The Hadrian’s Wall Major Study: a test for participatory planning in the management of a World Heritage Site

Abstract

Values-based systems of heritage management have developed hand-in-hand with the role of the stakeholder in successful management. It has become increasingly apparent that, just as in concurrent movements in Western governments to invigorate democratic society, success lies not just in consultation, but also in participation. The next stage, of participatory planning, has moved heritage management theory finally from government to governance. But does the ideal work? Vulnerabilities appeared in an established system of site management through participatory planning on Hadrian’s Wall, England, when it came under pressure from the attentions of two regional development agencies keen to find ways to make the Wall contribute better to the local economy. The economic, historical and institutional background to the resulting Major Study is examined, and the events of the consultation, publication and implementation of the report are followed and analysed, in order to draw out some broader lessons for the challenging task of managing such large and complex sites.