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

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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
Page 1: Frontiers of the Roman Empire World
Page 5: CONTENTS chapter one Introduction 3
Page 8 and 9: chapter two Requirement for a Manag
Page 10 and 11: chapter four Consultation Process 4
Page 12 and 13: chapter six Handling your response
Page 14 and 15: chapter seven in the future, form a
Page 17 and 18: Chapter eight Managing the World He
Page 19: managing the World Heritage Site ar
Page 23: Grass management to reveal Duntoche
Page 26 and 27: chapter nine 9.18 The Antonine Wall
Page 28 and 29: chapter ten objectives will form th
Page 30 and 31: chapter ten managing both cultural
Page 32 and 33: chapter ten In East Dunbartonshire,
Page 34 and 35: chapter ten English. Falkirk Counci
Page 36 and 37: chapter ten future development of t
Page 38 and 39: chapter ten Issue Impact of climate
Page 40 and 41: APpendix a Statement of Outstanding
Page 42 and 43: appendix b Jones R H. & Thiel A. (2
Page 44 and 45: appendix c opportunity to contribut
Page 46 and 47: appendix c • Signage and improved
Page 48 and 49: APpendix D Strategic Environmental
Page 50 and 51: appendix D 1.4 Assessment of the en
Page 52 and 53: appendix D 2.3 The Strategic Enviro
Page 54 and 55: appendix D 3.2 Environmental Baseli
Page 56 and 57: appendix D Material Assets In We co
Page 58 and 59: appendix D Table 4: Assessment Ques
Page 60 and 61: appendix D nature. Matrix 4 in Anne
Page 62 and 63: appendix D Matrix 2: Assessment of
Page 64 and 65: appendix D Matrix 3: Assessment of
Page 66 and 67: appendix D Issue: A conservation fr
Page 68 and 69: appendix D AIM 2: PROMOTE AWARENESS
Page 70 and 71:
appendix D Issue: Marketing, Touris
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appendix D Issue: Strengthening use
Page 74 and 75:
appendix D AIM 5: BALANCE WIDER ENV
Page 76 and 77:
appendix D AIM 6: INCREASE RESEARCH
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appendix D Matrix 4: Assessment of
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appendix D SEA Parameter Summary of
Page 82 and 83:
appendix D Designated Sites within
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appendix D Figure 2: The Antonine W
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appendix D The Antonine Wall runs t
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appendix D The main bodies of water
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appendix D Material Assets (Energy)
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appendix D The canal is also import
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APpendix E Respondent Information F
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appendix E Q11 Do you agree with th
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APpendix G GOVERNANCE MODEL FOR THE
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appendix H German Limes (Obergerman
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appendix H sets out a long-term str
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The Antonine Wall Management Plan 2013-18 - Glasgow City Council

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