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

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
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