HWT-2012-15 Business Plan
Update May 2013
The Hadrian’s Wall Trust
Business Plan April 2012 - March 2015
CONFIDENTIAL – not for distribution
Linda Tuttiett
Chief Executive
October 2012
HWT May 2013
1
Vision
Hadrian’s Wall will be world renowned for best practice in World Heritage Site management, for the quality of the visitor experience and for the way
it contributes to the local and regional economy. It will be a symbol of regional and national pride with local identity and sense of place at its core.
Mission
The Hadrian’s Wall Trust will take the lead in facilitating the protection, understanding and sustainable economic development of the World Heritage
Site and the surrounding landscape, promoting local and regional identity and sense of place.
Key messages
1. Hadrian’s Wall is a UNESCO World Heritage Site (WHS)
UNESCO’s vision for World Heritage Sites is to promote understanding, toleration and co-operation amongst the peoples of the World through respect
for their shared heritage. Hadrian’s Wall is a UNESCO WHS with strong international and modern resonances. The Hadrian’s Wall Trust (HWT) leads and
facilitates the delivery of projects which explore and promote understanding of issues of identity, exclusion and respect in the modern world. The HW
WHS was designated in 1987, the sixth site in Britain to be designated, being the finest Roman remains in Britain, following widespread and growing concerns over its
conservation and protection since the late 19th century.
The HW WHS is a scheduled ancient monument is one that meets specific criteria of age, rarity, documentation, group value, survival, fragility or vulnerability, diversity,
and potential. The site’s historical and contemporary significance is summarized as follows:
“The Hadrian’s Wall corridor is important both for the concentration of Roman sites and for their survival and effect on today’s landscape.” An articulation of values is
presented in the significance of the Hadrian’s Wall Military Zone:
 archaeological values of the Roman Wall remains, as well as its associated features (Vallum, etc.), and outlier sites (e.g., fortlets and Stanegate features);
 the historical values associated with the Roman northern frontier and its subsequent influence;
 the varied surrounding landscape along the 80- mile length of the Wall and the greater scheduled monument areas;
 aesthetic and natural values of the surrounding landscape;
 the additional layer of World Heritage value including economic and other contemporary values.
The central management challenge is clearly defined as involving “four major factors which need to be balanced”:
 conserving archaeological resources (and associated landscape);
 protecting the working agricultural landscape surrounding the Wall;
 ensuring public access for visitors and local users, and making this access sustainable; and
 maximising the important contributions of the Wall to the local and regional economies.
2. Hadrian’s Wall is part of the Frontiers of the Roman Empire WHS
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Hadrian’s Wall is the largest engineering and architectural structure of the Roman world and is a striking example of the military organisation and
geopolitical strategies of the Roman Empire. The Frontiers of the Roman Empire (FRE) encompassed much of the modern European Union and its border
states. The legacy of the Roman Empire underpins many aspects of our European inheritance including identity, language, culture, law, architecture and
religion. As a focus of conflict in the past, the Frontiers of the Roman Empire WHS provides an ideal resource for exploring and understanding issues of
identity and conflict in the modern world. The HWT works with its FRE partners to promote shared understanding and co-operation.
3. Hadrian’s Wall is a regional and national asset that contributes to the environmental, social and economic benefit of local and regional
communities
Hadrian’s Wall passes through many communities and landscapes. It symbolises and reflects the essence of this border country and has left a lasting
legacy in stone, in stories and in spirit. The Wall has significant potential to benefit these communities and landscapes as a catalyst for sustainable
development and regeneration, contributing to regional and national pride and sense of place. The Hadrian’s Wall Trust works with stakeholders,
partners, communities and businesses across the WHS to realise this potential.
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The Hadrian’s Wall Trust
The Hadrian’s Wall Trust was registered as a charity on 9th February 2012.
The Trust’s role is to lead and facilitate all aspects of managing the World Heritage Site for the long term benefit of local and regional communities,
working in partnership with a wide range of partners and stakeholders to protect the archaeology, conserve the landscape that surrounds it, promote
understanding and access, and realise the potential of the WHS to contribute to the social and economic benefit of local and regional communities
through sustainable tourism development, communications and creating a sense of place.
A Wall-wide, holistic, interdisciplinary, partnership based approach is central to this role. This single organisation coherent co-ordination approach,
embracing all aspects of the management of the HW WHS, as the solution to the complex ownership, stakeholder and management and
communications challenges of the HW WHS, was strongly endorsed by The Getty Conservation Institute (2003), and was the primary conclusion of The
Major Study (2004), following a long-term persistent decline in the condition of the monument, it’s presentation and visitor numbers.
The Hadrian’s Wall Trust is the successor organisation to Hadrian’s Wall Heritage Ltd. Operation as a charitable Trust enables:
1. – a more flexible approach to delivering the WHS Management Plan allowing greater focus on protection and conservation and learning/education.
2. – a more partnership orientated approach including wider participation on the Board, and working more closely with partners to develop projects of
mutual benefit
3. – access to a wider range of funding opportunities – projects, charitable donations, sponsorship, philanthropy
4. -- a project/funding focused approach – delivering only what we are funded to deliver, through a wide range of funding opportunities which help
meet the objectives of the Hadrian’s Wall Trust.
Aims

to advance the education of members of the public through communications in the history of Hadrian's Wall, its significance and impact,
including the natural environment, communities and economic success of the area ;

to promote, for the benefit of the public, the improvement of the physical and natural environment of Hadrian's Wall and surrounding regions
through communications of the Hadrian’s Wall WHS;

to promote the conservation and protection of Hadrian's Wall and its environment for future generations;

to promote Sustainable Development for the benefit of the public by:
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


the preservation, conservation and protection of the environment and prudent use of resources; and
the promotion of sustainable means of achieving economic growth and regeneration including communications and marketing
within the area of Hadrian's Wall and surrounding areas
to promote, for the benefit of the public, urban and rural regeneration in areas of economic deprivation surrounding Hadrian's Wall through
investment, development, marketing and communications.
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Corporate Vision, Mission, Aims, Programmes of Activity (including Key Confirmed Projects), and Key Performance Indicators
Vision
Mission
Hadrian’s Wall will be world renowned for best practice in
World Heritage Site management, for the quality of the visitor
experience and for its contribution to the local and regional
economy through sustainable tourism. It will be a symbol of
regional and national pride with local identity and sense of place
at its core.
The Hadrian’s Wall Trust will take the lead in facilitating the
protection, understanding and sustainable economic
development of the WHS, promoting local and regional identity
and sense of place.
Aims
Programmes and Key Related Projects
1. To advance the education of members of the public through communications in the
history of Hadrian’s Wall, its significance and any related subject
Protecting and Managing World Heritage
Leading the conservation, protection, care and co-ordination,
management, and monitoring of the World Heritage Site and its
landscape through careful visitor management. Managing the
WHS Management Plan through effective stakeholder
engagement. Managing the National Trail.
2. To promote for the benefit of the public the improvement of the physical and natural
environment through communications of Hadrian’s Wall and surrounding regions
3. To promote the conservation and protection of Hadrian’s Wall and its environment
for future generations
4. To promote sustainable development for the benefit of the public by: the
preservation, conservation and protection of the environment and prudent use of
resources; the promotion of sustainable means of achieving economic growth and
regeneration within the area of Hadrian’s Wall and surrounding areas
5. To promote for the benefit of the public through investment, development, marketing
and communications urban or rural regeneration in areas of economic deprivation in
areas surrounding Hadrian’s Wall
1.
2.
Hadrian’s Wall - Heritage at Risk (1)
Hadrian's Wall - Heritage at Risk (2)
Hadrian's Wall at Risk
Hadrian's Wall Path National Trail.
3.
Understanding the World Heritage Site
Developing knowledge of the WHS through research and
communicating this knowledge to different audiences through
life long learning, interpretation and other cultural activity.
4.
WHS Integration project (Cumbria)
WHS Access and Interpretation Improvements (Cumbria)
WHS Champions project (Northumberland & Tyneside)
Know Your Hadrian's Wall Country
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KPIs
5.
6.
Protecting
Heritage at Risk
Greater levels
of community
benefit and
engagement
building local
pride, identity
and sense of
place
Building
knowledge and
understanding
through
education
Increasing
sustainable
access
Growth of the
visitor economy
Levels of
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Settlement Project, Roman Maryport
Bewcastle Community Project
Sustainable Development
Developing and delivering a wide range of projects to realise
sustainable social and economic benefits to of the WHS to local
communities and businesses including community engagement,
Hadrian’s Wall Country Businesses, capital developments,
physical access, tourism marketing and communications.
Access, Interpretation & Signage (Cumbria)
Hadrian's Wall Integration project
Hadrian's Cycleway (Cumbria)
Hadrian's Wall Bus
Hadrian's Wall Country Locally Produced Initiative
Roman Maryport
Brampton Moot Hall
Fundraising and Communications
Developing stronger partnerships, increasing investment,
sponsorship and programme funding to enable HWT and its
partners to fully achieve the objective of sustainable
management of the WHS.
Hadrian’s Wall Country Business Club
Hadrian's Wall Country Destination Marketing Campaign 2012
-15
Fundraising - Philanthropy
Fundraising - Corporate Support
Fundraising - Friends of Hadrian's Wall
Fundraising - Mobile Giving
Fundraising – Visitor Payback
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partnership
development
and stakeholder
engagement
7. Increased levels
of tourism
related new
business start
ups
8. Positive
contribution to
sustainable
economic
development
9. Increased brand
awareness
10. Completion of
Management
Plan
11. Increase
funding by
£200k per
annum
12. Increased
visitor
satisfaction
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Business Plan 2012 – 15
As a charity the Hadrian’s Wall Trust (HWT) will undertake activities that address the core aims described above. To cover its operational costs, the
organisation must concentrate on and prioritise those activities, falling within these aims that generate an income. These activities will include work
with businesses and communities that does not immediately produce a return but may in time lead to identifying project needs and project delivery, for
which fees will generated. The organisation, like many others, has gone through a deep examination of its structure, role and obligations, and has reorganised to meet the requirements of the HW WHS and its communities.
Set out below are schedules describing the functional resources available, the activities to be undertaken during 2013/14, (whether exploratory, pipeline
or actual delivery), and the income and expenditure associated with these activities and resources. There remains a shortfall of over £200k in the core
level of funding required to adequately and fully protect the Hadrian’s Wall WHS and maintain World Heritage Site status; this plan allows the HWT,
through a range of activities and fundraising, to raise sufficient resources to complete this work, and over time, reduce dependency on stretched public
resources. The aim, with our funders’ support, is to build a sustainable organisation contributing strongly to community benefit across the north of
England.
The current economic climate presents a number of challenges to the WHS. These challenges require the Hadrian’s Wall Trust to adopt a creative and
innovative approach if it is to succeed in the effective management and promotion of the WHS. The comprehensive and regularly reviewed Risk Register
for HWT identifies and prioritises these challenges and proposes actions to address them.
The Hadrian’s Wall Trust 2013-14
The core work on protecting and caring for the WHS will continue through implementing the Heritage at Risk programme. The communications around care and
appropriate behaviours will increase to key audiences and the SITA programme will be implemented fully on the four parts of the Wall to be consolidated. This will
address key parts of the monument that have been on the Heritage At Risk register since the very first Management Plan. Funding applications are also being made to
three other foundations to further the consolidation of smaller sites at risk across the Wall over a three year period. The outcome of this will be known in October 2013.
Critically, the development of the next HW WHS Management Plan has begun. A Facilitator/writer will be shortly appointed to take the HW MP 14-19 consultation
forward in June 2013. All stakeholders and partners will be involved in shaping plans for Planning and Protection, Conservation, Farming and Land Management, Access
and Transport, Education and Learning, Visitor Facilities, Presentation and Tourism, and Research for the next five year plan which will run from 2015-2020. The interest
groups for each of these areas of consideration will be heavily involved in determining strategies and necessary developments going forward.
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The HW Path National Trail requires ongoing management to ensure the integrity of the archaeological resource and needs additional work and repair following several
wet seasons. The National Trail review requires that Highways Authorities contribute in cash and in-kind to the care of the HWPNT. As of May 2013, these agreements
are still under consideration causing some uncertainty with the final amount of funding available. Continued partner involvement and increased resources are needed
to improve surface condition and provide continuing protection to the archaeology.
The RDPE programmes for access, interpretation, signage, business engagement and marketing will continue with most projects being delivered in 2013 and outputs
achieved through 2014 and 2015. A major education funding application will be made to Garfield Weston Foundation to significantly develop and enhance educational
provision across the WHS and in line with curricular development. This will include a schools and groups marketing programme to significantly grow engagement with
the new interpretation facilities at Sites across the Wall. In addition, Wall-wide exhibitions will be developed in partnership with TWAM, Tullie House, EH and all
possible Roman Sites to encourage Wall-wide exploration of the Sites. The programme of excavations funded by Christian Levett on the extramural settlement at
Maryport will begin in August while the excavations focused on understanding the Maryport altars funded by the Senhouse Museum Trust and Newcastle University will
continue. This combined programme of excavation at Maryport will underpin renewed efforts to secure funding for the Roman Maryport project. The Community
Champions project will allow further development of volunteering alongside enhanced understanding of the WHS. The Champions project will engage all members of
the Wall community including individuals and businesses. Following discussion with the Arts Council we would like to begin to develop an annual arts festival of
literature and music across the WHS. All of this activity will grow audiences and create broader understanding of the meaning of the WHS.
Support for community based developments including Brampton Moot Hall, Bewcastle and Bowness will continue and expand, enhancing the offer and engaging
communities. The excavation programme provides a springboard to reinvigorate Roman Maryport and realize the full potential of the WHS along the Cumbrian coast.
The AD122 bus continues to be an internationally acknowledged example of good practice in sustainable WHS access. We will continue to work with partners to
develop a sustainable operating model, increase ticket sales and optimize the service for visitors, ultimately embedding use of the bus as part of any visit to the WHS.
This will increase accessibility of the WHS and its landscape. Improvements to the Hadrian’s Cycleway on the B5300 will be completed by autumn 2013 and along with
implementation of the electric cycle network and improved signage and information will lead to greater use of linear and circular routes associated with the WHS and
the Solway Coast AONB. The RDPE Project Officer will continue to support increased business engagement in Cumbria and HWT will raise the level of investment in
growing visitor demand for local produce – supporting suppliers and marketing products through the Hadrians-wall.org website.
Marketing and Communications will be focused on building Roman Site visits, usage of the AD122 bus and increasing outdoor activities. We will lead and put in place
‘Operation Wall’ with partners, growing investment in domestic and international marketing activity. Increasing length of stay and visitor spend will be priorities.
Itineraries grouping Roman sites in coherent ways for bus users, walkers, cyclists and car drivers will be promoted. Strong PR campaigns involving business partners and
local produce will raise the profile of the benefits of visiting the HW WHS and its environs. This work will all focus on the benefits of building the HWC brand which will
attract a greater number of visitors overall to the HW WHS and its environs.
Fundraising activity will increase, building steadily on current successes. A visitor payback scheme will be introduced in June 2013 and the ‘Adopt a Stone’ website
launched. Larger local businesses will be asked to donate a small amount annually to support the Trust and its work going forwards. We will apply for Catalyst Funding;
encourage philanthropy, sponsorship and visitor giving. All communications will support and encourage donations to further the protection and enhancement of the
HW WHS for the benefit of local communities across the whole WHS.
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The Hadrian’s Wall Trust 2014-15
The core work on protecting and caring for the WHS will continue through ongoing delivery of the Heritage at Risk programme. The communications around care and
appropriate behaviours will increase to key audiences and the SITA programme will be completed. HWT fundraising will be contributing to the shortfall in public sector
funding for the HW WHS. Much higher profile communications influencing visitor behaviour will be evident and HWT’s role in managing large group activity on the Wall
strengthened to the benefit of archaeological protection. Should the 2013 funding applications be successful, a programme of improving smaller Wall sites at risk will be
being implemented.
Work on building the next HW WHS Management Plan 2015-2019 will be well underway. All stakeholders and partners will be involved in shaping plans for Planning and
Protection, Conservation, Farming and Land Management, Access and Transport, Education and Learning, Visitor Facilities, Presentation and Tourism, and Research and
the interest groups for each of these areas of consideration will have agreed final plans. The broad and public consultation process will be completed with the
Management Plan published, following approval by the MPC, in late 2014. There will be strong commitment to joint delivery of positive change through shared
endeavours.
The HW Path National Trail will continue with strong partnership engagement with the Highways Authorities. Hopefully ground conditions will have improved
considerably by this point, although climate change is fully front of mind – and will particularly be taken into consideration during the Management Plan contents.
HWT will be in a position to consider its location and all possible options with regard to moving and reducing costs will be considered. There would be a great advantage
in being closer to the Wall and many partners.
Much greater public engagement and understanding of the WHS is being planned, through increased site visits, greater access to interpretation and the heritage
through broader foundation funded education programmes, learning opportunities and arts engagement. A Wall-wide festival of literature and music will be underway
annually and excavation at Maryport will further growing community commitment. Local businesses will support increased understanding through their engagement in
the Know Your Hadrian’s Wall Country programme and ability to encourage visitors to visit more Sites, explore further and stay longer. Much improved interpretation in
Cumbria will add to awareness of the WHS and this will positively influence HWT’s ability to win similar funding to complete the NE outdoor interpretation to the same
quality. Brown signage for Roman sites and key parts of the WHS will be much improved and overall connectivity between Sites much enhanced. On-line access will be
maximized through apps and improved content on all platforms. Social media will drive further interest in exploring the HW WHS and landscapes.
Access by foot, bus, train and car will increase through improved transport connectivity and communications working with key transport providers including local and
national level rail and bus services. Access via the Newcastle and Carlisle airports will be improved and offer increased communications opportunities. In addition, the
electric bike scheme funded by RDPE and the Cumbria ‘hub’ scheme will be retained and improve access to the WHS.
Fundraising will have enabled an increase in the ability to fulfil HWT aims, obligations and operations. All types of fundraising will show growth. Commercial activity will
be developing through the Trading Arm to support HWT’s objects. Marketing and communications activity will be at a stronger consistent level with greater business
and partnership support. These enhanced communications will further protect the WHS, increase levels of understanding, encourage access, increase Site visits,
encourage longer stays and greater visitor spend with local businesses and produce. Greater visitor satisfaction will support and develop a strong destination brand.
Word of mouth recommendation will be a strong element of the communications strategy.
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Key Confirmed Projects 2012-2015
The Gantt chart below is also attached in a printable A3 version for ease of providing information that is more detailed.
Areas of Activity
Activity
2013/14
Quarter 1
Quarter 2
Quarter 3
Quarter 4
2014/15
Quarter 1
2015/16
Quarter 2
Quarter 3
Quarter 4
Quarter 1
Protection and Management of the WHS
Hadrian's Wall - Heritage at Risk (1)
Hadrian's Wall - Heritage at Risk (2)
Hadrian's Wall at Risk
Hadrian's Wall Path National Trail
Understanding the WHS
Hadrian's Wall Integration Project (Cumbria)
Access, Interpretation & Signage (Cumbria)
Know Your Hadrian's Wall Country,
Arts Engagement Projects
Hadrian's Wall, Community Champions
Hadrian's Wall Education Programme
Maryport Excavations
Bewcastle Community Projec t
Sustainable Development
Hadrian's Wall Country Business Club
Hadrian'sWall Country shop
Hadrian's Cycleway (Cumbria)
Hadrian's Wall Country Locally Produced Initiative
Hadrian's Wall Bus
Roman Maryport
Brampton Moot Hall
End of the Wall Centre, Bowness on Solway
Longtown Memorial Hall
Hadrian's Wall Business Network
The Sill
Fundraising and Communications
Hadrian's Wall Country Destination B2C Marketing Campaigns
Hadrian's Wall Country B2B Communications
Fundraising - Philanthropy
Fundraising - Corporate Support
Fundraising - Friends of Hadrian's Wall
Fundraising - Mobile Giving
Fundraising - Visitor Payback
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Income and Expenditure
Income
Government agencies
Central government
Local Authorities
European
Lottery
Charitable foundations and trust
Private sector
Donations and philanthropy
Trading / consultancy
carry forward
Total Income
2012-13
£
2013-14
£
2014-15
£
429,000
601,500
100,000
10,000
14,000
267,000
61,000
286,000
36,000
170,000
312,000
320,000
100,000
255,000
62,000
260,000
92,000
280,000
93,000
118,000
114,000
40,000
165,000
225,000
49,000
72,000
1,974,500
1,655,000
1,020,000
100,000
Notes
Government agencies – English Heritage, Natural England, ACE
Central Government - DCMS, DEFRA (RDPE, HLS)
Local Authorities – Unitary, County, District, Parish
European – ERDF, ESF, transnational
Lottery – BIG, HLF, ACE
Charitable Foundations & Trusts – Northern Rock, SITA, CWMET
Private sector – Businesses
Donations and Philanthropy - visitor payback donations and individuals
Sales - web shop sales
Trading/ consultancy - consultancy service
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Expenditure
2012-13
£
2013-14
£
2014-15
£
Project costs
Overheads
Administration
Salaries
Training
Audit
Bank Charges
Specialist support
Stock
Miscellaneous
1,120,008
106,300
79,422
337,770
1,000
7,000
1,000
12,000
7,000
3,000
996,000
100,000
73,000
337,000
1,000
4,000
1,000
10,000
10,000
5,000
351,000
112,000
79,000
**368,000
1,000
4,000
1,000
10,000
15,000
5,000
Total Expenditure
1,824,500
1,537,000
946,000
150,000
118,000
72,000
Carry forward
** increase due to lengthsmen possibly in house
Income and expenditure are based on known, confirmed projects and realistic projections of fundraising potential, and the capacity to fundraise,
over the next three years. Supported by major partners such as English Heritage, Natural England and the Local Authorities of the Hadrian’s Wall
WHS, The Hadrian’s Wall Trust can continue, with partners and stakeholders, to improve the essential care of the HW WHS, the Management
Planning for the WHS, and the ability of the WHS to contribute to the economy of the north of England.
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APPENDIX ONE
Hadrian’s Wall Trust
2012
OCT
FUNDRAISING
This programme is entirely dependent on visitor, customer and supporter communications
management and the ability to market Hadrian’s Wall as the central and focused point of contact
for visitors and potential visitors.
EH, NE, Local Authorities
Core activities support. Grant funded. Match
funding required to cover developing
reduction.
On-line giving
Funded by SITA Trust - On-line Wall crowdfunding development
Philanthropy
Initial trawl of prospective donors has raised
£250k of restricted funding for economic
devp work. Gradual implementation of
meetings and engagement to develop further
support
Sponsorship
Identification of appropriate sponsors for
different items of activity, particularly
marketing and communications and events.
Hadrian’s Wall Country Business Club
Business Club which develops engagement
and understanding. Grow local business
members. Build network of mutually
supporting businesses.
Friends of Hadrian’s Wall
Individuals and visitors who wish to support
Hadrian’s Wall and learn more about Wall
history, heritage and projects.
Mobile Giving
Enable walkers to contribute to Wall and Trail
upkeep
Visitor Payback
Working with HWC Businesses Club to
encourage visitor contributions to the care of
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Ongoing
Underway
since
Feb
2012
DEC
2013
JAN
APR
JUL
OCT
2014
JAN
APR
JUL
2015
OCT JAN
Launch
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Business
Workshop
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Hadrian’s Wall.
FUNDING APPLICATIONS
WHS Community Champions (HLF)
In train. Developing a wider range of
volunteer activity and engagement with HW
Trusts and Foundations
Twelve identified for potential support of
project development and HW WHS learning
and education
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Apply
Apply
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