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World Heritage Site the City Of THE CITY OF WORLD HERITAGE SITE Management Plan 2016-2022 NIO MU Supported by O N IM D R T IA A L • P • W L O A I R D L D N H O E M R I E T IN AG O E • PATRIM Members of the City of Bath World Heritage Site Steering Group have played an active role in producing this document and are committed to the vision and the ongoing implementation of this plan. Government National Conservation Education Local Bodies City of Bath Charter Trustees Contents Preface 5 Chapter 3: Significance of the Site Chapter 5: Issues, challenges & opportunities Appendices 3.1 Introduction 16 5.1 Introduction 30 1 Maps 48 Vision 6 3.2 Statement of Outstanding 5.2 How the issues were gathered 30 II. Bath Conservation Area 49 Universal Value 16 5.3 How the issues are used 30 III. Green Belt 50 Executive Summary 7 3.3 Attributes of Outstanding 5.4 Priorities 30 IV. Cotswolds Area of Outstanding Universal Value 18 Natural Beauty 51 Chapter 1: Introduction 5.5 Managing development 31 3.4 Other Cultural Value 21 5.6 Transport 32 V. Historic Parks and Gardens 52 1.1 The City of Bath World Heritage Site 8 3.5 Natural Value 21 5.7 Public realm 32 VI. Scheduled Ancient Monuments 53 1.2 What is World Heritage? 8 2 History of the site 54 Chapter 4: Management of the Site 5.8 Interpretation 32 1.3 The need for a Management Plan 8 5.9 Education 34 3 Justification for inscription 58 1.4 Scope and status of the plan 9 4.1 Introduction 22 5.10 Environmental resilience 34 4 Inventory of selected key elements 1.5 Preparation and structure of the plan 9 4.2 Bath World Heritage Site: of the site 62 5.11 Conservation 34 1.6 Aims 9 The story so far; achievements 5 Membership and terms of reference under the previous plan 22 5.12 Funding 36 Map I WHS boundary and setting 10 of the World Heritage Site Steering 4.3 Ownership 24 5.13 Research 36 Group 68 Chapter 2: Description of the site 4.4 Other key stakeholders 25 5.14 Accessibility and inclusivity 36 6 Selected bibliography 70 5.15 Visitor management 36 2.1 Introduction 12 4.5 Management systems 25 5.16 Administrative management 37 2.2 Location 12 4.6 International management 26 5.17 Objectives 38 2.3 Boundary 12 4.7 National and local management 26 2.4 Setting 12 4.8 Planning, policy and Chapter 6: Implementation & action plan legislative framework 26 2.5 Summary history of the site 12 4.9 National Planning Policy 26 6.1 Introduction 40 2.6 A living city – Bath today 14 4.10 Environmental Impact Assessments 26 6.2 About the actions 40 2.7 Condition of the site 15 4.11 Design and Access Statements 26 6.3 Implementation 40 2.8 Key facts 15 4.12 Heritage Statements/ 6.4 Action Plan 41 Heritage Impact Assessments 26 4.13 Local Planning Policy 26 4.14 The Development Plan 27 4.15 Protection of the Hot Springs 27 4.16 Other management mechanisms 27 4.17 Funding Incentives 27 4.18 Analysis of current management 27 4.19 Risk management 28 4.20 Monitoring 28 4 Management Plan 2016-2022 Preface from the Chair of the City of Bath World Heritage Site Management Plan 2016-2022 5 The Bath World Heritage Site (WHS) is truly a centre UNESCO’s guidance for the preparation of this third of international significance, inscribed by UNESCO in Bath WHS Management Plan, 2016 to 2022 posed 1987 as a living city set within a beautiful and the question of ‘Sustainable Use’. The Steering dramatic landscape. The Outstanding Universal Value Group does naturally recognise the importance of cited by the UNESCO inscription draws upon monitoring all positive and adverse impacts upon the centuries of historical interplay fashioned within the Outstanding Universal Value of the Bath WHS. These natural and built environments set in a landmass site with quality of life benefits for living communities, of just over 29 square kilometres. businesses and visitors alike does imply a unifying matrix for monitoring UNESCO’s expectations in the Today’s citizens whether they are living and/or coming six year period. working in the WHS continue to not only influence the on-going maintenance of the site, but also to I would like to take this opportunity to thank all my build upon the attributes bestowed through centuries colleagues on the Steering Group for the time, of historical governance to retain ownership, security patience and effort they have given to the creation of and civic pride. this third WHS Management Plan and on whose behalf I have pleasure of signing off the document. The 2010-2016 Plan sees a WHS gain a rising population, the development of high quality visitor Peter Metcalfe attractions of real benefit to both local people and Chair of the City of Bath businesses captured within a platform of cultural World Heritage Site Steering Group diversity. Employers regularly allude to the attractions of the Bath WHS for job creation and retention. Conservation is also recognised to be in good hands and backed by tested methods of caring for WHS heritage. During 2014 the Bath WHS Steering Group determined to concentrate on identifying the building action blocks to deliver the coming six year plan period. The well attended 2015 Stakeholder Workshop further aided deliberations to finally agree the core priorities for the WHS; namely Managing Development, Transportation, the Public Realm, Interpretation, Education and Environmental Resilience. These priorities have been tested and validated through a full and robust public consultation exercise and we will now embark on delivering and monitoring the adopted actions. Vision The Outstanding Universal Value of the City of Bath World Heritage Site will be conserved and enhanced for this and future generations. Management Plan 2016-2022 Bath will be an exemplar of sustainable urban management, striving to balance the 6 needs of an inventive and entrepreneurial 21st century place with the conservation and enhancement of the unique heritage which is of world-wide significance. It will be a centre of excellence for urban heritage management and conservation, founded on strong and effective partnerships of local, national and international communities and organisations. The impact upon the Outstanding Universal Value will be a key consideration in all proposals for change, recognising that small-scale incremental change can be as influential as major interventions. There will be a strong presumption against development that would harm the Outstanding Universal Value of the World Heritage Site itself, or its setting. Bath will be accessible and enjoyable to all; a Site that understands and celebrates its Outstanding Universal Value, beauty and character. World Heritage status will continue to be used to support and further the vitality and wellbeing of the local community. Executive Summary The City of Bath World Heritage Site was inscribed in The economy of the city is changing, with former 1987. The reasons for inscription, or key attributes of traditional employers moving out, and new industry Outstanding Universal Value, can be summarised as: moving in. A significant swathe of the valley floor which formally housed heavy industry is undergoing 1. Roman archaeology re-development, and this ‘Bath City Riverside’ 2. The hot springs enterprise area will represent the most significant Management Plan 2016-2022 3. Georgian town planning physical change that the city has seen for a 7 4. Georgian architecture generation. Delivering this sensitively is a priority. 5. The green setting of the City in a hollow in the hills 6. Georgian architecture reflecting 18th century Moving people about within the historic settlement is social ambitions an on-going challenge. An ambitious transport strategy has recently been adopted to address this Bath World Heritage Site is exceptional in that the and delivery will be within this plan period. inscription covers the entire city, not just the central suburb or individual monuments. This is a situation The public realm of the city, both historic and paralleled in very few other sites world-wide and modern, is often in a poorer condition than the means that all of the needs of a thriving modern city buildings. Addressing and financing a response to must be balanced with conservation of the this, in the face of diminishing public funds, remains a outstanding heritage. priority issue. The current state of conservation in Bath is very Interpretation and education surrounding the site is good. The city can be described as prosperous, with another priority carried forward. Much work has been few examples of derelict or abandoned buildings. It done to address this, including the prospect of a has a long tradition of caring for its heritage and has World Heritage Interpretation Centre, which now management systems, both locally and nationally, in needs to be delivered. place to ensure this continues. It also has a strong and experienced network of stakeholders committed Finally, environmental issues such as protection of the to delivering the aims of the plan. green setting of Bath, flooding and mineral extraction potentially impacting on the hot springs needs to be The first Bath World Heritage Site Management Plan carefully monitored and handled. (2003 – 2009) concentrated on establishing systems of management and ensuring appropriate policies The priorities of this plan are therefore: and guidelines were in place. The second plan (2010-2016) applied these systems in the face of • Managing Development significant development pressure and sought to apply • Transport the lessons learnt from the UNESCO/ICOMOS • Public Realm Mission of 2008.
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