Technical Notes 2024, Issue 93 - Adoption of Frontiers of the Roman Empire (Antonine Wall) World Heritage Site Supplementary Guidance

1. The Antonine Wall (the Wall) was designated as a World Heritage Site in July 2008, becoming an extension of the trans-national ‘Frontiers of the Roman Empire World Heritage Site’ which also includes Hadrian’s Wall and the German Limes.  The Wall is managed and cared for in partnership by East Dunbartonshire Council; Falkirk Council; Glasgow City Council; Historic Environment Scotland; North Lanarkshire Council; and West Dunbartonshire Council.
2. 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.  The International Council on Monuments and Sites (ICOMOS) advises that Management Plans for World Heritage Sites should be based on a strategic view over 20 to 30 years, to be developed into a framework of longer term aims and medium-term objectives.
3. The first Management Plan for the Frontiers of the Roman Empire World Heritage Site (Antonine Wall) covered the five-year period following from the nomination for world heritage site status (2007-2012).  Work on a second Management Plan commenced in 2013, initially intended to cover the period 2014 to 2019.  Following significant delivery of the 2014 Management Plan, there is now a requirement to prepare a third plan which is expected to cover the years 2024 to 2034.
4. Members should note that Supplementary Planning Guidance sits alongside the Management Plan(s).  Updated guidance was adopted by the Council in early 2024 (see report reference PNCA/040/22/AL and Technical Note 2024 Issue 015 on 02 February).

Antonine Wall Management Plan 2014-2019 – Delivery Update

5. The second Antonine Wall Management Plan 2014-2019 was published in 2016 to meet the aforementioned WHC obligations.  Encompassing all areas through which the Wall passes, the plan for the management and conservation of the World Heritage Site set out six long-term aims, aspects of which would be achieved during the plan period.  These are as follows:

• Aim 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.
• 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 partnership 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.

6. Substantial progress has been made towards achieving the long term aims of the plan, in broader terms and as individual objectives.  Alongside the aforementioned adoption of planning guidance, other actions including condition monitoring, provision of volunteering opportunities, creation of a dedicated website and educational activities for local schools have been accomplished.
7. As part of the awareness and understanding element of the delivery of the Management Plan, the Rediscovering the Antonine Wall Project (RtAW) was created to increase engagement with the Wall.  The project ran from October 2018 until March 2023.  It was delivered by a small project delivery team with oversight provided by the Antonine Wall Steering Group, which comprises Historic Environment Scotland and the five local authorities listed in paragraph 1.
8. The project has been successful in raising awareness of the Wall through the creation of new and interesting attractions all along the Wall, the development of new educational resources, social media pages and community engagement initiatives.
9. Five capital projects were delivered in East Dunbartonshire:

• Roman Granary Garden, Bearsden
• Cadder Bench, Bishopbriggs
• Eastside Mural, Kirkintilloch
• Peel Park Play Area, Kirkintilloch
• Replica Distance Stone, Twechar

10. The RtAW project won the prestigious Celebrating Thriving Communities National Thistle Award on 12 January, 2023.  Officers intend to submit a dedicated report on the RtAW project later in 2024 with proposals for a second phase.

Antonine Wall Management Plan 2024-2034

11. Whilst the 2014 Management Plan was originally intended to run until 2019, it was considered appropriate to continue with the plan beyond this period due to restructuring within partner organisations, changes in governance and staffing, the availability of resources to undertake the work and the impacts of the COVID-19 pandemic.  It was furthermore considered prudent to focus on achieving the objectives of the RtAW project before progressing with the preparation of the new plan.  As there has now been significant delivery of the 2014 Management Plan, it is considered that there is a requirement to prepare a new updated plan. 
12. Building on progress achieved to date, work has now commenced on the revised plan and is being led by Historic Environment Scotland in collaboration with the relevant local authorities and a range of other stakeholders.
13. Consultant-facilitated community consultation on an updated Management Plan has taken place during late 2023 to early 2024, structured around the four key themes of regeneration, access, community engagement and tourism.  The consultation has also discussed the potential for creative projects and events and increased use of exhibition and interpretation spaces.
14. Engagement to date has encompassed five in-person events, one of which took place in Kirkintilloch in January 2024.  Attendees at the in-person sessions primarily comprised representatives from community groups, hobbyists and participants from local authorities and other public sector organisations.
15. Responses to the in-person engagement can be grouped around a series of broad needs:

• To increase the visibility of the Wall to build a critical mass of interest, through promoting its historical significance locally and more widely, with the aim that it has the same brand recognition as Hadrian’s Wall.  It is suggested this could be achieved through presentation, digital mapping and arts projects.
• To facilitate joined-up thinking and cross-community support for initiatives through greater communication between HES and other Wall stakeholders, and greater links between the Wall and the Forth and Clyde Canal, John Muir Way, Bearsden Highland Games, local businesses, local heritage, etc.
• For HES and other Wall partners to support and reflect in the Management Plan those ideas proposed by local communities as to how to manage, conserve and promote the wall, and how they can harness those aspects to bring about regeneration within local deprived communities.
• For visitors to the Wall to have something to see and engage with, building on the example of Silvanus at Croy Hill to include exhibitions, re-enactments, light shows, augmented reality and attractions, with emphasis on ensuring that some take place or are located within local deprived communities.
• For access and safeguarding to be fundamental to managing the Wall, through strong planning controls, availability of parking, public transport access, maintenance of walking paths and dealing with antisocial behaviour.

16. Following analysis of the findings of the above exercise, it is intended that HES will place a full draft of the Management Plan on the Citizen Space website for consultation, currently expected in late autumn 2024.  Upon conclusion of the consultation on the draft Management Plan, HES and representatives from the local authority partners will consider the need to make any amendments before being adopted locally in each area.  To this end, the finalised Management Plan will be presented to Place, Neighbourhood & Corporate Assets Committee in due course.