Managing, Using, and Interpreting Hadrian's Wall as World Heritage

1. Front Matter

   Pages i-xii

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2. Managing Hadrian’s Wall in the Twenty-First Century

   • Peter G. Stone

   Pages 1-7

3. The Archaeology, History and Significance of Hadrian’s Wall

   • David J. Breeze

   Pages 9-13

4. The Management Context

   • Christopher Young

   Pages 15-20

5. The Need for a Management Plan and the 1st and 2nd Plans

   • Christopher Young

   Pages 21-32

6. Hadrian’s Wall Tourism Partnership

   • Jane Brantom

   Pages 33-45

7. Hadrian’s Wall Path National Trail and the World Heritage Site. A Case Study in Heritage Access Management

   • David McGlade

   Pages 47-61

8. The Hadrian’s Wall Major Study and 3rd Management Plan

   • Peter G. Stone

   Pages 63-77

9. The Management of Hadrian’s Wall 2006–2012

   • Linda Tuttiett

   Pages 79-87

10. Hadrian’s Wall as World Heritage: The Museums

    • Lindsay Allason-Jones

    Pages 89-100

11. Managing Interpretation

    • Genevieve Adkins, Nigel Mills

    Pages 101-113

12. The Frontiers of the Roman Empire World Heritage Site

    • David Brough, John Scott

    Pages 115-125

13. The Transformation of Management on Hadrian’s Wall… Ask not what World Heritage Can Do for You…

    • Peter G. Stone

    Pages 127-135

14. Back Matter

    Pages 137-139

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Hadrian’s Wall was inscribed as a World Heritage Site (WHS) in 1987 and, with the German Limes, became one of the first two parts of the transnational ‘Frontiers of the Roman Empire’ (FRE) WHS in 2005. The World Heritage Site of Hadrian's Wall is unusual, although not unique, among World Heritage sites in its scale and linear nature: stretching from Ravenglass on the west coast of England to Newcastle upon Tyne on the east coast - over 150 miles. Along its length it passes through two major urban centres and a variety of rural landscapes and its remains vary from substantial upstanding architectural features to invisible below ground archaeology. Traditionally many of the constituent parts of Hadrian's Wall, forts etc, have been managed as separate entities by different State and private organisations. These and other issues make it an extremely complex WHS to manage. This book not only chronicles the past management of the Wall but also looks towards the future as more countries aspire to have their Roman frontiers added to the FRE. The experience gained over the last two decades illustrates developments in the management of large scale complex heritage sites that will be of value as a detailed case study to those involved in (and affected by) heritage management, as well as academics, and students. Many of the issues raised will find resonance in those faced by many other large (World) heritage sites.

• cultural heritage management of Hadrian's Wall
• frontiers of the Roman Empire heritage
• management plan of Hadrian's Wall
• sustainable management of pastoral landscapes
• tourism at Hadrian's Wall
• tourism at World Heritage Sites

• International Centre for Cultural and Heritage Studies, Newcastle University, Newcastle, United Kingdom

  Peter G. Stone

• International Centre for Cultural and Heritage Studies, Newcastle University, Newcastle upon Tyne, United Kingdom

  David Brough

Peter Stone is Head of School of Arts and Cultures and Professor of Heritage Studies in the International Centre for Cultural and Heritage Studies at Newcastle University. He was a member of the Hadrian’s Wall World Heritage Site Management Plan Committee between 1998 and 2012 and Chair of the Committee between 2005 and 2012. He has published widely on heritage management, interpretation and education and has worked extensively overseas. In the mid 1990s he helped UNESCO develop the World Heritage Education Programme and draft the World Heritage in Young Hands kit. He was a member of the National Trust’s Archaeology Advisory Panel between 2005 and 2012. In 2004 he worked with the North East Regional Development Agency regarding the economic value of World Heritage Sites. He is currently working with the Xi’an Municipal Administration of Cultural Heritage and the Institute of Archaeology of the Chinese Academy of Social Sciences on heritage management issues in China. Before joiningNewcastle University in 1997 Peter worked for ten years for the English Heritage Education Service during which time he was seconded for a year to be Regional Administrator for the South West, where he was responsible for the day-to-day management of 104 properties including Stonehenge and Avebury.

David Brough is a former Development Manager with Hadrian’s Wall Heritage Ltd, who now works as an independent heritage management consultant. He acted as Joint Editor of the Hadrian’s Wall Management Plan 2008-14, and then as acting Management Plan Co-ordinator was responsible for the development of the Interest Groups to coordinate the implementation of the Plan. David has also provided advice to the Frontiers of the Roman Empire Management Group on the preparation of the Site’s retrospective Statement of Outstanding Universal Value and the compilation of its Periodic Report. In parallel with this he completed an MLitt research degree which investigated the concept of serial World Heritage Sites and their policy and procedural implications and included a case study of the FRE WHS identifying factors which have influenced progress in its establishment and development and consider the wider applicability of this experience. He is currently working with Newcastle University in the development of initiatives to support the development of heritage management in Xi’an, China.

Policies and ethics