
men, and to manage the social, economic and
military implications of this frontier. The frontier
demonstrates the variety and sophistication
of the response to topography and political,
military and social circumstances which include
walls, banks, rivers, and sea.
7.7 The Antonine Wall formed the most northwest
part of the Empire’s general system of defence
or Limes. In use for only a generation, this barrier
incorporated several technical and design
components not seen on earlier frontiers and
was one of the last of the linear frontiers to be
built by the Romans.
7.8 The contribution of this part of the Frontier to
the Outstanding Universal Value of the WHS
FRE is expressed as follows: The Antonine Wall
Section through Rough Castle
10

The Statement of Outstanding Universal Value
The line of the Antonine Wall across Scotland
bears testimony to the maximum extension
of the power of the Roman Empire, by the
consolidation of its frontiers in the north of the
British Isles, in the middle of the second century
AD. The property is a physical manifestation of
change in Roman imperial foreign policy at the
time. The Antonine Wall is one of the significant
elements of the Roman Limes present in Europe,
the Middle East and North Africa. It exhibits
important interchanges of cultural values at
the apogee of the Roman Empire. The Antonine
Wall fully illustrates the effort of building the
Limes on the frontiers of the Roman Empire.
It embodies a high degree of expertise in the
technical mastery of stone and turf defensive
constructions, in the construction of a
strategic system of forts and camps, and in the
general military organisation of the Limes. The
Antonine Wall is an outstanding example of the
technological development of Roman military
architecture and frontier defence.
Integrity
7.9 The property includes all the upstanding and
buried remains necessary for understanding its
outstanding universal value and to demonstrate
why it is an exceptional example of the use of
artificial barriers as an aspect of the overall
military frontier system of the Roman Empire.
As a primarily earthen monument,
environmental concerns and potential impacts
of development offer a particular challenge
to managing the Site, and balancing access
and conservation is addressed within the
Management Plan.
7.10 The property is of adequate size to ensure the
complete representation of the features and
process which convey the significance of the
property; all the archaeological remains of the
monument, within present understanding of
the Site, are contained within the property. The
Buffer Zone of the property provides protection
for the setting of the monument. Although
the monument sits in a highly varied modern
urban and rural landscape, the setting of the
monument has been largely retained across the
length of the Wall allowing the mindset of the
Roman engineers to be envisaged and its scale
and setting appreciated.
Authenticity
7.11 The property has a high level of authenticity.
All remains of the property are known and
proven through archaeological investigations
as authentic Roman constructions, erected
during the reign of Antoninus Pius. It is visible as
a sometimes impressive feature in the modern
landscape for over one-third of its total length,
while archaeological excavations undertaken
over the last 100 years, have demonstrated that
the rest survives well as buried archaeology
beneath both fields and urban areas.
7.12 Given the short duration of the frontier system,
the materials are highly authentic to the primary
use of the monument in the mid to late second
century AD. Currently displayed elements of the
frontier have been undertaken on the basis of
full documentation through modern excavation.
Recent interventions are conservationorientated
and kept to a minimum.
11

Chapter eight
Managing the World
Heritage Site
8.1 This section sets out the roles and responsibilities
of those involved in the management of the
Antonine Wall WHS including the UK and
Scottish Governments, the Partners who take
an active role in day-to-day management, and
the diverse range of stakeholders who have an
interest in the Site. A governance model for the
Antonine Wall is available at Appendix G.
8.2 The process of developing a Management Plan
involves bringing together all key Partners and
stakeholders to agree a common vision for the
future of the Site. The implementation of the
Management Plan then relies on the effective
co-operation and commitment of Partners and
other key stakeholders to take actions forward.
8.3 All management roles are delivered within
a clear management structure and context,
defined internationally by UNESCO and refined
at local level.
State Party
8.4 State Parties are countries which have ratified
the UNESCO World Heritage Convention. Since
International Treaties are reserved under the
Scotland Act 1998 the UK government is State
Party to the Convention. The Department of
Culture, Media and Sport (DCMS) is responsible
for the UK’s overall policy on World Heritage
Sites but since management of the historic
environment is devolved, Scottish Ministers
are responsible for selecting Scottish sites for
nomination, for ensuring that World Heritage
Sites in Scotland are well managed, and that
the Outstanding Universal Value of each Site
is protected. In Scotland, Historic Scotland
undertakes that role on their behalf.
FREWHS International Partners
8.5 As a serial transnational World Heritage Site,
the FREWHS presently includes Partners in
Scotland, England and Germany. The number
of international Partners could grow further
in the future as other countries with sections
of the second century Roman frontier submit
nomination bids to UNESCO. Co-ordination
and delivery of this complicated international
management arrangement is undertaken at
several levels within the partnership, from
strategic to operational.
8.6 At a strategic level, the Inter Governmental
Committee (IGC) meets annually and consists
of delegations of the State Parties from the
countries already inscribed. Delegations include
at least one member of the administration in
charge of the national section(s) of the FREWHS
as well as at least one archaeological expert. The
rules and function of the IGC are approved and
accepted by all the participating State Parties
in the FREWHS, and the IGC is responsible for
the co-ordination of the joint international
management of the FREWHS and for maintaining
compliance with WHC obligations. Delegations
of State Parties caring for a section of the Roman
frontier not yet inscribed are welcomed as
observers, particularly if considering nomination,
or already on the tentative list.
8.7 At an academic level, a panel of international
experts (the Bratislava Group) meets annually,
and advises the FREWHS IGC on all cultural
heritage management issues. This group forms
a key link for passing on ‘lessons learned’ from
inscribed sections to those on the tentative list
or considering nomination.
8.8 At an operational level, co-ordinators and Site
managers (the Hexham Group) meet at least once
a year, usually more often, to discuss monitoring
issues and share best practice approaches to Site
management and presentation.
LEFT: Watling Lodge
13

chapter eight
FRE (Antonine Wall) WHS Scottish
Partners
8.9 Within Scotland, there are six signatory Partners
to the Antonine Wall Management Plan. These
Partners are accountable for ensuring that the
aims and objectives within the Management
Plan are delivered appropriately.
These six Partners are:
East Dunbartonshire Council
East Dunbartonshire Council is part landowner of the
Antonine Wall (2.2 km/17 ha, including Kirkintilloch
Fort and New Kilpatrick Cemetery) with responsibility
for the East Dunbartonshire Leisure and Culture
trust, an arms-length Trust whose remit includes the
management of Auld Kirk Museum in Kirkintilloch. The
Museum, situated next to the line of the Wall in the
neighbouring Peel Park, has a small Roman display and
runs outreach events for schools and the community.
The Council is responsible for a wide range of services
which are relevant to the management of the Antonine
Wall. These include planning, economic development,
tourism, roads and education. Archaeological services
are provided to the Council by Rathmell Archaeology.
The Antonine Wall runs through Peel Park, Kirkintilloch
Falkirk Council
Falkirk Council has responsibility for a wide range
of services, related to the management of the WHS,
which include planning, economic development,
tourism, roads and education. The Council is also
partial landowner of the Site (about 5.4 km/40 ha
including Kinneil fortlet and a section at Polmont) and
has responsibility for an arms-length Community Trust
which provides archaeological advice to the Council
and manages the Callendar House Museum and Kinneil
Museum, both of which have Roman displays and run
outreach events. The Trust also acts as advisor to the
Council on collections management and heritage
interpretation.
Kinneil Fortlet, Falkirk
Glasgow City Council
Glasgow City Council Council has the smallest
landholding of the Partners, with responsibility for
0.07 km/0.16 ha at Cleddans Burn but is also
responsible for a wide range of services which are
important to the wider management of the WHS.
These include planning, economic development,
tourism, roads and education. Archaeology Services
are provided to the Council by West of Scotland
Archaeology Services. Museums services are delivered
through a Trust, Glasgow Life.
Historic Scotland
Historic Scotland is an executive agency of the Scottish
Government responsible for advising Scottish Ministers
on the protection and presentation of Scotland’s
historic environment and promoting its understanding
and enjoyment. In regard to the Antonine Wall: the
agency’s Policy Group carry out Scotland’s State Party
function on behalf of Scottish Ministers; the agency
directly manages 7.7 km/72 ha of the WHS (including
Rough Castle, Bar Hill and Bearsden Bath-house) as
Properties in Care on behalf of Scottish Ministers;
and the agency’s Heritage Management Directorate
considers scheduled monument applications on
behalf of Scottish Ministers, provides advice to local
planning authorities on listed building/conservation
Bearsden Bath-house
14

managing the World Heritage Site
area consent applications and planning applications,
and is also a consultee, through Scottish Government,
on Environmental Impact Assessments and Strategic
Environmental Assessments.
North Lanarkshire Council
North Lanarkshire Council are also partial landowners
of the Site with responsibility for 0.6 km/12.5 ha at
Garnhall, Castlecary which is let for seasonal grazing. The
Council is responsible for a wide range of services which
contribute to the wider management of the Antonine
Wall WHS. These include planning, regeneration,
tourism, roads and education. Archaeology services
are provided to the Council by Rathmell Archaeology.
The Council runs several museums as well as outreach
activities on Roman themes.
West Dunbartonshire Council
West Dunbartonshire Council is responsible for a
wide range of services which are relevant to the
management of the Site. These include planning,
economic development, tourism, heritage, roads,
education and museums. The Council is also
partial landowner of the Site (0.8 km/ 4.8 ha) with
responsibility for Golden Hill Park which is the site of
Duntocher Fort and fortlet. Archaeology services are
provided by West of Scotland Archaeology Service.
8.11 The Stakeholders
A wide range of other individuals, organisations and
groups have an interest, and a role to play, in how the
Antonine Wall is managed and promoted. Stakeholders
are crucial to the development of a Management
Plan that works and is successful. They can help by
identifying the relevant issues to be addressed and
by supporting the achievement of objectives. The
Partners intend to engage the opinions and input
of stakeholders regularly and ensure that they feel
involved in decisions about the WHS that affect them.
Stakeholders for the Antonine Wall WHS can be
broadly grouped as follows:
Landowners
There are a number of other public and private
landowners who have a sizeable stake in the Antonine
Wall WHS. Many of the issues facing the Site, including
land management and rural issues, will be shared by
these landowners and it is vital that they have a say in
decisions which affect their landholdings or properties.
Local Community
Goodwill, community responsibility and stewardship
are vital in order to ensure that the Site and the area
around it are managed appropriately. People who
live and work in and around the Antonine Wall WHS
have a vested interest in the ongoing preservation of
the Site, how access (both physical and intellectual)
is provided to it, and how the planning process deals
with development proposals that relate to the setting
of the Site. Many local community groups and societies
already actively engage with the Antonine Wall –
running events and facilitating wider public access. The
relationship between the Antonine Wall WHS Partners
and the community is important. The community
Golden Hill Park, Duntocher
8.10 To facilitate delivery of the Management Plan
aims and objectives, a governance structure
(Appendix G) has been established for the
Antonine Wall WHS, led by the Management
Plan Steering Group. This group includes one
representative of each of the Scottish Partners
named above, and directs the work of a suite
of delivery groups. These delivery groups
include key operational staff from the partner
organisations as well as representatives from
wider stakeholder organisations, such as
Forestry Commission Scotland, Scottish Canals
and Scottish Natural Heritage.
Ministerial visit to the Antonine Wall
15

chapter eight
The Antonine Wall runs through many highly populated areas,
as here at Callendar Park, Falkirk © Crown Copyright: RCAHMS
must be aware of the importance of protecting the
Site’s OUV and feel that they can make an effective
contribution to management decisions.
Education and Research
Many schools, universities and further education
organisations use, or could use, the Antonine Wall WHS
as part of their learning programmes. Representatives
from several Scottish Universities currently sit on the
Research Group as do representatives from specialist
bodies such as the Society of Antiquaries of Scotland,
the Scottish Archaeological Research Framework and
Glasgow Archaeological Society.
Tourism, Access and Local Business
Local and national transport operators provide
the key facilities for visitors to reach many of the
individual sites and monuments along the Antonine
Wall WHS but, to date, have not been widely involved
in the delivery of Management Plan objectives. Visit
Scotland is currently represented on the Access and
Interpretation group for national tourism input, but
there are also individual service providers in the
hospitality and tourism sectors who have a significant
role to play in the wider success of the Management
Plan at a more local level. These can range from
B&B’s, hotels and restaurants, to local tour guiding
companies, craftspeople and leisure activity providers
across central Scotland.
Culture and Natural Heritage
Heritage and environment bodies are keen to know
how the cultural assets of the Antonine Wall WHS
and its immediate surroundings are maintained; how
access is provided to them; and how issues of climate,
sustainability and ecosystems management are being
considered. Key stakeholders in this field include
Forestry Commission Scotland, Scottish Natural
Heritage, Central Scotland Green Network/Central
Scotland Forest Trust, Scottish Canals, Archaeology
Scotland, the Hunterian Museum, Scottish Geological
Society, Scottish Wildlife Trust, SEPA and the Royal
Society for the Protection of Birds.
The Forth and Clyde Canal running alongside the Antonine Wall at Seabegs
16

managing the World Heritage Site
Question one
Have we fully identified all key stakeholders
or can you identify others?
FRE (Antonine Wall) WHS Co-ordination
8.12 The scale and complexity of the Antonine Wall
WHS, with both national and international
involvement, requires there to be a strong degree
of co-ordination between the Partners. During
the period of the first Plan, an Antonine Wall
WHS Co-ordinator was appointed to co-ordinate
the implementation of actions and objectives in
the 2007-12 Management Plan, to help lead the
review of the 2007-12 Management Plan and to
prepare the 2013-18 version.
8.13 The Co-ordinator has been responsible for
managing and facilitating the various meeting
cycles for the Steering Group and delivery
groups, assisting Partners with project planning,
and arranging appropriate marketing and
promotional work. This co-ordination function
is an important one: bringing together the
work of the International and Scottish Partners;
maintaining and enhancing relationships with
other organisations and individuals who have
an interest in the management of the WHS;
and ensuring that all stakeholders are aware
of the importance of the Site and feel they can
contribute effectively to its management.
8.15 Projects between national Partners will
continue to benefit from central co-ordination,
ensuring that there is an overall awareness
of the achievements and progress being
made with Management Plan objectives. The
benefit of having a single point of contact for
managing the ‘front end’ of the WHS, such as
public enquiries and community engagement;
general administrative duties which include
managing meetings, marketing and promotion,
and advisory work, is central to the effective
management of the Site. Dedicated
co-ordination supports partner organisations
and facilitates a single approach to key matters.
At a time of limited resources and funds, this is
a sensible approach that benefits all Partners.
8.16 Effective co-ordination also enables delivery
of much of the day-to-day requirements as set
out by UNESCO: these include producing action
plans, monitoring reports and further versions
of the Management Plan, all of which amount to
significant amounts of work, especially for a site
of the nature of the Antonine Wall.
8.17 However it is achieved, successful co-ordination
is a necessity for a complicated Site that requires
the maintaining of a variety of relationships on
local, regional, national and international levels.
The loss of this function would significantly
hinder the successful implementation of the
2013-18 Plan and is therefore considered as a
potential risk for the Site.
8.14 Central to the successful implementation of the
2013-18 Plan, will be continued and effective
co-ordination. There are clear benefits in the
continuation of a dedicated Co-ordinator’s
post/function. It will aid continued collaboration
with international Partners (currently both
Hadrian’s Wall and the German Limes have
co-ordinators who meet regularly to discuss
joint working) which is crucial in ensuring
alignment between the Sites.
The Antonine Wall across Croy Hill
17

Chapter nine Delivery of the 2007-12
Management Plan
9.1 The 2007-12 Plan period saw a review of the
governance model for the Antonine Wall
WHS, in line with changes within local and
national government. Originally an overarching
Management Plan Steering Group included
both Partners and stakeholders. Three original
delivery groups covered Protection, Research,
and Access and Interpretation. An originally
constituted Landscape group had not met for
many years. These groups were considered
sufficient to meet the inaugural needs of the
delivery of the 2007-12 Management Plan.
9.2 During 2012, this structure was further
developed and refined to enable greater
accountability and quicker decision making.
The Management Plan Steering Group was
slimmed down to the six key Partners plus
the chairs of the delivery groups. The delivery
groups remained as they were, but an Education
and Learning Group was established and a new
Conservation and Landscape group is planned.
This structure will allow the Steering Group
to take a strategic overview of the work of
the delivery groups, each of which will deliver
operationally on specific aims and objectives in
the Management Plan.
9.3 To further facilitate discussion within Partner
organisations, a series of internal working groups
have been, or are being, established within the
five local authorities and Historic Scotland to
ensure cross departmental working and resource
allocation is as effective as possible.
9.4 For the Access and Interpretation Group, key
successes over the last five-year plan period
have included: the joint development of an
Interpretation Plan and Access Strategy to guide
the work of all Partners and stakeholders; the
development by the group of a ‘brand identity’
and design guidelines for the Antonine Wall
which is now being rolled out on all signage
and advertising materials; the completion by
North Lanarkshire Council of a series of path
and signage improvements to the stretch of
the Antonine Wall running through the local
authority; work by West Dunbartonshire
Council to install a series of markers along
the line of the Antonine Wall and interpretive
signage at Golden Hill Park; Falkirk Council’s
project with Bo’ness Community Council to
create and erect a replica of the Bridgeness
slab; Friends of Kinneil’s annual Big Roman
Week; and the commencement of a project
by East Dunbartonshire Council to improve
access to Bar Hill by constructing a car park at
Twechar and developing associated interpretive
materials. In March 2012, North Lanarkshire
Council will develop the first signage strategy
for the Antonine Wall, covering the section in
their care and preceding physical improvements
to signage over the course of the 2013-18 Plan
period while Glasgow Council have prepared a
council-specific Interpretation and Action Plan
which will be carried forward during 2013-14.
Bridgeness Slab © National Museums of Scotland
18

Grass management to reveal Duntocher Fort, Golden Hill Park © Crown Copyright: RCAHMS
9.5 The Protection Group, during the first Plan period,
have worked on producing Supplementary
Planning Guidance (SPG) for the WHS. This
has been an immense achievement as it was
produced collaboratively by planning and
development staff in all five local authorities and
adopted by all five planning committees. This
represents a tremendous engagement by both
elected members and officers in the commitment
to protection of the Antonine Wall WHS.
9.6 The Research group have been working on
identifying the research gaps in relation to the
Antonine Wall and will use this information to
develop a Research Strategy for the Site over
the period of the 2013-18 Plan. Although there
are many visible remains of the Antonine Wall,
a large part of it is buried underground. This
offers incredible preservation and research
opportunities but also poses particular
challenges with regard to presentation and
management. The Research Strategy will thus
need to marry with, and feed into, the work of the
access and conservation focused working groups.
9.7 The Education and Learning Group have
commissioned an audit of education provision
along the Antonine Wall and a survey into
views of current and potential educational
users. The results of this work will be fed into
the development and delivery of an education
strategy for the Antonine Wall WHS over the
period of the new Management Plan.
19

delivery of the 2007-12 management plan
9.8 During the first Plan period one of the
key stakeholders, the Hunterian Museum,
completed work on the redevelopment of their
Antonine Wall Gallery.
9.9 On behalf of all the Partners, national and
international, two websites were created to
promote the FREWHS (www.romanfrontiers.
org) generally and the Antonine Wall (www.
antoninewall.org) specifically. Unfortunately,
due to staff resourcing issues, these have not
been updated or redeveloped for some time,
but still provide a good level of background
information on the Antonine Wall WHS for the
general public.
9.10 As well as the Management Plan having
deliverable objectives, it is also designed to
allow reaction to other wider developments
and projects that relate to the Antonine Wall.
Examples of such projects that have emerged
during the first Plan period are the Helix
project in Falkirk and the John Muir Trail
across central Scotland. Both projects will
include sections of the Antonine Wall in their
development and Partners have been involved
in contributing to this.
Lessons Learned During the 2007-12
Management Plan period
Managing the WHS
9.11 As a relatively new WHS, the Antonine Wall is
still in a period of developing and confirming
policy approaches; establishing effective
engagement with and communication between
Partners and Stakeholders; and developing
projects that contribute to sustainable growth.
Based on an appreciation of the work of
International Partners to date, it is important to
recognise that this is an ongoing process that
will continue beyond the lifetime of this Plan.
9.12 The scale of the Antonine Wall WHS (including
the international dimension), coupled with the
complexity of interests in it, make its effective
management inherently challenging. It is
essential to have a clear governance structure
which all Partners support, and with clearly
defined responsibilities for development and
delivery of projects, initiatives and programmes.
9.13 To assist in the clear setting of annual targets, and
the successful overall delivery of the Management
Plan objectives, appropriate systems of
monitoring and review need to be established.
9.14 A strong research framework and a clear
conservation approach are necessary to underpin
all work, and need to be accepted and applied
equally by all Partners and key stakeholders.
Resourcing the WHS
9.15 Resourcing the delivery of the Management Plan,
in terms of financial input and staff time, requires
a staged delivery, with clear prioritisation and
step-by-step incremental growth.
9.16 For successful delivery, projects need to be
embedded in all Partners’ annual planning
frameworks and suitably, and sustainably,
resourced.
Rough Castle, Falkirk where an improved access
path links the site with the Falkirk Wheel
9.17 Collaborative working/partnership delivery
of projects is likely to become increasingly
important to seek and secure external funding,
perhaps in some instances from more creative
than traditional sources.
LEFT: Bar Hill Fort, a focus for partnership projects between East Dunbartonshire Council, Historic Scotland and Forestry Commission Scotland
21

chapter nine
9.18 The Antonine Wall has not yet achieved
its potential in the areas of sustainable
economic development, education, research
or ecosystems management. To achieve
growth in these areas, investment in physical
improvements such as signage, paths,
interpretive materials and educational resources
will be important.
Question two
Have we fully summarised the projects
delivered, and lessons learned from the first
Management Plan, or are there projects/
lessons we have missed?
9.19 Active co-ordination is vital to ensure that there
is consistency across the WHS, that appropriate
contacts and relationships are maintained, not
only locally and nationally, but internationally,
and that delivery of key aims and objectives is
monitored.
Promoting the WHS
9.20 Greater engagement with, and more effective
communication between, all relevant
stakeholders is important.
9.21 Wider public understanding of the importance
and values of the Antonine Wall WHS remains
limited; public surveys show an awareness of
where and what the Antonine Wall is but not
why it is important to preserve and present it.
9.22 Multiple ownership of sections of the Wall,
plus the fact that it is invisible (surviving below
ground) for significant sections, offer particular
challenges to ensuring a coherent approach to
promoting access to, and understanding of, the
monument as a whole.
9.22 The Antonine Wall WHS needs to be
appreciated both as a linear entity, linking
Scotland to its international Partners, and also
as a set of individual places and artefacts that
are valuable in their own right.
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chapter ten
looking forward
ICOMOS advises that Management Plans for World
Heritage Sites should be based on a strategic view
over 20-30 years. This allows the development of a
framework of longer term aims, which in turn inform
the priorities for medium-term objectives, based on
the analysis of key current issues. These medium-term
objectives can then be used to construct annual action
plans to deliver specific projects.
10.2 Long-Term Aims: 2013-43
The six long-term aims to guide future decision making
have been identified as follows:
1. Safeguard and enhance the Outstanding
Universal Value of the World Heritage Site by
managing, conserving and protecting the Site
and its cultural and natural landscape setting
2. Promote awareness and understanding of this
Outstanding Universal Value to local, regional,
national and global audiences by improving
physical and intellectual accessibility
3. Realise the World Heritage Site’s full potential
as an education and learning resource
4. Build strong structural and organisational
partnerships with local, national and
international organisations; strengthen
engagement with local communities; and
contribute to sustainable economic growth
Rough Castle
10.1 A Vision for the Antonine Wall
World Heritage Site
The 30-year vision for the Antonine Wall is as follows:
The Antonine Wall will be a World Heritage Site
that is well maintained and sustainably managed to
safeguard its Outstanding Universal Value; a property
that is established as a world-class visitor experience;
a catalyst to connect and transform communities
locally, nationally and internationally; a focus to
realise sustainable benefits economically, socially
and environmentally for locals and visitors alike;
and a resource for inspiring learning and creating
opportunity for participation and discovery.
Question three
Is the vision appropriate or is anything
missing from it?
5. Balance wider environmental concerns in
the sustainable management of the World
Heritage Site
6. Increase research opportunities nationally
and internationally and use this new research
to underpin work to protect and promote the
World Heritage Site
Question four
Are there any other strategic, long-term
aims which you think should have been
considered?
10.3 Current Issues and Medium-Term
Objectives
Drawing on the longer term, strategic, aims as laid
out above, the next step considers the key issues for
each of them and identifies medium-term objectives
to meet the longer term aims. These medium-term
23

chapter ten
objectives will form the core management of the
Antonine Wall WHS for the five-year period between
2013 and 2018.
The Antonine Wall, as a recently inscribed WHS, has
only been through one five-year management plan
period, which focused on achieving nomination and
putting in place policy and governance foundations.
The next plan period will need to build on this,
delivering more on an operational level, but also
completing some of the strategic planning work that
is required to underpin operational work and project
delivery. By necessity, this will include several aims
and objectives to bring the Antonine Wall to a similar
point on certain key issues as the other international
Partners, whose Management Planning is several years
in advance due to earlier inscription. While it will not
achieve complete parity within the five years, this
will go some way to aligning the Antonine Wall more
closely with other sections of the FREWHS.
For the Scottish Partners, the aims and objectives also
take account of central and local government priorities
and the effective delivery of appropriate outcomes,
both individually and collectively. Overall, the
principle of sustainability must run through all aspects
of the management, protection and promotion of the
WHS, and in realising its potential to contribute to
economic growth.
aim one
Safeguard and enhance the Outstanding
Universal Value of the World Heritage Site by
managing, conserving and protecting the Site
and its cultural and natural landscape setting
Issue
The Antonine Wall WHS and its Buffer Zone
The boundary of the Antonine Wall WHS was defined
during the nomination process as a 50m wide corridor,
except where scheduled parts of the monument
extend beyond this corridor, in which case the
boundaries of the Site are coeval with the limits of the
scheduled area. The corridor includes: the rampart;
ditch and upcast mound; Military Way; forts, fortlets,
expansions and small enclosures; civilian settlements;
and labour camps. The Buffer Zone was defined, on
behalf of the Partners, by Land Use Consultants, using
existing mapped features to protect the amenity and
setting of the monument. It was envisaged in the
first Management Plan, that any future amendments
to the boundary or Buffer Zone of the WHS would
be minor in scale, and this is still the case. However,
should archaeological investigations, development
work, or wider research programmes alter the
understanding of the boundary or Buffer Zone (by
changing our understanding of the location or scale
of archaeological sites for example), then it may be
necessary to amend these.
Objective 1.1
The boundary of the Antonine Wall WHS and its
Buffer Zone will be kept under review to ensure that
its outstanding universal significance is adequately
protected
The Antonine Wall and its Buffer Zone
Issue
Legislative and regulatory process of protection
Nationally, the period of the first Management Plan
has seen the development of the Scottish Historic
Environment Policy (SHEP) and the review of the 1979
Ancient Monuments and Archaeological Areas Act and
emerging powers of enforcement. The development
of the Supplementary Planning Guidance (SPG) for
the Antonine Wall has been the key product of the
Planning and Protection delivery group during 2011
and it was adopted formally by all Partners in 2012.
From 2013 onwards, monitoring its implementation
and use will be an important target for the Planning
and Protection group along with awareness-raising
through training programmes, initially for
Development Planning and Management staff in the
local authorities but with the possibility of extending
this to elected members and staff in partner agencies.
Regionally, local authorities are in the process of
producing revised strategic and local development
plans, and it will be critical that Partners continue to
feed into the review of local authority planning policy
as it continues over the next few years. The SPG will
also need to be ‘re-adopted’ by all local authorities as
Supplementary Guidance as part of this process.
24

looking forward
Objective 1.2
Include the Antonine Wall WHS in all relevant planning,
regulatory and policy documents prepared by central
and local government
Objective 1.3
Monitor the effectiveness of the SPG in planning
and protection decision making across all Partners’
organisations
Objective 1.4
Capacity Building to ensure that knowledge and
understanding of the OUV of the World Heritage Site
remains current amongst decision makers
Issue
Risk Preparedness
There is a range of risks (physical, intellectual,
organisational) that affects the Antonine Wall WHS.
Physical risks include: threats to the fabric of the
earthwork monument, particularly from erosion;
changes to (mainly beneficial) traditional farming
practices; potential impacts on setting from nearby
development; and issues around managing visitor
access to the WHS. Recent physical issues affecting
the Antonine Wall include old mining collapse in
the North Lanarkshire area, issues of poaching by
cattle on pathways on the line of the WHS, and deep
ploughing without consent of a section of bank and
ditch. To date, there is still no agreed partnership
approach to condition survey and monitoring, and the
development of such a framework will be important
in the period of this new Management Plan.
Intellectual risks include public apathy and /or lack
of awareness or understanding of the Antonine
Wall WHS. The delivery of several Partners’ projects
during the period of the last Management Plan,
such as North Lanark’s access project in 2011 and
West Dunbartonshire’s signage project, has seen the
mitigation of some access related risks, improving
access for the general public and raising awareness of
World Heritage Site status. It will also be important to
facilitate access by as many Partners and stakeholders
as possible to all Antonine Wall WHS documentation
in order to avoid loss of institutional memory.
Organisational risks include poor change management,
lack of co-ordination, lack of succession planning
around key staffing, and economic risk locally and
nationally. A risk specific to the FREWHS is that all
international Partners are bound by risk across the
three Sites; any identified risk that threatens World
Heritage Status in one country also puts the others at
risk. Thus international co-operation and management
of the sections of the FREWHS in line with best practice
will be essential.
Objective 1.5
Development of a risk strategy, and associated
mitigation measures
Objective 1.6
Development of an agreed approach, nationally
and internationally, to gathering and monitoring
information on condition survey, and for implementing
appropriate plans to counter any emergent problems
Cattle poaching can damage the site
Issue
A conservation framework for the Antonine
Wall WHS
The Antonine Wall WHS runs through both farmland
and urban areas, with differing pressures and potential
threats caused by each. Large swathes include, or lie
adjacent to, both native woodland and commercial
forestry plantation (much of which is now nearing the
end of its life). The size of the Antonine Wall means that
there are multiple owners, ranging from public bodies
to private individuals. It is primarily an earthwork
monument, but there are some consolidated stone
elements that require a different conservation
approach.
Excavations have revealed that in areas where little
may be visible above ground, there is still a good
state of preservation of the archaeological remains
below ground. As land management approaches on
and around the Antonine Wall may alter over time,
there needs to be a focus by the Partners on ensuring
that such change does not affect the OUV or impact
adversely on the Site and its setting. Integrating and
25

chapter ten
managing both cultural and natural heritage concerns
may warrant further discussion between Partners
and wider stakeholders on topics such as land use,
mowing regimes, landscape character, and ecosystems
management.
Objective 1.7
The development of an agreed conservation
framework, to assist in the management of change in
the landscape of the Antonine Wall WHS
Objective 1.8
Encourage farmers and landowners to enter
into schemes that benefit the conservation and
sustainability of the Antonine Wall WHS
Objective 1.9
The development of agreed management plans,
especially for sections of the Site in multiple
ownership/management, that will seek to integrate
cultural and natural heritage
Issue
Monitoring and regulation frameworks
There are several potential requirements for
monitoring frameworks for the Antonine Wall: for
UNESCO, an exercise known as Periodic Reporting
must be undertaken every six years; nationally
and internationally, there are issues that must be
considered for the Antonine Wall as part of the
FREWHS to ensure the long-term future of World
Heritage Site status; in Scotland, there is a need for
Partners to monitor and evaluate the implementation
of both Management Plan objectives and their local
action plans that flow from this.
A strong monitoring framework should include
carefully chosen and applied monitoring variables,
monitoring methodologies and key indicators.
Ideally, rather than just being project related, it
will also include technical conservation measures,
environmental monitoring and consideration of
tourism and development pressures. During the life
of the first Management Plan, as no single monitoring
framework has existed, individual Partners have
undertaken monitoring reports ‘as and when’
necessary; for example HS monument wardens have
produced monitoring reports of scheduled sites but
these have not been deliberately tailored to fit the
Antonine Wall.
Objective 1.10
The establishment of a joint monitoring and evaluation
framework for the Management Plan, to include
monitoring indicators that will allow meaningful
comparison with international FREWHS Partners
Objective 1.11
The development of a set of management principles
for the use of the international community on the
identification, recording, research, protection,
conservation, management, presentation and
understanding of the Roman frontier
Issue
Implementing the Management Plan
All Partner bodies (and some key stakeholders) have
contributed various resources to the successful
delivery of objectives from the first Management
Plan; staff time, organisational resources and financial
contributions to specific projects have all helped to
improve protection, conserve the monument and
facilitate public access. Joint working and identifying
shared priorities for delivery have been, and will
continue to be, important.
The evolving governance model will hopefully make
it simpler to identify lead groups and organisations
for specific projects, but the Steering Group and
delivery groups will undoubtedly have to work more
creatively in a difficult economic climate. While
this Management Plan sets out specific Aims and
Objectives for the Antonine Wall as an entire entity,
successful delivery will rely on individual Partners and
stakeholders transferring the relevant actions to their
own corporate frameworks and recording relevant
outcomes, indicators and targets.
During the period of the first Management Plan, threeyear
funding for a Co-ordinator post has been provided
by Historic Scotland, with office facilities provided by
North Lanarkshire Council. This has been an important
role, providing a single point of contact for the public,
and a support to the Partners in the delivery and
co-ordination of disparate projects. A key concern for
the period of the 2013-18 Management Plan will be for
Partners to determine how the co-ordination function
is to be delivered, and whether the Co-ordinator role
will continue. Without a clear mechanism in place,
there is a risk to the successful co-ordination and
delivery of the Management Plan objectives.
26

looking forward
Objective1.12
The Management Plan Steering Group, assisted by
the delivery groups, will oversee the implementation,
co-ordination and monitoring of the objectives in the
Management Plan, in consultation and partnership
with other stakeholders where appropriate
Objective 1.13
The integration of actions into Partners’ corporate
planning frameworks
Objective 1.14
The Management Plan Steering Group will be
responsible for drawing up annual action plans derived
from the medium-term objectives
Objective 1.15
The Partners will keep under review financial and
economic impacts, specifically approaches by Partners
to capital and revenue spend, that will affect delivery of
the Management Plan objectives
Issue
Capacity Building
A key component to the successful longer term
delivery of Management Plan aims, lies in building
the capacity of both Partners and stakeholders to
engage in and undertake specific tasks and projects.
Critical to this is sharing expertise, knowledge and
training as enhanced workforce development will
enable more successful implementation of objectives;
areas identifiable in this Management Plan include
conservation and management, site interpretation,
landscape conservation, monitoring methodologies,
integrated management strategies (such as
fundraising), placemaking, communication strategies
and participating mechanisms.
Objective 1.16
To determine a strategy for building capacity across
the Antonine Wall WHS
Question five
Have we identified the key objectives to
manage, conserve and protect the Antonine
Wall WHS?
aim two
Promote awareness and understanding of this
Outstanding Universal Value to local, regional,
national and global audiences by improving
physical and intellectual accessibility
Issue
Ensuring a strong visitor experience on site
An Interpretation Plan and Access Strategy was written
during the period of the first Management Plan, with
part of the work including an audience survey to
determine public perceptions of the wall and to gather
evidence of needs and expectations from visitors. It
highlighted a suite of works along the length of the
Wall that should be undertaken to optimise visitors’
experiences, enhance enjoyment and understanding
for both local people and other visitors, and extend
overall appreciation of the universal significance and
status of the Antonine Wall WHS and its setting. As
part of the process a new ‘brand identity’ was created
for the Wall with a logo and guidance for all Partners
on the standardised production of interpretive and
promotional materials. Following a public consultation
exercise the plan has been adopted by all Partners and
they are now drawing up action plans to deliver key
elements of these proposals.
North Lanarkshire Council have already completed
a substantial project to improve pathways on, and
access points to, the Antonine Wall. The new branding
has been used and focal point ‘gateways’ created to
attract attention to the Site. In West Dunbartonshire,
approaches have focused on improving the visibility
of the Antonine Wall – careful land management and
presentation regimes such as the mowing regime at
Duntocher to pick out the line of the ramparts of fort
and fortlet have been used alongside plaques to mark
the Wall line in urban areas. In Bridgeness, in a project
run by Falkirk Council and Bo’ness community council,
a scanned stone replica of the distance slab has been
created, and was erected in 2012, offering a focal
point for visitors at the eastern end of the Antonine
Wall. Other initiatives in Falkirk include signposting by
the Council rangers from the Falkirk Wheel to Rough
Castle, the delivery of an annual events programme
in Bo’ness for Big Roman Week, and the inclusion of
the Mumrills fort site in the planning for the new Helix
development.
27

chapter ten
In East Dunbartonshire, work is underway at Bar Hill
to improve car parking and interpretation. This will
enhance visitor experience and link with, and expand
on, the work completed on the adjoining North
Lanarkshire section and Forestry Commission Scotland
path works in and around Croy Hill. Meanwhile,
Glasgow Council have prepared a council specific
Interpretation Plan, with associated actions to be
carried forward through 2013-14. Opportunities
remain, however, along the length of the Antonine
Wall WHS to improve physical access, visitor facilities,
and interpretation, as well as more closely integrating
cultural and natural (biodiversity and geodiversity
focused) site interpretation to improve the breadth
of the visitor experience and allow a deeper
understanding of a ‘sense of place’.
Objective 2.1
To implement key recommendations in the approved
interpretation plan and access strategy: improving
signage, interpretation, visitor information, access
routes and visitor facilities at individual sites along
the Wall
Objective 2.2
To promote and enhance the use of the Antonine Wall
WHS as a long-distance route and visitor facility that
links communities across central Scotland
Objective 2.3
To consider sustainable transportation opportunities
around the WHS and build business partnerships
to facilitate access for visitors in and around the
Antonine Wall
Objective 2.4
To develop and foster links and partnerships with local
tourism providers and other businesses, to provide an
enhanced visitor experience and develop collaborative
business opportunities
The Antonine Wall Logo, inspired by the Bridgeness slab
Historic signposting at Castlecary
Issue
Digital technologies and digital resources
Increasingly, digital technology can offer an improved
visitor experience at cultural heritage attractions
both on and off site. Internationally, the German
Limes have produced an app for visitors, and Hadrian’s
Wall has dedicated online resources that encompass
a wide range of visitor needs. In 2008 websites were
created for both the FREWHS and the Antonine Wall,
but due to staffing difficulties, have not been actively
updated or developed for some time. Each of the
Scottish Partners has a webpage or multiple pages
on their own organisation’s website, but there is little
consistency between them on content or links from
one to the other.
To create an effective virtual gateway to the Antonine
Wall, relevant information needs to be included in a
redeveloped website. As one of five Scottish World
Heritage Sites, the Antonine Wall has been included in
the government’s ‘Scottish Ten’ project – a campaign
to digitally scan and record the Scottish Sites alongside
five international World Heritage Sites. The first stage
of the Antonine Wall project has seen LiDAR scanning
completed of the whole Wall, and further work
will be undertaken over the course of the 2013-18
Management Plan.
28

looking forward
Objective 2.5
To develop and improve the web presence for the
Antonine Wall
Objective 2.6
To explore new opportunities for digital interpretation
both on and off site
Objective 2.7
To make use of the work of the Scottish Ten scanning of
the Antonine Wall
Issue
Museum Collections and Intangible Heritage
Alongside the physical remains of the Antonine Wall in
the Scottish landscape, the artefactual evidence held
in museum collections, and the intangible cultural
heritage such as folklore or personal stories and
recollections, form an important part of the interpretive
story of the Antonine Wall WHS. Several museums
exist along the length of the WHS, operated by local
authorities, a university, and central government, which
curate and display artefacts found on the Antonine Wall.
In Glasgow, the Hunterian Museum’s Antonine Wall
redisplay opened in September 2011 and other
museums with Roman interpretation exist at Callendar
House in Falkirk, the National Museum of Scotland in
Edinburgh, the Auld Kirk Museum in Kirkintilloch, and
Kinneil Museum in Bo’ness. Other public and private
bodies also run interpretive programmes or displays,
which are non-collections based, related to the
Antonine Wall, such as the Falkirk Wheel, Croy Miners
Welfare, and Lambhill Stables in Glasgow.
Within the international context of the FREWHS, a
number of very successful projects have seen the
development of new museum displays and community
based projects both on Hadrian’s Wall and across the
German Limes. Further opportunities exist over the
term of this Management Plan to better integrate
site and collections based interpretive work, and
to facilitate greater joint working between the
organisations listed above.
Objective 2.8
To explore greater partnership working, both within
Scotland and internationally across the FREWHS,
between museum, and heritage centre, partners.
Objective 2.9
To encourage wider community engagement and
participation with collections and intangible heritage
related to the Antonine Wall
The Falkirk Wheel lies adjacent to Rough Castle
Issue
Marketing, Tourism and Communications
The development of the Interpretation Plan and
Access Strategy has included a small number of visitor
studies, focusing mainly on qualitative data. The
implementation of elements from this document will
allow the development of an improved visitor ‘offering’
but more work is required on gathering quantitative
data; on events development, management and
delivery; on monitoring and tracking visitors to the
Site; on consultation (owners, managers and users,
businesses and communities); and on market analysis,
segmentation and profiling.
Awareness and understanding of the archaeological,
historical and other values of the Antonine Wall can
be undertaken through publications of all types, and
through increased promotion via the media, museums,
on-site interpretation and digital resources. To date
such work has been carried out on an ad hoc basis by
Partners as new resources have been developed, and in
a slightly more structured way through the use of the
Antonine Wall website.
In 2011 and 2012, small-scale events to mark World
Heritage Day on the Wall sought to raise the profile of
the Antonine Wall WHS. A suite of information leaflets
and display boards on Scottish World Heritage Sites
produced by Historic Scotland, includes versions for
the Antonine Wall, in Gaelic and German as well as
29

chapter ten
English. Falkirk Council and North Lanarkshire Council
have both produced walking guides to the Antonine
Wall in their areas.
Going forward, it is proposed that a more targeted
media and communications approach be adopted,
in the form of a formal plan. It is also proposed that
greater links with national and international tourism
bodies be developed to identify and target key
markets and audiences that may not be captured
through the implementation of the Interpretation
Plan and Access Strategy.
Objective 2.10
A visitor profile will be developed for each section of
the Antonine Wall where public access is facilitated
Objective 2.11
A Tourism and Marketing Strategy will be developed
that takes into account the need for a sustainable
approach to Site development
Objective 2.12
A Media and Communications Plan will be developed
Objective 2.13
The Antonine Wall branding will be consistently used
by all Partners and Stakeholders for relevant projects
aim three
Realise the World Heritage Site’s full potential
as an education and learning resource
Issue
Strengthening the use of the Antonine Wall
WHS in formal education
Over the period of the last five-year Management Plan,
several projects have been undertaken to promote
educational use of the Antonine Wall WHS by schools.
Work has taken place with schools in Glasgow, in
association with the Village Storytelling Centre, on
a project where secondary school pupils mentored
primary school pupils to explore cultural identity
and the Antonine Wall. Ranger services, from local
authorities and agencies along the Antonine Wall, have
delivered programmes for pupils but have cited a need
for more supplementary resources and training in
cultural heritage. The Antonine Wall was represented
by schools at the World Heritage Education Conference
in New Lanark in September 2010 and World Heritage
Day 2011 saw an event for primary pupils at Callendar
Park in Falkirk. Individual museums offer Roman
themed workshops in East Dunbartonshire, Glasgow,
North Lanarkshire and Falkirk, while National Museums
Scotland also runs an outreach programme.
tion
.romanfrontiers.org
House, Salisbury Place,
istoric-scotland.gov.uk
Bernard Terrace,
rcahms.gov.uk
IL, Development and Enterprise,
th Road, Kirkintilloch G66 1TF
astdunbartonshire.gov.uk
Service, Abbotsford House,
2 7YZ
lkirk.gov.uk
pment and Regeneration Services,
George Street, Glasgow G1 1RX
lasgow.gov.uk
Environmental Services,
ernauld G67 1JW
orthlan.gov.uk
IL, Planning, Housing,
velopment, Council Offices, Rosebery
est-dunbarton.gov.uk
Heritage, East Peterel Field,
umberland NE46 2JT
fo@hadrians-wall.org
ommissionen,
50 Bad Homburg
onen.de
Avenue, Glasgow G12 8QQ
unterian-enquiries@glasgow.ac.uk
ND, Chambers Street, Edinburgh EH1 1JF
ms.ac.uk www.nms.ac.uk
Bo’ness EH51 0PR. Tel: (+44) 01506 778530
llendar House, Callendar Park,
03770
g/heritage
irkintilloch G66 1AB
.gov.uk
otherwise specified
n Copyright: RCAHMS.
oin of Antoninus Pius and Distance Slab
World Heritage Site
A need for universal resources available at key points
along the Antonine Wall WHS for use both on site and
in the classroom has been flagged by many individual
organisations who have limited materials to draw
on themselves, and by teachers responding to the
Education Audit commissioned by the Education
delivery group. The Hunterian Museum’s redisplay
now offers opportunities to develop education
material to link with the new displays, and a focus for
tertiary and continuing education. Going forward,
the development of closer contacts between the
protection and conservation bodies, museums,
schools, universities and other educational bodies will
be important in building educational use. The results
of the Education audit are now being used to develop
an Education Strategy for the Antonine Wall.
Promotional leaflet using new branding
Question six
Have we identified the key objectives to
promote awareness and understanding of
the Antonine Wall WHS?
For the period of the 2013-18 Management Plan, a
key focus must be to raise awareness of the European
dimension of the FREWHS and the UNESCO values
relating to World Heritage Sites.
Objective 3.1
To develop and implement an education strategy for
the Antonine Wall WHS
30

looking forward
Objective 3.2
To promote UNESCO WHS values
Objective 3.3
To strengthen international education links between
FREWHS Partners
Objective 3.4
To encourage CPD opportunities for education staff, to
build capacity in teaching about the Antonine Wall WHS
Fortlet at Kinneil, in Bo’ness, where community events take
place annually
Question seven
Have we identified the key objectives to
realise the educational potential of the
Antonine Wall WHS?
aim four
Meeting a Roman soldier
Issue
Strengthening use of the Antonine Wall WHS
in informal education and outreach
As well as being a focus for formal educational use,
the Antonine Wall is also regularly used for informal
education work, by communities and for outreach
events. In 2012, a World Heritage Day event was held at
Croy, which linked communities from all five Scottish
World Heritage Sites, and an annual community led
event, Big Roman Week, runs in the Falkirk Council
area. Healthy lifestyle walking groups in the Glasgow,
North Lanarkshire, East Dunbartonshire, and Falkirk
Council areas use sections of the wall for weekly events,
while community development at Lambhill Stables
in Glasgow has seen the Antonine Wall included in a
walking map for the area, and in planning for future
interpretive and outreach work. Ranger services,
based in various organisations along the Antonine
Wall, regularly lead events related to both natural and
cultural heritage, using the WHS as a venue.
Objective 3.5
To support local communities to use the Antonine Wall
WHS in informal education and outreach initiatives
Objective 3.6
To build a programme of events and activities for
families, special interest groups and the general public
Build strong structural and organisational
partnerships with local, national and
international organisations, strengthen
engagement with local communities, and
contribute to sustainable economic growth
Issue
International partnerships
As well as being a monument of international
importance in its own right, the Antonine Wall is
also part of the wider Roman frontier, a monument
stretching over 5000km from the Atlantic Ocean to
the Black Sea, from Egypt to the Atlantic coast of Africa.
Although at present there are only three international
partners in the FREWHS, this could increase in future
years as other countries who care for sections of
this frontier seek to join. The international Partners
to the FREWHS are interdependent on one another
for the long-term existence of the World Heritage
Site; if one country has a part of its section placed on
the endangered list, then the whole FREWHS is also
included. A high degree of cooperation is therefore
required between the international Partners to ensure
best practice approaches to the conservation and
management of the FREWHS are in place and that
information and skills are shared between one another.
For other countries who may be interested in joining
the FREWHS, academic and professional links with
existing international Partners are maintained through
the Bratislava group, giving the opportunity to discuss
31

chapter ten
future development of the FREWHS. The period of
the last Management Plan has seen the Antonine Wall
successfully integrate into the pre-existing partnership
between Hadrian’s Wall and the German Limes. The
next five-year Management Plan will need to focus on
the development of these relationships, the sharing of
best practice approaches between all three Partners,
and the alignment of visions, aims and objectives to
support collaborative working.
Objective 4.1
To maintain and enhance appropriate international
links, sharing best practice in governance and
management of the FREWHS
Objective 4.2
To contribute to the development of management
principles for the international community on the
identification, recording, research, protection,
conservation, management, presentation and
understanding of the Roman frontier
At a local and regional level, critical projects could not
be delivered without the support and engagement of
a wide range of stakeholders, from other government
agencies and universities, to individual businesses and
charitable organisations. Successful implementation of
many of the objectives in this Management Plan
will rely on these partnerships continuing to grow
and strengthen.
More widely, the Antonine Wall is one of five World
Heritage Sites in Scotland, and an important element
of national partnership working over the 2013-18
period should be focused on strengthening and
promoting the Antonine Wall in this context.
Objective 4.3
To maintain and strengthen strong working
relationships between the Scottish Antonine Wall
Partners
Objective 4.4
To build and develop a close working relationship
between the Antonine Wall and Hadrian’s Wall
Objective 4.5
To develop closer links with other Scottish World
Heritage Sites
International partners from the Antonine Wall, Hadrian’s Wall and
the German Limes
Issue
Local, regional and national partnerships
The nomination and first Management Plan were
steered and adopted by a Partnership of five local
authorities (through which the Antonine Wall runs),
Historic Scotland, and the Royal Commission on
Ancient and Historical Monuments of Scotland. This
Partnership is now the driving force behind this
consultation on, and revision of, the Management Plan.
Critical also to the successful delivery of Management
Plan objectives, is the relationship with the other UK
Partner to the FREWHS, Hadrian’s Wall. Hadrian’s Wall
has the longest experience of managing an individual
section of the FREWHS, having been inscribed in 1987
and is thus well placed to offer support and advice to
the Antonine Wall as a UK Partner facing many similar
regional and national issues.
Issue
Engagement with local communities
Key challenges remain in relation to ongoing
management and engagement of the Site,
particularly with regard to how to devise and agree
a structure for the monitoring of the Management
Plan which engages all stakeholders in the process.
The strengthening and cohesion of stakeholder
partnerships and local relationships is essential to the
success of the Site and for improving outcomes for
communities. Improved communication should aid
all stakeholders’ understanding of the management
issues affecting the Site in its entirety.
The physical diversity and disparate nature of the Site
makes engagement with the wider local community
challenging, so a positive, long-term and sustainable
way to deliver this needs to be identified. Links have
been established between many Partners and their local
communities, including but not exclusively, Croy Miners
Welfare, Lambhill Stables, and Bo’ness Community
Council. In 2012, World Heritage Day events focused
on engaging communities and saw a successful event
held in Croy. This project could, in future years, offer
a medium to advance and strengthen links between
communities and World Heritage.
32

looking forward
Objective 4.6
To maintain and develop strong partnerships between
Partners and local and regional stakeholders and
improve local mechanisms for consultation and
engagement
Objective 4.7
Strengthen links with local interest groups to create
positive partnerships
Question eight
Have we identified the key objectives to
improve partnership working across the
Antonine Wall WHS?
aim five
Balance wider environmental concerns in
the sustainable management of the World
Heritage Site
Issue
Balancing cultural and natural heritage
Although the Antonine Wall WHS runs through the
highly urbanised and industrialised central belt of
Scotland, large areas of it still remain in rural or non
urban settings. These areas may include protected
habitats or species, important geological sites, or sites
with natural heritage designations as well as cultural
heritage designations. Balancing the needs of both
can sometimes prove challenging for Partners and
stakeholders. Land management regimes, for example,
that benefit the cultural heritage and landscape,
may not meet biodiversity needs, and could even
be harmful for certain species or habitats. Similarly,
managing the impact of nature on the archaeological
resource, in terms of land use/maintenance and animal
activity, poses specific pressures at different areas
of the Site. Agricultural activity such as ploughing or
stock control issues may require discussion on land
management approaches.
Woodland and trees form an important part of the
landscape of the Antonine Wall, and can make both a
positive and negative contribution to Site management.
Felling and replanting regimes offer opportunities
for Partners to influence and improve the planting in
and around the WHS. Local authorities are developing
Woodland Management Plans and these should include
provisions to safeguard the OUV of the Antonine Wall.
During the course of the 2013-18 Management Plan,
Forestry Commission Scotland will be thinning areas of
woodland at Bar Hill which will create opportunities for
re-assessing visitor experience and Site presentation.
Across the Antonine Wall WHS, new planting schemes
should consider the OUV for the Site, and not be
permitted to detract from open areas of landscape
where this is the dominant character.
Environmental bodies including Forestry Commission
Scotland and Scottish Natural Heritage are already
involved as key stakeholders to the delivery of the
Antonine Wall Management Plan, but more work
remains to be done on a site by site basis with
regard to balancing the natural and cultural heritage
interests. Indeed there may even be specific benefits
for the Antonine Wall WHS flowing from the more
effective integration of ecosystems management
into cultural heritage management and encouraging
the development of greener services. To this end,
the development of a sustainability checklist for the
evaluation of actions stemming from the Management
Plan should be considered.
Objective 5.1
Develop a sustainable and holistic approach to the
inclusion of natural heritage issues within policies,
plans and checklists for the Antonine Wall
Objective 5.2
Identify, prioritise and review areas of specific
natural heritage concern across the Antonine Wall,
and implement sustainable approaches to Site
management to mitigate against future damage
Objective 5.3
Develop guidance for the maintenance and
enhancement of woodland on, and adjacent to, the line
of the Antonine Wall WHS
Objective 5.4
Integrate the Antonine Wall into Partners’ and
Stakeholders’ emerging woodland management plans
Bar Hill, East Dunbartonshire
33

chapter ten
Issue
Impact of climate change
An emerging issue of concern for the cultural
heritage sector is the impact of climate change on the
management of the archaeological resource. This is a
global issue and one that UNESCO is concerned about
for its effects on World Heritage Sites. As the Antonine
Wall is primarily an earthwork structure, and one
which provides important ecosystems services, it is at
significant risk from a variety of factors including, but
not necessarily limited to: torrential rain and flooding;
fluvial erosion; changes to wetting and drying cycles;
changes to flora and fauna; and changes to farming
practice which can have a subsequent effect on the
Antonine Wall WHS. These factors can also compound
the effects of visitor erosion or livestock issues such as
poaching by cattle, potentially damaging fragile areas
of the WHS. The growth of green/alternative energy
approaches also has the potential to impact on the
wider setting of the monument.
Objective 5.5
Identify areas of the Site at risk from climate change
and integrate monitoring, mitigation and adaptation
measures
Objective 5.6
Implement and monitor measures to improve
sustainability and energy efficiency in relation to Site
management
Question nine
Have we identified the key objectives to
balancing wider environmental issues
across the Antonine Wall WHS?
aim six
Increase research opportunities nationally
and internationally and use this new
research to underpin work to protect and
promote the World Heritage Site
Issue
Developing a Research Strategy
In 2010 the Research delivery group was established,
with representatives from universities, museums,
and Partner organisations. An initial meeting was
held which set out a timetable and objectives for
the development of a Research Strategy. Members
of the group will identify gaps in existing knowledge,
and hold a workshop to discuss potential research
themes. The Research Strategy will adopt the format
of that already developed for Hadrian’s Wall while also
drawing on the strategies developed by the Scottish
Archaeological Research Framework (SCARF). This
will give the greatest value to the proposals and avoid
duplication of effort whilst ensuring relevancy across
the FREWHS.
The Research Strategy is not intended to be
prescriptive or to control the nature of research
undertaken on the Antonine Wall WHS. Rather it
will seek to encourage research by highlighting key
areas of consensus in the archaeological community
for future development, and prioritising areas that
could maximise academic and public benefit. More
widely, opportunities will be encouraged that seek to
explore, and better understand, the effects of climate
change on the WHS and the ecosystems services
that the Antonine Wall provides. As it is an earthwork
monument there is research that could be undertaken
that would not only lead to a better understanding of
the Antonine Wall, but also contribute substantially to
effective management of the Site.
Objective 6.1
A strategy for research on the Antonine Wall will be
prepared. This will be taken forward in conjunction
with all bodies undertaking research on the Antonine
Wall in universities, museums, archaeological societies
and commercial archaeological units
Ditch at Callendar Park, Falkirk
Objective 6.2
A programme for ongoing survey, fieldwork and
analytical research will be developed, derived from the
priorities identified in the Research Strategy
34

looking forward
Objective 6.3
Opportunities for international collaboration will be
sought, to link wider Roman frontier studies and the
Antonine Wall
Antonine Wall WHS to ensure that the highest standards
of knowledge, excavation and recording are maintained.
Objective 6.4
Information provided publicly about the Antonine
Wall by Partners will be peer reviewed as appropriate
by the Access and Research groups to ensure
acceptable standards
Objective 6.5
The results of research will be disseminated as
widely as possible, and the results communicated in
accessible, inclusive, informative and imaginative ways
Question ten
1959 Excavations at Tentfield Plantation
Issue
Disseminating information from Research
It will be important that the Research Strategy, once
complete, is shared and applied widely by Partner
organisations and stakeholders and that knowledge
acquired is kept up to date. It will also be important to
apply the Strategy uniformly across the length of the
Have we identified the key objectives to
increasing research across the Antonine
Wall WHS?
Question eleven
Do you agree with the results of the
Environmental Assessment in Appendix D
and have the key issues associated with the
environmental implications of the draft
Plan been identified?
Plan of 1923-24 excavations of Old Kilpatrick Fort
35

APpendix a
Statement of
Outstanding
Universal Value
The Antonine Wall, as a Roman Frontier, is a physical
and visual testimony to the former extent of one
of the world’s greatest states, the Roman empire. It
formed part of a frontier system which surrounded and
protected that empire.
The Antonine Wall has a particular value in being the
most highly developed frontier of the Roman empire: it
stands at the end of a long period of development over
the previous hundred years and therefore facilitates a
better understanding of the development of Roman
frontiers in Britain and beyond. It is one of only three
artificial barriers along the 5000 km European, North
African and Middle Eastern frontiers of the Roman
empire. These systems are unique to Britain and
Germany, though more fragmentary linear barriers
are known in Algeria and Romania. Built following an
invasion of what is now Scotland during 139-142 and
occupied for possibly only 20 years, it served as the
most northerly frontier of the Roman empire at the
high point of its power and influence in the ancient
world. It has many unique features which demonstrate
the versatility of the Roman army, while its short life
is of considerable value in offering a snap-shot of a
Roman frontier in its most advanced state. As the most
northerly frontier, it stands as an example of Rome’s
stated intention to rule the world.
The Antonine Wall has a distinctive value as a unique
physical testimony to the nature of the constitution
of the Roman empire and the requirement of the
emperor for military prestige. The abandonment of
Hadrian’s Wall and the construction of a new northern
frontier at the behest of a new emperor reflects the
realities of power politics in Rome during Edward
Gibbon’s ‘Golden Age’. It also stands as a physical
manifestation of the statements of writers flourishing
during the reign of Antoninus Pius about the measures
which Rome took to protect its inhabitants, even those
living in its most distant province.
The Antonine Wall is of significant value in terms
of its rarity, scale, preservation, and historical and
archaeological value; the engineering and planning
skills of its builders; the understanding of Roman
frontier policy and management, and its influence on
the landscape and history of local peoples during the
Roman period and beyond; and also in terms of its
contribution to the economic, educational and social
values of today’s society.
Criteria under which Property is
nominated
ii on the basis that the Antonine Wall is the most
complex and developed of all Roman frontiers;
iii as the most northerly frontier of the Roman empire,
the Antonine Wall reflects the wish of Rome to rule the
world; and is a physical manifestation of a change in
Roman imperial foreign policy following the death of
the emperor Hadrian in 138;
iv on the basis that the Antonine Wall was constructed
at the time when writers were extolling the virtues
of Roman frontiers; that it bears an exceptional
testimony to the military traditions of Rome; and is an
exceptional example of the methods developed by the
Romans to protect their empire.
36

APpendix B
bibliography
This bibliography lists publications/legislation updates
for the period 2007 to 2012.
Extensive bibliographies for the Antonine Wall pre
2007 exist online at the Royal Commission on the
Ancient and Historical Monuments of Scotland, and in
the Antonine Wall Management Plan 2007-12.
Books
Breeze, D J. (2008) Edge of Empire, Rome’s Scottish
Frontier, the Antonine Wall.
Breeze, D J. & Jilek, S. (eds) (2008) Frontiers of the
Roman Empire, The European Dimension of a World
Heritage Site.
Breeze, D J., Jilek, S. & Thiel, A. (2009) Frontiers of
the Roman Empire, The Antonine Wall, A World
Heritage Site.
Breeze, D J. (2011) The Frontiers of Imperial Rome.
Barnsley.
Coupar, S A. & Bateson, D. (2012) Hunterian Treasures:
The Antonine Wall An Illustrated Guide.
Jones, R H. (2011) Roman Camps in Scotland.
Jones, R H. (2012) Roman Camps in Britain.
Keppie, L. (2012) The Antiquarian Rediscovery of the
Antonine Wall.
Poulter, J. (2010) The Planning of Roman Roads and
Walls in Northern Britain. Stroud
Articles
Bailey, G. (2010) ‘An early Antonine fort at Mumrills’
in Proceedings of the Society of Antiquaries of
Scotland 140, 93-103
Breeze, D J. & Jilek, S. (2008) ‘The Frontiers of the
Roman Empire World Heritage Site’ in Breeze, D J.
& Jilek, S. (eds) Frontiers of the Roman Empire,
The European Dimension of a World Heritage Site.
Breeze, D J. & Young, C. (2008) ‘Frontiers of the Roman
Empire Summary Nomination Statement’ in Breeze,
D J. & Jilek, S. (eds) Frontiers of the Roman Empire,
The European Dimension of a World Heritage Site.
Breeze, D J. (2009) ‘The Antonine Wall’ in H Swain and
P Ottaway (eds), Glasgow, the Antonine Wall and Argyll,
Royal Archaeological Institute,11-8, 30-9
Breeze, D J. (2009) ‘The Antonine Wall’, in N Hodgson
(compiler), Roman Scotland, 14-36. Newcastle upon Tyne
Breeze, D J. (2011) ‘The Antonine Wall – the Making of
a World Heritage Site’ in Scottish Geographical Journal
Vol 127 issue 2, 87-93
Devine, J. (2008) ‘Open frontiers: accessing the Antonine
Wall through multimedia technologies’ in Breeze,
D J. & Jilek, S. (eds) Frontiers of the Roman Empire, The
European Dimension of a World Heritage Site, 181-185
Dower, B. (2008) ‘The Antonine Wall: the definition
of buffer zones’ in Breeze, D J. & Jilek, S. (eds) Frontiers
of the Roman Empire, The European Dimension of a
World Heritage Site, 112-117
Hodgson, N (2009) ‘The abandonment of Antonine
Scotland: its date and causes’ in Hanson, W S (ed)
The army and frontiers of Rome (Journal of Roman
Archaeology Supplementary series 74), 185-93.
Hodson, Y. (2011) ‘The Lucubrations of his Leisure
Hours: William Roy’s Military Antiquities of the Romans
in Britain 1793’ in Scottish Geographical Journal
Vol 127 issue 2, 117-132
Jones, R H. & Breeze, D J. (2012) ‘Der Antoninuswall:
Roms Nordwestgrenze’ in Der Limes (Nachrichtenblatt
der deutschen limeskommission) 6/2012 Heft, 28-31
Jones, R H. & McKeague, P. (2011) ‘Mapping the
Antonine Wall’ in Scottish Geographical Journal
Vol 127 issue 2, 146-162
37

appendix b
Jones R H. & Thiel A. (2008) ‘Guidelines for the mapping
of archaeological monuments along the frontiers of
the Roman empire in preparation for their nomination
as a World Heritage Site’ in Breeze, D J. & Jilek, S.
(eds) Frontiers of the Roman Empire, The European
Dimension of a World Heritage Site, 99-105
Keppie, L. (2007) ‘The garrison of the Antonine Wall:
endangered species or disappearing asset’ in Morillo,
A., Hanel, N. & Martin, E. (eds.), The XXth International
Conference of Roman Frontiers Studies, 1135-46
Keppie, L. (2009) ‘The Antonine Wall at New Kilpatrick
cemetery, Bearsden’ in Scottish Archaeological
Journal 31, 49–60
Keppie, L. (2011) ‘Early Mapping of the Antonine Wall’
in Scottish Geographical Journal Vol 127 issue 2, 94-107
Leslie, A., Macgregor, G. & Duffy, P. (2007) ‘Excavations
of the defensives ditches at Balmuildy Roman fort,
Glasgow 1999’ in Scottish Archaeological Journal 29.2,
113-54.
Poulter, J. (2009) Surveying Roman Military Landscapes
across Northern Britain. The Planning of Roman
Dere Street, Hadrian’s Wall and the Vallum, and the
Antonine Wall in Scotland. British Archaeological
Reports British Series 492. Oxford
Poulter, J. (2011) ‘The Use of Maps to Help Diagnose the
Processes by Which the Romans May Have Planned Their
Roads and Walls in Northern Britain, with Particular
Reference to the Antonine Wall in Scotland’ in Scottish
Geographical Journal Vol 127 issue 2, 133-145.
Rohl, D J. (2011) ‘The chorographic tradition and
seventeenth- and eighteenth-century Scottish
antiquaries’ in Journal of Art History 5, 1-18.
http://www.scottishheritagehub.com/, accessed
21 February 2013
Maps
Jones, B H., Breeze D J. & Devine, J. (2008) 1:25000 map,
The Antonine Wall. Edinburgh
Legislation, Policy and Guidance
The Town and Country Planning Act (Scotland) 1997
as amended by The Planning etc. (Scotland) Act 2006.
From 3 August 2009 the majority of the 2006 Act came
into force
Scottish Planning Policy (2010)
Planning Advice Note 2/2011 Planning and
Archaeology
Historic Environment (Amendment) Scotland Act 2011
The Act amends three pieces of primary legislation:
• The Historic Buildings and Ancient Monuments
Act 1953;
• The Ancient Monuments and Archaeological
Areas Act 1979; and,
• The Planning (Listed Buildings and Conservation
Areas) (Scotland) Act 1997.
Scottish Historic Environment Policy (SHEP),
December 2011
Managing Change in the Historic Environment
Guidance Notes, Historic Scotland, various dates
Supplementary Planning Guidance for the Antonine
Wall World Heritage Site, 2012
Stephens, C., Jones R.E. & Gater, J. (2008) ‘Geophysical
survey on the Antonine Wall’ in Breeze, D J. & Jilek, S.
(eds) Frontiers of the Roman Empire, The European
Dimension of a World Heritage Site, 79-93.
Woolliscroft, D J 2008 ‘Excavations at Garnhall on the
line of the Antonine Wall’, Proceedings of the Society
of Antiquaries of Scotland 138, 129-76.
38

APpendix C
Report on the
Consultation
Workshops
MANAGEMENT PLAN 2013-18
FACILITATION AND PUBLIC CONSULTATION
EXERCISE
MAIN REPORT
Introduction
1. The Antonine Wall is a very special place in
Scotland. It formed the North-West Frontier
of the vast Roman Empire, a complex part of a
frontier system extending for 5000km through
Europe, the Middle East and North Africa. It
stretches from the Forth to the Clyde, and was
only occupied for a generation, but it remains
Scotland’s largest and most important Roman
monument.
2. Its importance was recognised by UNESCO
in 2008 as part of the Frontiers of the Roman
Empire World Heritage Site, joining Hadrian’s
Wall and the German Limes, and together
forming a trans-national WHS. It is therefore a
young WHS, even though nearly 2000 years old.
3. Responsibility for its management lies with a
Partnership of the 5 Local Authorities on the
line of the Wall (West Dunbartonshire, Glasgow,
East Dunbartonshire, North Lanarkshire and
Falkirk), together with Historic Scotland and the
Royal Commission on the Ancient and Historical
Monuments of Scotland. The requirements
for a Management Plan are set out in UNESCO
Guidelines. The first 5-year plan is now coming
to an end, and so a new plan for 2013-18 is being
prepared, to be completed in 2013.
4. This new plan has to be subject to public
consultation. The consultation process was
undertaken by an independent facilitator
working alongside the Antonine Wall WHS
Co-ordinator. This report summarises the
process and its main outcomes; it also includes
an assessment by the independent facilitator.
Detailed records of each stage of the process
supplement this report, and have been lodged
with the Co-ordinator.
The Consultation Process
5. The consultation process was conducted in
three carefully planned stages:
• An initial Visioning Exercise with the
Partnership Steering Group held in
Edinburgh on 31 July 2012. The aim was to
identify the key issues for the long-term
future potential for the Wall.
• Three Stakeholder Workshops with key
stakeholders from government agencies,
local authorities and other organisations,
held in Glasgow and Edinburgh on 28-29
August and 10 October 2012. The aim of
these sessions was to identify the issues
which the new plan should address, and
complement these by suggestions of
practical actions.
• Five Public Consultation events, each open
to a wide range of participants, one held in
each local authority area over the period
20-29 November 2012. A draft list of issues,
objectives and actions for the new Plan, based
on the previous two stages, was circulated
to all participants. These workshops sought
reactions to this draft, and to learn of local
concerns and priorities for action.
These three stages are to be followed by a
further opportunity for consultation on the
draft Management Plan as part of the Strategic
Environmental Assessment (SEA) process.
6. In all, over 150 participants from a wide range
of organisations and communities from
across the Central Belt of Scotland took part
in the 9 events. Each event included briefing
presentations on the WHS and the stage
reached in the consultation. Breakout groups
then explored the more strategic issues and
the practical actions which participants would
like to see in the new Management Plan. At
the conclusion of each event there was an
opportunity for a brief summary of the progress
made. To supplement group discussions, short
individual questionnaires were completed
within the events, so that everyone had a further
39

appendix c
opportunity to contribute. A high response rate
was achieved, with 37 completed questionnaires
from the Stakeholder Workshops and a further
64 from the Public Consultation.
7. The consultation process did not start from
a blank canvas. The briefing presentations
made clear that the consultation did not cover
the format for the new Plan, the Statement of
Outstanding Universal Value or governance
arrangements, all of which are already
determined. The new Plan also takes into
account the legacy of the 2007-12 plan and
its achievements and experiences. What the
consultation does cover is all other aspects of
the new Management Plan.
Outcomes
The Visioning Session
8. This event with the Partnership Steering
Group set the scene for the consultation by
re-affirming the long-term aspiration for the
Antonine Wall. They identified 5 key facets:
•
•
•
•
•
Protecting, maintaining and enhance
the value of the heritage resource and its
environmental context
Building strong partnerships and
engagement with local communities
Raising awareness and understanding about
the Antonine Wall
Enabling public access and enjoyment,
including enhancing visualisation of the
heritage resource
Realising the Wall’s potential as an
educational and research resource.
9. Two other aspects were also identified as essential:
•
•
The Wall needs to be appreciated both as a
linear entity, linking across Scotland and to
its wider Scottish and international context,
and also as a set of individual places and
artefacts that are valuable in themselves and
should benefit local communities.
All the above facets are inter-dependent.
The paramount aim of protection of the
heritage resource will only be secured if
the Wall is understood and valued. In turn,
the enjoyment, research and educational
roles can only take place if the Wall is there,
protected and accessible. These factors need
to be locked together in a learning process
so they become mutually supportive and
provide multiple benefits.
10. In support of this vision, the Steering Group
wanted to see:
•
•
•
•
A clear vision for the future of the Wall, to
enable the effective targeting of resources
An effective Partnership, with annual Actions
Plans, to deliver this vision, including reaching
agreement on funding the Co-ordinator post
Raising awareness and visibility of the Wall
(not least at its Western end), but also not
raising its profile and expectations beyond
its capacity to deliver
The development of tools and products,
especially for education and enhancing the
visitor experience.
The Stakeholder Workshops
11. The three stakeholder workshops endorsed the
outcomes from the Steering Group. In terms
of the emerging draft Management Plan, these
were set out as 6 aims which are, in summary:
1. Safeguard and enhance the Outstanding
Universal Value of the WHS
2. Promote awareness and understanding
3. Realise the WHS’s full potential as an
education and learning resource
4. Build strong partnerships and strengthen
community engagement
5. Balance wider environmental concerns in
sustainable management of the WHS
6. Increase research opportunities & use to
protect and promote the WHS.
12. In discussion, and particularly in the
questionnaire responses, stakeholders
tended to focus most on aims 1, 2 and 4. The
other aims were not seen as unimportant,
but more the province of those particularly
involved in them. Many aspects of promoting
awareness and understanding were explored,
including improved interpretation, signage
and access, digital and traditional media, and
communications. Holding an annual research
or networking seminar was suggested.
Stakeholders recognised that the Wall is of
international as well as local importance, a point
stressed in the questionnaires received from the
FRE Partners at Hadrian’s Wall and the Limes.
40

eport on the consultation workshops
13. It was also acknowledged that the Wall can
be difficult to appreciate, especially when
in places it is either not visible, or the most
evident remains are not a wall but a ditch. The
need for clarity in marketing, and not raising
unrealistic expectations, was stressed. Because
of this lack of visibility, there is a role for both
quality reconstruction (with a potential role for
experimental archaeology) to convey the scale
of the Wall, and for one or more Visitor Centres –
themes discussed further in the public sessions.
Those who raised these matters thought that
public funding would be unlikely to be available
during the management plan period, but argued
that preparatory work should be undertaken.
It was also noted that if a single centre could be
seen as drawing people away from other parts
of the Wall, it would be unlikely to command
Partnership support.
14. Prominent amongst the practical actions
advocated by stakeholders were:
•
•
•
Having a well-linked up to date website.
It was thought this should link to local
authority web pages; to specialist sites; and
to guidance for visitors.
Development of a path or trail network
along the length of the Wall, enabling a
variety of visitor experiences, from circular
walks to being able to traverse the length
of the monument. Developing a forestry,
habitat & landscape strategy was also
advocated.
Foster links with private landowners,
establishing who owns what and access
arrangements. This could extend to
supporting landowners to access funds
which could lead to enhancing the Wall and
its environment, and business opportunities
related to visitors (and exploring the
business development potential of the Wall
more generally).
The Public Consultations
15. Each of the five public consultation events had
its own character and emphasis, and added new
ideas. A strong case was made for wanting more,
i.e. more visible, Wall in West Dunbartonshire;
they also supported having a long-distance
route which would make Kilpatrick a
destination. It was argued here (and elsewhere)
that we should tell the story of the Wall, but
also link to local history and peoples, and to
the nearby canal. In Glasgow an emphasis was
‘do more with the resources we have’, such as
better links between the sites and the artefacts
held in collections. They also pressed the need
for facilities for visitors – transport, car parks,
toilets – and better signage and interpretation.
At Kirkintilloch in East Dunbartonshire,
communication was a theme, including the
potential for knowledge exchange about who
is doing what along the Wall, the need to train
planners and monitor decisions, and to
establish dialogue with farmers and landowners.
In both North Lanarkshire and Falkirk, there was
evident enthusiasm of groups from Twechar,
Croy, Kinneil House, and the Antonine Guard.
Again the case for an Antonine Wall longdistance
route and for one or more visitor
centres was made.
16. These emphases were in the context of
comprehensive discussions at each event.
Overall, participants supported the draft list of
issues, objectives and actions which had been
informed by the previous workshops. There
were some valuable additions: for example,
at Kirkintilloch a strong case was made for
inclusion of geodiversity alongside biodiversity.
There were numerous suggestions for practical
actions, both in the discussion groups and on
questionnaire responses. For example, a strong
case was made for better access to Bar Hill.
Amongst the many evocative suggestions were
the need to bring the Wall to life, with
re-enactments, stories and hands-on experiences
(such as sampling Roman cooking), and marking
the line of the Wall with beacons or more replicas
of the Wall’s unique distance slabs.
17. The responses to the individual questionnaires
showed that the greatest benefit of the Wall
is seen as being an educational resource for all
age groups. This is followed by its historic and
heritage value; the opportunities it provides for
recreation and walking; its scenic and landscape
value; and its potential for tourism. By far the
greatest use made of the Wall is for walking and
recreation, followed by education including
school visits. Its uses for tourism, community
activities, history and heritage, and open space
and natural heritage were also frequently cited.
18. In terms of the actions participants would like
to see in the new Plan, 6 groups stood out above
the others:
41

appendix c
• Signage and improved interpretation
•
•
•
•
•
Assessment
The need for one or more Visitor Centres and
reconstructions, with more use of existing
centres as a starting point
A range of paths, including a long-distance
route, with improved access, transport and
facilities
Better digital and information resources
Networking and co-ordination of public
bodies and interest groups, including
drawing on voluntary resources
Archaeology, preservation and research:
monitoring and securing the heritage, but
also making more it visible, e.g. at Kinneil
Fortlet, Rough Castle, Castle Cary or Kilpatrick.
The Consultation Process
19. This was an unusually extensive and interactive
consultation process. It was extensive because
the Antonine Wall spans across Scotland. It
affects many places and communities of interest,
running through 5 local authorities with both
rural and urban areas, which present different
challenges. As the report shows, there many
aspects to consider, including the protection and
enhancement of the heritage, and its education,
research, recreation, tourism and environmental
dimensions. This required a substantial
consultation process if these different interests
were to be taken into account.
20. It was also an interactive process, not seeking
responses to an already prepared draft
plan. Instead it sought to develop ideas in
consultation with the many affected and
relevant interests. The aim was not only to
enable people to contribute, but also hope that
they will feel it is, in part at least, ‘their’ plan.
This kind of process takes time, and while direct
costs may be modest, there is a considerable
staff time involved, particularly for the
Co-ordinator and the local authority officers
who hosted events in their area. However, this
is likely to be worthwhile if the result does
secure a wide sense of ownership of the
emerging Management Plan.
21. It also took time to arrange the meetings
and ensure that a wide range of people and
organisations were informed. While the
attendance and venues varied from Council
Chambers to village halls, the numbers
attending each event (10-25) were sufficient
to generate good discussion, yet small enough
for everyone to have a chance to contribute.
There was no sign that holding 9 events led
to diminishing returns: each event produced
additional ideas, and hopefully enabled people
to feel part of the process.
The Responses
22. The consistent character of all the sessions was
that participants were positive, knowledgeable,
enthusiastic, yet at the same time realistic
about what might be achievable in the
current economic situation. Collectively, they
represented a significant potential resource in
support of the WHS.
23. Overall, there was also a clear consensus
of support for the framework set out by
the Steering Group, which advocates a
comprehensive approach to the management
of the Wall. The only exception was that a few
people thought that most importance should
be attached to community engagement. The
public sessions suggested that this aspect
should take as its starting point the local history
and amenity societies, and other voluntary
resources, who contributed to the consultation.
24. There will be some significant choices to be
made, particularly relating to the prospects
for one or more visitor centres. Here again,
participants were realistic that it was unlikely
that major funding would be available in the
short term. They therefore advocated both
that more use should be made of existing
facilities, and that preparatory work should
be undertaken to assess the best longer-term
options. Every session championed its own
area, though for very different reasons: West
Dumbarton arguing because they have little of
the Wall currently visible; North Lanarkshire and
Falkirk arguing that they have some of the best
visible remains.
25. This pragmatic, phased and realistic approach
characterised the discussions, which often
suggested modest first steps to start to move
to more strategic objectives. For example,
the objective of a path network, including an
Antonine Way route across Scotland, should
start with improved signage and markers for
the route of the Wall, and build on existing
42

eport on the consultation workshops
initiatives such as the John Muir Way and
link to walks along the canal. Identifying, in
consultation with landowners, potential routes
and access agreements might come next.
Managing the Complexity
26. One of the key challenges in managing the
Antonine Wall is handling the many different
aspects, and trying to co-ordinate the myriad
of agencies and groups with relevant interests.
At present there are many separate strategies
relating to aspects of the management of the
WHS, already prepared or underway. As well as
securing a common framework so that these
component parts support one another, it will be
essential to delegate responsibilities – in the way
that the Supplementary Planning Guidance has
become part of the Development Plan of each
local authority.
27. For the Management Plan itself, the risk with a
logical hierarchical approach to planning is that
with 6 main Aims, each of which is then fleshed
out with successive layers of Issues, Objectives,
and Actions, the result is a vast number of things
to try to do simultaneously. When the core
resource for the Antonine Wall is just one
Co-ordinator, there is a need to try to find more
of a focus.
28. Following the themes of the Steering Group
and Stakeholder sessions to be realistic about
likely resource levels, and where possible to
secure multiple benefits from the actions taken,
the following suggestions distilled from the
workshops illustrate a range of potential early
action priorities:
•
•
•
A Long-Distance Walking route: start with
signs marking the full route of the Wall, and
existing and proposed path networks; then
explore the further potential in consultation
with landowners, with a view to access
agreements, and improving access and
facilities along the Wall.
Visitor centres: start with existing facilities,
and the scope for more replicas following
the success of the Bridgeness Slab. Relate
to the history of the locality, and explain
the timelines, and include the potential for
reconstructions.
Improved communications: start by updating
the current website, then examine
a range of digital and traditional media to
enhance how to share and disseminate
information.
• Networking: start with an annual event –
a seminar for both researchers and interest
groups to exchange ideas and information;
explore options such as setting up a Friends
of the Antonine Wall, and a Facebook page.
•
Education: produce a pack for teachers;
and develop the potential for school visits,
especially drawing on volunteer resources
to enable lively and memorable hands-on
experiences, and telling a Scottish as well
as a Roman story.
Criteria for Project Selection
29. In the last consultation sessions, participants
noted that projects might come forward
which had not been envisaged as part of the
Management Plan. While it was not formally
discussed, the tenor of the consultation
responses make it feasible to suggest the kind
of criteria which would be appropriate to guide
project design and selection. The questions
to ask are whether a proposed project would
contribute to the WHS by:
•
•
•
•
•
•
Securing its protection and enhancement
Improving its visibility and interpretation
Aiding communication and its educational
and research roles
Enhancing facilities for recreation, enjoyment
and tourism
Being economically sustainable (in terms of
benefits and maintenance costs)
Strengthening connections, both locally and
further afield.
Acknowledgements
30. Thanks are due to everyone who took part in
this consultation process. This includes everyone
from public bodies who came to contribute and
to listen, including those who hosted the various
events; and the members of the public and a
wide range of community organisations who
gave up an evening or an afternoon to contribute
to the discussions. Inevitably this report has had
to be selective, but it is hoped that it reflects the
main points and the supportive mood which
pervaded this whole process.
Tim Birley
12 December 2012
43

APpendix D
Strategic Environmental
Assessment:
Environmental Report
Contents
1. Non-technical summary
1. Non-Technical Summary
2. Introduction
2.1 Background
2.2 Content and Purpose of the Plan
2.3 The SEA Process
3. Context
3.1 Other Plans, Programmes and Strategies
3.2 Environmental Baseline
3.3 Environmental Issues
4. Assessment Approach and Methods
4.1 Scope and Level of Detail of the
Environmental Assessment
4.2 Scoping the Parts of the Consultation
Document to be included in the assessment
4.3 Evolution of the environment in the
absence of the Plan
4.4 How was the Consultation Document
assessed?
4.5 Alternatives considered during the
preparation of the Plan
5. Assessment Findings
5.1 Summary
Table 5 – Overarching Objectives
Table 6 – Strategic Actions
Table 7 – Sustainability Checklist
5.2 Cumulative, secondary and synergistic
effects
6. Mitigation and Monitoring
7. Appropriate Assessment
8. Next Steps
Annex A – Assessment matrices
Annex B – Other relevant plans, programmes
& environmental objectives
Annex C – Environmental Baseline
1.1 Introduction
In July 2008 the Antonine Wall achieved international
recognition by being inscribed as part of the Frontiers
of the Roman Empire World Heritage Site. World
Heritage Sites are places of outstanding universal
significance.
The first Management Plan for the Antonine Wall
covered the five-year period from nomination
(2007-12). We are now consulting on draft five-year
Management Plan for 2013-18 which draws on the
work that has already been delivered and builds on
the aspirations of the partners and other stakeholders.
It summarises the actions delivered from the 2007-12
Management Plan, outlines a long-term strategy for
the site, identifies key issues for the forthcoming
Management Plan, and proposes aims and objectives
to tackle these over the next five-year period.
Plans, programmes and strategies with the potential
to have significant environmental effects are to
be subject to environmental assessment prior to
adoption. This is called ‘strategic environmental
assessment’ – or ‘SEA’. Historic Scotland considered
that the Antonine Wall World Heritage Site
Management Plan 2013-18 has the potential to result
in significant environmental effects and so have
undertaken an assessment. This report documents
the assessment process and our findings.
1.2 What is Strategic Environmental
Assessment (SEA)?
SEA is a systematic method for considering the likely
environmental effects of certain plans, programmes
and strategies. SEA aims to:
• integrate environmental factors into plan
preparation and decision-making
• improve strategies and enhance environmental
protection
• increase public participation in decision-making
• facilitate openness and transparency
44

SEA is required by the Environmental Assessment
(Scotland) Act 2005. The key stages involve:
Stage
Screening
Scoping
Assessment,
mitigation &
enhancement
Environmental
Report
Adoption &
monitoring
Activity
Determining whether the Plan
is likely to have significant
environmental effects and
whether an SEA is required.
Deciding on the scope and level
of detail for the assessment and
the consultation period. This
is done in liaison with Scottish
Natural Heritage (SNH) and the
Scottish Environment Protection
Agency (SEPA).
Testing the contents of the Plan
as it is developed, identifying
mitigation measures and looking
at ways to enhance positive
effects.
Publishing an Environmental
Report on the findings of the
assessment and consulting on
that report and the Plan.
Providing information on the
adopted Plan, how consultation
comments have been taken
into account and methods
for monitoring the significant
environmental effects arising
from its implementation.
The assessment process is structured around SEA topic
areas. These topic areas are the range of environmental
issues which should be explored through the
assessment. They include biodiversity, flora and fauna,
population and human health, water, soil, air, climate,
material assets, cultural heritage and landscape.
This Environmental Report:
• describes the context of the Management Plan
• describes the relevant aspects of the
environmental baseline
• explains how the environmental assessment
was carried out and which parts of the plan
were assessed
• sets out the findings of the environmental
assessment
• makes recommendations for improving the
positive effects and mitigating the negative
effects of the plan
• proposes indicators for monitoring significant
or unknown effects
SEPA and SNH were consulted on the approach taken
to the environmental assessment. The environmental
report shows how their views have been taken into
account.
1.3 Context
One of the early stages of the SEA process is to
consider the relationship of the Plan to other relevant
policies, plans, strategies (PPS) and environmental
objectives. This allows key environmental protection
objectives to be identified for consideration during its
preparation. It is also important to identify both the
plans and strategies that will influence the Plan and
those that will be influenced by it. An understanding
of the context and the hierarchy that the Management
Plan sits within is also useful for giving early thought
to mitigation measures and where they may be best
implemented. Annex A sets out in more detail the PPS
which have relevance to the Management Plan.
We also considered, in consultation with SNH &
SEPA, the scope of our assessment. We decided to
focus upon six topics – biodiversity, flora and fauna,
material assets, cultural heritage and landscape and
geodiversity. Section 4 sets out our reasoning for this.
In order to help consider the effects of the Plan
we gathered information for each of the five Local
Authorities that contain a section of the Wall. Section
3 and Annex B of the Environmental Report summarise
the environmental baseline.
45

appendix D
1.4 Assessment of the environmental
effects of the draft Antonine Wall WHS
Management Plan
A set of questions, called SEA objectives, were used
to help predict the environmental effects of the Plan.
These are shown in Table 4. This is a common way of
assessing the environmental effects of plans, and helps
to make the assessment systematic and consistent.
Overall the vision, aims and objectives of the draft
Plan were found to have generally neutral or positive
effects for the majority of the environmental topics
with significant positive effects in particular arising
for cultural heritage, due to this being the core driver
of the Plan. There is the potential for some minor
negative effects associated with increased access and
potential compromise between natural and cultural
heritage priorities. Potential to increase positive
effects for natural heritage, including landscape and
geodiversity, have been identified and will be delivered
through use of a Sustainability Checklist during the
delivery of objectives. The checklist will help to identify
opportunities to increase positive effects, and also to
implement mitigation where appropriate.
1.5 Mitigation measures/recommendations/
monitoring
A key part of the environmental assessment is to
identify mitigation measures and these can be
achieved in a number of different ways. It can involve
making changes to the Plan itself e.g. amending our
priorities, adding environmental priorities to the Plan
to strengthen the inclusion of environmental issues
or proposing more detailed measures that should be
considered as the Plan is implemented.
No significant negative effects were predicted during
the course of the assessment which would require
specific mitigation measures to be identified. In
some cases, alternative wording was identified which
would increase positive effects. In most cases this was
identified during the development of the Plan, and the
changed wording has already been implemented. In
carrying out the assessment it became apparent that
the negative, neutral or uncertain effects predicted
were likely to be of a nature and scale that could be
mitigated or enhanced in the implementation of
objectives and actions. In light of this the assessment
has recommended that many of the objectives,
and actions related to them, should be subject to a
Sustainability Checklist that can embed consideration
of environmental objectives into detailed delivery of
the Plan, and mitigate accordingly. The information
gathered from these checklists will also aid in the
monitoring of the effects of the Plan.
In addition to what is set out within this report,
we would also welcome your views on any other
environmental matters which you think we should
consider in finalising the Management Plan.
1.6 Consultation
This Environmental Report accompanies the
Management Plan Consultation Document for a
twelve-week period of public consultation which will
run until 28 June 2013, and any comments that you
would like to make on either document are welcomed.
We would be grateful if you could clearly indicate
in your response which parts of the Consultation
Document and/or Environmental Report you are
responding to, as this will aid our analysis of the
responses received. You may wish to respond to the
questions provided within the Response Form but
please do not restrict comments to these if there
are any other matters you want to raise. Section 5 of
the draft Plan provides more information on how to
respond to this consultation.
2. Introduction
2.1 Background
The Antonine Wall is the most substantial and
important Roman monument in Scotland. Built on
the orders of the Emperor Antoninus Pius in the years
following 140 AD, it extends for some 60 kilometres
across central Scotland from Bo’ness on the River Forth
to Old Kilpatrick on the River Clyde and marked the
north western frontier of the Roman Empire.
The Wall functioned both as a frontier control and
military defence. It comprised a substantial turf
rampart built on a solid stone base fronted to the
north by a broad, deep ditch and outer mound.
To the south of the rampart was a road, the Military
Way, which permitted the movement of troops, goods
and materials and connected the series of permanent
stone built forts which occur at roughly two mile
intervals along its length. Between some of the forts
there are smaller fortlets. Camps used by the troops
building the Wall also occur at regular distances along
the frontier.
The Antonine Wall represents one of many sections
of a massive military system which stretched over
5000 km from northern Britain, through Europe to the
Black Sea, and from there to the Red Sea and across
North Africa to the Atlantic coast. This frontier helped
46

Strategic Environmental Assessment: Environmental Report
to protect – and define – the Roman Empire, one of
the greatest states ever to have existed. The Antonine
Wall was the most northerly frontier of the Empire, the
last of a series of planned frontiers built in the second
century AD and, at the time, the most complex ever
constructed by the Romans.
2.2 Content and Purpose of the
Management Plan
In July 2008 the Antonine Wall achieved international
recognition by being inscribed as part of the Frontiers
of the Roman Empire World Heritage Site (FREWHS).
World Heritage Sites are places of outstanding
universal significance. The Frontiers of the Roman
Empire World Heritage Site (FREWHS) is a serial
transnational World Heritage Site (WHS). It currently
comprises Hadrian’s Wall (inscribed in 1987), the
German Limes (inscribed in 2005) and the Antonine
Wall (inscribed in 2008). These partners work
internationally to protect and promote the FREWHS.
In Scotland, a partnership of key local authorities and
government agencies deliver strategic and operational
functions specifically for the Antonine Wall.
The key purpose of a Management Plan is to provide
for the overall management of the WHS in a manner
specific to its character and needs to ensure
maintenance of its Outstanding Universal Value.
The Plan’s aims and objectives are thus based on an
analysis of the site’s significance and the issues which
currently face it, ensuring that solutions are identified
to site specific problems. A Management Plan is,
therefore, a means by which a site can demonstrate
to the United National Educational, Scientific and
Cultural Organisation (UNESCO) that it has adequate
management mechanisms in place to ensure the Site’s
conservation for future generations.
The first Management Plan for the Antonine Wall WHS
covered the five-year period from nomination (2007-12).
This draft five-year Management Plan for 2013-18
draws on the work that has already been delivered
and builds on the aspirations of the partners and other
stakeholders. It summarises the actions delivered
from the 2007-12 Management Plan, outlines a long
term vision for the site, identifies key issues for the
forthcoming Management Plan, and proposes aims and
objectives to tackle these over the next five-year period.
Table 1 sets out the key facts about the Plan including the area it covers and its purpose.
Responsible Authority Historic Scotland (on behalf of the Antonine Wall Management Group)
Title of PPS The Antonine Wall WHS: Management Plan 2013-18
PPS subject
Historic environment
Period covered by the plan Five years
What prompted the plan? The UK has obligations under the World Heritage Convention 1972 in relation to
effective management of WHSs which require that every site has an appropriate
management structure in place. It is UK policy that every World Heritage Site
should have an up to date management plan.
Frequency of updates Every 5 years
Area covered by the plan The plan relates to the entire length of the Antonine Wall which spans five Local
Authority areas.
Purpose of plan
A management plan is required by UNESCO to specify how the outstanding
universal value of the World Heritage Site will be protected and managed for
future generations. The Management Plan will provide a strategic framework for
achieving the protection and management of the cultural and natural assets in
the WHS and will identify specific aims & objectives for implementation of the
framework within the WHS.
Contact point for queries Patricia Weeks
Antonine Wall World Heritage Site Co-ordinator
Historic Scotland
Longmore House
Salisbury Place
Edinburgh EH9 1SH
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appendix D
2.3 The Strategic Environmental Assessment
process
The requirement for SEA comes from the
Environmental Assessment (Scotland) Act 2005.
The purpose of SEA is to ensure that information on
the environmental effects of a plan or programme
is gathered and made available to plan-makers and
decision takers as it is prepared and implemented.
In light of this an environmental assessment has been
undertaken of the Antonine Wall WHS Management
Plan 2013-18 (the Plan). This report documents and
presents the findings of our assessment.
Under section 5(3) of the above Act, plans,
programmes and strategies with the potential to have
significant environmental effects are to be subject to
environmental assessment prior to adoption. As part
of the SEA process, the environmental assessment
was ‘scoped’ and SNH and SEPA were consulted on the
proposed scope and level of detail of the assessment.
In general, both SEPA and SNH were content to agree
with approach to the scope of the assessment. In the
scoping report we specifically requested SEPA’s views
on the scope of the assessment in relation to the
consideration of effects on air, soil and water as part
of the assessment. We welcome the views offered
by SEPA on this and in view of these we have scoped
these topics out of the assessment. Further details
on this are documented within section 4 of this
Environmental Report.
Following on from the scoping stage, we undertook
an environmental assessment of the vision, long-term
aims and medium term objectives of the Plan. This
report presents the results of that environmental
assessment, sets out the measures proposed to
mitigate the potentially adverse effects of the Plan
and provides further detail regarding our intentions
for the monitoring of those effects.
Following the closing date, all responses will be
analysed and considered along with any other
available evidence. We will finalise the Management
Plan and prepare an SEA Post-Adoption statement
which, amongst other things, will summarise the
representations received during the consultation
process. We aim to finalise the Plan and SEA Statement
within the next few months at which point it will
become available through the Historic Scotland
website: www.historic-scotland.gov.uk
3. Context
3.1 Other plans, programmes, strategies
and environmental objectives
One of the early stages of the SEA process is to consider
the relationship of the Plan to other relevant policies,
plans, strategies and environmental objectives.
This allows key environmental protection objectives
to be identified for consideration during the plan
preparation process. It is also important to identify
both the plans and strategies that will influence the
Management Plan and those that will be influenced by
it. An understanding of the context and the hierarchy
that the Management Plan sits within is also useful for
giving early thought to mitigation measures and where
they may be best implemented.
The key environmental objectives identified from the
review of legislation, policies, plans and strategies are
illustrated here:
The Environmental Report accompanies the
Consultation Document for a twelve-week period of
public consultation which will run until 28 June 2013.
The Response Form that accompanies the Consultation
Document provides details of how to make comments
on the Consultation Document and the Environmental
Report and will help to structure your response.
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Strategic Environmental Assessment: Environmental Report
What are the key environmental drivers?
National
Scenic Areas
Programme
Scottish
Biodiversity
Strategy
Improving health
in Scotland –
the challenge
Scottish Forestry
Strategy
Scottish Soil
Framework
Scottish Historic
Environment
Policy
Central Scotland
Green Network
Local
Development
Plans
Land Use
Strategy
Antonine Wall
Supplementary
Planning
Guidance
Antonine Wall
Interpretation
Plan & Access
Strategy
Core Path Plans
Antonine
Wall WHS
Management
Plan 2013-18
Issues to consider & objectives we can help deliver?
protect and enhance the water environment (with a
requirement to ensure that the status of all waters are
protected from deterioration)
manage access appropriately to avoid damage to archaeological
sites or habitats, and disturbance to wildlife, especially breeding
birds, by heavy public use of sensitive areas
enhance and, where appropriate, restore landscape character,
local distinctiveness and scenic value
promote and encourage opportunities for people of all abilities
to enjoy access to wildlife and the countryside
protect and where appropriate enhance the historic
environment – specifically, protecting the archaeological
remains, the line and the setting of the Antonine Wall (an
ancient monument of international importance)
halt the loss of biodiversity and continue to reverse previous
losses through targeted action for species and habitats
protect and enhance species and habitats
minimise the impact of recreational access on other areas of
natural and semi-natural vegetation
promote sustainable development
contribute towards the Central Scotland Green Network/
John Muir Trail
reduce the exposure of sensitive receptors to poor air quality
protect landscape character, local distinctiveness and
scenic value
protect soil resources and promote soil function
reduce our contribution to climate change and be positioned
to respond to the predicted effects of climate change
increase awareness, understanding and enjoyment of the
natural and historic environment
49

appendix D
3.2 Environmental Baseline
In order to establish the environmental effects of the
Plan it is necessary to understand the environmental
baseline of the area that is likely to be affected.
Schedule 3 of the Act lists the environmental topics
that should be considered in SEA. As stated in the
scoping report, due to the very wide geographic
coverage of the Plan and the large number of
environmental assets potentially affected, it is not
possible to go down to a very detailed level. This
description of the environmental baseline and a list of
data sources can be found in Annex B.
The following summarises the gaps and/or unreliability
of the SEA baseline data, and how they were minimised:
• The Antonine Wall WHS and buffer zone is a
specific linear feature which occupies a small
area of land within each local authority area. The
environmental baseline information available
across the SEA topic areas is typically produced
at a local authority level, and therefore wider
trends have had to be extrapolated as relevant
to Antonine Wall WHS and buffer zone.
• There is a lack of information on landscape
trends and the implications of climate change
on the landscape and townscape, or historic
environment. SNH is currently undertaking
research to explore the landscape implications
of climate change.
• There is limited information on local amenity,
which can be extrapolated to some extent from
the results of open space audits, which reflect
the quality of open spaces. However although
open space audits are underway or completed
in the local authorities in question the results of
the analysis are not widely available.
3.3 Environmental Issues
There are a number of environmental trends and issues
involved with the management and promotion of the
Antonine Wall WHS. The Antonine Wall is an extensive
linear monument with varying degrees of above and
below ground remains along its length, and passes
through urban, suburban, semi rural and rural areas,
requiring its management to be flexible and responsive
to changing circumstances along its length. In terms
of biodiversity, there is some continued habitat loss,
fragmentation and deterioration. Woodland and trees
form an important part of the landscape of the Antonine
Wall WHS, and also have value in terms of biodiversity
and the management of soil erosion and water flow.
Developing land and woodland management regimes
which balance the sometimes conflicting priorities
of the natural and historic environments is a key
challenge for the Plan. For example, land and woodland
management schemes which would have positive
impacts on the historic environment and landscape
of the Antonine Wall WHS could potentially have
negative impacts on biodiversity, flora and fauna and
geodiversity. The effect of climate change is an emerging
issue of concern for the cultural heritage sector, and
is also a key issue across several other environmental
areas. In many areas, including the historic environment,
understanding of potential impacts and mitigation
options is at an early stage. There is potential for
climate change mitigation actions to have cross-cutting
environmental benefits, but there may also be tensions
and conflict between mitigation actions which focus on
impacts in one area, but which could have negative sideeffects
on other environmental topics.
4. Assessment Approach and Methods
4.1 Scope and Level of Detail of the
Environmental Assessment
A key part of the scoping process in SEA is to identify
whether the environmental parameters set out in
schedule 3 of the Act are likely to be affected by the Plan.
This can lead to some environmental parameters being
‘scoped out’ of the assessment. The scoping process
helps to focus the SEA on the key significant issues.
An initial assessment was undertaken to identify the
environmental parameters that are likely to be affected
by the Plan and this is set out in Table 2. Following
consultation with SEPA and SNH the scope of the
assessment was confirmed. We particularly sought
SEPA’s views regarding effects on air, water and soil.
SEPA agreed that significant effects on these topics
were not likely, and consequently these topics have
been scoped out of the assessment.
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Table 2: Scoping In/Out
Environmental
parameter
Biodiversity,
Flora and Fauna
Population and
Human Health
Scoped
in/out
In
Out
Potential issues arising from the Plan and justification for scoping in/out
There is potential for elements of the Plan, particularly those which set a
framework for physical interventions, to have negative impacts upon biodiversity
(e.g. through removal of trees or through site management actions). Conversely,
there is also the potential for positive effects through establishment of a
conservation framework and management regimes which integrate natural
environment issues and priorities.
The Plan will include some objectives and actions relating to increasing
opportunities for outdoor recreation and access, providing both physical and
mental health benefits, improved social inclusion and reduced levels of isolation
linked. However, these elements of the Plan are set out in the Antonine Wall
Interpretation and Access Strategy, which has recently (2011-12) been through
the SEA process. As the Management Plan is not expected to have any significant
additional effects in this area, Population and Human Health have been scoped out.
Soil Out The management of the Antonine Wall, particularly in relation to the approach
to tree and woodland management, has the potential for effects on soil erosion
rates. Landscape management restraints relating to farming practices may also
have positive or negative effects on soil. We do not envisage that these effects are
likely to be significant, and SEPA’s scoping response agreed that any effects would
be likely to be localised and not significant. Consequently, soil has been scoped
out of the assessment.
Water Out We have not identified any interactions between the Plan and coastal water or
groundwater quality. None of the objectives will involve water abstraction or
activities that may alter the groundwater table or discharge contaminants to it.
However, there is potential for the approach to tree and woodland management
to have effects on soil erosion rates, which in turn may have impacts on
groundwater flow and management. We do not envisage that these effects are
likely to be significant, and SEPA’s scoping response agreed that any effects would
be likely to be localised and not significant. Consequently, soil has been scoped
out of the assessment.
Air Out We have not identified any interactions between the Plan and air quality, other
than those connected with objectives to increase and/or manage access to the
Antonine Wall. The majority of these elements of the Plan are set out in the
Antonine Wall Interpretation and Access Strategy, which has recently (2011-12)
been through the SEA process. However, other objectives relating to public
transport have the potential for both negative (increase in services to specific
locations with localised effects on air) and positive (increased use of public rather
than private transport with localised effects on air) effects. We do not envisage
that these effects are likely to be significant, and SEPA’s scoping response agreed
with this view. Consequently, soil has been scoped out of the assessment.
Climatic Factors Out It is considered that the Plan will not have a significant effect on climate change in
terms of emission of greenhouse gases. As with Air, the plan might affect the mode
of transport chosen by visitors to come to visit the Antonine Wall, but it is unlikely
that this will have a significant effect on climatic factors. In view of this, we intend to
scope effects from the Plan on climatic factors out of the assessment.
The effects of climatic change on the Antonine Wall and their relevance to the
Plan will be considered under the relevant environmental topics.
51

appendix D
Material Assets In We consider that the Plan has the potential for significant effects on tourism
resources and forestry. Effects relating to public transport could be considered
under the air parameter, if considered likely to be significant (see Air above).
Where possible, we will seek to encourage the use of local and sustainable
materials and in development of recreation infrastructure (e.g. as set out in
Historic Scotland’s Corporate Plan and accompanying SEA).
Cultural Heritage In We consider that the Plan should have positive effects for the promotion and
conservation of the Antonine Wall and other heritage features. There is the
possibility of conflicts between the priorities of cultural and natural heritage,
with the potential to reduce positive effects.
Landscape and
geodiversity
In
Establishment of land management strategies and guidance could potentially
have negative and/or positive effects on landscape and scenic value, and
geodiversity; the assessment process will allow identification and mitigation
of any potential conflicts between cultural heritage priorities, including those
relating to the landscape setting of the Antonine Wall WHS, and broader
landscape priorities.
4.2 Scoping the parts of the Consultation Document to be included in the assessment
In the scoping report we noted that the assessment would be undertaken at a level of detail that enabled
us to broadly predict the likely significant effects. Table 3 clarifies which elements of the consultative draft
Management Plan we have assessed.
Table 3: Sections of Consultation Document to be assessed
Section/s Assessed Y/N Reasons
1. Introduction No These sections set the context of both
2. Requirement for a management plan
Plan and assessment, and describe the
consultation process.
3. Consultative draft
4. Consultation
5. Responses to this consultation
6. Handling your response
7. Managing the World Heritage Site No This section sets out the roles and
responsibilities of those involved in the
management of the Antonine Wall WHS,
and the range of stakeholders who have an
interest in the site.
8. Delivery of the 2007-12 Management Plan No This section reviews achievements and
developments over the life of the 2007-12
Management Plan, and draws out lessons
learnt over this period.
9. Looking Forward Yes This section introduces the vision and long-term
aims of the Plan, and sets out underlying issues
and medium-term objectives; the content of
this section will underpin all outcomes from the
Management Plan.
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Strategic Environmental Assessment: Environmental Report
4.3 Evolution of the environment in the
absence of the Plan
If the Plan were not developed, it is considered that
the likely future changes to the area could include:
• fewer people would enjoy, understand and
value the cultural and natural heritage of the
Antonine Wall WHS and its landscape;
• continuing risk of negative impacts on cultural
and natural heritage through land management
actions;
• more conflicts between cultural heritage and
natural heritage through land management
actions;
• less understanding of the impacts of climate
change on the Antonine Wall WHS and its
landscape, and consequently less likelihood
of mitigating those impacts; and
• some negative effects possible from the lack
of a proactive approach to site management/
monitoring (lack of a coordinated effort).
4.4 How was the Consultation Document
assessed?
We identified a series of questions designed to focus
the assessment on those aspects of the Plan that
will potentially lead to significant environmental
effects. These questions were formulated through
consideration of the environmental parameters
that have been scoped into the assessment and the
existing environmental baseline. In developing the
questions we have sought to ensure that they are
able to identify potential for maximising positive
impacts as well as identifying negative impacts and
opportunities for mitigation.
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appendix D
Table 4: Assessment Questions
Environmental
Parameter
Biodiversity,
Flora and Fauna
SEA Objective
Will the aim/objective/action…
• Prevent damage and encourage favourable
condition to designated sites and protected
species and undesignated biodiversity, flora
and fauna?
• Promote and enhance where appropriate
enjoyment and understanding of the site
from a natural heritage perspective?
• Contribute to effective adaptation to
potential impacts of climate change on
natural heritage?
Material Assets • Maintain or enhance (where appropriate)
the tourism resource of the WHS and the
wider area?
• Support national forestry policy?
Cultural Heritage • Protect and where appropriate enhance the
historic environment?
• Promote positive effects for the historic
environment through land management?
• Promote and enhance where appropriate
enjoyment and understanding of the site
from a cultural heritage perspective?
• Contribute to effective adaptation to
potential impacts of climate change on
cultural heritage?
Landscape and
Geodiversity
• Protect and enhance the landscape and
geodiversity value of the WHS?
• Promote positive effects for the landscape
through land management?
• Contribute to effective adaptation to
potential impacts of climate change on
the landscape?
• Promote and enhance where appropriate
enjoyment and understanding of the
landscape value and geodiversity of the site?
SEA Criteria
How will the plan affect…
…SSSIs
…protected species
…ancient Woodland and veteran
species
…wider biodiversity
…the quality and quantity of tourism
resource provided by the WHS and
wider area
…existing and future areas of forestry
…the Antonine Wall WHS and its
setting
…historic environment features and
their setting
…the landscape value (including
natural, aesthetic and cultural) of
the WHS
…the landscape value of the wider
landscape
…the geodiversity and geological
value of the WHS
4.5 Alternatives considered during
preparation of the Plan
SEA requires the consideration of reasonable
alternatives – including the ‘do nothing’ scenario.
At the highest level, we do not consider the ‘do
nothing’ alternative (i.e. not to have a Management
Plan) to be reasonable in this case. This is because
the UK has obligations under the World Heritage
Convention 1972 in relation to effective management
of World Heritage Sites which require that every site
has an appropriate management structure in place.
It is UK policy that every World Heritage Site should
have an up to date Management Plan.
The SEA has assessed all reasonable alternatives which
are identified in the course of developing the vision,
aims and objectives which will be set out in the plan.
At the highest level, we assessed the vision statement
which underpins the subsequent aims and objectives.
At the next level, we assessed alternative approaches
(retention of current management aims or development
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Strategic Environmental Assessment: Environmental Report
of amended aims) to establishing the overarching aims
of the Plan. At the more detailed level of objectives
alternatives were generated by consideration of the key
issues related to each overarching aim, in conjunction
with the relevant environmental baseline and issues,
and predominantly took the form of alternative wording
or phrasing of objectives. The majority of alternatives
took the form of minor wording alterations which were
identified and implemented during the iteration of the
Management Plan.
5. Assessment Findings
This assessment was carried out using a matrix
approach of considering the vision, aims and
objectives against a set of defined environmental
questions. The matrix also includes a summary, and
identifies mitigation options where relevant. The
detailed findings of the assessment can be found in
matrix tables provided in annex A. In addition to text
commentary, scoring symbols have also been used:
Table 5: Scoring Key
Significant positive effect
Minor positive effect
Neutral effect
Minor negative effect
Significant negative effect
?
Uncertain effects
5.1 Summary of Findings
Vision
The assessment found that whilst the vision naturally
focuses on a positive outcome for the Antonine Wall
WHS from a cultural heritage perspective, it is also
worded in such a way as to provide scope for the Plan
to have broader environmental benefits.
Whilst developing the vision, it was recognised that
inclusion of an emphasis on sustainability in the
management of the site, and a recognition of the
environmental benefits which the site can provide,
would result in more positive environmental outcomes
than the alternative of focusing solely on the historic
environment aspect of the site. However, the level
of benefit will depend on the aims and objectives
at lower levels of the plan. No negative effects were
identified. Matrix 1 in Annex A provides the detailed
assessment findings for the vision.
Long-term aims
The assessment of options for long-term aims found
that, whilst neither option was likely to have negative
impacts, the revised aims offered greater certainty
and scope for potential positive effects across the
environmental topics. This is the preferred option
which has been taken forward to the consultative draft
Management Plan. Matrix 2 in Annex A provides the
detailed assessment findings for the long-term aims.
Medium-Term Objectives
Whilst the majority of significant positive effects
were on cultural heritage objectives, the assessment
found that there were some positive effects for
other environmental factors, and that in many cases,
there was the potential to increase these benefits
through consideration of wider environmental
factors in the delivery of objectives. Consequently, in
many cases the assessment has recommended that
a sustainability checklist should be applied to the
delivery of objectives and actions which stem from
them. More detail on the sustainability checklist is
provided in the section on mitigation, below. No
significant negative effects were identified, although
the potential for minor, localised negative effects were
identified. The assessment found that the likelihood
of reduced positive effects, or minor negative effects,
for the historic environment was increased by the
proposal to integrate a commitment to balancing
wider environmental concerns in the sustainable
management of the WHS. At this level it is not possible
to identify these effects in any detail, but use of the
sustainability checklist will provide a mechanism for
identifying and mitigating these effects as objectives
are delivered. Matrix 3 in Annex A provides the detailed
assessment findings for the medium-term objectives.
5.2 Cumulative, secondary and synergistic
effects
The cumulative and synergistic effects of the Plan for
the environment as a whole are likely to be positive.
There will also be synergistic positive effects when the
outcome of this Plan are combined with the outcomes
of other relevant PPS, for instance Local Development
Plans, the Antonine Wall SPG or Core Path Plans. We
have also looked at the effects on the key ‘benefits and
uses’ of the site which were identified by stakeholders
during the plan making process which did not fit
neatly into the SEA topics because of their crosscutting
55

appendix D
nature. Matrix 4 in Annex A shows how the Plan is
expected to affect these benefits and uses; in general,
the overall trend is for cumulative positive effects.
6. Mitigation and Monitoring
The development and use of a sustainability checklist
has been recommended in relation to several groups of
objectives within the plan, in order to ensure that the
potential for achieving positive effects, and mitigating
negative effects, is embedded within the process
for delivering the plan objectives. The sustainability
checklist will be developed from the environmental
objectives and criteria which have been used in this
assessment, and will be published as part of the Post
Adoption Statement.
Although no significant negative effects have been
predicted through the assessment it will still be
important to understand how the guidance is affecting
the environment once it is being implemented. This
will help to identify any effects arising which were
not predicted through the assessment and allow
appropriate mitigation to be sought. Monitoring of the
environmental effects will be incorporated into overall
monitoring strategy for the Plan (see objective 1.10).
The Sustainability Checklist will play an important role
in monitoring the identified effects. Our approach to
monitoring will be considered further and outlined in
our Post Adoption Statement.
7. Appropriate Assessment
The plan qualifies as a land use plan to which
Appropriate Assessment is applicable, in order to
comply with Article 6 of the Habitats Directive.
The Antonine Wall and buffer zone adjoin the Firth
of Forth SPA within the Falkirk Council area. As
such, consideration has been given to the potential
requirement for an Appropriate Assessment of the
content of the plan.
8. Next Steps
The public consultation period on the consultative
Draft Management Plan and the SEA Environmental
Report will run for twelve weeks until 28 June 2013.
Information on how to provide comments on this
Environmental Report, and the draft Management
Plan itself, can be found at section 5 of the main Plan
document.
A final version of the Management Plan will be
prepared following the consultation period to take into
account comments made. All changes will be screened
to consider if they raise significant environmental
issues that have not already been considered in
the environmental assessment. If the potential for
significant environmental effects is identified, an
assessment will be undertaken of their impact, and
reported in the SEA Post Adoption Statement. This will
be published along with the finalised Plan.
The SEA Post Adoption Statement, which will be
published along with the final version of the plan,
will demonstrate how the ER (and all the comments
expressed on it) have been taken into account
in the adopted Management Plan. The SEA Post
Adoption Statement will also include a final version
of the Sustainability Checklist to take into account
comments made, and set out the monitoring strategy
in further detail.
Contact point for queries:
Patricia Weeks
Antonine Wall World Heritage Site Co-ordinator
Historic Scotland
Longmore House
Salisbury Place
Edinburgh, EH9 1SH
0131 668 8853 / patricia.weeks@scotland.gsi.gov.uk
However, given that the role of the Management Plan
is to protect the status and setting of the Antonine
Wall and its buffer zone (in particular, its OUV) and it
is not a means for promoting development, there is no
clear connectivity between this role and the qualifying
interests of the Firth of Forth SPA. Therefore it is unlikely
that the Plan or the actions flowing from it would
undermine the conservation objectives of the site,
nor have a significant effect on any qualifying interests
either directly or indirectly. We are therefore of the view
that an Appropriate Assessment is not required.
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Annex A – Assessment matrices
Matrix 1: Assessment of the Vision for the Antonine Wall WHS Management Plan 2013-18
SEA topics Biodiversity, flora and fauna Material assets Cultural heritage Landscape and geodiversity Summary and mitigation
will the overarching
vision….
Vision wording
• prevent damage and
encourage favourable
condition to designated sites
and protected species and
undesignated biodiversity,
flora and fauna?
• promote and enhance where
appropriate enjoyment
and understanding of the
site from a natural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change
on natural heritage?
• maintain or enhance (where
appropriate) the tourism
resource of the WHS and the
wider area?
• support national forestry
policy?
• protect and where
appropriate enhance the
historic environment?
• promote positive effects for
the historic environment
through land management?
• promote and enhance where
appropriate enjoyment and
understanding of the site
from a cultural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change
on cultural heritage?
• protect and enhance the
landscape and geodiversity
value of the WHS?
• promote positive effects for
the landscape through land
management?
• contribute to effective
adaptation to potential
impacts of climate change
on the landscape?
• promote and enhance where
appropriate enjoyment
and understanding of
the landscape value and
geodiversity of the site?
The Antonine Wall will
be: a World Heritage Site
that is well maintained
and sustainably
managed to safeguard its
Outstanding Universal
Value; a property that is
established as a world
class visitor experience;
a catalyst to connect and
transform communities
locally, nationally and
internationally; a focus to
realise sustainable benefits
economically, socially
and environmentally
for locals and visitors
alike; and a resource for
inspiring learning and
creating opportunity
for participation and
discovery.
/
The wording of the vision,
particularly the inclusion of a
commitment to sustainable
management and to realising
environmental benefits,
provides scope within
the management plan to
have positive impacts for
biodiversity, flora and fauna.
The emphasis on creating
opportunity for participation
and discovery is not limited
to focusing on the cultural
heritage aspects of the site,
and therefore has the flexibility
contributed to promotion and
enhancement of the site from
a natural heritage perspective.
However, the level of benefit
will depend on aims and
objectives at lower levels of the
plan.
The vision contains an
explicit commitment to
substantially enhancing the
visitor experience of the site;
this will be an enhancement
of the tourism resource with
potentially significant benefits.
Whilst the vision does not
specifically refer to commercial
forestry, there is scope within
it to ensure that forestry policy
is supported. At this level, the
vision is likely to have a neutral
effect in respect of this criteria.
The vision is underpinned by
a commitment to protect and
enhance the site from a historic
environment perspective. The
introduction of commitments
to consider the sustainable
management of the site provide
scope for the lower levels of
the plan to address issues of
climate change adaptation in a
positive manner. However, the
introduction of a commitment
to realise sustainable benefits
economically, socially
and environmentally has
the potential to require
compromise where tensions
arise between different
sectors; this is unlikely to have
negative impacts, although it
could potentially temper the
level of positive benefit for the
historic environment in some
circumstances.
/
The wording of the vision,
particularly the inclusion of a
commitment to sustainable
management and to realising
environmental benefits,
provides scope within the
management plan to have
positive impacts for landscape
and geodiversity. The emphasis
on creating opportunity for
participation and discovery
is not limited to focusing on
the cultural heritage aspects
of the site, and therefore has
the flexibility contributed to
promotion and enhancement of
the site from a landscape value
and geodiversity perspective.
However, the level of benefit
will depend on aims and
objectives at lower levels of the
plan.
Whilst developing the
vision, it was considered
that introduction of an
emphasis on sustainability
in the management of the
site, and a recognition of the
environmental benefits which
the site can provide, would
provide scope for the plan to
have broader environmental
benefits, rather than focusing
solely on the historic
environment aspect of the site.
In general, the vision is likely
to have an overall positive
environmental effect, although
the level of benefit will depend
to some extent on the content
of aims and objectives at lower
levels of the plan. No specific
mitigation is recommended in
respect of the vision.
57

appendix D
Matrix 2: Assessment of Options for establishing Long-Term Aims for the Antonine Wall Management Plan 2013-18
SEA topics Biodiversity, flora and fauna Material assets
will the management plan objective…
• prevent damage and encourage
favourable condition to designated sites
and protected species and undesignated
biodiversity, flora and fauna?
• promote and enhance where appropriate
enjoyment and understanding of the site
from a natural heritage perspective?
• contribute to effective adaptation to
potential impacts of climate change on
natural heritage?
• maintain or enhance (where appropriate)
the tourism resource of the WHS and the
wider area?
• support national forestry policy?
Options for establishing long-term aims
Option 1: carry forward existing long-term
aims as set out in existing (2007-12) ?
Management Plan
The existing aims do not incorporate any
explicit consideration of biodiversity, flora
and fauna. As the aims focus principally on
the site (and its associated landscape) as
a heritage asset, the potential impacts on
biodiversity, flora and fauna are uncertain.
The aims incorporate an aspiration to
improve access to, and presentation of,
the site. The focus is principally on the
Wall and its immediate environs rather
than the wider area. There could therefore
be a minor positive effect for the tourism
resource provided by the site itself.
?
Forestry and woodland issues are not
explicitly referenced in the aims, and so the
effects here are uncertain.
Option 2: use a revised set of long-term
aims for the 2013-18 Plan
One of the revised aims focuses on
balancing wider environmental concerns
in the sustainable management of the
WHS. This aim encompasses biodiversity,
flora and fauna, but does not refer to them
specifically; to ensure that the potential
positive effects of this aim are optimised,
and negative impacts from conflicts of
priority are avoided, lower level objectives
and actions related to the plan should
incorporate more specific reference to
incorporation of these issues into the
balanced management of the WHS.
/
The aims include aspirations to protect and
enhance the WHS, and improve physical and
intellectual accessibility. This should have
a positive effect on the WHS as a tourism
resource. The focus remains on the WHS
itself, and so impacts on wider tourism are
likely to be neutral.
As with the existing aims, forestry and
woodland issues are not explicitly
referenced in the revised aims; however,
they have the potential for neutral or
positive effects relating to national forestry
strategy. This could be enhanced by
ensuring that at a lower level measures are
in place for the consideration of this issue.
58

Strategic Environmental Assessment: Environmental Report
Matrix 2: Continued
Cultural heritage Landscape and geodiversity Summary and mitigation
• protect and where appropriate enhance
the historic environment?
• promote positive effects for the historic
environment through land management?
• promote and enhance where appropriate
enjoyment and understanding of the site
from a cultural heritage perspective?
• contribute to effective adaptation to
potential impacts of climate change on
cultural heritage?
• protect and enhance the landscape and
geodiversity value of the WHS?
• promote positive effects for the
landscape through land management?
• contribute to effective adaptation to
potential impacts of climate change on
the landscape?
• promote and enhance where
appropriate enjoyment and
understanding of the landscape value
and geodiversity of the site?
/
The aims focus on positive management
of the Antonine Wall and its landscape,
and also on increasing knowledge and
awareness of the Wall. The aims focus on
the Wall and its immediate environs, and
so whilst there would be localised positive
effects, the effects on wider cultural
heritage are likely to be neutral. The aims
do not indicate any potential consideration
or adaption to climate change, and so the
effects in that area are uncertain.
/
As with the existing aims, the revised
aims focus on the positive management
of the WHS and its landscape, and also on
increasing knowledge and understanding.
However, the revised aims contain a more
explicit commitment to the safeguarding
and enhancing the Outstanding Universal
Value of the WHS. The introduction of
an aim to balance wider environmental
concerns with the management of the
WHS has the potential to reduce positive
impacts, however, this is not likely to have
a significant impact on the overall positive
effects of this option. An emphasis on
sustainable management provides scope for
consideration of climate change adaptation
measures at lower levels of the plan.
The aims focus on the WHS itself, and so
they are likely to have a neutral effect on the
wider cultural heritage.
?
The aims include some elements which
address landscape, which could potentially
have positive effects. However, there could
also be potential for ‘historic’ landscape
priorities to outweigh and conflict with
other landscape values such as aesthetic
and natural. The aims do not explicitly
address enjoyment and understanding, or
adaptation to climate change, with regard
to landscape and geodiversity, so the effect
on these SEA objectives is uncertain.
The revised aims contain explicit reference
to the management, conservation and
protection of the natural landscape of the
WHS. To ensure that positive effects are
optimised, geodiversity could be explicitly
referenced at the lower level of objectives/
actions.
Overall, there are positive effects for
site in an historic environment and
tourism context, but the impact on wider
environmental topics is uncertain as the
aims do not indicate whether or how these
may be taken into account in achieving the
plan’s aims.
Recommendation: the aims should
acknowledge that the site provides
environmental benefits beyond tourism
and the historic environment, and should
provide more certainty about how these
will be taken into consideration through
implementation of the aims and at lower
levels of the plan.
There are predominantly positive effects
across the environmental topics. The aims
are worded to provide scope for the level of
positivity to be increased at lower levels of
the plan, where more detailed objectives
will be set, that will lead to specific actions
and outcomes.
Recommendation: consideration should
be given to how positive benefits for more
biodiversity, flora and fauna, forestry
and woodland issues, and landscape and
geodiversity might be enhanced at the
lower levels of the plan.
59

appendix D
Matrix 3: Assessment of Medium-Term Objectives for the Antonine Wall WHS Management Plan 2013-18:
AIM 1: SAFEGUARD AND ENHANCE THE OUTSTANDING UNIVERSAL VALUE OF THE WORLD HERITAGE SITE BY MANAGING, CONSERVING AND PROTECTING ITS CULTURAL AND
NATURAL LANDSCAPE
SEA topics Biodiversity, flora and fauna Material assets Cultural heritage Landscape and geodiversity Summary and mitigation
will the management plan
objective…
Medium-term issues/
objectives
• prevent damage and
encourage favourable
condition to designated sites
and protected species and
undesignated biodiversity,
flora and fauna?
• promote and enhance where
appropriate enjoyment
and understanding of the
site from a natural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change on
natural heritage?
• maintain or enhance (where
appropriate) the tourism
resource of the WHS and the
wider area?
• support national forestry
policy?
• protect and where
appropriate enhance the
historic environment?
• promote positive effects for
the historic environment
through land management?
• promote and enhance where
appropriate enjoyment and
understanding of the site
from a cultural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change on
cultural heritage?
• protect and enhance the
landscape and geodiversity
value of the WHS?
• promote positive effects for
the landscape through land
management?
• contribute to effective
adaptation to potential
impacts of climate change on
the landscape?
• promote and enhance where
appropriate enjoyment
and understanding of
the landscape value and
geodiversity of the site?
Issue: The ANTONINE WALL WHS and its Buffer Zone
Objective 1.1
The boundary of the
ANTONINE WALL WHS and
its buffer zone will be kept
under review to ensure that
its outstanding universal
significance is adequately
protected
Changes to the boundary and
buffer would be determined
in reference to the OUV, rather
than biodiversity, flora and fauna
issues. Any changes would be
likely to be minor in scale, and
would be unlikely to have any
impact on the level of protection
for biodiversity, flora and fauna
Changes to the boundary and
buffer would be determined
in reference to the OUV, rather
than tourism or forestry issues.
Any changes would be likely to
be minor in scale, and would be
unlikely to have any significant
impact on these factors.
Changes to the boundary and
buffer would primarily be
determined in reference to the
OUV, which focuses on historic
environment and landscape.
Although any changes would
be likely to be minor in scale,
this alternative would provide
flexibility to ensure the altered
understanding of the site can
influence its protection and
management.
Changes to the boundary and
buffer would primarily be
determined in reference to the
OUV, which focuses on historic
environment and landscape.
Although any changes would
be likely to be minor in scale,
this alternative would provide
flexibility to ensure the altered
understanding of the site can
influence its protection and
management.
The preferred option, which
will keep the boundary and
buffer under review, will overall
have more positive effects
than the alternative. No further
mitigation is recommended.
Alternative
The boundary of the
ANTONINE WALL WHS and
its buffer zone will remain
unaltered
This alternative would have no
effect on biodiversity, flora and
fauna objectives
This alternative would have no
effect on material objectives.
This alternative would limit the
ability of the plan to react to
changes in understanding of
the site, and could potentially
reduce ability to achieve cultural
heritage objectives.
This alternative would limit the
ability of the plan to react to
changes in understanding of the
site, and could potentially reduce
ability to achieve landscape
objectives.
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Strategic Environmental Assessment: Environmental Report
Issue: Legislative and regulatory process of protection
Objective 1.2
Ongoing inclusion of the
ANTONINE WALL WHS
in the preparation and
implementation of all
planning, regulatory and
policy documents by central
and local government,
which may affect it
Objective 1.3
Monitoring the
effectiveness of the SPG in
planning and protection
decision making across all
Partners’ organisations
This group of objectives focus
on protecting the OUV of the
site, and will be neutral in terms
effects on biodiversity, flora
and fauna. The objectives are
not expected to affect the way
in which other PPS might deliver
positive effects for this SEA topic.
Objective 1.4
Capacity Building to
ensure that knowledge and
understanding of the OUV
of the World Heritage Site
remains current amongst
decision makers
Issue: Risk Preparedness
Objective 1.5
Development of a risk
strategy, and associated
mitigation measures
Objective 1.6
Development of an agreed
approach, nationally
and internationally, to
gathering and monitoring
information on
condition survey, and for
implementing appropriate
plans to counter any
emergent problems
?
This group of objectives does
not specify the scope of the
risk strategy or approach to
monitoring, and so the extent
to which there might be effects
on biodiversity, flora and fauna
is uncertain.
This group of objectives focus on
protecting the OUV of the site,
and will be neutral in terms of
effects on these material asset
objectives. The objectives are
not expected to affect the way
in which other PPS might deliver
positive effects for this SEA topic.
?
This group of objectives does
not specify the scope of the
risk strategy or approach to
monitoring, and so the extent to
which there might be effects on
these material asset objectives
is uncertain.
This group of objectives will
have a positive effect on the
protection of the cultural
heritage of the site, and will
promote appreciation and
understanding. However, it is not
anticipated that effects will be
significantly more positive than
the current baseline situation in
this context.
It is known that the historic
environment (including historic
landscape) values of the site
are key drivers for this group of
objectives. The level of positive
benefit will depend to some
extent on the level of risk: the
greater the risks, the more
significant the benefit of risk
preparedness.
This group of objectives will
have a positive effect on the
protection of the historic
landscape value of the site, and
will promote appreciation and
understanding. However, it is not
anticipated that effects will be
significantly more positive than
the current baseline situation in
this context.
/ ?
It is known that the historic
environment (including historic
landscape) values of the site
are key drivers for this group of
objectives and so positive effects
are expected for the historic
aspect of landscape. The level
of positive benefit will depend
to some extent on the level of
risk: the greater the risks, the
more significant the benefit of
risk preparedness. The extent to
which there would be effects on
other aspects of landscape and
geodiversity are less clear.
The overall effects of this group
of objectives will be neutral to
minor positive. No reasonable
alternative objectives or
mitigation options related to this
issue were identified during the
plan making process.
This group of objectives will
have risk preparedness for the
historic environment at its core,
so positive effects are predicted
for cultural heritage objectives
and some aspects of landscape.
The level of significance of these
effects is not yet clear, and may
change over time.
There is potential for
positive effects on the other
environmental topics, provided
that they are taken into
consideration as the risk strategy
and monitoring approach are
developed.
Recommendation: the
sustainability checklist should be
applied to actions which ensue
from these objectives.
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appendix D
Issue: A conservation framework for the ANTONINE WALL WHS
Objective 1.7
The development of an
agreed conservation
framework, to assist in the
management of change
in the landscape of the
ANTONINE WALL WHS
Objective 1.8
Encourage farmers and
landowners to enter into
schemes that benefit
the conservation and
sustainability of the
ANTONINE WALL WHS
Objective 1.9
The development of
agreed management plans,
especially for sections
of the site in multiple
ownership / management,
that will seek to integrate
cultural and natural
heritage
/
This group of objectives
originally focused on the OUV
of the site. This limited the
scope of the objectives to
incorporate benefits for other
environmental factors. The
assessment process identified
that potential for positive
effects on biodiversity, flora
and fauna could be increased
by removing the specific focus
on the OUV in developing the
conservation framework. This
will allow a more balanced
approach which will benefit
from the collaborative
approach to conservation
which is promoted by this
group of objectives. The
degree of positive benefit
will depend on the extent to
which the objectives relating to
biodiversity, flora and fauna are
embedded within the process of
delivering these MP objectives.
/
This group of objectives
originally focused on the
OUV of the site. This limited
the scope of the objectives
to incorporate benefits for
other environmental factors.
The assessment process
identified that potential for
positive effects in the context
of supporting forestry strategy
could be increased by removing
the specific focus on the OUV
in developing the conservation
framework. This will allow
a more balanced approach
which will benefit from the
collaborative approach to
conservation which is promoted
by this group of objectives.
The degree of positive benefit
will depend on the extent to
which the objectives relating to
forestry strategy are embedded
within the process of delivering
these MP objectives. No specific
benefits to the tourism resource
are anticipated.
/
Widening the scope of the
conservation framework
to incorporate wider
environmental issues may
in some circumstances lead
to compromise in terms of
positive effects on cultural
heritage. However, the
historic environment will
remain the key driver for this
group of objectives, and the
collaborative approach to
conservation which is promoted
by this group of objectives will
have positive effects, some of
which may be significant.
/
The wording of the objectives
allows scope for benefits for
aspects of landscape value
beyond the historic, and also for
geodiversity. The assessment
process identified that potential
for positive effects on landscape
value and geodiversity could
be increased by removing the
specific focus on the OUV in
developing the conservation
framework. This will allow
a more balanced approach
which will benefit from the
collaborative approach to
conservation which is promoted
by this group of objectives.
The degree of positive benefit
will depend on the extent to
which the objectives relating to
landscape and geodiversity are
embedded within the process of
delivering these MP objectives.
As this group of MP objectives
developed, it was identified
that a focus on conservation
the OUV of the site would
limit scope to achieve positive
benefits for environmental
areas beyond historic
environment and landscape,
and could potentially lead to
negative effects. The wording
was amended and there is now
scope for consideration of
natural heritage issues.
Overall, the effect of these
objectives is likely to be neutral
– positive; the level of positivity
will depend on how well natural
heritage issues are integrated
as the objectives are taken
forward.
Recommendation: the
sustainability checklist
should be applied to actions
which ensue from these MP
objectives, to ensure that wider
environmental objectives are
embedded at a lower level of
the plan.
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Strategic Environmental Assessment: Environmental Report
Issue: Monitoring and regulation frameworks
Objective 1.10
The establishment of
a joint monitoring and
evaluation framework for
the Management Plan,
to include monitoring
indicators that will allow
meaningful comparison
with international FREWHS
Partners
Objective 1.11
The creation of a set of
management principles
for the use of the
international community
on the identification,
recording, research,
protection, conservation,
management, presentation
and understanding of the
Roman frontier.
It is intended that the
monitoring frameworks
will incorporate monitoring
on wider environmental
factors, leading to a better
understanding of trends and
risks for the biodiversity, flora
and fauna of the site, including
in the context of climate
change. In the short term
effects are likely to be neutral,
moving to minor positive in
the medium – long term, as
the findings of monitoring and
evaluation are used to inform
future PPS affecting the site.
It is intended that the
monitoring frameworks
will incorporate monitoring
on wider environmental
factors, leading to a better
understanding of trends and
risks for the tourism resource
of the site. In the short term
effects are likely to be neutral,
moving to minor positive in
the medium – long term, as
the findings of monitoring and
evaluation are used to inform
future PPS affecting the site.
/
Introduction of a more
co-ordinated approach to
management principles across
the Roman frontier will have
positive effects not only for
the site, but also for wider
cultural heritage, nationally and
internationally.
It is intended that the
monitoring frameworks
will incorporate monitoring
on wider environmental
factors, leading to a better
understanding of trends and
risks for the landscape value and
geodiversity of the site, including
in the context of climate change.
In the short term effects are
likely to be neutral, moving to
minor positive in the medium
– long term, as the findings of
monitoring and evaluation
are used to inform future PPS
affecting the site.
Overall, the effects of these MP
objectives are likely to be neutral
in the short term, developing to
minor positive as opportunities
to act on the monitoring and
evaluation findings develop
over time. Positive effects are
stronger for cultural heritage
as it will be at the core of the
framework, and the introduction
of international principles will
bring additional advantages.
Recommendation: the
sustainability checklist should be
applied to actions which ensue
from these MP objectives, to
ensure that wider environmental
objectives are embedded at a
lower level of the plan.
Issue: Implementing the Management Plan
Objective 1.12
The Management Plan Steering Group, assisted by the delivery groups, will oversee the implementation, co-ordination and monitoring of the objectives in the Management Plan, in consultation and
partnership with other stakeholders where appropriate
Objective 1.13
The integration of actions into Partners’ corporate planning frameworks
Objective 1.14
The Management Plan Steering Group will be responsible for drawing up annual action plans derived from the medium-term objectives
Objective 1.15
The Partners will keep under review financial and economic impacts, specifically approaches by Partners to capital and revenue spend, that will affect delivery of the Management Plan objectives
These objectives focus on procedure, with no strong links to effects on the environmental objectives.
Issue: Capacity Building
Objective 1.16
To determine a strategy for building capacity across the ANTONINE WALL WHS
This objective focuses on procedure, with no strong links to effects on the environmental objectives.
63

appendix D
AIM 2: PROMOTE AWARENESS AND UNDERSTANDING OF THIS OUTSTANDING UNIVERSAL VALUE TO LOCAL, REGIONAL, NATIONAL AND GLOBAL AUDIENCES BY IMPROVING
PHYSICAL AND INTELLECTUAL ACCESSIBILITY
SEA topics Biodiversity, flora and fauna Material assets Cultural heritage Landscape and geodiversity Summary and mitigation
will the management plan objective… • prevent damage and
encourage favourable
condition to designated sites
and protected species and
undesignated biodiversity,
flora and fauna?
Medium-term issues/objectives
• promote and enhance where
appropriate enjoyment
and understanding of the
site from a natural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change on
natural heritage?
• maintain or
enhance (where
appropriate) the
tourism resource
of the WHS and the
wider area?
• support national
forestry policy?
• protect and where
appropriate enhance the
historic environment?
• promote positive effects for
the historic environment
through land management?
• promote and enhance where
appropriate enjoyment and
understanding of the site
from a cultural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change on
cultural heritage?
• protect and enhance the
landscape and geodiversity
value of the WHS?
• promote positive effects for
the landscape through land
management?
• contribute to effective
adaptation to potential
impacts of climate change on
the landscape?
• promote and enhance where
appropriate enjoyment
and understanding of
the landscape value and
geodiversity of the site?
Issue: Ensuring a strong visitor experience on site
Objective 2.1
To implement key recommendations
in the approved interpretation plan
and access strategy: improving signage,
interpretation, visitor information,
access routes and visitor facilities at
individual sites along the Wall.
Objective 2.2
To promote and enhance use of the
ANTONINE WALL WHS as a longdistance
route and visitor facility that
links communities across central
Scotland.
Objective 2.3
To consider transportation
infrastructure more widely around the
WHS and build business partnerships
to facilitate access for visitors in and
around the ANTONINE WALL WHS.
Objective 2.4
To develop and foster links and
partnerships with local tourism
providers and other businesses, to
provide an enhanced service for visitors.
/ /
The SEA of the Interpretation and
Access Strategy indicates that
objective 2.1 has the potential
for negative effects through
actions which have direct
impacts, but also for positive
effects in terms of promotion of
understanding and enjoyment of
the site from a natural heritage
perspective.
At this level it is difficult to
identify to any specific degree
the nature of these negative
effects, but in many cases,
effects are likely to be minimal
and localised. The remainder
of this group of objectives is
considered to have the potential
for similar effects.
This group of
objectives is directly
related to the
enhancement of the
tourism resource
of the site, and is
consequently likely
to have a significant
positive effect in
this area.
There are no strong
links to forestry
strategy, so the
effects here are likely
to be neutral.
The SEA of the Interpretation and
Access Strategy indicates overall
positive effects for the historic
environment from objective 2.1.
The remainder of this group of
objectives is considered to have
the potential for similar effects.
/ /
The SEA of the Interpretation and
Access Strategy indicates that
objective 2.1 has the potential
for negative effects through
actions which have direct
impacts, but also for positive
effects in terms of promotion of
understanding and enjoyment of
the site from a landscape value
and geodiversity perspective.
At this level it is difficult to
identify to any specific degree
the nature of these negative
effects, but in many cases,
effects are likely to be minimal
and localised. The remainder
of this group of objectives is
considered to have the potential
for similar effects.
This group of objectives
has the potential for
mixed effects; use of the
sustainability checklist
is already embedded for
those actions stem from
the interpretation plan and
access strategy, and should
identify and help to mitigate
negative effects at lower
levels of the plan.
Recommendation: the
sustainability checklist
should be applied to actions
which ensue from these MP
objectives, to ensure that wider
environmental objectives are
embedded at a lower level of
the plan.
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Strategic Environmental Assessment: Environmental Report
Issue: Digital technologies and digital resources
Objective 2.5
To develop and improve the web
presence for the Antonine Wall
Objective 2.6
To explore new opportunities for
digital interpretation both on and
off site
Objective 2.7
To make use of the Scottish Ten
scanning of the Antonine Wall
There are no strong links
between this group of MP
objectives and the biodiversity,
flora and fauna objectives.
Although there may be the
opportunity for positive impacts
through being able to use digital
interpretation to reduce or
replace access to fragile areas of
the site, these will likely be minor
and localised; overall the effect
is expected to be neutral.
Issue: Museum Collections and Intangible Heritage
Objective 2.8
To explore greater partnership
working, both within Scotland and
internationally across the FREWHS,
between museum, and heritage
centre, partners
Objective 2.9
To encourage wider community
engagement and participation with
collections and intangible heritage
related to the ANTONINE WALL WHS
There are no strong links
between this group of MP
objectives and the biodiversity,
flora and fauna objectives.
This group of
objectives will
contribute to an
improvement of the
visitor experience
on the site. However,
there will be a neutral
effect on the physical
tourism resource of
the site.
There are no strong
links between this
group of MP objectives
and the forestry
strategy objective,
so the effect will be
neutral.
There are no strong
links between this
group of MP objectives
and the tourism
resource and forestry
strategy objectives.
This group of objectives relates
directly to the promotion and
enhancement of the site from
a cultural heritage perspective.
There may also be minor,
localised positive impacts
through being able to use digital
interpretation to reduce or
replace access to fragile areas
of the site.
This group of objectives relates
directly to the promotion and
enhancement of the site from a
cultural heritage perspective.
There are no strong links
between this group of MP
objectives and the landscape
value and geodiversity
objectives. Although there may
be the opportunity for positive
impacts through being able
to use digital interpretation
to reduce or replace access to
fragile areas of the site, these will
likely be minor and localised;
overall the effect is expected
to be neutral.
There are no strong links
between this group of MP
objectives and the landscape
value and geodiversity
objectives.
As this group of objectives is
likely to focus on the historic
environment value of the site,
neutral effects are likely for
the majority of environmental
objectives.
As this group of objectives is
likely to focus on the historic
environment value of the site,
neutral effects are likely for
the majority of environmental
objectives.
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appendix D
Issue: Marketing, Tourism and Communications
Objective 2.10
A visitor profile will be developed for
each section of the Antonine Wall
where public access is facilitated
Objective 2.11
A Tourism and Marketing Strategy will
be developed that takes into account
the need for a sustainable approach to
site development
Objective 2.12
A Media and Communications Plan will
be developed
This group of MP objectives has
the potential to contribute to
an increased understanding
and enjoyment of the natural
heritage values of the site.
However, the degree to which
this might occur is not clear at
this level, and the effects are
likely to be neutral without
further measures to ensure
this objective is embedded in
delivery of these MP objectives.
This group of MP
objectives will
contribute to an
improvement of the
visitor experience on
the site. However,
there will be a neutral
effect on the physical
tourism resource of
the site.
There are no strong
links between
this group of MP
objectives and the
forestry strategy
objective, so the
effect will be neutral.
This group of MP objectives
relates directly to the
promotion and enhancement of
enjoyment and understanding
of the site from a cultural
heritage perspective.
This group of MP objectives has
the potential to contribute to
an increased understanding and
enjoyment of the landscape and
geodiversity values of the site.
However, the degree to which
this might occur is not clear at
this level, and the effects are
likely to be neutral without
further measures to ensure
this objective is embedded in
delivery of these MP objectives.
As this group of objectives is
likely to focus on the historic
environment value of the site,
neutral effects are likely for
the majority of environmental
objectives.
Recommendation: the
sustainability checklist
should be applied to actions
which contribute to these
MP objectives, to ensure
that wider environmental
objectives are embedded in
the delivery of the plan.
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Strategic Environmental Assessment: Environmental Report
AIM 3: REALISE THE WORLD HERITAGE SITE’S FULL POTENTIAL AS AN EDUCATION AND LEARNING RESOURCE
SEA topics Biodiversity, flora and fauna Material assets Cultural heritage Landscape and geodiversity Summary and mitigation
will the management plan
objective…
Medium-term issues/
objectives
• prevent damage and
encourage favourable
condition to designated sites
and protected species and
undesignated biodiversity,
flora and fauna?
• promote and enhance where
appropriate enjoyment
and understanding of the
site from a natural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change on
natural heritage?
• maintain or enhance (where
appropriate) the tourism
resource of the WHS and the
wider area?
• support national forestry
policy?
• protect and where
appropriate enhance the
historic environment?
• promote positive effects for
the historic environment
through land management?
• promote and enhance where
appropriate enjoyment and
understanding of the site
from a cultural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change on
cultural heritage?
• protect and enhance the
landscape and geodiversity
value of the WHS?
• promote positive effects for
the landscape through land
management?
• contribute to effective
adaptation to potential
impacts of climate change on
the landscape?
• promote and enhance where
appropriate enjoyment
and understanding of
the landscape value and
geodiversity of the site?
Issue: Strengthening the use of the ANTONINE WALL WHS in formal education
Objective 3.1
To develop and implement
an education strategy for
the ANTONINE WALL WHS
Objective 3.2
To promote UNESCO WHS
values
Objective 3.3
To strengthen international
education links between
FRE Partners
Objective 3.4
To encourage CPD
opportunities for
education staff, to build
capacity in teaching about
the ANTONINE WALL WHS
This group of MP objectives has
the potential to contribute to
an increased understanding
and enjoyment of the natural
heritage values of the site.
However, the degree to which
this might occur is not clear at
this level, and the effects are
likely to be neutral without
further measures to ensure
this objective is embedded in
delivery of these MP objectives.
There are no strong links
between this group of MP
objectives and the tourism
resource and forestry strategy
objective, so the effect will be
neutral.
This group of MP objectives
relates directly to the promotion
and enhancement of enjoyment
and understanding of the
site from a cultural heritage
perspective.
This group of MP objectives has
the potential to contribute to
an increased understanding and
enjoyment of the landscape and
geodiversity values of the site.
However, the degree to which
this might occur is not clear at
this level, and the effects are
likely to be neutral without
further measures to ensure
this objective is embedded in
delivery of these MP objectives.
As this group of objectives is
likely to focus on the historic
environment values of the site,
neutral effects are likely for
the majority of environmental
objectives. However, there is
potential to introduce positive
effects for other aspects of the
environment.
Recommendation: the
sustainability checklist
should be applied to actions
which contribute to these MP
objectives, to ensure that wider
environmental objectives are
embedded in the delivery of
the plan.
67

appendix D
Issue: Strengthening use of the Wall in informal education and outreach
Objective 3.5
To support local
communities to use the
ANTONINE WALL WHS in
informal education and
outreach initiatives
Objective 3.6
To build a programme of
events and activities for
families, special interest
groups and the general
public
This group of MP objectives has
the potential to contribute to
an increased understanding
and enjoyment of the natural
heritage values of the site.
However, the degree to which
this might occur is not clear at
this level, and the effects are
likely to be neutral without
further measures to ensure
this objective is embedded in
delivery of these MP objectives.
There are no strong links
between this group of MP
objectives and the tourism
resource and forestry strategy
objective, so the effect will be
neutral.
This group of MP objectives
relates directly to the
promotion and enhancement of
enjoyment and understanding
of the site from a cultural
heritage perspective.
This group of MP objectives has
the potential to contribute to
an increased understanding and
enjoyment of the landscape and
geodiversity values of the site.
However, the degree to which
this might occur is not clear at
this level, and the effects are
likely to be neutral without
further measures to ensure
this objective is embedded in
delivery of these MP objectives.
As this group of objectives is
likely to focus on the historic
environment values of the site,
neutral effects are likely for
the majority of environmental
objectives. However, there is
potential to introduce positive
effects for other aspects of the
environment.
Recommendation: the
sustainability checklist
should be applied to actions
which contribute to these MP
objectives, to ensure that wider
environmental objectives are
embedded in the delivery of
the plan.
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Strategic Environmental Assessment: Environmental Report
AIM 4: BUILD STRONG STRUCTURAL AND ORGANISATIONAL PARTNERSHIPS WITH LOCAL, NATIONAL AND INTERNATIONAL ORGANISATIONS AND STRENGTHEN ENGAGEMENT
WITH LOCAL COMMUNITIES, AND CONTRIBUTE TO SUSTAINABLE ECONOMIC GROWTH
SEA topics Biodiversity, flora and fauna Material assets Cultural heritage Landscape and geodiversity Summary and mitigation
will the management plan
objective…
Medium-term issues/
objectives
• prevent damage and encourage
favourable condition to
designated sites and protected
species and undesignated
biodiversity, flora and fauna?
• promote and enhance where
appropriate enjoyment and
understanding of the site from a
natural heritage perspective?
• contribute to effective adaptation
to potential impacts of climate
change on natural heritage?
• maintain or
enhance (where
appropriate) the
tourism resource
of the WHS and the
wider area?
• support national
forestry policy?
• protect and where appropriate
enhance the historic
environment?
• promote positive effects for the
historic environment through
land management?
• promote and enhance where
appropriate enjoyment and
understanding of the site from a
cultural heritage perspective?
• contribute to effective adaptation
to potential impacts of climate
change on cultural heritage?
• protect and enhance the
landscape and geodiversity value
of the WHS?
• promote positive effects for
the landscape through land
management?
• contribute to effective adaptation
to potential impacts of climate
change on the landscape?
• promote and enhance where
appropriate enjoyment and
understanding of the landscape
value and geodiversity of the site?
Issue: International partnerships
Objective 4.1
To maintain and enhance appropriate international links, sharing best practice in governance and management of the FREWHS
Objective 4.2
To contribute to the development of management principles for the international community on the identification, recording, research, protection, conservation, management, presentation and
understanding of the Roman frontier
These objectives focus on methods of working, with no strong links to effects on the environmental objectives.
Issue: Local, Regional And National Partnerships
Objective 4.3
To maintain and build strong working relationships between the Scottish Partners
Objective 4.4
To build and develop a close working relationship between the Antonine Wall and Hadrian’s Wall
These objectives focus on methods of working, with no strong links to effects on the environmental objectives.
Issue: Engagement with local communities
Objective 4.5
To maintain and develop strong partnerships between Partners and local and regional stakeholders and improve local mechanisms for consultation and engagement
Objective 4.6
Strengthen links with local interest groups to create positive partnerships
These objectives focus on methods of working, with no strong links to effects on the environmental objectives.
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appendix D
AIM 5: BALANCE WIDER ENVIRONMENTAL CONCERNS IN THE SUSTAINABLE MANAGEMENT OF THE WORLD HERITAGE SITE
SEA topics Biodiversity, flora and fauna Material assets Cultural heritage Landscape and geodiversity Summary and
mitigation
will the management plan
objective…
Medium-term issues/
objectives
• prevent damage and
encourage favourable
condition to designated sites
and protected species and
undesignated biodiversity,
flora and fauna?
• promote and enhance where
appropriate enjoyment
and understanding of the
site from a natural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change
on natural heritage?
• maintain or enhance (where
appropriate) the tourism
resource of the WHS and
the wider area?
• support national forestry
policy?
• protect and where
appropriate enhance the
historic environment?
• promote positive effects for
the historic environment
through land management?
• promote and enhance
where appropriate
enjoyment and
understanding of the site
from a cultural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change
on cultural heritage?
• protect and enhance the
landscape and geodiversity
value of the WHS?
• promote positive effects for
the landscape through land
management?
• contribute to effective
adaptation to potential
impacts of climate change on
the landscape?
• promote and enhance where
appropriate enjoyment
and understanding of
the landscape value and
geodiversity of the site?
Issue: Balancing cultural and natural heritage
Objective 5.1
Develop a sustainable and holistic
approach to the inclusion of
natural heritage issues within
policies, plans and checklists for
the Antonine Wall
Objective 5.2
Identify, prioritise and review areas
of specific natural heritage concern
across the Antonine Wall, and
implement sustainable approaches
to site management to mitigate
against future damage
Objective 5.3
Develop guidance for the
maintenance and enhancement of
woodland on, and adjacent to, the
line of the Antonine Wall WHS
Objective 5.4
Integrate the Antonine Wall
into Partners’ and Stakeholders’
emerging woodland management
plans
This group of MP objectives
directly relates to the
biodiversity, flora and fauna
objectives, and aims to embed
consideration of them within
both this plan and others
relating to the site.
?
This group of MP objectives
directly relates to the forestry
strategy objective. At this
stage, it is not clear how far
objectives 5.3 and 5.4 might
go towards supporting the
national forestry strategy,
although significant negative
effects are not likely. There may
however be conflicts between
the priorities of the various
environmental topics
in this context.
There are not expected to be
any notable effects on the
tourism resource of the site.
/ /
In committing to balance the
cultural and natural heritage,
there is the potential that some
management actions may
reduce the level of positive
effect on cultural heritage,
as there will be an increased
likelihood of compromise
where tensions between
cultural and natural heritage
priorities occur. However,
there is also likelihood of
neutral and positive effects, as
many actions will be mutually
beneficial, or will not impact
on the historic environment
values of the site.
This group of MP objectives
directly relates to the landscape
value and geodiversity
objectives, and aims to embed
consideration of them within
both this plan and others
relating to the site.
Whilst there is potential for a
reduction in positive effects
for the historic environment
through these MP objectives,
the overall effects are likely
to be positive.
Recommendation: ensure
that delivery of objectives
5.3 and 5.4 is informed by an
understanding of national
forestry strategy.
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Strategic Environmental Assessment: Environmental Report
Issue: Impact of climate change
Objective 5.5
Identify areas of the site at risk
from climate change and integrate
monitoring, mitigation and
adaptation measures
Objective 5.6
Implement and monitor measures
to improve sustainability and
energy efficiency in relation to site
management
These MP objectives will allow
the plan to contribute to
effective adaptation to potential
impacts of climate change on
natural heritage.
There are no strong links
between these MP objectives
and the material assets
objectives.
These MP objectives will
allow the plan to contribute
to effective adaptation to
potential impacts of climate
change on cultural heritage.
These MP objectives will allow
the plan to contribute to
effective adaptation to potential
impacts of climate change on
landscape value and geodiversity
Overall, the effects of these
objectives will be positive.
Recommendation: the
sustainability checklist
should be applied to actions
which contribute to these
MP objectives, to ensure
that a holistic environmental
approach is taken to their
delivery.
71

appendix D
AIM 6: INCREASE RESEARCH OPPORTUNITIES NATIONALLY AND INTERNATIONALLY AND USE THIS NEW RESEARCH TO UNDERPIN WORK TO PROTECT AND PROMOTE THE
WORLD HERITAGE SITE
SEA topics Biodiversity, flora and
fauna
will the management plan
objective…
Medium-term issues/
objectives
• prevent damage and
encourage favourable
condition to designated
sites and protected
species and undesignated
biodiversity, flora and
fauna?
• promote and enhance
where appropriate
enjoyment and
understanding of the site
from a natural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change
on natural heritage?
Material assets Cultural heritage Landscape and
geodiversity
• maintain or enhance (where
appropriate) the tourism
resource of the WHS and
the wider area?
• support national forestry
policy?
• protect and where
appropriate enhance the
historic environment?
• promote positive effects for
the historic environment
through land management?
• promote and enhance
where appropriate
enjoyment and
understanding of the site
from a cultural heritage
perspective?
• contribute to effective
adaptation to potential
impacts of climate change
on cultural heritage?
• protect and enhance the
landscape and geodiversity
value of the WHS?
• promote positive effects for
the landscape through land
management?
• contribute to effective
adaptation to potential
impacts of climate change
on the landscape?
• promote and enhance
where appropriate
enjoyment and
understanding of the
landscape value and
geodiversity of the site?
Summary and mitigation
Issue: Developing a Research Strategy
Objective 6. 1
A strategy for research on the
Antonine Wall will be prepared. This
will be taken forward in conjunction
with all bodies undertaking research
on the Antonine Wall in universities,
museums, archaeological societies
and commercial archaeological
units.
Objective 6.2
A programme for ongoing survey,
fieldwork and analytical research
will be developed, derived from the
priorities identified in the Research
Strategy
Objective 6.3
Opportunities for international
collaboration will be sought, to link
wider Roman frontier studies and
the ANTONINE WALL WHS
These MP objectives will
focus on the historic
environment values of the
site, and consequently there
are no strong links with the
biodiversity, flora and fauna
objectives. However, there may
be opportunity for research to
increase understanding of the
effects of climate change on
these aspects of the site.
These MP objectives will focus
on the historic environment
values of the site, and
consequently there are no
strong links with the material
assets objectives.
These objectives will
contribute to understanding
and enjoyment of the site.
There is also potential for an
increased understanding of
the effects of climate change
on the cultural heritage on the
site, which would increase the
positive effects.
These MP objectives will focus
on the historic environment
values of the site, and
consequently there are no
strong links with the landscape
and geodiversity objectives.
However, there may be
opportunity for research to
increase understanding of the
effects of climate change on
these aspects of the site.
With the exception of
cultural heritage, which
forms the focus of these
objectives, the overall effect
on wider environmental
factors is expected to be
neutral. However, there is
an opportunity to increase
positive effects though
consideration of incorporation
of research relating to climate
change impacts.
Recommendation: the
research strategy objectives
should consider the potential
for increased understanding
of climate change impacts on
the site, in the context of both
cultural and natural heritage.
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Strategic Environmental Assessment: Environmental Report
Issue: Disseminating information from Research
Objective 6.5
Information provided publicly
about the Antonine Wall will
be accurate and to the highest
standards
Objective 6.6
Decisions about excavation and
recording of sites on the Wall, and
conservation and publications of
finds should be informed both by
appropriate legislative frameworks,
and by the Antonine Wall Research
Strategy
These MP objectives will focus on
the historic environment values
of the site, and consequently
there are no strong links with
the biodiversity, flora and fauna
objectives.
Objective 6.7
Research discoveries, old and
new, will be disseminated as
widely as possible, and the results
communicated in accessible,
inclusive, informative and
imaginative ways
These MP objectives will focus
on the historic environment
values of the site, and
consequently there are no
strong links with the material
assets objectives.
These objectives will
contribute to understanding
and enjoyment of the site from
a cultural heritage perspective.
These MP objectives will focus on
the historic environment values
of the site, and consequently
there are no strong links with
the landscape and geodiversity
objectives.
With the exception of
cultural heritage, which
forms the focus of these
objectives, the overall effect
on wider environmental
factors is expected to be
neutral.
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appendix D
Matrix 4: Assessment of effects on key ‘benefits and uses’ from the aims of the Antonine Wall WHS Management Plan 2013-18:
Aims of the Plan Aim 1:
Crosscutting benefits
and uses of the Antonine
Wall WHS (identified
by stakeholders during
development of the Plan)
Safeguard and enhance
the Outstanding
Universal Value of the
World Heritage Site by
managing, conserving and
protecting the site and
its cultural and natural
landscape setting
Aim 2:
Promote awareness and
understanding of this
Outstanding Universal
Value to local, regional,
national and global
audiences by improving
physical and intellectual
accessibility
Aim 3:
Realise the World
Heritage Site’s full
potential as an education
and learning resource
Aim 4:
Build strong structural
and organisational
partnerships with local,
national and international
organisations, strengthen
engagement with local
communities, and
contribute to sustainable
economic growth
Aim 5:
Balance wider
environmental concerns
in the sustainable
management of the World
Heritage Site
Aim 6:
Increase research
opportunities nationally
and internationally and
use this new research to
underpin work to protect
and promote the World
Heritage Site
Educational resource/
outdoor classroom
Historical connections to
Europe and beyond
Recreation/leisure/
contribution to healthy
lifestyle
Local pride/community
focus and cohesion/
sense of place
Inspiration/arts
(e.g photography)
Foraging
/ /
Summary and recommendation
No significant negative effects were identified for the crosscutting benefits and uses. There is some potential for the foraging uses of the site to be negatively impacted if they are not taken into account in the
delivery of Aim 5 objectives. Aim 2 is strongest in achieving accumulated positive effects on these topics. The majority of the benefits and uses are expected to receive positive effects from an accumulation
through the delivery of the objectives connected with Aim 5, but education and community have greatest accumulation of likely positive effects.
Recommendation: that in delivery of aim 5, consideration is given to the value of the site for foraging; this could be done through the sustainability checklist.
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Strategic Environmental Assessment: Environmental Report
Annex B – Other relevant plans, programmes and environmental objectives
SEA Parameter Summary of Environmental Objectives Plan, Programme or Plan
Biodiversity,
Flora & Fauna
Population &
Human Health
Soil
Water
Air
Climatic factors
Cultural heritage
Biodiversity policies from international to local
levels aim in particular to conserve habitats,
species and ecosystems. Halting the decline of
key species is important, and where possible
remedial action and enhancement should be
implemented in degraded areas. Policies also
note the importance of an ecosystem approach
– a holistic, landscape approach to biodiversity
conservation that goes beyond the traditional
emphasis on protecting individual sites.
Policy outlines the need to seek to improve
health and quality of life.
Policies on soil seek to protect resources from
a range of impacts, including soil sealing by
development, increased susceptibility to erosion,
soil pollution and compaction.
Water related policies aim to protect water
resources, and achieve an improvement in their
ecological condition where appropriate. River
Basin Management Plans, which were prepared
under the Water Framework Directive and WEWS
Act set specific objectives for the protection and
improvement of water resources within each
river basin.
Air quality targets have been set at the European
and UK levels. The Air Quality Strategy for
England, Scotland, Wales and Northern Ireland
sets objectives for Particulate Matter (PM), oxides
of nitrogen (NO x
), sulphur dioxide (SO 2
) and
ozone (O 3
) amongst others. Good progress is
being made towards meeting them.
Policies focus on the need to cut greenhouse
gas emissions. National targets are for an 80%
reduction by 2050 making a contribution to
climate change abatement targets set at the UK,
EU and international levels. Energy policy highlights
the importance of energy efficiency, and the need
to achieve a shift from fossil fuels to renewable
sources of energy. In addition the importance of
adequate, planned adaptation to future climates
is noted in order to increase the resilience of
communities, and natural and economic systems.
Historic environment policies aim to identify
and protect historic buildings and sites from
inappropriate development and damage. Policies
extend beyond specific designated sites to reflect
the value of wider townscapes, the setting of
monuments and historic buildings, and wider
cultural landscapes.
Council Directive 79/409/EEC on the conservation
of wild birds
Council 92/43/EEC the conservation of natural
habitats and of wild fauna and flora
Wildlife and Countryside Act 1981
Conservation (Natural habitats &c.) Amendment
(Scotland) Regulations 2007
Nature Conservation (Scotland) Act 2007
UK Biodiversity Action Plan
Scotland’s Biodiversity – It’s In Your Hands
Improving Health in Scotland – the Challenge
Scottish Soil Framework (2009)
The State of Scotland’s Soil [a report prompted by
the Scottish Soil Framework 2009]
Water Framework Directive 2000/60/EC
Water Environment and Water Services
(Scotland) Act 2003 (WEWS) Act
Scotland River Basin Management Plan (2009)
2008/50/EC Directive on ambient air quality and
cleaner air for Europe
The Air Quality Strategy for England, Scotland,
Wales and Northern Ireland (2007)
UK Climate Change Act 2008
Climate Change (Scotland) Act 2009
Climate Change Delivery Plan (2009)
Climate Change Adaptation Framework (2009)
UK Low Carbon Transition Plan (2009)
Conserve and Save: Consultation on the Energy
Efficiency Action Plan (2009)
Scottish Historic Environment Policy (SHEP) 2011
Scottish Planning Policy (SPP)
Managing Change in the Historic Environment
Guidance Notes
FRE (Antonine Wall) WHS Management Plan
Convention Concerning the Protection of the
World Cultural and Natural Heritage (1972)
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appendix D
SEA Parameter Summary of Environmental Objectives Plan, Programme or Plan
Landscape and
Geodiversity
Material assets
Landscape policies aim to not only safeguard
protected areas, but to recognise and conserve
wider landscapes. These may not be formally
designated but make an important contribution
to the quality of environment.
Geodiversity is an integral and vital part of our
environment. Scotland’s Geodiversity Charter
aims to maintain and enhance our geodiversity
and increase understanding and awareness of
its importance.
Agricultural and forestry policies promote
sustainable land use, environmental protection
and stewardship, and emphasise the importance
of delivering public goods out with market
mechanisms. Policy sets a target of increasing
forest cover to 25% of land cover. The planning
system highlights the need to allow the
development of high quality, well designed,
energy efficient housing. Efficient design will
contribute to climate change abatement targets,
as will transport emission reductions.
Scotland’s Zero Waste Plan (2010) sets out key
actions, including new targets, to tackle the near
20 million tonnes of waste produced by Scotland
every year. The two new targets that will apply
to all waste are 70 per cent target recycle and
maximum five per cent sent to landfill, both
by 2025. Action 10 of the Plan recognises that
energy from waste has an important role to play
in the delivery of the Low Carbon Strategy and
states that the Scottish Government will ‘support
the utilisation of renewable energy generated
from resource management facilities thereby
contributing to Scotland’s renewable energy
targets’. Energy from waste could contribute up
to 31% of Scotland’s renewable heat target and up
to 4.3% of Scotland’s renewable electricity target.
Council of Europe, European Landscape
Convention (2000)
SNH Natural Heritage Futures
Section 263A of the Town & Country Planning
(Scotland) Act 1997 [legislative framework for
the National Scenic Areas Programme]
Landscape Character Assessment reports
for Scotland
National Planning Framework 2 [strategic
landscape objectives/Central Green Network]
Scotland’s Geodiversity Charter (2012)
Scottish Forestry Strategy
Strategic Transport Review Project
National Transport Plan
Local Housing Strategy
Scottish Planning Policy
A Vision for Scottish Agriculture
The Zero Waste Plan for Scotland
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Strategic Environmental Assessment: Environmental Report
Annex C – Baseline Information
The following sections highlight the key baseline information we have reviewed in determining the scope of our
assessment. Information relating to all local authorities has been grouped under the environmental parameter.
We refer to Buffer Zones throughout this section. The Buffer Zones along the Antonine Wall have been defined
in relation to local circumstances, including the landscape and modern features such as towns and villages, roads
and railways. The aim is to protect the setting of the monument and, in this case, continue to allow understanding
of why the Antonine Wall was erected in a particular location. The Buffer Zone is shown below in Figure 1.
Figure 1: Antonine Wall and its Buffer Zone in the context of the local authority areas through which it runs
Biodiversity, Flora and Fauna
Although covering a relatively small land area, Falkirk Council has a diverse range of habitats and species. The
Local Biodiversity Action Plan identifies 6 priority habitats and 24 priority species. Predominant habitats within
the area include rivers and streams, canals and other wetlands, quarries, spoil heaps, bogs and urban greenspace.
Internationally important habitats within the area are the estuarine mudflats and salt marsh which form part
of the Firth of Forth SPA, which is of international importance for wintering birds. The Forth and Clyde Canal has
wildlife site status and the Union Canal has a number of Sites of Special Scientific Interest (SSSI) along its length.
Species of importance include wintering waders and wildfowl (such as bean geese, pink footed geese, shelduck,
teal, dunlin, knot, redshank, curlew, and great crested grebe) and various other species in decline locally and
nationally such as the water vole and skylark.
77

appendix D
Designated Sites within Falkirk
Designation No. of Details
sites
Special Areas of 1 Black Loch Moss
Conservation (SAC)
Ramsar Site 1 Firth of Forth (adjacent
to Buffer Zone 1)
Special Protection
Area
1 Firth of Forth (adjacent
to Buffer Zone 1)
Proposed SPA 1 Slamannan plateau
(managed mainly for
Bean Geese)
Sites of Special
Scientific Interest
(SSSI)
8 Avon Gorge SSSI within
Buffer Zone 6
Wildlife Sites 65 Numerous sites
within Buffer Zones,
particularly 9 and 12
Sites of Importance
for Nature
Conservation
(SINC)
28 Milnquarter SINC
Buffer Zone 11.
Glenyards SINC Buffer
Zone 12.
There is no comprehensive information on the trends
in the biodiversity resource, although Falkirk Council
Sustainability Indicators (2004) indicate that for
biodiversity there has been a trend or movement
away from sustainable development. Threats to the
resource in urban and urban fringe locations include
development, predominantly housing and retail, and
within more rural areas agricultural practices and
tourism and recreational activities.
North Lanarkshire has a diverse range of habitats
with a series of designated sites of European, national
and local importance. The Local Biodiversity Action
Plan (LBAP) identifies four habitats and 15 species of
particular importance for conservation. The diversity
of the ecological resource within North Lanarkshire
is influenced by the variety in the geography and
topography of the Council area.
Designated Sites within North Lanarkshire 1
Designation No. of sites Ha
Special Areas of Conservation 4 211
(SAC)
Special Protection Area 1 520
Sites of Special Scientific 13 1004
Interest (SSSI)
Local Nature Reserves (LNR) 3 115
Country Parks 3 934
Sites of Importance for 358 6257
Nature Conservation (SNC)
RSPB Reserves 2 344
Scottish Wildlife Trust 5 344
Reserves
Wildlife Sites (2 of which are
SWT reserves and 8 of which
are SSSI)
22 911
Designated Sites within the WHS Buffer Zone:
• Dullatur Marsh SSSI and SWT Reserve are within
the buffer zone (this marsh is a remnant of the
once extensive Kelvin Valley marshes, adjacent
to the Forth and Clyde Canal);
• Dumbreck Marsh LNR is within the buffer zone
(this is an area of grassland and woodland);
• There are several SINCS within the buffer area and
the scheduled areas including Nethercroy SINC
and Westerwood Ponds and Heath SINC; and
• Floodplain grazing marsh (which includes
Dullatur Marsh SSSI and Dumbreck Marsh LNR)
is identified as a priority habitat within North
Lanarkshire and a Priority Action Plan has been
drawn up to reverse further habitat loss and
increase habitat area.
The following have been identified in the North
Lanarkshire Biodiversity Action Plan and are relevant
to the WHS area and Buffer Zone:
• Barn Owl: The SAP estimates that there are
less than five pairs thought to remain within
the countryside of North Lanarkshire, mostly
located within the Kelvin Valley. In particular,
for foraging, Barn Owls favour grassland and
hedgerows.
• Bluebell: The SAP identifies that Bluebells are
indicator species for woodland growing best on
brown forest types on clay.
1 North Lanarkshire State of the Environment 2005
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Strategic Environmental Assessment: Environmental Report
A survey undertaken by North Lanarkshire Council
in 1997 involving observations from members of the
public revealed the plant to be most common in the
Clyde Valley (Motherwell, Wishaw and Overtown), in
relict woodlands in the Gartcosh/Coatbridge/Airdrie
area, and in the glens around Cumbernauld and in the
Kelvin Valley.
• Daubenton Bat: The SAP identifies that these
bats are widely spread through river valleys
within North Lanarkshire and are primarily
associated with slow flowing water courses
with wooded bankside vegetation.
• Great Crested Newts: Great crested newts
favour standing water. A 1999 study reportedly
found great crested newts present at nine
waterbodies in North Lanarkshire, three main
locations being Gartcosh Industrial Park,
Drumcavel Quarry and Croy Hill.
• Otter: Otters are commonly found in almost all
wetland habitats including lochs, rivers, burns,
ditches, reedbeds and marshes. Otters require
clean water with a plentiful supply of food and
bankside vegetation.
• Small Pearl-bordered Fritillary: The SAP
identifies that the preferred habitats are rushy
grassland and wet rides or glades at the edges of
moorland/woodland. Concentrations are noted
from Kilsyth Hills to Harthill and around Croy
Hill/Dullatur, to the south of Cumbernauld and
in the Caldercruix-Hillend Reservoir area.
There are no European designated sites (i.e. SPAs,
SACs) or Ramsar sites in East Dunbartonshire.
However, the area contains a rich, diverse tapestry
of locally important landscape features and wildlife
habitats, including:
• 6 Sites of Special Scientific Interest (SSSI) (Cadder
Wilderness SSSI is within Buffer Zone 14);
• 17 Gardens and Designed Landscapes;
• 66 Sites of Importance for Nature Conservation
(SINCs) (Buffer Zones 13 and 15) ;
• A network of wildlife corridors and
undesignated open spaces of varying size
(Important Wildlife Corridors within Buffer
Zone 13 include: route of the Forth and Clyde
Canal; River Kelvin and tributaries; route of
dismantled railway; Buffer Zone 14: River Kelvin;
Cadder Wilderness; Forth and Clyde Canal).
The East Dunbartonshire Local Biodiversity Action
Plan (LBAP) identifies 23 priority species and 13 broad
habitats for conservation action. The habitats include
farmland (general, hedgerows, arable), the Forth
and Clyde Canal, golf courses, urban, wetlands and
woodland. The plan also identifies a further 4 habitats
of conservation concern (blanket bog, quarries, bings,
sandpits, reedbed and scrub).
The network of green and open spaces within Glasgow
supports a range of biodiversity. The biodiversity
resource includes:
• 5 sites of special scientific interest (SSSI);
• 11 corridors of wildlife and/or landscape
importance;
• 5 local nature reserves (LNR);
• 36 citywide sites of importance for nature
conservation (C-SINC);
• 39 local sites of importance for nature
conservation (L-SINC);
• Areas of ancient, long established or seminatural
woodland and numerous tree
preservation orders; and
• 3 historic gardens and designed landscapes.
Within Buffer Zone 14 there is the River Kelvin
Landscape and Wildlife Corridor, the Millichen Flood
SINC and the Summerston Site of Special Landscape
Importance. Within Buffer Zone 15 there is Garscadden
Wood SINC and part of the Garscadden Wood Proposed
LNR. The Garscadden Wood area is also within the
boundary of a Site of Special Landscape Importance.
Designated sites within West Dunbartonshire:
Designation
No. of sites
Special Protection Area 1
Ramsar Site 1
Sites of Special Scientific
Interest (SSSI)
Local Nature Reserves (LNR) 1
Sites of Importance for 48
Nature Conservation (SNC)
8 (Buffer Zone 17:
Hawcraigs SSSI and
Glenarbuck SSSI)
Additionally, the Kilpatrick hills (Buffer Zone 17) with
Dumbarton Muir to their north provide a large area
of upland moorland for a variety of species. The map
below illustrates the location of designated sites in
relation to the Antonine Wall and Buffer Zone for all
local authority areas.
79

appendix D
Figure 2: The Antonine Wall in relation to heritage assets
Reproduced by permission of Ordnance Survey on behalf of HMSO. © Crown copyright and database (2011). All rights reserved. Ordnance Survey Licence number 160017609.
80

Strategic Environmental Assessment: Environmental Report
Landscape and Geodiversity
Scotland has a rich variety of landscapes, not limited
to places where there has been no development.
More than one million hectares are designated as
National Scenic Areas, reflecting areas of the highest
landscape value and National and Regional Parks afford
protection to scenic areas of national and regional
importance, respectively. Landscapes are dynamic,
shaped by the interaction of natural processes and
human activities. They can be strongly influenced by
built development and land management.
Landscapes are a key part of our cultural heritage
having huge economic potential and are a vital part
of our sense of place and general well being. Scottish
Planning Policy requires consideration of development
impacts on landscapes and emphasises the importance
of a sympathetic approach. Consideration should be
given to landscapes outwith designated areas and
should be managed to safeguard and enhance their
distinct identity. Designated areas should be managed
in such ways that are consistent with safeguarding
their scenic value. The Antonine Wall stretches from
the coastal landscape at Bo’ness through the broad
valleys and agricultural farmland, to Glasgow and
West Dunbartonshire. Three Areas of Great Landscape
Value (AGLV) cover the surrounding upland and
valley landscapes of the Antonine Wall within Falkirk
council area. The pace and scale of landscape change
has increased with technological progress. Pressures
on the landscape include insensitive development,
development pressure in the urban fringe (particularly
Falkirk and North Lanarkshire) and wide scale visual
effects such as wind farms.
Geodiversity is a vital and integral part of our natural
heritage and environment, and is important in
maintaining and enhancing many other elements of
Scotland’s natural resources, including biodiversity,
soil and landscape. The geological diversity which
is found along the length of the Antonine Wall WHS
has value in terms of the role it plays in the functions
of the natural environment as a whole, and in terms
of the educational opportunities it offers. Scotland’s
Geodiversity Charter sets out future actions for
increasing conservation, enhancement, understanding
and awareness of Scotland’s rich geodiversity resource.
Cultural Heritage
Scotland has five 2 World Heritage Sites, over 47,000
listed buildings and more than 600 conservation areas.
386 sites are currently identified in the Inventory of
Gardens and Designed Landscapes. The actual extent
of archaeological remains in Scotland is unknown
with 8,151 Scheduled Monuments representing only a
small proportion of the archaeological sites for which
the Royal Commission on the Ancient and Historical
Monuments of Scotland (RCAHMS) holds records
and the myriad of unrecorded and unknown sites
throughout the country.
Designation helps to protect important aspects of our
cultural and historic environment by ensuring that
they are considered in the management of change
introduced by development. It is important that
consideration goes beyond the designated buildings
and sites to reflect the value of wider townscapes,
the setting of historic resources and wider cultural
landscapes, including the Antonine Wall.
In July 2008, the international cultural and
archaeological importance of the Antonine Wall was
recognised when the World Heritage Committee of
UNESCO 3 inscribed the site as Scotland’s fifth World
Heritage Site (WHS). The Antonine Wall then became
an extension of the trans-national Frontiers of the
Roman Empire World Heritage Site (FREWHS) which
already includes Hadrian’s Wall in England and the
Upper Raetian German Limes. The intention is that the
WHS will eventually include all surviving sections of
the frontiers of the Romans in Europe, Africa and the
Middle East.
The Antonine Wall is of great significance for a number
of reasons. It represents one of many sections of a
massive military system which stretched over 5000
km from northern Britain, through Europe to the Black
Sea, and from there to the Red Sea and across North
Africa to the Atlantic coast. This frontier helped to
protect – and define – the Roman Empire, one of the
greatest states ever to have existed. The Antonine Wall
was the most northerly frontier of the Empire, the
last of a series of planned frontiers built in the second
century AD and, at the time, the most complex ever
constructed by the Romans.
81
2 New Lanark, Edinburgh Old and New Towns, St Kilda,
The Heart of Neolithic Orkney, The Frontiers of the Roman
Empire (Antonine Wall)
3 United Nations Educational, Scientific and Cultural
Organisation

appendix D
The Antonine Wall runs through the northern part of
North Lanarkshire, from Castlecary in the east to Croy
Hill in the west. This is one of the most visible sections
of the Wall, as it passes along the south side of the
Kelvin valley and over the hills. As a result, the Wall has
a particularly strong presence in the surrounding area.
Other features of interest include the Forth and Clyde
Canal, colliery pits and a foundry. There are numerous
listed buildings, including a number within the buffer
zones of the Antonine Wall.
The parts of the Antonine Wall in Falkirk include the
best surviving stretches of the rampart, ditch, outer
mound and Military Way, the best surviving fort and
annexe earthworks, some visible remains of the stonewalled
fort at Castle Cary (the only visible fortlet).
The area also includes nine Conservation Areas and
numerous listed buildings, many of which are within
the WHS buffer zones.
Within East Dunbartonshire the Antonine Wall and
the Roman Bathhouse in Bearsden are two of the most
important Roman relics. The best evidence of the wall
can be seen at New Kilpatrick Cemetery, Bearsden,
where the stone base is clearly visible. The ditch to the
north of the rampart can be seen to best effect at Bar
Hill, Twechar. The Antonine Wall buffer zone includes
listed buildings, conservation areas and townscape
protection areas.
The Antonine Wall can be found in two locations in
Glasgow to the northern edge of the City boundary
at Summerston and Drumchapel. Other sites of
importance include the Forth and Clyde Canal. West
Dunbartonshire contains the western terminus of
the Antonine Wall. The area of the wall within West
Dunbartonshire runs from Cleddans Burn in the
east, to Duntocher and ends in Old Kilpatrick at the
Gavinburn Roman fort. Other sites of importance
include the Forth and Clyde Canal.
With World Heritage Site status comes a commitment
to protect the exceptional cultural significance of
the Antonine Wall and Outstanding Universal Values
(OUV) for which the site was inscribed. It is imperative
that development does not compromise the values
for which the Antonine Wall was inscribed as a World
Heritage Site, nor its authenticity or integrity.
Population and Human Health
The environment provides a variety of services that are
beneficial to human health including opportunities
for education and recreation. Access to historic
environment sites, forests, woodlands and nature
conservation sites as well as the wider environment
can help to promote healthier lifestyles having positive
effects on both physical and mental health.
The Antonine Wall is therefore an important resource
for education, recreation and tourism, allowing
visitors to experience and understand the site first
hand. The quality of the environment in which we
live can also impact on our quality of life. High quality
urban environments, including natural landscapes
can create a sense of place, influencing well being. For
these values to be retained the Antonine Wall needs
to be managed in a sustainable way to ensure that the
positive and distinctive contribution it can make to our
landscape, sense of history and identity, sense of place
and well being can be realised.
The FRE (Antonine Wall) WHS and buffer zone is
typically close to fairly densely populated areas.
Recently, the area close to the Antonine Wall in North
Lanarkshire has experienced change through recent
releases of housing land. This has resulted in some
significant population increases at Croy, Gartcosh and
Dullatur. Unemployment is below the Scottish average
in Falkirk and East Dunbartonshire, but with higher
than average levels in North Lanarkshire, Glasgow and
West Dunbartonshire. This trend is reflected for the
local authorities in lower average life expectancy, and
higher levels of poor health and multiple deprivation.
Soil
Soils are an important natural asset on which life
depends. They perform a wide range of essential
environmental, social and economic functions, such
as growing food, controlling the quality and quantity
of water flow, and storing carbon 4 . Scottish soils are
distinguished by their high organic content, water
content and leached character 5 . Soil also protects
archaeological remains and provides a record within
it of previous cultivation and improvement and,
therefore, of the historical development of landscapes
and societies.
82
4 The State of Scotland’s Soils, SEPA Report (2011):
www.sepa.org.uk/land/soil.aspx
5 Scottish Soil Framework: www.scotland.gov.uk/
Publications/2009/05/20145602/13

Strategic Environmental Assessment: Environmental Report
Within Falkirk the soil resource varies from higher
quality agricultural land in the valley lowlands to the
poorer soils of the more elevated areas. For example,
the large rural area of the Slamannan plateau and
smaller outliers around Denny, to the north at
Airth and east of Polmont, support a largely open
agricultural landscape. To the west, the soils are
typically of lower quality for agriculture. There is a high
percentage of agricultural land considered to be of
high quality with land capability for agriculture classes
2 to 4 (wide to narrow ranges of crops) occurring
throughout the lower lying areas of the Forth estuary
and Carron Valley.
All of the local authority areas have a long history of
industrial activity. Each has a legacy of vacant, derelict
and contaminated land to varying degrees. Trends in
the quantities of vacant and derelict land are uncertain,
as there have been recent phases of re-development.
Development pressure (including agricultural land
management, forestry and industrial operations) is
identified as the key threat to soils.
Water
The new framework as a result of the Water Framework
Directive 2007 and the Water Environment and Water
Services (Scotland) Act 2003 has resulted in greater
protection and an improvement in water quality. This
includes new regulatory regimes and a new monitoring
and classification system along with River Basin
Management Plans to ensure environmental objectives
for all water bodies.
There are over 220 km of rivers, streams and ditches
with flowing water in the area. There are two major
river catchments – the River Carron and the River Avon.
The two canals (the Forth and Clyde and the Union)
also perform a significant land drainage function.
Other considerable bodies of open water include
the Black Loch, Loch Ellrig, and artificial reservoirs at
Drumbowie and Denny.
Coastal flooding is an issue along the estuary,
with particular implications for the Falkirk area
(Grangemouth and Bo’ness) given the prospect of sea
level rise (Buffer Zones 1 and 3). There are localised
flooding problems associated with a number of other
watercourses in the area including the River Avon
around Polmont and the Bonny Water (Buffer Zone 12)
and Forth and Clyde Canal around Bonnybridge,
Haggs and Longcroft. SUDS are now routinely used
for surface water treatment and/or attenuation in
new development.
Restoration work on the Forth & Clyde and Union
Canals involved their dredging and decontamination,
and a consequent improvement in quality.
North Lanarkshire lies predominately within the
River Clyde catchment with part of the area draining
eastwards to the Firth of Forth. North Lanarkshire
Council’s flooding report (2003) notes that there are
approximately 89 rivers and burns, two main canals
and 35 lochs and reservoirs.
Pollution of surface waters within North Lanarkshire is
also likely due to the extensive historical underground
coal mine industry and the potential for rising mine
water levels associated with cessation of mine water
pumping. Within North Lanarkshire flood risk areas
are identified mainly along River Kelvin, North Calder
Water and South Calder Water.
East Dunbartonshire is bisected by the River Kelvin, its
tributaries and the Forth & Clyde Canal. The Kelvin is a
tributary of the River Clyde. The main tributaries of the
Kelvin include the Glazert, the Luggie and the Allander
Waters. There are no SEPA groundwater monitoring
boreholes within East Dunbartonshire, however there
are several groundwater bodies intersected by this
area. The primary pressure on groundwater in this
area is diffuse pollution from agriculture. There are 45
stretches of water monitored by SEPA for water quality
of around 137km.
East Dunbartonshire has suffered from flooding over a
number of years. The most recent significant flooding
event was in January 2005, caused by very heavy rain.
The main concern for flooding in East Dunbartonshire
Council is the River Kelvin (and occasionally tributaries
– the Glazert and Luggie Waters). The River Kelvin
floodplain takes up much of the central area of
buffer zone 14. There is an identified potential risk of
flooding where the River Kelvin crosses the route of
the Antonine Wall on the A807 and on the watercourse
which crosses the Antonine Wall at Cadder.
East Dunbartonshire Council has completed a strategic
flood defence scheme at the Kelvin, Luggie and Glazert
river systems. These have been designed as a minimum
to protect existing built up areas from the effects of
a predicted ‘100 year flood event’. In most areas the
defence scheme has actually been designed to more
than accommodate a ‘200 year flood event’, such as
that seen in the area in 1994. The Milngavie reservoirs
and Woodburn reservoir are of significant value and
there are a number of small dams throughout the area.
83

appendix D
The main bodies of water and watercourses in Glasgow
City are the River Clyde (which is tidal up to the Weir at
Glasgow Green), the Forth and Clyde Canal, the White
Cart Water and the River Kelvin. The water quality of
the rivers and Canal is regularly monitored by SEPA.
The major watercourse in West Dunbartonshire is the
River Leven, an important wildlife corridor linking the
Clyde Estuary into Loch Lomond and beyond into the
Highlands. Feeding into the Clyde Estuary, the Leven
is tidal from around Dumbarton Golf Course and is
a nationally important migration route for Atlantic
Salmon, Sea Trout and Sea Lamprey. On the lower
reaches of the River Leven and Clyde Estuary, mudflats
are exposed at low tide and extend along until Milton
(on the north side). These have been designated as a
Site of Special Scientific Interest (SSSI), Ramsar Site
and Special Protection Area (SPA). The Forth & Clyde
Canal has its westerly point in West Dunbartonshire
and is a key wildlife corridor in the area, along with the
Cochno and Duntocher Burns. Duntocher Burn, which
runs close to Buffer Zone 16, was classified in 2011 as
having overall poor ecological value. The SEPA flood
map also indicates that there is a risk of flooding from
the Duntocher Burn.
Air Quality and Climatic Factors
Information provided within the Department of
Environment, Food and Rural Affairs (DEFRA) Inventory
of Greenhouse Gases provides a summary of the key
trends in emissions that have occurred between 1990
and 2002 for the key main greenhouse gases. Overall
there has been a decrease in greenhouse gas emissions
across the United Kingdom with the majority of
greenhouse gas emissions decreasing within Scotland.
No figures are presented on emissions within different
areas of Scotland.
Although Government targets for some pollutants
have been met within the Falkirk Council area, several
have been exceeded and these include sulphur dioxide,
nitrogen dioxide and also particles of PM 10
. Air quality
is largely affected by the industries in Grangemouth,
although air quality is monitored carefully in this area,
and Longannet Power Station which can produce
high sulphur dioxide levels depending on the wind
direction. An increase in car ownership and the impact
of traffic on the two motorways that traverse the
Council area also have an effect. The Sustainable Falkirk
Indicators (2004) however show a trend or movement
towards sustainable development for air quality.
The air quality varies across North Lanarkshire with
predicted background concentrations of the key air
pollutants highest in the urban areas and key transport
routes. Road traffic emissions play an important role
in the air quality and North Lanarkshire Council have
identified three areas as Air Quality Management Areas
where further monitoring and action is required, these
being parts of Airdrie, Chapelhall and Motherwell.
There are a range of emissions sources that contribute
to local air quality within North Lanarkshire. In
summary these include:
• Vehicle Emissions;
• Other Transport Emissions (such as railways, rail
depots and airports);
• Domestic Fuel Burning;
• Industrial Activities (including quarries etc); and
• Regional, National and Global Sources (including
nearby conurbations such as Glasgow).
The contribution from traffic sources is generally
considered to be the most significant and data exists
within North Lanarkshire for traffic figures on the main
road network.
Overall air quality in East Dunbartonshire is good.
However, a corridor along the A803 through
Bishopbriggs has been designated as an Air Quality
Management Area (AQMA). This is currently the only
AQMA in East Dunbartonshire, having the highest
predicted level of PM 10
and Nitrogen Dioxide. In
common with most local authorities, the main source
of air pollution in East Dunbartonshire is transport
related. Correspondingly the ‘hotspots’ for air pollution
are located at busy road junctions. The busiest roads
that are of concern in relation to air quality are the
A803 and B812 at Bishopbriggs; the A81 through
Milngavie; the A809 and A739 through Bearsden.
Locally, there are a number of factors that contribute
to climate change, particularly transport emissions
and energy consumption. In 2006-07, the Council’s
carbon footprint was 34,991 tonnes 6 . While the
Council already takes various actions to reduce the
use of energy and fuel in its own activities, there are
opportunities for doing significantly more to cut
carbon emissions and associated costs. The indicators
for consumption within East Dunbartonshire are
higher than the Scottish average and the travel to work
method is predominantly the private car.
6 www.sustainable-scotland.net/documents/6991_East_
Dunbartonshire_Council_SIP.pdf
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Strategic Environmental Assessment: Environmental Report
The increase in traffic volumes is creating issues
concerning air quality is some parts of Glasgow City.
In the City Centre, nitrogen dioxide and particulate
matter emissions exceed recommended levels. As a
consequence, and as required under the Regulations,
the City Centre has been declared an Air Quality
Management Area (AQMA). An Air Quality Action
Plan has been prepared by the Council. This sets out
actions to achieve a reduction in the emission levels
in this area. These measures include local transport
management schemes, implementation of quality bus
corridors and the development of travel plans.
The SEA undertaken for the Joint Structure Plan
Alteration 2006 indicates that Glasgow’s ecological
footprint compares reasonably favourably with other
UK cities, and is better than all the other Scottish cities.
The Council is committed to promoting renewable
energy projects but as Glasgow is predominantly
urban, it is likely that most renewable energy sources
within the City will be small-scale wind, solar, waste
biomass and hydro projects.
There are two permanent air monitoring stations
in West Dunbartonshire. The West Dunbartonshire
Council Air Quality Progress Report 2008 (based on
2007 monitoring) states that air quality within the
West Dunbartonshire Council area remains good
with only one nitrogen dioxide result breaching the
National Objective levels (this was at Milton) 7 .
In terms of climate, transport contributes significantly
to greenhouse gas emissions from the West
Dunbartonshire area. Traffic congestion is also a major
problem in the WD area particularly in town centres
and on the A82 – the main trunk road in the area.
Material Assets (Minerals)
Mineral extraction has diminished in recent times,
with activity currently limited to hard rock quarrying
in the west, sand and gravel extraction in the Falkirk
area (near Polmont) and some peat extraction at
Letham Moss. However, there are still exploitable coal
reserves within Falkirk.
Deep coal has been mined in the area, under the
Forth from Longannet Mine Complex however this,
the last deep mine in Scotland, closed in 2002. There
are no active opencast workings in the area, although
significant reserves of shallow opencast coal areas
remain. Overall this activity has subsided since the
1980s when 13 sites in the Council area were being
worked simultaneously. Sand and gravel is worked near
Polmont (Avondale Quarry – this is within Buffer Zone
6), but resources are limited. There is a good supply
of hard rock aggregates found in the west of the area
and this is worked near Denny (Northfield Quarry and
the Boards Quarry), and Banknock near Bonnybridge
(Cowdenhill Quarry).
There are two mineral working sites in East
Dunbartonshire: Inchbelly, sand quarry, (Buffer Zone
13) and Douglas Muir (sand and gravel quarry) to the
west of the area.
The legacy of the minerals industry and old industrial
workings affects many areas in Glasgow. This includes
shallow stoop and room mine workings that are
rapidly decaying, leading to subsidence, contaminated
land (particularly in infilled quarries), and polluted
groundwater. Old mine workings have been capped.
(Source: British Geological Survey Natural Environment
Council – www.bgs.ac.uk). There is evidence of disused
workings within Buffer Zone 14 at Balmuildy.
There are a number of quarries (disused and active) in
West Dunbartonshire such as Bonhill Quarry, Dalreoch
Quarry, North Lodge Quarry, Carman Muir Quarry,
Dumbain Quarry and former sites at Dalmonach and
Drumkinnon. These mainly supply aggregates.
The geology of North Lanarkshire provides a range
of natural resources that are and have been mined
and worked. This includes reserves of coal along with
deposits of gravels. Key areas for underground mining
included the northern area along the River Kelvin
valley around Kilsyth. The Land Use Survey undertaken
by North Lanarkshire Council in 2004 identified
1,814 ha of mineral workings and quarries – this is
approximately 4% of North Lanarkshire’s area (however
this does not specify which sites are active). There are
several disused quarries within and surrounding the
WHS buffer zone. Aggregate quarrying takes place at
Croy Quarry which is within the buffer zone.
7 West Dunbartonshire Council Air Quality Progress Report
20085 (online)
85

appendix D
Material Assets (Energy)
At present there are no large-scale commercial
renewable energy developments within the Falkirk
area and the Falkirk Council Renewable Energy Study
(2003) concluded that there is limited potential
for large scale renewables generation in the area.
Key findings included the potential for small scale
commercial and community projects subject to key
constraints (e.g. migratory birds). For wind energy
of approximately 10kw the following locations
were identified: the Denny Hills, Slamannan Plateau
(avoiding the Bean geese migrating population) and
Letham Moss. In addition it was identified that biomass
may have commercial potential and hydro has very
limited community scale potential (e.g. micro-HEP
project at Muiravonside). A number of smaller scale
carbon management projects are however underway
and these include:
• Callendar house district heating scheme;
• Limeriggs woodchip/biomass project;
• Grangemouth district heating scheme; and
• Avondale landfill site methane harvesting.
The Sustainable Falkirk Indicators (2004) noted no
discernable change or an unclear trend in the Climate
Change Renewable Energy Indicator based on data
from 1998-2003.
With the exception of Black Law wind farm, there are
no major energy generation projects within North
Lanarkshire and therefore the majority of energy
supply is obtained from plants outwith the area.
There are a number of small scale projects including
landfill sites producing energy from landfill gas and the
consideration of biofuel generation. It is likely that the
supply of energy from renewable sources will continue
and areas to the south and east of North Lanarkshire
have been identified as providing potential for wind
energy generation (this is not within the WHS area).
The aim of the East Dunbartonshire Carbon
Management Programme Strategy and Implementation
Plan is to achieve a 25% reduction in carbon emissions
between 2008 and 2013. Carbon cutting actions include
a number of individual renewables projects and these
include a private dwelling air source heat pump; a school
wind turbine and consideration of ground-source heat
pump or wood chip boiler for remote educational
establishment 8 .
8 www.sustainable-scotland.net/documents/6991_East_
Dunbartonshire_Council_SIP.pdf
Despite Glasgow’s urban nature, potential exists
for renewable energy generation particularly
through small-scale wind, hydro and geothermal
projects. Some examples of the type project under
consideration in Glasgow are:
• wind projects such as the development of
buildings integrated wind turbines;
• investigation/trial of alternative vehicle fuels
from renewable sources.
Energy capture takes place at the Summerston
Landfill site within Buffer Zone 14. The power
generated from the utilization of the landfill gas is
supplied to Scottish Power 9 .
There are no major energy generation projects within
West Dunbartonshire, however the potential for wind
generation is acknowledged. The Local Plan states
that any proposals must not be to the detriment of
key environmental resources such as the Kilpatrick
Hills. The West Dunbartonshire Local Plan also states
that ‘proposals for micro-renewable technologies to
reduce predicted CO 2
emissions in new developments
will be encouraged where they can be satisfactorily
accommodated into their surroundings without
adverse impact on residential amenity and the historic
and built environment’. 10
Material Assets (waste)
In terms of waste production, figures from 1996-97
to 2003-04 show a marked increase (21% over a
7-year period, or an annual increase of 3%). The bulk
of household and commercial/industrial waste is
landfilled with only 7.3% of household waste being
recycled in 2001-02. Rates of recycling however did
increase by 4% between 2002-03 and 2003-04.
The main waste management sites in the Falkirk area are:
• Kinneil Kerse – an unlined site that has accepted
a range of active, inert and liquid waste. Now
restricted to inert material as part of long-term
restoration plan (north of Buffer Zone 6).
• Avondale – a modern lined facility and is
licensed for household, commercial, industrial
and some special wastes. It involves the infilling
of land formerly used for sand and gravel
quarrying (within Buffer Zone 6).
9 www.esru.strath.ac.uk/EandE/Web_sites/04-05/landfill/
case_study22.html
10 West Dunbartonshire Local Plan Finalised Draft
(August 2007).
86

Strategic Environmental Assessment: Environmental Report
• West Carron – accepts commercial and
industrial waste.
• Roughmute transfer facility.
The Sustainable Falkirk Indicators (2004) show that for
the indicator of Waste Production and Recycling Rates
there was a trend towards sustainable development
based on data from 1996-97 – 2003-04.
Data on Municipal Solid Waste (MSW) arisings within
North Lanarkshire comes from the Audit Scotland
report on Local Authority Performance Indicators for
2003-04 (Issued February 2005). This identifies that in
2003-04 North Lanarkshire Council collected 200,000
tonnes of household, commercial and industrial
waste, of this 14.7% was recycled and composted
which compares with the Scottish average of 12.3% for
the same period. The remaining 85.3% was disposed
to landfill. Data relating to Non-Municipal Wastes
(construction and demolition, waste tyres, end of
life vehicles) is limited as there is no requirement for
organisations to report non-municipal waste to SEPA.
The network of waste management facilities within
North Lanarkshire includes two municipal landfill sites
which also receive waste from other areas (at Auchinlea
and Greengairs), a recycling centre (also at Auchinlea),
70 recycling points and an extensive kerbside recycling
scheme for paper, garden waste and glass. In addition
there are also 57 closed landfills within North
Lanarkshire. None of the principal waste management
facilities however are within the WHS buffer zone.
Overall, figures show that there has been a steady
increase in the quantities of Municipal Solid Waste
being generated within North Lanarkshire; however
it is likely that increased recycling rates required by
legislative targets will help diversion from landfill.
East Dunbartonshire Council currently exports most of
the household and commercial waste that it collects to
landfill sites outside the Council area. The only active
landfill site is the former sand quarry at Inchbelly,
Kirkintilloch (Buffer Zone 13). Under the requirements
of the EU Directives and the Area Waste Management
Plan, the Council is seeking to increase the amount
of waste that is recycled or reused within the local
area, by reducing the waste that is produced and by
providing improved recycling facilities.
Glasgow disposes of its waste mainly at the Cathkin
Landfill site, located in South Lanarkshire. This facility
has planning consent until 2013. The Council operates
four civic amenity waste transfer stations in Glasgow,
located at Dawsholm, Easter Queenslie, Polmadie
and Shieldhall. The Polmadie plant also deals with
reclamation and processes up to a maximum of 25,000
tonnes of material annually, such as paper, food and
drink cans. In addition, there are around 300 multipurpose
recycling sites located throughout the City.
These provide recycling facilities to dispose of items,
such as paper, magazines, cans, glass, garden waste,
batteries and textiles. The amount of recycling in
Glasgow is increasing. The Summerston landfill site,
which closed in 2002, lies within Buffer Zone 14.
Landfill gas is recovered at the site.
According to the SEPA Waste Data Flow Annual
Report for West Dunbartonshire 2007-08 a total of
40,573 tonnes was landfilled by or on behalf of West
Dunbartonshire Council in 2007-08, no incineration or
energy recovery took place. There are 2 landfill sites in
operation within the West Dunbartonshire boundary.
The recycling and composting rate for West
Dunbartonshire Council in 2007-08 was 32.4 %. West
Dunbartonshire Council operates 45 recycling points
and 3 recycling centres within the local authority area.
Material Assets (tourism)
The importance of the tourism sector in Falkirk has
grown over recent years. Key attractions are the Falkirk
Wheel (Buffer Zone 9) and both of the canals. Other
attractions include stately homes (Kinneil House,
Buffer Zone 6 and Callendar Park Buffer Zone 8),
museums and the Bo’ness and Kinneil Railway (Buffer
Zone 6). The Sustainable Falkirk Indicators (2004) show
a growth in tourism numbers between 2002 and 2003,
most likely due to new attractions such as the Falkirk
Wheel and the canal infrastructure.
The tourism resource in North Lanarkshire includes
museums and parks, gardens and country parks.
Within the WHS area the Kilsyth Hills and Kelvin Valley
are key recreation resources. The Kilsyth Hills provide
a resource to the local communities and also the
wider population of North Lanarkshire. Woodlands
and forests are also an important community facility
for access to open space, health and wellbeing. The
extent of access to woodlands and forests varies
however there are many locations where public
access is provided and actively facilitated. The Country
Parks in North Lanarkshire are particular locations
where extensive woodland has public access through
networks of footpaths. The Central Scotland Forest
Trust is also working to increase the woodland cover of
North Lanarkshire and public access is a key objective
for all woodlands.
87

appendix D
The canal is also important community resources
through its role as accessible open space and for the
recreation, health and wellbeing role. Footpaths along
both canals are managed and the Forth and Clyde Canal
forms part of the millennium link between Glasgow and
Edinburgh. Urban parks comprise a key part of the local
recreation resource and within North Lanarkshire there
are 43 urban parks, this includes Auchinstarry Quarry
which is within the WHS buffer zone.
Tourism in East Dunbartonshire is based largely
around attractions such as the West Highland Way,
the Campsie Fells, Roman heritage and the Forth &
Clyde Canal. The Auld Kirk Museum in Kirkintilloch
has interpretation relating to the Roman heritage
of the Antonine Wall. These attractions are some of
the area’s key selling points and form the basis of its
tourism product. East Dunbartonshire is also popular
for weekend and short breaks due to its proximity to
Glasgow and other major centres such as Stirling and
East Dunbartonshire.
The West Dunbartonshire Council’s Tourism and
Hospitality Strategy states that tourism in West
Dunbartonshire generates an estimated £94.46
million and attracts approximately 968,000 visitors
per annum. Visitors to the area tend to be typically
transient visitors or short break visitors with families.
Important tourism resources include those relating to
heritage themes such as the Clyde Waterfront. Other
recreation resources include National Cycle Route No 7,
the Forth and Clyde Canal and the Kilpatrick Hills.
Tourism within Glasgow includes a variety of culture
related activities such as museums, galleries,
architecture and history. The Hunterian Museum has
a dedicated Antonine Wall display which re-opened in
September 2011. The parks and gardens of the city are
also popular for recreation. The Kelvin Walkway longdistance
route goes through Summerston in Buffer
Zone 14.
Woodland/Forestry
Overall woodland cover is 8% of land area with
broadleaved woodland contributing 3.35%. This
relatively rare resource is locally important and occurs
in small, fragmented pockets. The Central Scotland
Forest covers the entire area, and while tree coverage
is presently small in area, planting is actively promoted.
There are limited, but significant, areas of ancient or
long-established woodland which include:
• 27 Ancient Woodlands (including those within
Buffer Zone 6 and 9);
• 5 Long established woodlands (semi-natural
origin);
• 26 Long established woodlands (plantation
origin); and
• There are 49 designated Tree Preservation
Orders (TPOs).
There is a range in the nature and extent of forestry
and woodland within North Lanarkshire. This includes
commercial plantations and natural native woodland
with significance for nature conservation. Within
the central belt of Scotland there is extensive forest /
woodland cover with the Central Scotland Forest Trust
(CSFT) and the Forestry Commission (FC) undertaking
to manage and promote woodland for a range of social,
economic and environmental purposes. Significantly,
much of the WHS lies within areas identified as being
significant components of the Forest Habitat Network.
Throughout North Lanarkshire there are urban areas,
many villages and towns having been established
alongside industrial activities such as coal mining and
steel making. Large settlements are now focussed
in the south-western and central parts of North
Lanarkshire generally on areas of lower lying land.
Growth of urban areas has also been affected by
the use of North Lanarkshire’s towns as commuter
settlements for Glasgow in particular. The Glasgow and
Clyde Valley Structure Plan identifies an anticipated
rise in household numbers.
The Forest Habitat Network (FHN) is extensive within
East Dunbartonshire. Within Buffer Zone 13 Barr Hill
wood and the Kelvin/Forth and Clyde canal corridors
are major aspects of the forest habitat network in
the buffer zone. Much of the WHS lies within areas
identified as being part of the FHN. Within Buffer Zone
14 significant areas are also part of the FHN including
Cadder Wilderness.
Significant areas of Buffer Zone 14 are included within
the Forest Habitat Network most notably within the
Glasgow City boundary, these are: West Barmuildy and
route of the Kelvin. Garscadden Wood (Buffer Zone 15)
is also within the Forest Habitat Network. Buffer Zone
14 is also a preferred area for woodland expansion in
the GCV Structure Plan indicative forestry strategy.
88

Strategic Environmental Assessment: Environmental Report
The broadleaved woodlands of West Dunbartonshire
have undergone a dramatic transformation in recent
times due to agricultural and developmental pressures.
In upper valleys, extensive woodland has been reduced
to patches along river banks and streams, while
lower valley forests have suffered as a result of urban
development. Buffer Zone 17 includes significant
components of the Forest Habitat Network (FHN);
however these are more fragmented in the immediate
vicinity of the wall.
Large scale afforestation has not occurred within
the Falkirk area although recent years have seen an
increasing number of woodland initiatives including
the Forestry Commission’s Forest Habitat Network
and the Central Scotland Forest. The Forest Habitat
Network is well spread throughout the Falkirk Council
area and includes large areas of Buffer Zones 3, 6 and 9.
Buffer Zone 6 also lies within the Falkirk Structure Plan
Potential Area for Forest Expansion.
89

APpendix E
Respondent
Information Form
Draft Antonine Wall
Management Plan 2013-18
Consultation Response Form
Your Details
Title
Organisation/Agent
(if applicable)
Representing
(if applicable)
Postal Address
First
Name
Last Name
Job Title
(if applicable)
Post Code
Email
Signature
Phone No.
Date
If you are submitting this form electronically and unable to include an electronic signature,
by ticking this box you are confirming that you are the person detailed above.
(double-click box to edit)
Returning Your Response
By Email hs.awconsultation@scotland.gsi.gov.uk
By Post
Patricia Weeks, Historic Scotland, Longmore House, Salisbury Place, Edinburgh EH9 1SH
The closing date for responses is 28 June 2013
For more information
If you have any questions about the consultation paper or accompanying documents, please contact
Patricia Weeks by phoning 0131 668 8600 or by email at the above address.
Q1 Have we fully identified all key stakeholders or can you identify others?
Comment:
90

Q2 Have we fully summarised the projects delivered, and lessons learned from the first Management
Plan, or are there projects/lessons we have missed?
Comment:
Q3 Is the vision appropriate or is anything missing from it?
Comment:
Q4 Are there any other strategic, long-term aims which you think should have been considered?
Comment:
Q5 Have we identified the key objectives to manage, conserve and protect the Antonine Wall WHS?
Comment:
Q6 Have we identified the key objectives to promote awareness and understanding of the Antonine
Wall WHS?
Comment:
Q7 Have we identified the key objectives to realise the educational potential of the Antonine Wall WHS?
Comment:
Q8 Have we identified the key objectives to improve partnership working across the Antonine Wall WHS?
Comment:
Q9 Have we identified the key objectives to balancing wider environmental issues across the Antonine
Wall WHS?
Comment:
Q10 Have we identified the key objectives to increasing research across the Antonine Wall WHS?
Comment:
91

appendix E
Q11 Do you agree with the results of the Environmental Assessment in Appendix D and have the key
issues associated with the environmental implications of the draft Plan been identified?
Comment:
Important – how do you want us to handle your response?
Freedom of Information (Scotland) Act 2002, Environmental Information (Scotland) Regulations 2004
and Data Protection Act 1998
Your comments will inform the preparation of the finalised Antonine Wall Management Plan 2013-18.
The information you provide, including personal details, will be recorded by Historic Scotland. This will be
used to send you notification and updates in relation to the consultation paper and will be retained on a
database for approximately five years.
Following consultation, a report containing a summary of all the responses, which may include your
personal details, will be published on our website. Copies of the responses will be available to the public
on request. We will assume that you agree to your response being made public, but shall endeavour to
withhold your personal data from the public domain. If you do not wish your personal data to be made
publicly available, please tick the box below and we will redact or omit your personal data if your response
is requested. However you should be aware that Historic Scotland is subject to the Freedom of Information
(Scotland) Act 2002 and the Environmental Information (Scotland) Regulations 2004, and we will have to
consider any requests to see full responses made under the terms of this legislation, regardless of whether
or not respondents have asked for their personal data to be treated as confidential.
Do you agree to your response being made available to the public?
(made available in Historic Scotland/The Scottish Government library and/or websites)
yes
No
Where confidentiality is not requested, we will make your responses available to the public on the
following basis.
Please tick ONE of the following boxes
Yes, make my response, name and address all available
Yes, make my response available, but not my name and address
Yes, make my response available, but not my address
We will share your response internally with other Scottish Government policy teams who may be
addressing the issues you have mentioned. They may wish to contact you again in the future, but we
require your permission to do so.
Are you content for Historic Scotland/The Scottish Government to contact you again
in relation to this consultation exercise?
yes
No
92

APpendix F
SCOTTISH GOVERNMENT
CONSULTATION PROCESS
Consultation is an essential and important aspect of
Scottish Government working methods. Given the
wide ranging areas of work of the Scottish Government,
there are many varied types of consultation. However,
in general, Scottish Government consultation exercises
aim to provide opportunities for all those who wish to
express their opinions on a proposed area of work to
do so in ways which will inform and enhance that work.
The Scottish Government encourages consultation
that is thorough, effective and appropriate to the
issue under consideration and the nature of the
target audience.
Consultation exercises take account of a wide range of
factors, and no two exercises are likely to be the same.
Typically, Scottish Government consultations involve
a written paper inviting answers to specific questions
or more general views about the material presented.
Written papers are distributed to organisations and
individuals with an interest in the issue and they are
also placed on the Scottish Government website
enabling a wider audience to access the paper and
submit their responses. Consultation exercises may
also involve seeking views through public meetings,
focus groups or questionnaire exercises.
Copies of all the written responses received to
a consultation exercise (except those where the
individual or organisation requested confidentiality)
are placed in the Scottish Government library. All
Scottish Government consultation papers and related
publications (e.g. analysis of response reports) can
be accessed at: Scottish Government consultations
(www.scotland.gov.uk/consultations).
The views and suggestions detailed in consultation
responses are analysed and used as part of the
decision-making process. Final decisions on the
issues under consideration will also take account of
a range of other factors, including other available
information and research evidence. While details
of particular circumstances described in a response
to a consultation exercise may usefully inform the
Management Plan process, consultation exercises
cannot address individual concerns and comments.
These should be directed to the relevant public body.
93

APpendix G
GOVERNANCE MODEL FOR
THE ANTONINE WALL WHS
KEY
UNESCO
Strategic
Operational
SCOTTISH
GOVERNMENT/
HISTORIC SCOTLAND
DCMS
ENGLISH HERITAGE
ICOMOS
ICOMOS UK
Advisory
FRONTIERS OF THE
ROMAN EMPIRE
INTER-GOVERNMENTAL
COMMITTEE
AWWHS MANAGEMENT PLAN STEERING GROUP
(East Dunbartonshire Council, Falkirk Council, Glasgow City
Council, Historic Scotland, RCAHMS, North Lanarkshire
Council and West Dunbartonshire Council)
HS Line Manager
BRATISLAVA
GROUP
ANTONINE WALL WHS CO-ORDINATOR
hexham group
PROTECTION
GROUP
ACCESS
GROUP
EDUCATION
GROUP
RESEARCH
GROUP
LANDSCAPE
GROUP
UK NATIONAL
COMMISSION FOR
UNESCO includes:
Historic Scotland
Internal Liaison
Group
North
Lanarkshire
Council Internal
Liaison Group
East Dunbartonshire
Council
Internal Liaison
Group
West
Dunbartonshire
Council Internal
Liaison Group
Falkirk Council
Internal Liaison
Group
Glasgow City
Council Internal
Liaison Group
– CULTURE COMMITTEE
AND WORKING GROUP
– SCOTLAND COMMITTEE
AND ADVISORY
NETWORK
94

APpendix H
GLOSSARY
Antonine Wall
The Roman Empire frontier system running across
central Scotland from the Firth of Forth to the Clyde
Estuary, constructed c AD 142 on the orders of the
Emperor Antoninus Pius. Inscribed as part of the
Frontiers of the Roman Empire World Heritage Site in
July 2008.
Authenticity
Depending on the type of cultural heritage, and its
cultural context, properties may be understood to
meet the conditions of authenticity if their cultural
values (as recognized in the nomination criteria
proposed) are truthfully and credibly expressed
through a variety of attributes including: form and
design; materials and substance; use and function;
traditions, techniques and management systems;
location and setting; language, and other forms of
intangible heritage; spirit and feeling; and other
internal and external factors.
Biodiversity
The variety of plant and animal life in the world or in
a particular habitat, a high level of which is usually
considered to be important and desirable.
Brand Identity
This is a means/method by which an organisation can
promote itself to customers, for example by the use
of a name, trademark or logo, communications, and
visual appearance, that clearly distinguish it from other
organisations.
Buffer Zone
For the purposes of effective protection of the
nominated property, a buffer zone is an area
surrounding the nominated property which has
complementary legal and/or customary restrictions
placed on its use and development to give an added
layer of protection to the property. This should include
the immediate setting of the nominated property,
important views and other areas or attributes that are
functionally important as a support to the property
and its protection. The area constituting the buffer
zone should be determined in each case through
appropriate mechanisms.
Capacity Building
Capacity building is a participatory process through
which individuals, groups, organizations and societies
enhance their ability to identify and meet challenges
themselves, through improving knowledge, skills and
resources.
Criteria for selection of World Heritage Sites
To be included on the World Heritage List, Sites
must be of outstanding universal value and meet at
least one out of ten selection criteria. These criteria
are explained in the Operational Guidelines for the
Implementation of the World Heritage Convention
which, besides the text of the Convention, is the
main working tool on World Heritage. The criteria
are regularly revised by the Committee to reflect the
evolution of the World Heritage concept itself.
Earthwork
A bank or mound of earth used as a rampart or
fortification.
Ecosystems
A biological community of interacting organisms and
their physical environment. Ecosystems are defined
by the network of interactions among organisms, and
between organisms and their environment. Ecosystem
services can be defined as the benefits people obtain
from ecosystems.
Environmental Report
An Environmental Report is the culmination of a
Strategic Environmental Assessment. It sets out how
the plan has been assessed, and how that assessment
has influenced plan-making process (usually through
recommended changes or mitigation). Consultation
on an Environmental Report, alongside consultation
on the plan itself, is a formal stage required for all plans
likely to have significant environmental effects.
Geodiversity
Geodiversity is the variety of rocks, minerals, fossils,
landforms, sediments and soils, together with the
natural processes which form and alter them.
95

appendix H
German Limes (Obergermanisch Raetische Limes)
The Roman frontier system developed under the
Emperors Hadrian and Antoninus Pius between the
Rhine and the Danube in south-western Germany,
inscribed as part of the Frontiers of the Roman Empire
World Heritage Site in 2005.
Governance Model
A governance model sets out the way an organisation
is steered and controlled identifying, for example,
roles and responsibilities as well as reporting and
management structures.
Hadrian’s Wall
The complex of frontier systems originally built on
the orders of Emperor Hadrian in AD 122 and including
its subsequent Roman modifications. Also used to
refer to the linear stone and earthwork barrier itself.
The Site was originally inscribed in 1987, becoming
part of the Frontiers of the Roman Empire World
Heritage Site in 2005.
ICOMOS
The International Council on Monuments and Sites,
a non-governmental organization, was founded in
1965 after the adoption of the Charter of Venice, in
order to promote the doctrine and the techniques of
conservation. ICOMOS provides the World Heritage
Committee with evaluations of properties with
cultural values proposed for inscription on the World
Heritage List, as well as with comparative studies,
technical assistance and reports on the state of
conservation of inscribed properties.
ICOMOS UK
ICOMOS UK is the UK national committee of ICOMOS
and is an independent charity that advises on aspects
of World Heritage and sites for nomination across
the UK. It promotes and supports best practice in the
conservation, care and understanding of the historic
environment.
Inscription
The formal process through which the World Heritage
Committee decides whether a property should or
should not be added to the World Heritage List. When
deciding to inscribe a property on the World Heritage
List, the Committee, guided by the Advisory Bodies,
adopts a Statement of Outstanding Universal Value
for the property. At the time of inscription, the
Committee may also make other recommendations
concerning the protection and management of the
World Heritage property.
Intangible heritage
Intangible cultural heritage is the practices, expressions,
knowledge and skills that communities, groups and
sometimes individuals recognise as part of their cultural
heritage. Also called living cultural heritage, it is usually
expressed in one of the following forms: oral traditions;
performing arts; social practices, rituals and festive
events; knowledge and practices concerning nature
and the universe; and traditional craftsmanship.
Integrity
Integrity is a measure of the wholeness and intactness
of the natural and/or cultural heritage and its attributes.
Examining the conditions of integrity, therefore requires
assessing the extent to which the property: includes all
elements necessary to express its Outstanding Universal
Value; is of adequate size to ensure the complete
representation of the features and processes which
convey the property’s significance; suffers from adverse
effects of development and/or neglect.
Landscape Character
The distinct and recognisable pattern of elements that
occurs consistently in a particular type of landscape.
LiDAR Survey
Light Detection And Ranging Survey is undertaken by
attaching a 3D laser scanner to an aircraft or helicopter.
A cloud of measurement points across the landscape
is produced as the laser-beam is fired at the ground
and measured when it is reflected back to the sensor
on the scanner on board the aircraft. Detailed terrain
models can then be produced from this data, allowing
mapping and identification of archaeological features,
even those which are barely visible above ground.
Limes
The Latin term for ‘frontier’
Nomination
Countries (or States Parties) that have signed the
World Heritage Convention, pledging to protect their
natural and cultural heritage, can submit nomination
proposals for properties on their territory to be
considered for inclusion in UNESCO’s World Heritage
List. Nominations to the World Heritage List are
not considered unless the nominated property has
already been included on the State Party’s Tentative
List. If the Committee determines, based on the
recommendations of its Advisory Bodies (ICOMOS and
IUCN), that the nomination meets at least one of the
necessary criteria, then the property proposed by the
State Party is inscribed on the World Heritage List.
96

Glossary
Outstanding Universal Value
Outstanding Universal Value means cultural and/
or natural significance which is so exceptional as to
transcend national boundaries and to be of common
importance for present and future generations of
all humanity. As such, the permanent protection
of this heritage is of the highest importance to the
international community as a whole. At the time of
inscription of a property on the World Heritage List,
the World Heritage Committee adopts a Statement
of Outstanding Universal Value which will be the
key reference for the future effective protection and
management of the property.
Partner
Organisations that have formally agreed to work
together to deliver the WHS management plan.
Periodic Reporting
States Parties are requested to submit reports, every
six years, to the UNESCO General Conference through
the World Heritage Committee on the legislative and
administrative provisions they have adopted and other
actions which they have taken for the application of the
Convention, including the state of conservation of the
World Heritage properties located on their territories.
Periodic Reporting serves four main purposes: to provide
an assessment of the application of the World Heritage
Convention by the State Party; to provide an assessment
as to whether the Outstanding Universal Value of the
properties inscribed on the World Heritage List is being
maintained over time; to provide up-dated information
about the World Heritage properties to record the
changing circumstances and state of conservation of the
properties; to provide a mechanism for regional cooperation
and exchange of information and experiences
between States Parties concerning the implementation
of the Convention and World Heritage conservation.
Placemaking
Placemaking describes the process of planning,
designing and managing public spaces which are
inviting to communities and create a sense of
ownership and involvement.
Poaching
The churning up of ground by livestock.
Post Adoption Statement
Once the consultation for a plan, programme or
strategy is complete, a post-adoption statement is
completed which will set out how environmental
considerations have been integrated into the
plan, programme or strategy. The statement will
normally cover: how the environmental report and
consultation responses have been taken into account;
the reasons for choosing the selected approach over
the alternatives considered; and the arrangements for
monitoring the significant environmental effects of
the plan, programme or strategy.
Scottish Ten
The Scottish Ten is a five-year project using cuttingedge
3D technologies to create exceptionally accurate
digital models of Scotland’s five World Heritage Sites
and five international heritage sites in order to better
conserve and manage them. It primarily uses 3D laser
scanning to record sites on the ground and from the
air (see LiDAR Survey).
Serial Property
Serial properties include two or more component
parts related by clearly defined links. Component
parts should reflect cultural, social or functional links
over time that provide, where relevant, landscape,
ecological, evolutionary or habitat connectivity. Each
component part should contribute to the Outstanding
Universal Value of the property as a whole in a
substantial, scientific, readily defined and discernible
way, and may include, amongst other things, intangible
attributes. The resulting Outstanding Universal Value
should be easily understood and communicated. A
serial nominated property may occur on the territory
of a single State Party (serial national property); or
within the territory of different States Parties, which
need not be contiguous (serial transnational property).
Significance
Importance, distinctiveness, why a place is valued
Stakeholder
A person/organisation/business with an interest or
concern in the WHS
States Parties
States Parties are countries which have ratified
the World Heritage Convention. They identify and
nominate sites on their national territory to be
considered for inscription on the World Heritage List.
States Parties have the responsibility to protect the
World Heritage values of the sites inscribed and report
periodically on their condition.
Strategic and Local Development Plans
Strategic Development Plans are prepared by
‘Strategic Development Planning Authorities’ (SDPAs)
to cover the four largest city regions around Aberdeen,
Dundee, Edinburgh and Glasgow. The Strategic
Development Plan is a ‘visionary’ document which
97

appendix H
sets out a long-term strategy for the development of
the city region so that it can be used when preparing
Local Development Plans.
Local Development Plans cover a smaller area than
Strategic Development Plans and are more detailed
in terms of policies and land uses. They include a
spatial strategy and a vision statement outside SDP
areas. For example, they will identify the locations
for housing, business and retail development. All
planning authorities are required to produce a Local
Development Plan, which must cover the whole of
the authority area. This includes authorities who are
covered by a Strategic Development Plan. A planning
authority may also produce more than one Local
Development Plan if it is required for a different
purpose, such as a Minerals Plan.
Strategic Environmental Assessment
Strategic Environmental Assessment (SEA) is a
systematic process for identifying, predicting, reporting,
mitigating and monitoring the environmental effects
(positive and negative) of plans, programmes, strategies
and policies (abbreviated to PPS). SEA applies to all
public bodies, and aims to ensure that information on
the significant environmental effects of a PPS is available
to decision makers, so that they can make a decision in
full knowledge of the environmental effects. SEA is not
separate from the PPS-making process, and should be
thought of as a tool that can be used to help influence
and improve it.
Sustainable
Able to be maintained at a certain rate or level.In the
context of sustainable development and management,
it can be described as meeting ‘the needs of the
present without compromising the ability of future
generations to meet their own needs’ (Brundtland
Commission, United Nations, 1983.)
Sustainability Checklist
A checklist containing a series of questions which can
be applied to a proposed action or project, to ensure
that all localised environmental effects are identified
and considered, before choosing any given option.
The checklist can also be used to identify options for
the mitigation of potential environmental effects.
Tentative List
The first step a States Party must take in proposing a
site for the World Heritage List is to make an ‘inventory’
of the important natural and cultural heritage sites
located within its boundaries, that it considers to be
of outstanding universal value. This is known as the
Tentative List, and provides a forecast of the properties
that a State Party may decide to submit for inscription
in the next five to ten years and which may be updated
at any time. It is an important step since the World
Heritage Committee cannot consider a nomination
for inscription on the World Heritage List unless the
property has already been included on the State
Party’s Tentative List.
Transboundary/Transnational Property
A nominated property may occur on the territory of
all concerned States Parties having adjacent borders.
Extensions to an existing World Heritage property
located in one State Party may be proposed to become
transboundary properties.
UNESCO
The United Nations Organization for Education,
Science and Culture (UNESCO) was founded on
16 November 1945. UNESCO has 195 Members
and eight Associate Members. As defined by the
Constitution, the purpose of the Organization is:
‘to contribute to peace and security by promoting
collaboration among nations through education,
science and culture in order to further universal
respect for justice, for the rule of law and for the
human rights and fundamental freedoms which
are affirmed for the peoples of the world, without
distinction of race, sex, language or religion, by the
Charter of the United Nations’.
World Heritage Centre
The World Heritage Centre is responsible for the
day-to-day management of the Convention and for
the administration of the World Heritage Fund.
World Heritage Committee
The World Heritage Committee meets once a year, and
consists of representatives from 21 of the States Parties
to the Convention elected for terms up to six years. The
Committee is responsible for the implementation of the
World Heritage Convention, allocates financial assistance
from the World Heritage Fund and has the final say on
whether a site is inscribed on the World Heritage List.
It examines reports on the state of conservation of
inscribed sites and decides on the inscription or removal
of Sites on the List of World Heritage in Danger.
World Heritage Convention
The Convention Concerning the Protection of
the World Cultural and Natural Heritage is an
international agreement that was adopted by the
General Conference of UNESCO in 1972. It is based
on the premise that certain places on Earth are of
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Glossary
outstanding universal value and should therefore
form part of the common heritage of mankind. The
countries who ratify the Convention (States Parties)
have become part of an international community,
united in a common mission to identify and
safeguard our world’s most outstanding natural and
cultural heritage. While fully respecting the national
sovereignty, and without prejudice to property rights
provided by national legislation, the States Parties
recognize that the protection of the World Heritage is
the duty of the international community as a whole.
The UNESCO World Heritage Convention is a treaty
that has become, over the past 30 years, the foremost
international legal tool in support of the conservation
of the world’s cultural and natural heritage. Today,
187 countries (called States Parties) have ratified the
Convention, making it an almost universally accepted
set of principles and framework of action.
World Heritage List
In general, the World Heritage Committee adds about
25-30 Sites per year to the list. Today there are 911 Sites
on the list, located in 151 countries around the world.
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