INTERNATIONAL COUNTRYSIDE STEWARDSHIP EXCHANGE
EXECUTIVE SUMMARY OF THE 1996 UK EXCHANGE

Ironbridge Gorge, England

Introduction

The Ironbridge Gorge was the first UK site to be designed as a World Heritage Site (WHS) in 1986, one of the few industrial sites recognized by UNESCO as being of ‘outstanding universal significance’. Along a 3.6km river valley there is an extraordinary concentration of industrial remains. The natural resources of the River Severn, its wooded valley and a complex geology exposing a wide range of minerals, combined with human ingenuity, led the industrial expansion and the development of new processes triggering the Industrial Revolution.

The natural environment, including 400 ha of woodland, provides an attractive setting for the archaeological fabric. The complex and unusual ecology here is fundamental to interpreting the significance of the site. The agencies that manage the site are seeking advice on integrating consideration of the natural environment with the established industrial archaeology, the historic built environment, the needs of the local communities and visitors, in the development of the World Heritage Site Management Plan.

Observations

Although important locally and nationally, the natural resources of the Gorge would not meet the criteria for designation as a natural World Heritage Site. Management of the Gorge’s natural resources is not consistent because of multiple land ownership. The natural and cultural resources are interlinked to such an extent that they cannot be considered in isolation. There is potential for increased, sustainable recreational use of the woodlands by both the local community and visitors.

Interpretation is diffused around various sites, and no single clear rationale emerges. Visitors at the Ironbridge are not directed to other sites, nor are its links with activities elsewhere explained. The role of natural resources in the industrial history is under-emphasized. Local people and visitors are unaware of the WHS’s geographic or thematic extent. The story of Ironbridge should include the story of the local community up to the present.

Visitor management needs to encourage and facilitate access to the area because of its significance, while conserving its particular attributes. There is a need to pay greater attention to visitor responses and interests. Vehicle use in the area is a critical concern and needs to be evaluated. The team found that there is considerable potential to develop the concept of sustainable tourism and development as a focus for interpretation.

The success of the WHS management plan depends upon effective communication between agencies and local communities. There is not one community at Ironbridge, but several, comprising a range of organizations and individuals with different needs, expectations and varying perceptions of their opportunities for involvement in the management process.

There are several important and capable agencies which need to work in concert to provide strong co-ordinated strategic and operational management and to communicate effectively with local communities.

Key Issues

• The complex nature of the site.
• The dominance of industrial archaeological and built heritage over the natural heritage in WHS management to date.
• Interpretation, visitor management and sustainable tourism.
• Engaging local community interest in the strategic issues affecting the site.
• The potential for partnership working between local government agencies, voluntary organizations and local communities.

Recommendations

More attention needs to be focused on the natural features underlying the cultural and historical resources.

Integrated countryside management should be achieved through a vision and management plan agreed by a partnership of landowners, agencies and local communities.

The importance of the natural resources and countryside as a cultural landscape should be promoted within the overall interpretation theme. A coherent thematic structure of central historic theme and sub-themes should form the basis for a comprehensive interpretive plan, linking all the sites and stories together. The story of the local communities should form an important element in the interpretation. Marketing should reflect the central theme. An integrated and holistic approach to publicity and marketing of the WHS is needed. Opportunities for presenting a wider message about sustainable development should be explored.

A Visitor Management Plan should be developed to ensure that adverse impacts on local communities are minimized and that visitor’s use does not detract from the enjoyment and appreciation of the site or damage it in any way. Regular surveys of visitors and local people should be undertaken to inform the management process. Park and ride facilities should be developed as a key element of the plan.

The Inter-Agency group should take a strategic approach to communicating with and involving local communities in planning, assessing their views and promoting the benefits of tourism and specific development proposals, using a variety of communication media. The Inter-Agency group should involve the local community in developing new tourism initiatives e.g., the PROW network, identifying local features of interest.

The Steering Group and Inter-Agency Group should be used to their maximum potential in providing a co-ordinated approach to management. Full time support staff should be appointed and funding should be made available from Central Government in recognition of the World Heritage Site status of the site.

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©2002 Glynwood Center