the old and new towns of edinburgh world heritage site

The Old and New Towns of Edinburgh World Heritage Site MANAGEMENT PLAN 2011-2016

Photographs

Copyright of City of Edinburgh Council, Edinburgh World Heritage, Graeme Gainey, Jack Gillon and Murray Wilson.


Contents v

Contents v


ContentsForeword ix

ExecutiveSummary xiii

1: Introduction-The Edinburgh Context 1

• TheRoleoftheManagementPlan 2

• ThePartners 3

• TheFirstManagementPlan 5

• ProgresssincetheFirstManagementPlan 5

• The2008UNESCOMissiontoEdinburgh 6

• StructureoftheSecondManagementPlan 7

2: Context-A World Heritage Site within a Living City 9

• TheLivingCity 9

• EngagingwithCommunities 9

• TheWorldHeritageSiteandtheEconomyoftheCity 10

• SupportingInvolvementwithWorldHeritage 10

3: ABriefDescriptionoftheSite and the Statement of Outstanding Universal Value 13

• IntroductiontotheStatementofOutstandingUniversalValue 13

• TheStatementofOutstandingUniversalValue 14

• Criteriafordesignation 16

• Integrity 17

• Authenticity 17

• ProtectionandManagement 17

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Contents vii

4: InterpretationoftheKeyAttributes - of the World Heritage Site’s Outstanding Universal Value 21

• TheRemarkableJuxtapositionoftheOldandNewTowns 22

• TheOldTown 23

• TheNewTown 25

• ArchitecturalQuality 27

• Topography,PlannedAlignmentsandSkyline 28

• InfluenceonUrbanPlanning 30

• CultureandActivities 31

5: Management-Themes, Issues and Objectives 33

• UnderstandingoftheWorldHeritageSite 34 Ε Awareness of World Heritage 34 Ε Interpreting Outstanding Universal Value 36 Ε Using World Heritage for Learning 37 Ε Encouraging Research 39

• SafeguardingtheOutstandingUniversalValue 42 Ε Protection of Historic Buildings and Spaces 43 Ε Skyline, Setting and a Buffer Zone 44 Ε Archaeology 46 Ε Architectural Quality 47

• AWorldHeritageSiteinaSustainableCapitalCityCentre 49 Ε Sustainability: Society and Communities 50 Ε Sustainability: Economy 51 Ε Sustainability: Biodiversity and Natural Heritage 53 Ε Sustainability: Culture 54 Ε Liveability: Public Realm 55 Ε Liveability: Traffic 58 Ε Servicing the World Heritage Site 61

• TheEffectiveManagementoftheSite 61

vi Contents Contents vii


Ε Partnership Working 62 Ε Stakeholder Engagement 63 Ε The Risks to the World Heritage Site 64

6: Measuring the State of Conservation 69

• Methodology 69

7: Implementationof the Second Management Plan 71

• ManagementoftheWorldHeritageSite 71

• TheActionPlan 72

• Monitoring 72

• TheOldandNewTownsofEdinburghWorldHeritageSiteSteeringGroup 73

•Annex

A ManagingChange:

TheRegulatoryFrameworkforSafeguardingtheOutstandingUniversalValue

• Legalandpolicymeasures 75

Ε National 75 Ε Regional 76 Ε Local 77

B TheJointICOMOS/UNESCOMissiontoEdinburgh 80

C ThePublicConsultationProcess 81

viii Contents


Foreword ix

viii Contents Foreword ix


ForewordWearedelightedtobeabletopresentthesecondManagementPlanfortheOldandNewTownsofEdinburghWorldHeritageSite.

WorldHeritageSitesarejudgedtobeofsuchimportancetoallofhumanitythattheytranscendnationalboundaries.ItisarequirementofUNESCOthatallWorldHeritageSiteshaveaManagementPlaninplacetoensuretheeffectiveprotectionandmanagementoftheseglobaltreasuresforfuturegenerations.WeinScotlandunderstandthatthisresponsibilityisagreatone,whichiswhywerecogniseandrelishthechallengesthatareassociatedwithaWorldHeritageSitedesignation.

Edinburgh’sWorldHeritageSiteiswidelyrecognisedasbeingsignificantatalocal,nationalandinternationallevel.Hometoover24,000people,itisthepoliticalandeconomicheartofScotland,andactsasthefocalpointoftheScottishtouristindustry.Edinburgh’simportanceis,however,significantlygreaterthanthisnarrowcharacterisation.TheWorldHeritageSite’soutstandinguniversalvaluecomprisesnumerousattributesthatintertwinetomakeitthegreatcityitistoday.TheimposingsightoftheEdinburghCastle,overshadowingthesmallandwindingclosesoftheOldTown,isanimagerecognisedallovertheworld;acrosstheWaverleyValleyisthearchitecturalbeautyoftheformallyplannedNewTown;whilstthevarietyofsummerfestivals,universities,barsandcafesandthecity’sdramatichistorycombinewithitscountlessothervirtuestoaddtotheatmosphere,splendouranduniversalappealofthecity.ItisthisdiversityofattributesandusesthatmakeEdinburghsuchaculturallyrichcity,yetparadoxicallyensuresitissuchachallengetomanage.

Asinanycity,wehavetoacceptthattherewillbediverseviewsanddemandsfromdifferentpeopleandorganisationsconcerningconservationandfuturedevelopment.AkeypurposeofthisManagementPlanisthereforetosetouttheoutstandinguniversalvalueofthesitetoenableallofitsusersandstakeholdersto


x Foreword Foreword xi

understandexactlywhyEdinburghhasbeendesignatedasaWorldHeritageSite.Theplanalsoidentifiestheattributesthatmustbeprotected,andthekeyissuesandchallengesthatneedtobemanaged.Withthisinmind,wearecommittedtoensurethecontinuationofworktoengagewiththelargenumberofpeopleandorganisationsinvolvedwiththeSitetoensurethatthereisabalancebetweenconservation,sustainabilityanddevelopment.ThiswillallowEdinburghtocontinuetodevelopasadynamiccitywhilesafeguardingitsoutstandinguniversalvalue.

ThedevelopmentoftheSite’ssecondManagementPlanhascomeduringachallengingperiodofeconomicdownturn,contrastingsignificantlywiththeenvironmentatthetimeofthefirstPlan.ThischangeinitselfhighlightssomeofthekeyissuesandchallengesthatfacetheSite,andthathavethepotentialtoimpactuponitsfuture.ItalsodemonstratestheneedforaflexibleandresponsivePlanthatcanadaptthroughoutitslifespan.Wearedelighted,therefore,thatthisManagementPlancontinuestheexcellentworkofitspredecessorbyprovidinganeffectiveframeworkforthemanagementoftheWorldHeritageSiteandabasefromwhichfurtherworkcanevolveoverthenextfiveyears.

ThePlanhasbeenpreparedbythethreepartnersinvolvedinthemanagementofthesite–HistoricScotland,CityofEdinburghCouncilandEdinburghWorldHeritage.TheearlystagesofitsdevelopmentpurposefullyutilisedtheexperienceandknowledgeofmanyofthestakeholderswhoareinvolvedwiththeWorldHeritageSite.ThiswasimportantindevelopingthesharedvisionfortheSitethatisakeyelementofthePlan.ThepoliciesinthePlanhavealsobeenshapedbyapublicconsultationprocessthatrecognisedtheimportanceofensuringtheinputofthepeopleandorganisationsthatusetheSiteonadailybasis.

x Foreword Foreword xi


Weareextremelygratefultothevariousindividuals,bodiesandorganisationswhohavecontributedtotheproductionofthisdocument,andparticularlytotheSite’sthreemanagementpartners,whohaveundertakenagreatdealofworkinitspreparationandproduction.WebelievethisdocumentcanactasatooltoallowtheOldandNewTownsofEdinburghWorldHeritageSitetocontinuetodevelopinawaythatisrespectfulofitspast,whilsthelpingtopromotethemanyattributeswithwhichitisundoubtedlyblessed.

FionaHyslopMSP,CabinetSecretaryforCultureandExternalAffairs.

TheRightHonourableGeorgeGrubb,LordLieutenantandLordProvostofEdinburgh.

ProfessorCharlesMcKean,ChairmanEdinburghWorldHeritageTrust.

xii Contents


xii Contents ExecutiveSummary xiii

ExecutiveSummaryi. ThepurposeoftheManagementPlanistoprovideaframework

forthemanagementoftheEdinburghOldandNewTownsWorldHeritageSitethatwillsustainitsoutstandinguniversalvalue.

ii. ThePlanhasbeenpreparedbyapartnershipofEdinburghWorldHeritage,HistoricScotlandandtheCityofEdinburghCouncil.ThevisionandobjectivesfortheSitewereinformedbyworkshops,exhibitionsandawiderangeofconsultationresponses.TheinvolvementofthemanystakeholdershasmadeasignificantcontributiontothevisionandobjectivesfortheSitewhichareincludedinthePlan.

iii. ThefollowingvisionfortheSitewasdevelopedfromtheworkshopsessions:

WeshareanaspirationfortheWorldHeritageSitetosustainitsoutstandinguniversalvaluebysafeguardingandenhancingtheremarkableandbeautifulhistoricenvironment.Thissupportsaconfidentandthrivingcapitalcitycentre,itscommunities,anditsculturalandeconomiclife.

iv. ThecoreoftheManagementPlanispresentedinchapters3,4,and5.Chapter3istheofficialUNESCOStatementofOutstandingUniversalValue.Chapter4looksattheindividualcomponentsthatmakeuptheOutstandingUniversalValueoftheSite.OutstandinguniversalvalueistheUNESCOtermthatdescribesthefeaturesoftheWorldHeritageSitewhichcontributetoitsinternationalimportance.Thisisapartofthesharedheritageofmankindasawhole,ratherthanjustofEdinburgh,ScotlandortheUK.

v. TheissuesandobjectivesthataffectthevariouselementsoftheoutstandinguniversalvalueandtheobjectivesdesignedtomanagethemareconsideredinChapter5.ThesedirectlycontributetorealisingthevisionfortheSite.TheactionsthatflowfromthisareincludedinaseparateActionPlan.

vi. TheManagementPlanprovidesaframeworkforthemanagementoftheWorldHeritageSiteuntil2016.TheobjectivesidentifiedinthePlanwillalsoformthebasisoftheActionPlan.

Workshop session


xiv Contents


Introduction-The Edinburgh Context 1

xiv Contents



1.1 TheOldandNewTownsofEdinburghWorldHeritageSitewasinscribedontheWorldHeritageListin1995bytheUNESCO(UnitedNationsEducational,ScientificandCulturalOrganisation)WorldHeritageCommittee.

1.2 TheSitesitswithinthefamilyofWorldHeritageproperties,reflectingthesharedvaluesofpeopleacrosstheglobe.InthecaseofEdinburgh,WorldHeritagestatusrecognisestheremarkablejuxtapositionofthemedievalOldTown,highuponadramaticridge,andtheclassicallyinspiredNewTownacrosstheWaverleyValley.TheOldTownistheplaceofbirthoftheScottishEnlightenment,andtheNewTownistheembodimentofitsthinkingandideals.TheWorldHeritageSiteisatremendousassetforScotlandandtheUK.

1:Introduction-The Edinburgh Context

World Heritage Site Boundar y


2 Introduction-The Edinburgh Context Introduction-The Edinburgh Context 3

1.3 UNESCOrequiresallWorldHeritageSitestohaveamanagementplanordocumentedmanagementsysteminplace.Thisensuresthatthespecialqualitieswhichmakeitimportant(theoutstandinguniversalvalue)areprotectedandenhanced.ItisalsothepolicyoftheScottishGovernmentthatallScottishWorldHeritageSitesshoulddevelopmanagementplanswhichsetaframeworkfortheprotection,promotionandenhancementofthesites.Itisrecommendedthattheseareupdatedeveryfiveyears.

The Role of the Management Plan

1.4 TheManagementPlanprovidesaframeworkfortheeffectivemanagementoftheWorldHeritageSite.Itidentifiestheissuesthataffectthedifferentelementsofoutstandinguniversalvalue,manyofwhichevolvedfromapublicconsultationprocess(AnnexC).TheManagementPlanthensetsoutaseriesofobjectivesdesignedtoensuretheprotectionoftheSiteinawaythatmeetsinternationalcommitmentsandhelpstoaligntheactionsofallpartiesinvolvedinthemanagementprocess.AnActionPlanfortheimplementationoftheobjectiveswillbeproducedasanaccompanyingdocument.

1.5 TheManagementPlandrawstogetherdiversepoliciesandobjectivesinacoherentframework,andisrecognisedasamaterialconsiderationintheplanningsystem.TheManagementPlanprovidesalinkbetweentheinternationalrequirementsofWorldHeritage,theplanningprocessandthewidermanagementissuesinvolvedinprotectingacomplexSitelikeEdinburgh.

1.6 TheManagementPlanisdesignedtobeflexibleandresponsive.ItguidesthemanagementoftheSiteandthroughaseparateActionPlaniscapableofrespondingtothechangingneedsandcircumstancesoftheWorldHeritageSite.Thisapproachreflects15yearsexperienceofmanagingtheSiteandithasbeendevelopedfollowingconsultationwiththelocalcommunitiesandrelevantorganisations.Itaimstogive

2 Introduction-The Edinburgh Context



confidenceaboutthemanagementoftheWorldHeritageSitetothesecommunities,whilebuildingonEdinburgh’spositionasaleadingmodelinthemanagementoftheSite.

The Partners

The City of Edinburgh Council

1.7 TheCityofEdinburghCouncilisresponsibleforprovidingpoliticalleadershipandgovernanceforacomprehensiverangeofservicesacrossthecity.

1.8 TheDevelopmentPlan,consistingoftheEdinburghandLothiansStructurePlan;theEdinburghCityLocalPlanandtheRuralWestEdinburghLocalPlan,establishesthelongtermvisionforlanduseinthecity.Itincludesgeneralpoliciesfocusedonthecity-widebuiltheritageaswellasspecificguidanceregardingtheWorldHeritageSite.

1.9 TheCityofEdinburghCouncilisalsoresponsiblefortheprovisionofarangeofpublicservicesthataffectday-to-daylifewithintheWorldHeritageSite.Forthisreason,aWorldHeritageSiteOfficerworkswithintheCityofEdinburghCouncil’sstructuretobringafocustoWorldHeritageissues.

Historic Scotland

1.10 TheDepartmentforCulture,MediaandSportactsastheStatePartyfortheUKandisresponsiblefortheUK’sgeneralcompliancewiththeUNESCOWorldHeritageConvention.ScottishMinistersareresponsibleforensuringthepropermanagementofScottishWorldHeritageSites,andidentifyingandproposingnewsitesfornominationbytheDepartmentforCulture,MediaandSport.

1.11 HistoricScotlandisanexecutiveagencyoftheScottishGovernmentandischargedwithsafeguardingthenation’shistoricenvironmentandpromotingitsunderstandingandenjoymentonbehalfofScottishMinisters.



1.12 HistoricScotlandhasastrategicinterestinthemanagementofallWorldHeritageSitesinScotland.ItisresponsibleforensuringthatthepoliciesestablishedbyScottishMinisterscomplywiththeWorldHeritageConvention.IntheOldandNewTownsofEdinburgh,HistoricScotlandmanagesconservationandmaintainanceatEdinburghCastleandthePalaceofHolyroodHouse.In2010-11,HistoricScotlandwelcomed1.3millionvisitorstoEdinburghCastle-thehighestnumberofvisitorstoanypaidattractioninScotland.HistoricScotlandalsoofferstechnicalexpertise,supportandsignificantfundingtothehistoricenvironmentthroughoutScotlandviaitsin-houseexpertsandvariousgrantschemes,directlyemploysthehighestnumberoftraditionalcraftsstaffinScotlandandactivelyfostersapprenticedevelopment.

Edinburgh World Heritage

1.13 EdinburghWorldHeritageisanindependentcharityformallychargedbytheCityofEdinburghCouncilandHistoricScotlandwithfacilitatingtheworkoftheWorldHeritageSteeringGroupandoverseeingtheimplementationoftheManagementPlan.Ithasasmall,outwardlookingandprofessionalteamwithcloselinkstothedifferentcommunitieswithintheSite,andtheexpertisetoraisefundsandmanageadiverserangeofprojects.

1.14 TheorganisationissupportedbytheCityofEdinburghCouncilandHistoricScotlandtodeliverthreecoreactivitiescoveredbyEdinburghWorldHeritage’sbusinessplanwhichoverlapswiththeActionPlan:

• Education,interpretationandpromotionoftheWorldHeritageSite.

• InfluencingdecisionmakingacrossthecityandtheWorldHeritageSite.

• ConservationandrepairofbuildingsandmonumentsintheWorldHeritageSitethroughtheConservationFundingProgramme.




The First Management Plan

1.15 ThefirstManagementPlanfortheWorldHeritageSitewaspublishedinJuly2005.Itprovidedaverysolidinformationbasearoundwhichtobuildasharedunderstandingoftheoutstandinguniversalvalueandthepartnershipsbetweenagencies,thecommunities,institutionsandbusiness.ItsetanagendaforactionandoutlinedarangeofchallengesandopportunitiesfortheWorldHeritageSiteinthecontextofitsoutstandinguniversalvalue.Itremainsarelevantbackgrounddocument.

1.16 ThisManagementPlanbuildsonthefirstPlan.InChapterFour,itgivesapracticalandusefuldescriptionoftheSitethroughtheexaminationoftheoutstandinguniversalvalue.Thecoreofthedocumentfocusesontheissuesthataffecttheoutstandinguniversalvalueandtheobjectivesthatarisefromthis.ItwillhelprealisetheVisionfortheSite.

Progress since the First Management Plan

1.17 Thepolitical,social,economicandenvironmentalcontexthaschangedsincethekeypartnersproducedthefirstManagementPlan.Emergingissues,suchastheeconomicdownturnandtheneedtoaccommodatetheclimatechangeagenda,haveadirectimpactonthemanagementoftheWorldHeritageSiteand,therefore,oncurrentpolicies.

1.18 MuchhasbeenachievedtowardsmeetingtheaimsofthefirstManagementPlanintermsofconservingandenhancingtheoutstandinguniversalvalueoftheWorldHeritageSite.TheActionPlanhasbeencompletedandinplacesexceeded.ThereisalsoanincreasingintegrationoftheWorldHeritageSiteinthepartners’operations.

1.19 OneoftheprincipaldevelopmentsinthecourseofthefirstManagementPlanwasthecreationofarobustLocalPlanpolicy.ThefulltextofthepolicyisinAnnexA.



1.20 TheModernisingPlanningagendahasresultedinanumberofchangestotheScottishplanningsystem.Theseincludedifferentpre-applicationanddeterminationproceduresfornationalormajordevelopmentswhichinvolveagreaterlevelofconsultationandscrutiny.ItisintendedtoincorporatethisapproachintoallaspectsofthemanagementoftheWorldHeritageSite.

1.21 TheCityofEdinburghCouncilhasledonmajorpublicrealmprojects,forexampleinStAndrewSquare.EdinburghWorldHeritagehasinvestedover£6monbehalfofbothHistoricScotlandandtheCityofEdinburghCouncilintheconservation,repairandrestorationofbuildingsandmonumentsacrosstheWorldHeritageSite.Thishasbroughtin,onaverage,£4ofprivateinvestmentforevery£1ofpublicfunds.

1.22 ThepartnershaveshownthattheyareresponsivetoissuesthathavedevelopedthroughthefiveyearperiodofthefirstManagementPlan.Thishasincludedmodifyingtheapproachtoaddressingemergingrisks,suchasclimatechange,andrefocusingtheprioritiesoftheConservationFundingProgramme.

1.23 Mostimportantly,however,isthatthevalueassociatedwiththeWorldHeritageSitestatusisincreasinglyseenasimportantinconsideringtherangeofissuesaffectingthecitycentre.Thisvalueprovidesafocusandframeworkfortheinitiativesofarangeofinstitutions,organisationsandindividuals.ItisthisawarenessthattheManagementPlanseekstocapitaliseon.

The 2008 UNESCO Mission to Edinburgh

1.24 AnimportantaspectinthedevelopmentoftheManagementPlanistherecommendationsoftheNovember2008jointUNESCO/ICOMOSreactivemonitoringmissiontoEdinburgh.TheserecommendationsareincludedinfullatAnnexB.




Therecommendationscoveredissuessuchasstakeholderengagement,handlingdevelopmentpressure,theskylinestudyandbufferzones,allofwhichwereconsideredduringthedevelopmentofthePlanandhavebeenaddressedinChapter5.

Structure of the Second Management Plan

1.25 ThisManagementPlanisstructuredto:

• Facilitateengagementbythecommunitiesliving,workingandenjoyingtheWorldHeritageSitethroughthemanagementoftheSite

• Providedirectiontotheactionsofpartners,whichwillbedefinedinmoredetailintheActionPlan

• Setthebroadpolicyframeworktosustainandmonitorfortheoutstandinguniversalvalue

• ShowhowtheambitionsfortheWorldHeritageSiteistobeimplementedthroughasetofobjectives

• Understandtheissuesthataffecttheoutstandinguniversalvalue

• DefinetheWorldHeritageSiteandtheelementsoftheoutstandinguniversalvalue


8 Introduction-The Edinburgh Context Context-A World Heritage Site within a Living City 9



Context-A World Heritage Site within a Living City 9

2:Context- A World Heritage Site within a Living City

The Living City

2.1 TheWorldHeritageSiteincludesalargepartofthecitycentrewithallthefunctionsofathrivingcapitalcity.Itishometoarangeofgovernment,commercial,educational,legalandresidentialuses;andisthevenueforinternationalfestivals.TheManagementPlanaimstosupportthebreadthofthiscommunityofinterestintheSite,includingtheresidents,andstrengthentheirsupportfortheSite.Everyresident,ownerandinstitutionmanagesanaspectoftheSite,highlightingtherelationshipbetweenpeople,theiractivitiesandtheSite’sfabric.

Engaging with Communities

2.2 HelpingthepeopleoftheWorldHeritageSiteengagewithitshistoryandheritage,andwiththedecisionmakingprocessesthatshapethecitycentre,isessentialtoensurethattheSiteremainsvibrantandbalanced.ThereareanumberofopportunitiesforengagementwithintheSite’smanagementstructureandthepartnerswanttoencouragethisforofallthecommunitieswithintheWorldHeritageSitetoensurethatthereisafullappreciationofitsimportance.

2.3 Anumberoforganisations,fromstreetassociationstotheChamberofCommerce,alreadyengagewiththeWorldHeritageSiteandparticipateinitsdevelopment.ItisimportanttoensurethatthereisaclearunderstandingoftheoutstandinguniversalvaluewhenconsideringthefutureoftheSite.Thiswillbeencouragedaspartofabroadandopendialogue.

2.4 PartofbeingdesignatedasaWorldHeritageSiteistherecognitionthatitisimportanttocommunitiesbeyondEdinburgh,ScotlandandtheUK.ThisbringswithitaninterestfromoutsidetheUKinhowwecarefortheSite.Thisresultsinagreaterdegreeofscrutinyandafurtherobligationtoprotectwhatisimportant.ItalsoprovidesopportunitiesforEdinburghtomakeinternationalconnectionsandattractadditional

Community engagement


10 Context-A World Heritage Site within a Living City Context-A World Heritage Site within a Living City 11

visitorsandrecognition.ItisplannedtobuildonexistinglinkstoensurethatEdinburghcontinuestobenefitfromWorldHeritageSitestatus.

The World Heritage Site and the Economy of the City

2.5 TheWorldHeritageSiteisinextricablylinkedtothesuccessofthecityasawhole.EdinburghisthepoliticalandeconomicheartofScotlandandthesecondlargesttouristdestinationintheUK,worthsome£2bnayeartothecity.

2.6 ThecityisconsistentlyratedasoneofthebestplacestoliveinBritainandEuropeintermsofqualityoflife.

2.7 Thevaluesforwhichthesitewasinscribedcreateabeautifulandculturallyvibrantcitycentreinwhichbusinessesandindividualswanttobebased.Inturn,theeconomicsuccessofthecityensuresthatbusinessesandindividualsarebetterresourcedtomaintaintheirbuildings.

2.8 Confidenceinthecityhasdevelopedandbeensupportedbylongterminvestmentinitshistoricfabric,bothintermsofhighqualityrepair-supportedbybothpublicandprivatesectors-andintermsofqualitynewbuilding.TheseactivitiesinturncreatethedemandforfurtherservicesandsupportotherbusinessesinandaroundtheWorldHeritageSite.WhatisgoodfortheoutstandinguniversalvalueoftheWorldHeritageSiteisgoodfortheeconomiclifeofthecity:itembracesthepastwhileenhancingthefuture.

Supporting Involvement with World Heritage

2.9 ToensureengagementwiththeWorldHeritageSiteatalllevels,thisManagementPlanrecommendsaprocessthatsupportsflexiblepartnershipworkingamongstthevariouscommunities,agencies,organisationsandindividuals.

10 Context-A World Heritage Site within a Living City


Context-A World Heritage Site within a Living City 11

2.10 Thecommunicationandlearningprocessfortheinterpretationoftheoutstandinguniversalvalueiscriticaltothisengagement,whichinturniscriticaltosustainingtheauthenticityandintegrityoftheSite.ThereareanumberofwaysinwhichtheManagementPlansupportsgreaterinvolvementwithWorldHeritagestatus(thesearediscussedingreaterdepthinChapter5).Theyinclude:

• RaisingawarenessofWorldHeritage.

• Interpretingtheoutstandinguniversalvalue.

• UsingWorldHeritageforlearning.

• EncouragingresearchintotheWorldHeritageSite.

2.11 ThePlan’sambitionfortheWorldHeritageSiteistocapturetheenergyandenthusiasmoftheSite’scommunitiesforthebenefitoftheculture,heritageandlifeoftheSite.

Festival, High StreetFestival, High Street


12 Context-A World Heritage Site within a Living City ABriefDescriptionoftheSiteand the Statement of Outstanding Universal Value 13Kay’s Plan of Edinburgh 1836

12 Context-A World Heritage Site within a Living City


ABriefDescriptionoftheSiteand the Statement of Outstanding Universal Value 13

3:ABriefDescriptionoftheSite and the Statement of Outstanding Universal Value

3.1 TheOldandNewTownsofEdinburghWorldHeritageSiteislocatedattheheartofScotland’scapitalcity,coveringsomefoursquaremilesoftheurbanarea.ItincludescertainareaswhereWorldHeritagestatusmightbeusedtoinspirecarefulredevelopment(suchastheStJamesCentre),andexcludesotherareasthatactasnaturalbuffers(suchasHolyroodParkandtheMeadows).ThereisnoformalbufferzonearoundtheSite–ratherthereisarangeofpoliciescoveringthesettingofthesitetoprotectitsoutstandinguniversalvalue(thisisdiscussedinmoredetailinChapter5).

Introduction to the Statement of Outstanding Universal Value

3.2 TheWorldHeritageCommitteerequiresthataStatementofOutstandingUniversalValueisdevelopedforeveryWorldHeritageSite.ThisshoulddefinetheelementswithinaSitewhichmakeitimportantandwhichmustbeprotectedinordertomaintainitssignificance.TheUNESCOWorldHeritageCommitteeandtheadvisorybodiesusethisdocumenttoassessanypotentialthreatstoaWorldHeritageSite

3.3 Therearestrictguidelinesgoverningthedevelopmentofthesestatements:theycanonlyincludethejustificationforoutstandinguniversalvaluethatwasacceptedbytheWorldHeritageCommittee,andforwhichthesitewasoriginallyinscribed.ThisStatementofOutstandingUniversalValuewas,therefore,developedusingthenominationdocument,theevaluationbyICOMOSandthecommitteedecisiontoinscribeEdinburghasaWorldHeritageSitein1995.

3.4 TheStatementofOutstandingUniversalValuehasbeendevelopedbythepartnersfollowingadvicefromICOMOS-UK.ThefollowingbriefsynthesisisthetextagreedbytheWorldHeritageCommitteein2008.TheEdinburghStatementwassubmittedtotheWorldHeritageCentreinFebruary2011.ItwillbereviewedbyICOMOSInternationalwhomayrecommendalterations.Itwillonlybefinalisedonceithas

The World Heritage Emblem


14 ABriefDescriptionoftheSiteand the Statement of Outstanding Universal Value ABriefDescriptionoftheSiteand the Statement of Outstanding Universal Value 15

beenagreedbytheWorldHeritageCommitteeattheirmeetinginthesummerof2012.

The Statement of Outstanding Universal Value

3.5 Theremarkablejuxtapositionoftwoclearlyarticulatedurbanplanningphenomena.ThecontrastbetweentheorganicmedievalOldTownandtheplannedGeorgianNewTownprovidesaclarityofurbanstructureunrivalledinEurope.Thejuxtapositionofthesetwodistinctivetownscapes,eachofexceptionalhistoricandarchitecturalinterest,whicharelinkedacrossthelandscapedivide,the“greatarena”ofSirWalterScott’sWaverleyValley,bytheurbanviaduct,NorthBridge,andbytheMound,createstheoutstandingurbanlandscape.

3.6 TheOldTownstretchesalongahighridgefromtheCastleonitsdramaticallysituatedrockdowntothePalaceofHolyrood.ItsformreflectstheburgageplotsoftheCanongate,foundedasan“abbatialburgh”dependentontheAbbeyofHolyrood,andthenationaltraditionofbuildingtallonthenarrow“tofts”orplotsseparatedbylanesor“closes”whichcreatedsomeoftheworld’stallestbuildingsoftheirage,thedramatic,robust,anddistinctivetenementbuildings.Itcontainsmany16thand17thcenturymerchants’andnobles’housessuchastheearly17thcenturyrestoredmansionhouseofGladstone’sLandwhichrisestosixstoreys,andimportantearlypublicbuildingssuchastheCanongateTolboothandStGiles’Cathedral.

3.7 TheOldTownischaracterisedbythesurvivalofthelittle-alteredmedieval“fishbone”streetpatternofnarrowcloses,wynds,andcourtsleadingoffthespineformedbytheHighStreet,thebroadest,longeststreetintheOldTown,withasenseofenclosedspacederivedfromitswidth,theheightofthebuildingsliningit,andthesmallscaleofanybreaksbetweenthem.

Gladstone’s Land, Lawnmarket

14 ABriefDescriptionoftheSiteand the Statement of Outstanding Universal Value



3.8 TheNewTown,constructedbetween1767and1890asacollectionofsevennewtownsontheglacialplaintothenorthoftheOldTown,isframedandarticulatedbyanuncommonlyhighconcentrationofplannedensemblesofashlar-faced,world-class,neo-classicalbuildings,associatedwithrenownedarchitects,includingJohnandRobertAdam,SirWilliamChambers,andWilliamPlayfair.Containedandintegratedwiththetownscapearegardens,designedtotakefulladvantageofthetopography,whileforminganextensivesystemofprivateandpublicopenspaces.TheNewTownisintegratedwithlargegreenspaces.Itcoversaverylargearea,isconsistenttoanunrivalleddegree,andsurvivesvirtuallyintact.

3.9 Someofthefinestpublicandcommercialmonumentsoftheneo-classicalrevivalinEuropesurviveinthecity,reflectingitscontinuingstatusasthecapitalofScotlandsince1437,andamajorcentreofthoughtandlearninginthe18thcenturyAgeofEnlightenment,withitscloseculturalandpoliticallinkswithmainlandEurope.

3.10 ThesuccessiveplannedextensionsfromthefirstNewTown,andthehighqualityofthearchitecture,setstandardsforScotlandandbeyond,andexertedamajorinfluenceonthedevelopmentofurbanarchitectureandtownplanningthroughoutEurope.

Gordon of Rothiemay Plan of Edinburgh, c.1647



3.11 ThedramatictopographyoftheOldTowncombinedwiththeplannedalignmentsofkeybuildingsinboththeOldandtheNewTown,resultsinspectacularviewsandpanoramasandaniconicskyline.

3.12 TherenewalandrevivaloftheOldTowninthelate19thcentury,andtheadaptationofthedistinctiveBaronialstyleofbuildingforuseinanurbanenvironment,influencedthedevelopmentofconservationpoliciesforurbanenvironments.

3.13 Edinburghretainsmostofitssignificantbuildingsandspacesinbetterconditionthanmostotherhistoriccitiesofcomparablevalue.

Criteria for designation

3.14 Criterion(ii)-Haveexertedgreatinfluence,overaspanoftimeorwithinaculturalareaoftheworld,ondevelopmentsinarchitecture,monumentalarts,ortownplanningandlandscapedesign.

3.15 ThesuccessiveplannedextensionsoftheNewTown,andthehighqualityofitsarchitecture,setstandardsforScotlandandbeyond,andexertedamajorinfluenceonthedevelopmentofurbanarchitectureandtownplanningthroughoutEurope,inthe18thand19thcenturies.

3.16 Criterion(iv)-Beanoutstandingexampleofatypeofbuildingorarchitecturalensembleorlandscapewhichillustrates(a)significantstage(s)inhumanhistory.

3.17 TheOldandNewTownstogetherformadramaticreflectionofsignificantchangesinEuropeanurbanplanning,fromtheinwardlooking,defensivewalledmedievalcityofroyalpalaces,abbeysandorganicallydevelopedburgageplotsintheOldTown,throughtheexpansiveformalEnlightenmentplanningofthe18thand19thcenturiesintheNewTown,tothe19thcenturyrediscoveryandrevivaloftheOldTownwithits




adaptationofadistinctiveBaronialstyleofarchitectureinanurbansetting.

Integrity

3.18 Thepropertyencompassessignificanttownplanningcomponents,includinglayout,buildings,openspacesandviews,thatdemonstratethedistinctivenessbetweentheorganicgrowthoftheOldTownandtheplannedterracesandsquaresoftheNewTownwiththewidelandscapedvalleybetween.Overall,thepropertyformsaremarkablyconsistentandcoherententitywhichhasdevelopedandadaptedovertime,whilstpreservingthekeyattributesofoutstandinguniversalvaluewithinthesite.ThevulnerabilityoftheskylineandtheviewsinandoutofthepropertyhavebeenaddressedbytheintroductionofaSkylinepolicy.

Authenticity

3.19 ThelevelofauthenticityinEdinburghisexcellent.Buildingsofalldateshavebeenconservedtoahighstandardandthelayoutofstreetsandsquaresmaintaintheirintactness.TheSitealsocontinuestoretainitshistoricroleastheadministrativeandculturalcapitalofScotland,whileremainingavibranteconomiccentre.

Protection and Management

3.20 WorldHeritageSitesinScotlandareprotectedbythefollowinglegislation.The Town and Country Planning (Scotland) Act 1997andThePlanningetc(Scotland)Act2006provideaframeworkforlocalandregionalplanningpolicyandactastheprincipalprimarylegislationguidingplanninganddevelopmentinScotland. Additionally,individualbuildings,monumentsandareasofspecialarchaeological,architecturalorhistoricinterestaredesignatedandprotectedunder



ThePlanning(ListedBuildingandConservationAreas)(Scotland)Act1997andthe1979AncientMonumentsandArchaeologicalAreasAct.TheOldTown,NewTown,DeanVillageandWestEndConservationAreasprovideadequateprotectionbycoveringthemajorityoftheWorldHeritageSite,whilstaround75%ofbuildingswithinthesitearecategoryA,BorClistedbuildings.

Listed Buildings in the World Heritage Site




3.21 TheScottishHistoricEnvironmentPolicy(SHEP)istheprimarypolicyguidanceontheprotectionandmanagementofthehistoricenvironmentinScotland.ScottishPlanningPolicy(SPP)sitsalongsidetheSHEPandincludestheGovernment’snationalplanningpolicyonthehistoricenvironment.ItprovidesfortheprotectionofWorldHeritageSitesbyconsideringtheimpactofdevelopmentontheOutstandingUniversalValue,authenticityandintegrity.LocalpoliciesspecificallyprotectingthepropertyarecontainedwithintheEdinburghCityLocalPlan.ASkylinePolicyhasalsobeenadoptedbytheCityofEdinburghCouncilthatdefineskeyviewsacrossthecitywiththeaimofprovidingplanningcontrolthatwillsafeguardthem.Thiscontroloftallbuildingsthatmightimpactonthecitycentreprovidesappropriateprotectiontothesettingoftheproperty.Italsosafeguardsitsworld-renownedsilhouetteandviewsfromtheSiteoutwardstosuchcrucialtopographicfeaturesasArthur’sSeatandtheFirthofForth.

3.22 HistoricScotlandandtheCityofEdinburghCouncilworkcloselyonthemanagementoftheSite.EdinburghWorldHeritagewasestablishedin1999bytheCityofEdinburghCouncilandHistoricScotlandthroughamergerbetweentheEdinburghNewTownConservationCommitteeandtheEdinburghOldTownRenewalTrust.ItsroleincludescoordinatingthepromotionandmanagementoftheSiteandoverseeingtheimplementationoftheSite’sManagementPlan.


20 ABriefDescriptionoftheSiteand the Statement of Outstanding Universal Value InterpretationoftheKeyAttributesof the World Heritage Site’s Outstanding Universal Value 21



InterpretationoftheKeyAttributesof the World Heritage Site’s Outstanding Universal Value 21

4:InterpretationoftheKeyAttributes of the World Heritage Site’s Outstanding Universal Value

4.1 TheinformationinthischapterisdesignedtoexpandontheStatementofOutstandingUniversalValuefromtheprecedingchapter.ThetextdrawsoutanddevelopsthekeyattributesfromtheStatementandpresentsthisinformationinawaythatclearlydescribesthefundamentalaspectsofEdinburgh’soutstandinguniversalvalue.

4.2 ExpandingupontheStatementofOutstandingUniversalValueinthismannerisintendedtohelppromoteabetterunderstandingandappreciationoftheattributesthatcombinetoprovideEdinburghwithitsoutstandinguniversalvalue.Indoingso,itassistsallusersoftheSite,fromresidentstodevelopers,toclearlyunderstandthereasonswhyEdinburghisaWorldHeritageSite,andwhyitissoimportantthattheseaspectsoftheSitearesustained.

4.3 Ifanyoftheseattributesweretobethreatenedorlost,theessenceofEdinburgh’soutstandinguniversalvalueandthereasonforitsinscriptionasaWorldHeritageSitecouldbejeopardised.ToavoidthissituationaninterpretationoftheSitesattributes,alongwithanacknowledgementoftheneedtosustainthem,shouldbeusedasakeytoolinthemanagementandprotectionoftheSite.

4.4 Inordertoachievethis,thecorechaptersofthisdocument(3,4and5)identifythatwhichneedsprotectingintheSiteandrecognisesthethreatsandmanagementissuesthathavethepotentialtoimpactontheSite’soutstandinguniversalvalue.ThischapterisakeylinkinunderstandingthereasonsforEdinburgh’soutstandinguniversalvalueandinclarifyingtheattributesoftheSitethatneedtobesustainedthroughthemanagementofthevariousissuesandobjectivesthataredetailedinChapter5.

4.5 Thefollowinginformation,therefore,isastartingpointinincreasingawarenessandunderstandingoftheSite’skeyattributesandwillhelptodevelopfurtherworkandguidanceonthisissue.Thisfutureworkwillbetakenforwardandbuilt


22 InterpretationoftheKeyAttributesof the World Heritage Site’s Outstanding Universal Value InterpretationoftheKeyAttributesof the World Heritage Site’s Outstanding Universal Value 23

uponintheActionPlanwhichwillaccompanythisdocument.Itwillalsohelpinformandguidedecision-makinginrelationtotheWorldHeritageSite,whetherbythepartnersorbythoseseekingchangeintheSite,whilealsoprovidingabaseforinterpretationandfurtherresearch.

4.6 TheRemarkableJuxtapositionoftheOldandNewTowns

• TherelationshipofthemedievalOldTownandtheplannedGeorgianNewTownprovidesacontrastofdistinctiveurbanformswhichisunrivalledinEurope.Thisrelationshipcreatesanhistoricenvironmentofexceptionalinterestwithunrivalledurbanandlandscapequalitiesthatsuccessfullyincorporatesallthefunctionsofathrivingcapitalcity.

• Thetopographyofthesitecreatesadramaticandimmediaterelationshipbetweenthetwotowns.TheOldTownstandsonaprominentridge,dominatedatitshighestendbyEdinburghCastle.TheNewTownoccupiesalowerlyingridgetothenorth.Thistopographicalarrangementcreatesadramaticandimmediaterelationshipbetweenthetwotowns.Thisisimmediatelyevident,particularlytovisitorsarrivingatWaverleyStation,inthelandscapedWaverleyValley,describedbynovelistSirWalterScottasa‘greatarena’separatingthetwo.

• Inspiteofitscarefulplanning,basedonthehistoricburgageplots,thedenselypackedstreetsandclosesoftheOldTown,coupledwiththetopography,giveanappearanceofbuildingsgrowingoutofbuildingsinanapparentlyrandom,organicway,especiallywhenseenfromadistance.Incontrast,therationalstreetlayoutoftheNewTownleadstoanoverallappearanceoforderanddecorumintheurbanform.

22 InterpretationoftheKeyAttributesof the World Heritage Site’s Outstanding Universal Value



4.7 TheOldTown

• TheOldTownhasprehistoricorigins.EarlyinhabitantsexploitedthedefensivecapabilitiesofaglaciatedvolcanicplugwhichbecamethesiteoftheCastle.SubsequentdevelopmenttookplacealongapathrunninguptheridgethatgaveeasiestaccesstotheCastlesite,andintheshelteredvalleytothesouth,whichisnowtheGrassmarket.AtthebaseoftheridgeHolyRoodabbey,wasfoundedin1128.ThedirectroutebetweenCastleandAbbey,theprimarythoroughfareandmarketplaceofthemedievaltown,becameknownastheRoyalMile.ThecontrastindensitybetweentheoriginalwalledcityandtheCanongateisaresultofthehistoricalseparation.

The Old Town from Princes Street



• TheOldTown’sstreetlayoutisbasedaroundtheRoyalMileandtheintricatenetworkofclosesthatdevelopedrunningoffitatrightanglesdownthesidesoftheridge.Thisplan-formhasoftenbeencomparedtothebonesofafish.ThemedievalownershippatternisstillevidentintheLawnmarket,theHighStreetandWestBow.TheoriginalmedievalstreetpatternwasoverlaidwithlateGeorgianandVictorianviaductsand‘improvement’streets,designedtoimprovelinkstotherestofthecity.

• ThestreetsintheOldTownhaveahardurbanformwithcontinuousfrontagesofbuildingsofconsistentandharmoniousheight.Behindthestreetsarebackareasofamorefragmentedandintimatecharacterwithbuildingsthattendtobelowerandlessuniform.Enclosedgardens,characterisedbytheirindividuality,providevaluableareasofopenspace.Itisanenvironmentofenclosedstreetsanddramaticchangesinlevelwhichreflectsthemultiplelayersofbuiltheritageandrespondstothedramaofthetopographyandsetting.

• TheOldTownhascontinuedtoevolvethroughaprocessofgrowthandrenewalthathascontinueduntiltoday.Thisprocess,althoughguidedbycontemporarytastes,hasalsorespectedandreinforcedthedistinctivecharacterofthearea.

Enclosed Garden




4.8 TheNewTown

• TheNewTownwasbuilttoaunifiedconcept.Developedinplannedphasesonopensitesbetween1770and1870.ItembodiesEnlightenmentidealsoftownplanningandarchitecturaldesign,reflectingprevailingidealsofformalorderandsocialhierarchy.

• ThestreetlayoutisbasedonaregularrectilinearformwithgeometricorsymmetricalvariationsinterspersedwithformalprivategardensinthelaterNewTowns.Streetsarelaidoutinahierarchicalmanneraroundacentralaxis.Betweenthemainstreetsaresecondarystreetsandmewslanesprovidingaccesstothebacksofproperties.Historically,theseprovidedaccommodationforartisansandotherworkers.

Charlotte Square



• TheNewTownwasbuiltascontinuousterraceswithregularashlarfacedfacades.Theconsistentpaletteofmaterialsincludesdressedashlarsandstoneandslateroofs.Fromthe1790sdevelopmentofCharlotteSquareonwards,palacefrontedsymmetricaldesignsbecamepredominantonmajorstreetsandsquares.Therelationshipofstonebuildings,pavementsandsettedstreetsprovideadisciplinedunityandcohesion.

• InresponsetoanunusuallyshapedsiteandtherigidregularityoftheearlierNewTowns,theMorayEstateabandonedarectilinearstreetlayoutinfavourofthreegeometricshapedspaceslinkedbyaxialconnectingstreets.Eachoftheformalmainspacescontainsprivategardensattheircentres.

• TheCaltonHilldevelopmentexploitsthetopographyofitssiteandconsistsoftwolongoutwardfacingterraceslinkedatanacuteangle.Itisbuiltalonganaturalcontourline,maximisinglongviewsandthepicturesquequalitiesofthesite.

• AttheedgesoftheNewTowntraditionalsettlements,suchasDeanVillagereflectthepatternofdevelopmentbeforethelayoutoftheNewTown.

• TheNewTownhasaseriesof18thand19thcenturygardensthataretheresultofitsneo-classicaltownplanning.TheyrangeinsizefromWestPrincesStreetGardensandRegentGardenstothesmallersquaresandstripsofRothesayTerrace.CollectivelyknownastheNewTownGardens,theyaregenerallyplacedinvisible,centrallocationsintheNewTownplans,tocreateanimpressionofrus in urbe.Theymakeanimportantpicturesquecontributiontothecharacteroftheareaandcontrastwiththecontrolledarchitectureofthesurroundingbuildings.

Princes Street Gardens




4.9 ArchitecturalQuality

• TheOldTownbuildingsdemonstratethedevelopmentofthebuildingstockoveraperiodoftime,withagraduallydevelopingvocabularyofstonebuiltpropertieswithsteeplyslopingslatedroofsandstonechimneystacks.Windowopeningsaregenerallymodestinscaleandverticalinproportion.

• ThepredominantbuildingtypeintheOldTownremainsthetenement,aformconsistentlydeployedfromthe1690stothe1950sincommonwithotherEuropeancities.Stonebuiltwithsteepslatedroofs,thesebuildingsareoftenamongthetallestoftheirage,dependingonlocation.

• GeorgiancivicprojectsintheOldTownarepredominantlyClassical.Thiscreatesinterestingjuxtapositions,suchastheearly19thcenturyHighCourtscomplex,whichwrapsitsclassicalelevationsaroundpublicspaceonthesouthernsideoftheGothicHighKirkofStGiles,althoughacommonalityofmaterialsremains.

• Inthelater19thcenturyarevivalininterestintheOldTowncoincidedwiththeflourishingoftheScottishBaronialarchitecturalstyle.Thisintroducedawealthofarchitecturaldetail,muchofitderivedfromnon-urbanbuildingtypes,whichenrichesandenhancestheOldTownskyline.

The Scottish Palriament

Baronial buildingsBaronial buildings



• TheNewTownplansestablishmajoraxeswhichareaddressedbyformalsetpiecearchitecture,oftendesignedbytheleadingarchitectsoftheday.TheNorthBridgevistaisclosedbyRobertAdam’sRegisterHouse.LookingeastalongGeorgeStreet,theviewisclosedbyWilliamChambers’DundasHouse.MelvilleStreetalignswithGeorgeGilbertScott’sStMary’sEpiscopalCathedral.

• TheoverwhelmingmajorityofNewTownbuildingsdatefromtheperiod1770-1870.Theirformwasrigidlycontrolledbyaseriesoffeudalconditions.Maindoorsapproachedacrossstoneentranceplattsbridgingthebasementareaandoftenmarkedbyentrancelampsarecharacteristic,asistheregularityofscale.

• TheextensivecollectionofstatuesandmonumentsintheWorldHeritageSitemakeasignificantcontributiontotherichnessanddiversityofthetownscape.Theyprovideafocusandpunctuationpointsformanyviews.CaltonHill,withitscollectionofnationallyimportantmonuments,istheclassicalalternativetothegothiccitadelofthecastle.

• MorerecentbuildingsthroughouttheSitereflectavarietyofdifferentapproachestodevelopmentinhistoricareas,whilerespectingtheircontextandwidersetting.

4.10 Topography,PlannedAlignmentsandSkyline

• TheOldandNewTownsbothexploitthetopographyoftheirsiteandthevalueofviewsbothwithinandoutfromittomaximumeffect.Thehistoricplanformsalliedtothedramatictopographyresultsinimportantterminatedandlongvistasandlandmarkfeatures.

• InboththeOldandNewTown,housesarelaidoutincontinuousrowsalongmainstreetfrontages,withfewgaps,creatingaclearrhythmandscale.IntheOldTownthey

View to Register House

David Hume




formacontinuousbuildinglinedirectlyabuttingthefootway,whileintheNewTownthebuildingsaregenerallyseparatedfromthesandstonefootpathbyasunkenareaprotectedbyironrailingsandfrontingthebasementstorey.

• SuccessiveNewTowndevelopmentsadoptedthebasicprinciplesofagridlayout.Thislayout,definedbyperimeterblockswithhousesbetweenendblocksconsistingofapartments,wasdesignedwithaconcernbothforbuildingsandthepublicrealmandtherelationshipbetweenbuiltform,streetsandopenspaces.Theblocksthemselvesarerectangularintheearlierschemes,becomingcurvedandroundedtomeetthegridrequirementsoflaterschemes.

• TheNewTownischaracterisedbyitsdisciplinedfacadeswithpalacefrontsinlocalsandstone.Theycreatearegularpatternofstatelystreets,squaresandcrescents,interspersedbyformalgardens,andcontainingaseriesofmajorclassicalbuildingsbyarchitectsofthestatureofRobertAdam.

• ThedistinctiveandcohesivehistoricskylineisdominatedbyTheCastle,thespiresoftheOldTownandArthur’sSeat.StandingjustoutsidetheSite,Arthur’sSeatislocatedinthe650acreHolyroodRoyalPark.ItisaScheduledMonument,SiteofScientificInterestandismanagedbyHistoricScotland.

• ThetopographycreatesavarietyofimportantwildlifehabitatswithintheSite,enhancingbothitssettingandbiodiversity.Someareasaredesignatedfortheirnaturalheritagevalue-forexampleCaltonHillandthedramaticvalleyoftheWaterofLeith.AllgreenspaceswithintheSitehaveavalueforbiodiversity,includingformalandprivategardens,cemeteriesandareassuchastheCastleRock.

Water of Leith



4.11 InfluenceonUrbanPlanning

• Themedieval‘fishbone’streetpatternofHighStreetandclosesrunningoffitisoftendescribedasthefinestsurvivingexample,displayingaclarityofstructureunrivalledinEurope.

• SuccessiveinterventionsintheOldTown,particularlythosecarriedoutbyEdinburghbasedSirPatrickGeddesareanexemplarofearlyurbanconservation.

• JamesCraig’splanfortheFirstNewTownwasdesignedwithastrongspatialandsocialhierarchy.ItsorderedgeometrywasamanifestationoftheScottishEnlightenmentwhichwascharacterisedbyempiricismandpracticalityinwhichthemainvirtueswereheldtobe

James Craig’s Plan for First New Town




improvementforthebenefitbothoftheindividualandsocietyasawhole,basedonthebeliefthatmancouldchangesocietyforthebetterguidedonlybyreason.Itwasambitious,notonlyinitsimplementation,butalsoinitsaimsandhopesforthefutureofEdinburghandScotlandinrelationtotherestoftheUKandEurope.

• TheNewTownrepresentedacompletebreakwiththeurbanformoftheoldcity,andconstitutesthemostextensivesurvivingexampleofneo-classicaltownplanningintheworld.

4.12 CultureandActivities

• EdinburghisScotland’sancientcapital,andtheWorldHeritageSitecontainsmanyusesandstructuresthatreflectthispastincludingsignificantcivicandnationalinstitutionssuchasthenewScottishParliament,theCityChambers,theHighCourt,theSheriffCourt,theNationalLibraryofScotlandandtheScottishNationalWarMemorial.

• ThecomplexreligioushistoryofScotlandhasendowedtheSitewithadiverserangeofreligiousbuildings,oftenveryclosetooneanother.Manyreligiousgroupswerefoundedasaresultofschismsordisputes,andsubsequentlybuiltnewchurchbuildings.Asaresultoftheunificationofsomecongregationsanddecliningchurchattendancemanyarenolongerinchurchuse.

• Auniversitytownsincethe1580s,Edinburgh’sstatusasacityoflearningisinternational.AttheheartoftheScottishEnlightenment,thecitycametobetermed‘TheAthensoftheNorth’.

• Thelongandcontinuousoccupationhistoryofthesitehasleftanimmensearchaeologicalresource,bothstandingandburied.

St Giles High Church and Charles II Statue


32 InterpretationoftheKeyAttributesof the World Heritage Site’s Outstanding Universal Value Management-Themes, Issues and Objectives 33

• TheSitehasaresidentialpopulationofaround24,000.ThepresenceofaresidentpopulationoverthewholeSiteisanimportantfactorinitscharacterandisthemainfactorinitsvitality.

• TheSitealsoincludestheprimaryretailcentreofthecity,PrincesStreetanditsimmediateenvirons,andaconsiderablepartofitscommercialactivity.PrincesStreetandGeorgeStreetinparticularexhibitmanyfineexamplesoflateVictorianandearly20thcenturyarchitecturethatattesttothecommercialexpansionandnationalimportanceoftheseuses.

• OutsidetheshoppingareaoftheFirstNewTown,significantareasofsecondaryandspecialistshoppinghavedeveloped,inparticularinpartsoftheOldTown.CertainareasoftheWorldHeritageSitehavealsoattractedspecialistbusinesses,suchasfinancialservicesintheWestEnd.

• ThecityretainsitspredominantpositionwithintheScottishartsscene,acrossthefullspectrumofactivity,andplayshosteachyeartothehighlyregardedandworldrenownedEdinburghFestival.

• ThevisitorindustryisanimportanteconomiccomponentinthesiteandcontributestothesuccessofEdinburgh’sCityCentre.Thediversecommunities,andthemanyvisitorsandfestivalsenliventheSite.

Princes Street

Edinburgh Festival



Management-Themes, Issues and Objectives 33

5:Management-Themes, Issues and Objectives

5.1 TheVision

We share an aspiration for the World Heritage Site to sustain its outstanding universal value by safeguarding and enhancing the remarkable and beautiful historic environment. This supports a confident and thriving capital city centre, its communities, and its cultural and economic life.

5.2 ThischaptersetsouttheissuesaffectingthemanagementoftheWorldHeritageSiteandestablishesobjectivestoaddressthem.ThevisionandtheobjectivesarederivedfromthepublicconsultationonearlierdraftsoftheManagementPlan,includingstakeholderworkshops,exhibitionsandopenevenings,andtheknowledgeandexperienceofthepartnersinthemanagementoftheWorldHeritageSite.TheyalsotakeintoaccountthecommentsoftheUNESCOreactivemonitoringmissiontoEdinburghof2008(AnnexB).DetailsoftheconsultationprocessisincludedatAnnexC.

5.3 Theobjectiveswillbeachievedbytheactionsofarangeofstakeholdersandorganisations.ThesewillbecoordinatedthroughaseparateActionPlanwhichwillfollowfromthisManagementPlan.TheprocessforimplementingtheManagementPlanandactionsisoutlinedinmoredetailinChapter6.Theeffectivenessofthisandtheoutcomeswillbemonitoredoverthelifetimeoftheplantoensureitsustainstheoutstandinguniversalvalueofthesite.

5.4 Theissuesandobjectiveshavebeengroupedunderfourkeythemeswhich,duetothenatureoftheSite,areallinterrelated.IssuesaffectingoneaspectoftheWorldHeritageSitecanindirectlyimpactonothers.ThisisoneofthechallengesinthemanagementoftheSite.

5.5 Thefourkeythemesarefundamentaltotheprotectionoftheoutstandinguniversalvalue.Theyaredividedintosectionslookingatthemoredetailedissuesaffectingtheseelementsofoutstandinguniversalvalue.ThischaptershouldbereadwithreferencetoChapter4.


34 Management-Themes, Issues and Objectives Management-Themes, Issues and Objectives 35

Understanding of the World Heritage Site

Awareness of World Heritage

5.6 AwarenessoftheWorldHeritageSiteanditsoutstandinguniversalvaluevariesthroughthecityanditscommunities.Arecentstudy(1)hasshownthatthoselivinginorneartheWorldHeritageSite,andpeoplelivinginmoreaffluentareas,areveryawareofWorldHeritagestatus.Forexample,81%ofthoselivingwithintheWorldHeritageSiteand70%ofpeoplefromnon-deprivedareas.However,thoselivingfurthestfromthesiteandinmoredeprivedareasofthecityhadrelativelylowlevelsofawareness.Forexample,between5-7kmfromtheSitenooneknewofthestatus,andonly40-54%ofthoseindeprivedareas.TheoverallresidentialawarenessoftheWorldHeritageSitedesignationis63%,and36%areunaware.ThesefigurescorrelatewiththefindingsoftheScottishHouseholdSurvey.

5.7 Formanypeople,themostobviousplacetostarttounderstandthecity,andhencetheWorldHeritageSite,isintermsofitshistoricbuildings.However,thereareothersignificantaspectsthatplayanimportantroleindefiningtheoutstandinguniversalvalue.Theseinclude,forexample,itsarchaeology,naturalheritage,geology,andthecity’srichliteraryhistory,asrecognisedinitsdesignationasaUNESCOCityofLiterature.

5.8 Thereisanopportunitytoexplorethepotentialwhichthisdualdesignationcreatesforpromotionofthecityanditsinternationalstanding,aswellasforinterpretingOutstandingUniversalValue.

5.9 Atpresent,EdinburghWorldHeritagerunsaseriesofinterpretation,outreachandawarenessraisingprogrammes,whicharebuildingupabodyofaccessiblematerialforpeopleofallages.Itisalsohelpingothers,suchashotelsandbusinessesintheWorldHeritageSite,includeinterpretationwithintheirownmarketingmaterials,andprovidesabroad

(1) Sarah Malone – Residents’ attitudes and perceptions of the World Heritage Site status of the Old and New Towns of Edinburgh; Masters in Heritage Management; International Centre for Cultural and Heritage Studies.

The Sir Walter Scott Monument

34 Management-Themes, Issues and Objectives



Objective:

• To increase awareness of World Heritage Sites through interpretation, guidance and promotional activities.

interpretiveframeworkforothers.However,thereremainsagreatdealofworktobedone,bothatapracticallevelininfluencingexistingandemerginginitiativestouseWorldHeritagestatus,and,ataconceptuallevel,tohelppeopleunderstandoutstandinguniversalvalue.

World Heritage Business Toolkit

The Toolkit was published in January 2011 by the Edinburgh Tourist Action Group and Scottish Enterprise, with the support of Edinburgh World Heritage. The aim is to provide businesses with an insight into how they can use the World Heritage Site as a promotional tool for visitors.

The guide explains the concept of World Heritage and the qualities that led to the Site’s inscription. It also covers visitor profiles and the importance of the city’s built heritage in attracting tourists and shaping their experience whilst in the city. The Edinburgh Visitor Survey found that 82% of visitors considered the city’s architecture the most impressive feature, and a favourite activity for 95% was simply walking around the city. A poll in 2011 of 34,650 TripAdvisor members also rated Edinburgh as the UK World Heritage Site travellers most recommend.

Throughout the guide are practical hints and tips on how to use World Heritage status for promotional purposes and suggestions on further information and contacts. Perhaps the most important message is that Edinburgh’s tourist offer is not just about attractions. The sheer scale and exceptional quality of the World Heritage Site means that the journey is just as important as the attraction at the end.



Interpreting Outstanding Universal Value

5.10 AclearunderstandingofoutstandinguniversalvalueiscriticaltoensuringactivitiesinandaroundtheWorldHeritageSitearetoitsbenefitbyencouraginginformeddecisionmakingatalllevels.

5.11 OneofthechallengeswhichtheManagementPlanaddressesisthetranslationoftheStatementofOutstandingUniversalValueintoaseriesofunderstandableandusefulpointswhichgivepeopletheabilitytoengage,takeownershipandunderstandwhytheSiteisimportantandhowchangemightaffectit.Thisisincludedinchapter4ofthePlan.ItiscriticalthattheseareuniversallyappreciatedforaclearunderstandingofhowtheissuesinthischapteraffecttheprotectionoftheSiteandthemaintenanceofitsspecialattributes.

5.12 TheManagementPlanexplainstheoutstandinguniversalvalue.However,thisworkneedstobetakenfurtherthroughaprogrammeofeducationandawarenessraisingactivitieswhichensureoutstandinguniversalvalueisembeddedinthedecisionmakingprocessesaroundthecity.Thisactivityisextremelywideranging,encompassingorganisationsforwhichWorldHeritageisnotacorepartoftheirremit,butwhoseactivitieshavethepotentialtoimpactontheSite.ThecumulativeaffectofminorchangesandactionshavepotentialimpactsandthemaintenanceoftheoutstandinguniversalvalueistheresponsibilityofallusersoftheSite.Thepartners,therefore,havearesponsibilitytoensurethatusersareawareoftheoutstandinguniversalvalueandhowitshouldbemaintained.

5.13 WhilestepsarebeingtakentoensurethatformsofinterpretationfortouristsraiseawarenessofWorldHeritagestatus,thereisaverybroadrangeofinformationproviders,frommuseumstobustourstohotelstowalkingtours.Thisrequirescoordinationandagreementamongstproviders.

5.14 InterpretationoftheSitepresentsvariouschallenges,notleastofwhichisthevarietyandnumberofproviders.Itisnotthe




aimoftheManagementPlantoimposeaspecificapproachtointerpretation,however,theSitewouldbenefitsignificantlyfromanoverallinterpretiveframeworktoensureconsistentthemesareconveyed.

Objectives:

• To communicate and interpret the Outstanding Universal Value across a wide range of audiences.

• To develop a broad interpretation strategy for the Site.

Using World Heritage for Learning

5.15 Learninginvolvesarangeofactivitiesfromexplainingoutstandinguniversalvaluetobusinessanddevelopmentinterests,totalkingtoschoolchildren,tointerpretingthecitytotourists.

5.16 Scotland’s“CurriculumforExcellence”placesanemphasisonhowchildrenlearnratherthanwhattheylearn.Therefore,muchofwhattheydoisprojectbasedwiththedeliberateaimofaddressingmanydifferentcurriculumareasegnumeracy,literacy,art,andITskills.TheWorldHeritageSite,becauseofitsscaleandlonghistory,iswellplacedtobeusefulforteachersbyofferingaverywiderangeofpossibilities.Forexample,theschoolswhorecentlyparticipatedintheAuldReekiesessionswerestudying‘EdinburghLandmarks’,‘EdinburghasaCity’and‘Comparisons’.Thekeythenisnotsomuchprovidingdetailsofarchitectureorhistory,butbrieflyoutlininghowastudyoftheWorldHeritageSitecanaddressmanydifferentskillsandthenofferingsupporttoteacherstotailorspecificlessonsonthetopic.PlacinggreateremphasisonWorldHeritagefromschoolagewillhelpincreasebothknowledgeandawarenessinthefutureandiscriticaltoensurethefutureprotectionoftheWorldHeritageSite.

Auld Reekie Sessions



5.17 TheScottishHouseholdSurveydemonstratesthatvariousimportantaudiencesdonotcurrentlyrelatetotheirhistoryandheritage.WorldHeritagehasthepotentialtobeusedasameansofcreatingcommongroundandsharedpurpose,andasatoolforgreatersocialinclusion.

5.18 Learningactivitiesneedtobetargetedforspecificaudiences.Theyshouldexplainnotonlywhatissignificantandwhy,buthowthisbenefitsandaddsvaluetothecity.Forexample,demonstratingtobusinesseshowWorldHeritagestatuscanbeusedasamarketingtool.

Objective:

• To develop learning and outreach programmes to ensure broad physical and intellectual access to the World Heritage Site.

Understanding the New Town




Looking up with St Thomas of Aquins High School

The LOOKING uP! Project was run as a part of the Scottish Government’s ‘Rich Task’ initiative, promoting learning outside the normal curriculum and across several different disciplines including history, craft, design and technology. The project was a collaboration between Edinburgh World Heritage and St Thomas of Aquin’s High School with four groups of first year students completing the task throughout the 2009/10 academic year.

The programme started with a tour of the Old Town and a visit to 5 Charlotte Square, where pupils learned about the contrasting styles of architecture in the Old and New Towns. Using this research as inspiration, the pupils then moved on to design a new building in either an Old Town or New Town context. A talk from an architect provided further insight into the design process, and also invited pupils to consider a career in architecture.

The programme concluded with an awards ceremony, where the pupils presented their designs to an invited audience of parents and friends.

Jenny Payne, art and craft teacher said: “I have been very impressed with the pupil’s enthusiasm for the project and they have all learned to appreciate what an amazing and unique city they are living in. By simply LOOKING uP! you realise what you walk past every day.”

Encouraging Research related to the World Heritage Site

5.19 TheStatementofOutstandingUniversalValuerepresentstheattributespresentatthetimeofinscription.Althoughthiswillnotchange,ourunderstandingoftheSitecontinuestodevelopthroughresearch.

5.20 DevelopingandincreasingunderstandingisdependentonhavingaccesstoandencouraginghighqualityresearchondifferentaspectsoftheWorldHeritageSite.Thisrangesfromitsheritageandhistory,tohowitworksasacitycentre,todifferentaspectsofitseconomythroughamultitudeofsubjects.Makingthisresearch–andtheoriginalsources–accessibleisimportantintermsofinformingunderstandingoftheSiteanditsmanagement.



5.21 Thereareanumberofwaysinwhichthiscanbeachieved-fromvolunteersandinterns,toacademiatopractitioners.OneofthemanybenefitsofWorldHeritagestatusisthepotentialforprojectandresearchbasedcollaborationwithintheWorldHeritagenetworkandwider.However,collaborationrequirescarefulstrategiccoordination.

5.22 DifferentagenciesinvolvedwiththeWorldHeritageSite/citycentrecarryoutresearchcoveringtheirownneeds.Thisresearchincludes:

• Compilationofmonitoringandthestateenvironmentreports.

• HistoryofaspectsoftheWorldHeritageSite.

• Theeffectsofclimatechange.

• Conservationstatementsforrestorationprojects.

• Theeconomicperformanceofthecity.

• Understandingvisitorpreferences.

• Developmentopportunities.

• Archaeology.

5.23 ItisdesirabletoachievegreatercoordinationoftheseeffortsinordertoinformdecisionsabouttheWorldHeritageSite.OneofthebestwaystodothiswouldbethecompilationofaresearchstrategythroughtheActionPlan.

5.24 AresearchstrategyshouldreflectthescopeofobjectivesoftheManagementPlan,whicharebasedonawiderangeofissuesidentifiedthroughmonitoringandthepublicconsultationprocess.Thestrategyshouldbeflexible,allowingbothadhocanddiscreteprojectstoaddressparticularissuesastheyariseaswellasplanned,proactiveresearchtoaddressstrategicissues.InthesamemannerastheActionPlan,theresearchstrategywillrequireclearactionssupportedbyallrelevantstakeholders.




Objectives:

• To support access to archival and other resources.

• To develop a strategy for the co-ordination of research for the benefit of the World Heritage Site and its outstanding universal value.

Skyline Study

An example of research that has influenced the management of the World Heritage Site is the Skyline Study. This was commissioned to understand key views around, into and out of the city as a whole, with a particular focus on the World Heritage Site.

The results of the study were adopted by the City of Edinburgh Council and then used in a consultation exercise with a variety of stakeholders to understand whether the objective nature of the study concurred with more subjective opinions.

The outcomes of this were then adopted by the City of Edinburgh Council as policy. This in turn has influenced thinking about dealing with the question of the buffer zone, and forms the central means of protecting the outstanding universal value from harmful development outside the site.



Safeguarding the Outstanding Universal Value

5.25 TheprosperityanddesirabilityoftheWorldHeritageSiteandtherangeofactivitiesthattakeplacewithinitcreateademandforfurtherdevelopment.Thechallengeistoensurethatdevelopmenttakesappropriateaccountoftheattributesoftheoutstandinguniversalvalue.ThisrequiresafullandwideunderstandinginordertoensurethattheWorldHeritageSiteisnotseenasabarriertodevelopment,butasanintegralpartofcreatingbetterdevelopment.ContinuedevolutionofthecityisacceptedasnecessarytosustaintheoutstandinguniversalvalueoftheSite.

5.26 IdentifyingthespecialattributesoftheWorldHeritageSitealsorecogniseswhatisparticularlysensitivetochange.Careandattentionisrequiredtoensurethatanychangeenhances,ratherthanharms,theoutstandinguniversalvalue.TheregulatoryframeworkforsafeguardingtheoutstandinguniversalvalueisdetailedinAnnexA.

5.27 TherearearangeofmeasuresthataretakentoassuretheSite’sauthenticityandintegrity.Theseincludedevelopmentplan/frameworkformation,inspection,maintenanceandrepair,andprotectionofthehistoricenvironmenttoassureauthenticityandintegrity.MaintenanceofhistoricbuildingsistheownersresponsibilityandguidanceonlookingafterpropertyisavailablefromHistoricScotland,EdinburghWorldHeritageandtheCouncil.

5.28 Smallscalechangesmaynotdirectlyaffecttheoutstandinguniversalvalue,butthecumulativeimpactofsuchchangesmustbemanagedinsuchawaythatthereisnoimpactonpeople’sabilitytoappreciateandunderstandthesignificanceoftheSite.Thelossofhistoricwindowsortheadditionofsatellitedishestobuildingsinconspicuouslocationswouldincrementallychangethecharacterofanarea.Itis,therefore,essentialtoensurethatthethereareappropriatepoliciesinplacetoprotectthehistoricenvironment.




Protection of Historic Buildings and Spaces

5.29 Themajorityofbuildings(andtheirinteriors)intheWorldHeritageSiteareprotectedthroughinclusiononthestatutorylistofbuildingsofarchitecturalandhistoricinterestorscheduling,andthemajorityofSiteiscoveredbyconservationareas.LocalplanningpolicycompletesthiscomprehensivelegislativeandpolicystructuregoverningthisaspectofthemanagementoftheSite,ensuringoutstandinguniversalvalueistakenintoaccount.

5.30 Thestatutorylistingofbuildingsprovidesprotectionfortheentirebuilding,itscurtilageandsetting.Conservationareasprotectthecharacterofanareaintermsofitsarchitecture,spacesandgeneralappearance.Conservationareasalsoprovidefortheenhancementofareas,whichinthecaseoftheWorldHeritageSitewouldrequiretheoutstandinguniversalvaluetobetakenintoaccountasamaterialconsiderationintheplanningprocess.

Special Control of Advertisements

The City of Edinburgh Council is currently piloting increased controls over shopfront signage and advertising on the Royal Mile. This means that all new shop front signage in the area requires planning consent. Localised controls of this nature are designated by the Scottish Government.

The controls will enable the Council to ensure that all new shop front advertisements on the Royal Mile comply with Council policies on shopfronts and advertising, thereby protecting the character and appearance of the area. Where existing shop front advertisements cause significant harm to this character, the Council will be able to require the removal of that signage. The controls will be monitored and if they have been successful they may be rolled out to other selected parts of the World Heritage Site.



5.31 Theenforcementofthesepoliciesalongwithspecialistconservationadvicefromqualifiedprofessionalsensuresthatthecorrectmaterialsareusedintherepairofhistoricbuildings,andthattherecontinuestobeamarketforthecraftskillsrequiredtoproperlyrepairthem.

5.32 LegislationandpolicyareregularlymonitoredandreviewedbytheCounciltoensurethattheyareconsistentlymaintainedandeffectivelyapplied.Thisstructure,asitappliestoEdinburgh,isoutlinedinAnnexA.Thekeytomeetingmanyoftheobjectivesdependsontheeffectiveimplementationofthislegislationandpolicy.

Objectives:

• To develop appropriate policies and guidance within the planning system to safeguard the outstanding universal value.

• To balance development and heritage through the outstanding universal value.

Skyline, Setting and a Buffer Zone

5.33 TheWorldHeritageSite’smuchadmiredskylineandsettingarevulnerabletounsympatheticdevelopment.Someofthecity’smoststrikingvisualcharacteristicsservetocreateauniquelyvisiblelandscapesettingforthecity.Theseincludetheviewsavailablefrommanyvantagepoints,withinthecityandbeyond,oflandmarkbuildings,thecity’shistoricskyline,undevelopedhillsideswithintheurbanarea,andthehills,opencountrysideandtheFirthofForth.AsthemajorityofthesekeyviewsareacrosstheWorldHeritageSite,theirprotectioniscloselyrelatedtotheprotectionofthehistoricenvironment.Thereisaconsequentpresumptionagainstnewbuildingsthatareconspicuouslyhigherthantheirneighbours.




5.34 Duringtheconsultationprocess,ithasbeenarguedthatthelackofadefinedbufferzonearoundtheWorldHeritageSiteleavesitwithinsufficientprotection.The2008UNESCOmonitoringmissionsuggestedthatabufferzonewasneededtomanagedevelopmentoutsidetheWorldHeritageSiteboundarywhichhasthepotentialtoimpactontheSite’soutstandinguniversalvalue.Inresponse,thepartnersagreedtousetherevisionoftheManagementPlanasamechanismforassessingtheneedforabufferzone.

5.35 ThepolicyofScottishandUKGovernmentsisthatbufferzonesarenotalwaysnecessary,particularlywhereadequatelayersofprotectionalreadyexist.TheWorldHeritageCentre’sOperationalGuidelinesintheImplementationoftheWorldHeritageConventionallowsthisandstatesthat:

“Wherevernecessaryfortheproperconservationoftheproperty,anadequatebufferzoneshouldbeprovided”

5.36 ThepurposeofabufferzoneisnottoprotecttheareawithinthezoneitselfbuttoassistintheprotectionoftheSite’soutstandinguniversalvalue.Wherethereareexistingprotectivemeasures,itisimportantnottoaddanotherlayerwhichduplicatesorcomplicatestheprotectivesystem.InEdinburgh’scase,withitsdramatictopography,abufferzonecannotsimplybearingaroundtheWorldHeritageSite.

5.37 ThemainobjectiveoutsidetheWorldHeritageboundaryistoprotecttheiconicskyline,thekeyviewsinandoutoftheSiteaswellasitssetting.AtthenationalleveltheimportanceofsettingprotectionhasbeenidentifiedinHistoricScotland’sManagingChangeintheHistoricEnvironmentguidance.InEdinburgh,theSkylineStudycompiledbyColvinandMoggridgeLandscapeArchitectshasbeenadoptedasplanningpolicyand,whencombinedwithexistingdesignations,providesamorecomprehensiveandsubtlertooltoprotecttheoutstandinguniversalvaluethanatraditionalbufferzone.OneofthemainbenefitsoftheSkylineStudyistheadditional



protectionforthesettingoftheWorldHeritageSitedefinedbythedramatictopographyofArthur’sSeat,CaltonHill,theFirthofForthandsurroundinghills.Inplanningterms,themechanismbringstogetheralltheattributescriticaltoanunderstandingoftheWorldHeritageSite.

Objectives:

• To monitor and review the operation and application of the skyline policy over the life of this plan and if necessary re-evaluate the need for a traditional buffer zone.

• To protect the setting of the World Heritage Site and the city’s iconic skyline.

Archaeology

5.38 ThefocusofmuchoftheactivityintheWorldHeritageSiteisonthebuildingsandtheirsetting.HoweverthearchaeologyoftheSiteprovidesanimportantpartofitsstory.ItisanimportantresourcewhichrequiresprotectionandhelpsdevelopourunderstandingofthehistoryoftheSite.RecentarchaeologicalinvestigationsintheWorldHeritageSite,bothintermsofburiedarchaeologyandarchaeologicalanalysisofitsbuiltheritage,havedemonstratedthearchaeologicalpotentialoftheSite.ItisthereforeimportantthatthisresourceisproperlyconsideredinthemanagementoftheSite’soutstandinguniversalvalue.

5.39 WorldHeritageSitestatusalsohasthepotentialtoprovideaproactiveframeworkforinvestigating,conservingandpublicisingEdinburgh’sarchaeologicalresources.

Excavation of Flodden Wall




Architectural Quality

5.40 ThehistoricenvironmentoftheWorldHeritageSiteisofexceptionalinterestwithunrivalledurbanandlandscapequalitieswhichsuccessfullyincorporatesallthefunctionsofathrivingcapitalcity.Itsdistinctivecharacterisbasedonitstopography,itsarchitecturalheritageandtheuniqueformofitshistoricenvironment.

5.41 MuchoftheobviousvalueoftheWorldHeritageSiteisembodiedinitsbuildings;themajorityofwhichareinprivateownership.Toensurethestateofconservationremainsatitscurrentlevel,andthateveryopportunityistakentomaintainauthenticityandrestoreintegrity,itisessentialtoenableandencourageownersinthisbyprovidingadviceandincentives.Whilechangeis,tosomedegree,inevitable,itneedstobemanagedtomaintaintheoutstandinguniversalvalueoftheSite.

5.42 Thechaptersonoutstandinguniversalvalueareclearintheirstatements,describingthequalityofarchitectureandurbanplanningthroughouttheSite,andprovidingananalysisofmaterialsandtheformoftheurbanfabric.ThereisastrongaspirationforallnewbuildingsintheWorldHeritageSitetobeofthehighestarchitecturalquality,reflectingandrespectingitsremarkablehistoryandheritage.

5.43 Newdevelopmentshouldbesensitivetothehistoriccharacter,reflectandinterprettheparticularqualityofitssurroundings,

Objectives:

• To conserve, promote and interpret the archaeological heritage of the World Heritage Site.

• To ensure the archaeological resource of the World Heritage Site is fully incorporated and considered in the management of the Site.



andrespondtoandreinforcethedistinctivepatternsofdevelopment,townscape,views,landscape,scale,materialsandqualityoftheWorldHeritageSite.

Objectives:

• To conserve and enhance the fabric of the World Heritage Site.

• To ensure ongoing investment in the conservation of the World Heritage Site through appropriate private interventions and state aid.

• To promote high quality architecture and design in and around the World Heritage Site.

The North Holyrood Scheme

Since designation as a World Heritage Site, there has been a consistent effort to increase the quality of new buildings and masterplanning within the Site. The North Holyrood scheme is considered to be amongst the best such developments.

The site, to the south of the Canongate, had the vestiges of the original Old Town structure amongst a range of industrial buildings. In this case the decision was made to appoint a single masterplanner for this major site and then to allow individual architectural practices to design their responses to particular plots, working with the historic burgess plots and the rhythm of the Old Town. A wide palette of materials was used, yet the forms and use of the materials and colour related to historic precedent.

Nor th Holyrood Reflection




Restoration of Well Court

A high state of conservation in the World Heritage Site has been achieved by significant investment in the built heritage since 1970s. There are many historic buildings in Edinburgh which have benefited from appropriate restoration treatment and Well Court is one the most important of them. This category ‘A ‘listed courtyard building designed by Sydney Mitchell is located in the Dean Village

Edinburgh World Heritage granted a total of £1.1 million towards conservation work on stonework, roof, windows, the clock tower and communal areas. Part of the costs of restoration was covered by 55 owners who led the project and the other part by Edinburgh World Heritage repayable grants. All works have been carried out using traditional building methods and materials in order to meet the best standards of conservation.

A World Heritage Site in a Sustainable Capital City Centre

5.44 Sustainingalivingcapitalcitycentreisabalancebetweenprotectingtheenvironment,strengtheningsociety,supportingavibrantculturalscene,allowingusestoevolveandprovidingforplacestoliveandwork(andaccesstothem),withoutdamagingtheoutstandinguniversalvalueoftheSite.Ifoneoftheseelementsfails,theothersarealsoatriskoffailing.

5.45 ThecharacteristicsthatledtoEdinburgh’sinscriptionasaWorldHeritageSitearedirectlylinkedtothefactthatitisadesirableplacetolive,workandvisitandthehighqualityoflifeitprovides.

5.46 Asignificantareawhichimpactsontheoutstandinguniversalvalueisthemaintenanceofthepublicrealmandtrafficmanagement.Theseareissuesthatarerepeatedlyraisedinpublicconsultationexercises.



Sustainability - Society and communities

5.47 AsdiscussedinChapter2,theWorldHeritageSiteisthepoliticalandeconomicheartofScotland,andhasthehighestvisitornumbersintheUKafterLondon,whilehostingaround25,000residents,inwhatisconsistentlyratedasoneofthebestplacestoliveinBritainandEuropeintermsofqualityoflife.

5.48 TheWorldHeritageSitecontainsarangeofcommunitieslivingandworkingintheOldTown,theNewTownandinDeanVillage,reflectingthehistoricdiversityoftheseareas.Italsocontainsasignificantstudentpopulation.Theliveabilityofthesiteplaysakeyroleinsupportingthebreadthofthecommunities,whilethecontinuingpresenceofthedifferentcommunitiessupportsthevitalityoftheSite.

5.49 Therehasbeenasteadyefforttosupportthecommunitiesoftheareathroughtherepairofhistoricbuildings.StartingintheNewTowninthe1970sandacceleratingintheOldTowninthe1980s.Priortothis,partsoftheNewTownwereinseriousdeclinealongwithmuchoftheOldTown.Theseeffortscontinuetoday,especiallyintheOldTown,wherethecommunitiesremainvulnerable.TheresidentpopulationoftheOldTowncontinuestoshowsteadygrowthandwasjustover6,000in2009,anincreaseof20%from2001.




Affordable Housing

The desirability of the World Heritage Site as a place to live poses challenges for inclusion. For example house prices within the World Heritage Site are higher than in other areas and this, and the associated prosperity, can lead to a sense of exclusion for those who live and work outside the city centre. It is important to ensure that the World Heritage Site remains accessible to all.

There are a number of policies in place to address this issue including the affordable housing policy, which meet the needs of people who cannot afford to buy or rent housing on the open market and ensure that key workers and those on low incomes can afford to live in the World Heritage Site. A principal aim is that affordable housing should be integrated with market housing and should address the full range of housing need, including family housing, supporting the diverse community within the World Heritage Site and hence its outstanding universal value.

Objectives:

• To support actions which retain a mix of uses and a diverse social mix in the city centre.

• To support and enhance the high quality of life in the World Heritage Site.

Sustainability - Economy

5.50 Thecity’seconomyistheengineofthenation’seconomy,witharound85,000jobswithintheWorldHeritageSite,focussingontheservicesectors.Thedominantindustriesarehospitality,retailandfinancerelated:EdinburghisalsothesecondlargestUKtouristdestinationandsecondonlytoLondonintheUKasafinancialcentre.

5.51 ThenumberofbusinesseslocatedintheWorldHeritageSitereflectstheSite’scitycentrecoverageanditshighlyattractive

Affordable Housing Canongate



locationintermsofbothcommunicationsandenvironment.Ithasconsequentlybuiltasolidbaseinthefinancesectorandisahighlysuccessfultouristdestination.

5.52 TheuniversitiesalsoprovideanimportantinfluencewithintheWorldHeritageSite.Theyarekeylandowners,holdingsomeimportantbuildingswithintheSiteandattract58,000studentsayeartothecity.ThesestudentsprovideaneconomicandculturalstimulusbutcanalsoincreasetheburdenontheWorldHeritageSite’sresources.TheuniversitiesalsoprovideanimportantsourceofinformationandknowledgeabouttheWorldHeritageSite,itshistory,developmentandprotection.

5.53 Theeconomicsuccessofthecityprovidesthemeanstoensureitscontinuingprotection,whilethevaluesforwhichitwasinscribedasaWorldHeritageSiteencouragebusinessesandindividualstomakeEdinburghtheirbase.Balancingtheneedsofthecitytomaintainitseconomicvibrancyandtheneedtoprotecttheheritageisessentialforboth.Therelationshipbetweenoutstandinguniversalvalueandeconomicsuccessneedstobeprotected,developedandcelebrated.

5.54 ThissuccesscreatespressureforphysicaldevelopmentwithintheWorldHeritageSitethatcanpotentiallyhaveanegativeeffectontheoutstandinguniversalvalue.However,arobustplanningpolicyframeworkisincontroltomanagethisandtheManagementPlanconsidersthatwhichissensitivetochangeandhowthesepressuresmightbemanaged.

5.55 TheCityofEdinburghCouncilactivelypromotesthecityasadestinationfornationalandinternationalinvestment.Currentplansfocusgrowthandrenewalonfourstrategiclocations:theWaterfront(LeithandGranton),SouthEastEdinburgh(RoyalInfirmaryandtheBioquarter),WesternEdinburgh(theairportandA8corridor)andtheCityCentre(PrincesStreetandtheOldandNewTowns).




Objectives:

• To understand the capacity limits of the city in order to maintain a positive relationship between the World Heritage Site and the economic and cultural activities of the city.

• Support economic diversity and growth to sustain the outstanding universal value.

• To foster relationships across the city’s economic sectors.

Sustainability - Biodiversity and Natural Heritage

5.56 TheWorldHeritagesiteisimportantformorethanjustitsculturalattributesanditisessentialthatthereisanappropriatebalancebetweenthesefactors.NaturalHeritageprovidestheWorldHeritageSitewithoutstandingamenityinbothphysicalandvisualtermsandcomplementstheoutstandinguniversalvalue.Arangeofspaces,gardensanddesignedlandscapesenrichtheSiteforminganintegralelementofthesettingandtownscape.

5.57 OpenspaceswithintheSiteandthoseonitsedgescontributetoitssetting.TheyrangeinscaleandcharacterfromthesubstantialformalgardensanddesignedlandscapesoftheNewTownsuchasPrincesStreetandQueenStreetGardens,tothemoredomesticallyscaledOldTowngardens,remnantsoftheoldBurgessplots.DramatictopographicalfeaturessuchastheCastleRock,CaltonHillandArthur’sSeat(outwiththesite),andtheWaterofLeithvalleyprovideadditionalsignificantcontributiontovisualcharacterandvistas.

Cottage - Princes Street Gardens

Calton Hill



5.58 ThedeeplyincisedWaterofLeithValleyprovidesaparticularlydramaticcontrastwiththebuilteleganceoftheNewTown.TheValleyprovidesa strategicallyimportantwildlifecorridorlinkingruralhabitatsinthePentlandswithothergreennetworksandurbangreenspaces,andultimatelywiththeseaatLeith.TheWaterofLeithManagementPlanandEdinburghBiodiversityActionPlanprovideaframeworkforensuringthattheseresourcesareprotectedandenhanced.

Objective:

• To ensure that the natural heritage is managed in a manner which supports the outstanding universal value of the Site.

Sustainability - Culture

5.59 Changedoesnotjustincludedevelopment,butalsousesandactivitieswithintheSite.TheWorldHeritageSiteincludesfestivalandculturalvenues,primaryshoppingstreets,universities,andpolitical,legalandsocialinstitutions.Itisimportantforthevitalityofthecity,asrecognisedintheoutstandinguniversalvalue,thatarangeofusesismaintainedwithintheWorldHeritageSite.Thelossofshopsorafestivalmaynotdirectlyimpactontheoutstandinguniversalvalue,butwouldreflectonthehealthofthecityand,inthelongterm,mayaffectitsabilitytoproperlymaintaintheSite.

5.60 Theculturallifeofthecity,reflectedinitsrichhistoryandarchitecture,aswellasinitsinstitutionsandfestivals,iscloselyalliedtotheliveabilityofthecityanditseconomicsuccess.Historically,thecityhasarichculturalandintellectuallife,whichisapartoftheoutstandinguniversalvalueandwhichisvitaltosustain.Thisrichcontemporaryculturallifeinsuchamagnificentsettingattractstouristsingreaternumbersthanwouldotherwisebethecase,andthelossofthisculturallifewouldresultinafundamentalchangeofcharacteroftheWorldHeritageSite

Adam Smith




5.61 TheliteraryhistoryofthecityisreflectedinitsdualdesignationasaUNESCOCityofLiterature,alongsideitsWorldHeritagestatus,furtherencouragingtourismandexplorationoftheSite.TheintellectualhistoryisreflectedintheCity’sinstitutionsanduniversities,aswellaswonderfulmonumentstoimportantfigures,linkingcultureandacademia,suchasDugaldStewart,RobertFergusson,DavidHumeandRobertBurns.

5.62 TheCityofEdinburghCouncilMuseumsServiceisresponsibleforanumberofmuseumswithintheWorldHeritageSiteandtheCouncilisactiveinitssupportofthemanyfestivals,suchastheEdinburghInternationalFestival,theInternationalBookFestival,theFringe,theFestivalofPoliticsandtheOldTownFestival.ThemuseumssitalongsidethemajornationalinstitutionssuchastheNationalGalleriesofScotlandandtheNationalMuseumofScotland,whicharesupportedbyScottishGovernment,charitabledonationsandprivatebenefaction–demonstrablepublicsupportoftheculturallifeoftheSite

Objective:

• To support the conditions for cultural activities to flourish within the World Heritage Site.

Liveability - Public Realm

5.63 Thepublicrealm,thespacebetweenthebuildings,isthe“face”oftheWorldHeritageSite.ItpresentsanexcellentopportunitytoenhancetheSite’soutstandinguniversalvalue,providingthesettingforitshistoricbuildingsandtheactivitiesthatgivetheSitealivelyatmosphere.Thereisastrongsenseofpublicownership,andthequalityofthepublicrealmexertsasignificantinfluenceondecision-making:wheretoinvest,wheretolive,andwheretovisit.

5.64 Recentinitiativesincludingthe‘CapitalStreets’programme(CastleStreet,St.AndrewSquareandtheGrassmarket),along



withworkstotheRoyalMileandSouthBridge,haveresultedinsignificantimprovementstomainstreetsandpublicsquaresoftheWorldHeritageSite.

5.65 ThereisagreatdealofhistoricfabricthatenhancesthestreetsoftheWorldHeritageSite-settedstreets,whinstonekerbs,areasofhoronizedpavingandoriginalstreetlampsalladdtothecharacterandindividuality.However,feedbackfrompublicconsultationidentifiesthepublicrealmasanareaofconcern,intermsofhowitsconditionaffectstheoverallpresentationofthecitycentre.

Grassmarket




5.66 ThevisiondetailedinthePublicRealmStrategyistodevelopandmaintainahighstandardofqualitytocomplementtheoutstandingbuiltandnaturalfeaturesofthecity.

5.67 Thefollowingprioritieshavebeenestablishedinordertocarryforwardthegoodworkthathasalreadybeenachieved:

• MaterialsmapandguidancetoensurekeystreetsintheWorldHeritageSiteusehighqualitynaturalpavingmaterials.

• CityDressingstrategytoenhancetheappearanceofthecityduringkeyevents.

• Lightingstrategytotransformtheurbanareathroughtheperceptionofthespacebynight,enhancingkeyroutes,usersafety,andenlivenpublicspaces.

• Declutteringofthestreetstoensureeaseofpedestrianmovement,aidvisualorder,maintenanceandservicing.

• Maintenanceandmanagementtopreventpreviousinvestmentbeingundermined.

• Streetscapedeliveryprocesstofacilitateacoordinatedapproachtopublicrealmacrossthecity.



St Andrew Square – Public Realm Project

Following an initiative to open the gardens to the public for the first time since its creation in 1768, St Andrew Square gardens received an investment of £2.6 million for its redesign. The project was part of the Capital Streets Programme of improvements to the public realm in the Edinburgh. It was promoted through a partnership of the City of Edinburgh Council, the Edinburgh City Centre Management Company, Edinburgh World Heritage and Scottish Enterprise Edinburgh & Lothians.

Due to its situation at the heart of the World Heritage Site the improvements needed to be extremely carefully considered and designed with sensitivity and care using appropriate materials and finishes. The project has created a major new public open space in the heart of the World Heritage Site. The contemporary design provides a sensitive and contextual response to the classical geometry of the New Town whilst creating a public space that responds to the way we live today.

Objectives:

• To support a high quality public realm that reflects the built quality of the city and improves the pedestrian experience.

• To ensure consistency in the public realm.

Liveability - Traffic

5.68 Recentdecadeshaveseenasubstantialincreaseinpersonalmobility.Thesetrendshavesignificantconsequencesfortheenvironment,withthetransportsectoraccountingforanincreasingproportionofenergyconsumption,carbonemissionsandotherpollutants.

5.69 TheWorldHeritageSiteisnoexceptiontothesetrends.Ithassomecharacteristicswhichtendtoamplifytraveldemand–itsroleasthecentreofthecapitalcityandmajorfinancialhub;




itsappealasatouristdestination;itsstrongeconomyandhighlandvalues,whichtendtodisplacecost-sensitivelandusestomoreperipherallocations.

5.70 Actionshavebeentakentoensurethatthenecessaryinfrastructureisinplacetokeepupwiththisgrowthindemand.However,thechallengeistoensurethatthecityiswellconnected,whilstnotunderminingthedistinctivecharacterandattractivenessoftheSite.TrafficremainsthemainsourceofairpollutioninEdinburgh.

5.71 AnimprovedtransportsystembasedonsustainablealternativestothecarisahighpriorityforEdinburgh.Thiswilltacklecongestion,enablethebestpossibleaccessforalltoworkandessentialservices,andprovidewiderconnectionsofaqualitybefittingtheWorldHeritageSite.

5.72 WhileEdinburghmeetsnationalandEUobjectivesformostairbornepollutants,anAirQualityManagementArea(AQMA)isinplace,coveringpartsoftheWorldHeritageSiteinordertomeetthenationalannualairqualityobjectivesforNitrogenDioxide.ConcentrationsofNitrogenDioxidewerefoundtoexceedtheUKobjectivelevelbyanincreasingamountbetween2004and2007.Thereducedconcentrationsin2008-2009reflecttrafficflowdisruptionduetotheEdinburghTramProjectworks,particularlyintheCentralAQMAwheretrafficwasbannedfromPrincesStreet(exceptbusesandtaxis)formostof2009.TheCityofEdinburghCouncilhaspreparedanactionplansettingoutmeasuresintendedtohelpreducevehicleemissionsfromsuchareas.

5.73 Edinburghisacitythatisideallysuitedtoactivetravel.Over70,00peoplelivewithin20minuteswalkofPrincesStreetandEdinburgh’sresidentsalsowalkoveronethirdofalltheirjourneys.Thenumberofresidentscyclingtoworkisalsoincreasing-in1981around2000Edinburghresidents(1.4%)cycledtoworkandthecurrentestimateat2011is7250(4.9%).Theadoptionofmeasurestoincreasingactivetravelinthe



WorldHeritageSiteandthesubsequentreductioninvehiclemovementswouldhavesignificantbenefitsfortheoutstandinguniversalvalueoftheSite.

Edinburgh World Heritage Walking Tours

Edinburgh World Heritage, on a regular basis, offers visitors, such as students and foreign partners, thematic tours of the World Heritage Site. Walking tours are a good way to explain components of the outstanding universal value, projects and issues related to the Site’s management. The walking tours are also part of a celebration of Edinburgh’s intangible heritage and untold stories which visitors are encouraged to explore during evenings in the atmospheric Old Town.

Edinburgh World Heritage employs a variety of interpretative media to improve the visitors’ experience:

• Interpretive panels on navigator signs and on information points at car parks, bus station and railway station.

• Multi-lingual leaflets with map distributed to key city centre venues.

• Themed trail leaflets eg House Histories, Auld Reekie.

• On-line interactive maps on the Edinburgh World Heritage website supported by podcasts.

• An Iphone app for GPS enabled phones.

• Live interpretation in the form of guided tours, storytelling tours and presentations.

The Active Travel Action Plan

Active Travel is at the heart of the Council’s Transport 2030 Vision which is to make Edinburgh’s transport system one of the most environmentally friendly, healthiest and most accessible in Northern Europe. The Active Travel Action Plan is aimed at improving the quality of life in Edinburgh by enabling and encouraging more people to cycle and walk more often, safely and comfortably.




Objective:

• To reduce the impact of traffic and promote sustainable forms of transport.

Servicing the World Heritage Site

5.74 Servicingthecitycentreinamannerthatrespectstheoutstandinguniversalvalueischallenging.Forexample,howtheCounciladdresseswastecollectioninadiscreteandefficientwaywhileseekingtoachieverecyclingtargetsandwithoutaffectingelementsoftheoutstandinguniversalvalueisofconcerntoresidentsandbusinessesacrosstheSite.Followingthoroughconsultationwiththecommunityandwiththepartners,theCityofEdinburghistotrialanumberofdifferentsolutions,suchasfoodwasteandnighttimecollections.Thequalityofworkmanshiptostreetsurfacesfollowingworktomaintainorinstallutilitiesisalsoessentialtomaintaininghighstandardsinthepublicrealm.

Objective:

• To ensure that the work of statutory undertakers and other utility providers meets appropriate quality standards within the World Heritage Site.

The Effective Management of the Site

5.75 EdinburghisacomplexurbanWorldHeritageSite,withawidearrayofstakeholdersneeds.Thisleadstoparticularchallengesinitsmanagement.ItrequiresappropriateengagementmethodsandmanagementstructurestoensurethemanagementoftheSiteisdynamicandabletoreactascircumstanceschange.TheUNESCOmissionin2008acknowledgedtheprofessionalismandskillsoftheteaminplacetomanagetheWorldHeritageSite,butrecommendedthateffortsbemadetoimproveclarityaboutthemanagement



structuresandengagementwithstakeholders.ThesecommentshavebeenconsideredandarereflectedinthedevelopmentofthePlan,andwillbecentraltoitsimplementation.

5.76 ThemanagementstructurewhichwillimplementthisManagementPlanandthesubsequentActionPlanisoutlinedatchapter7.ThemanagementoftheSitewillbeguidedbytheframeworkestablishedinthisPlanandthroughthedetailedactionsestablishedintheActionPlan.Theprogressontheimplementationofboththesedocumentswillbesubjecttoongoingmonitoringand,ifnecessary,adjustmentbytheSteeringGroup.

Objective

• To monitor the effectiveness of the implementation of the World Heritage Site management Plan.

• To meet and set national and international best practice in the management of the Site.

Partnership Working

5.77 Partnershipworkingamongstpublicagencies,institutions,privateowners,businessandthethirdsectorisconsideredthemosteffectivewayofdeliveringresultsinEdinburgh,wheretheownershipoftheWorldHeritageSiteisdiverse.IthasthebenefitofincreasingunderstandingoftheimportanceoftheWorldHeritageSiteamongstthosepartners.Broadsupportfromtheorganisationsandindividualsitattemptstoinfluenceiscriticaltotheeffectivenessofanymanagementplan.Thecreationofpartnershipsatthelocal,national,EuropeanandgloballevelarethereforecrucialtotheeffectivemanagementoftheWorldHeritageSite.

5.78 Theproposedmanagementstructureencouragespartnershipworkingandcommunityengagement,reflectingalonghistoryofcommunityparticipation,aswellasthecommentsofthe




2008UNESCOreactivemonitoringmissioninrelationtothis(seeAnnexB).

The Twelve Monuments

A recent example of highly successful partnership working was the Twelve Monuments Project in which Edinburgh World Heritage worked with different Functions of the City of Edinburgh Council. The Cub Scouts organised planting around the repaired Burns Monument and a combination of student interns and placements under the Future Jobs Fund were also involved.

The project raised funds for and repaired a dozen monuments across the World Heritage Site.

Throughout the programme, working relationships between Edinburgh World Heritage and the City of Edinburgh Council were strengthened. The partnership was able to draw on the respective expertise of both organizations. Edinburgh World Heritage raised funds from a broad range of donors (reflecting the strength of public involvement and interest) and monitored the work. The Council selected the monuments and procured the work contracts. The outcome has been not just the repair of the monuments but a strong basis for future projects.

Objective:

• To develop inclusive partnerships that support the management of the Site.

Stakeholder Engagement

5.79 SuccessfulimplementationofthePlanisdependentuponallstakeholders.Itis,therefore,extremelyimportanttoensurethattheyareawareoftheoutstandinguniversalvalueandthecontentandpurposeoftheManagementPlan.ThePartners’processesarefirmlybasedaroundprinciplesofconsultationandcommunityengagement.

5.80 TheconsultationprocessforthisManagementPlan

Burns Monument



demonstratedtheopenandpositiveapproachofthepartners.TheManagementPlanhastakenaccountoftheissuesraisedduringconsultationsandhasevolvedasaresult.Itisthepartners’intentiontocontinuethedialoguewithstakeholdersandbuildontheserelationships;throughtheActionPlanandbyfosteringgreaterinvolvementofstakeholdersinthedetailedmanagementoftheSite.

5.81 ThestructuresforpartnershipworkingandstakeholderengagementarediscussedinfurtherdetailinChapter7

Objectives:

• To broaden and maximise stakeholder engagement.

• To develop, coordinate and implement the Action Plan with a broad range of organisations.

The Risks to the World Heritage Site

5.82 WhileEdinburghisnotgenerallyafflictedbynaturaldisastersinthewaythatotherWorldHeritageSitesare,itisnotimmunetotheeffectsofclimatechange,fireandfloodriskand,likeanyotherthrivingcity,thepressuresofdevelopment.Theseissuesneedtobeassessedandmanaged.Thisislargelydonethroughlocalpolicy

• FireSafety.Fireposesathreattoanybuildingandwhereitoccursinhistoricbuildings,thereissignificantrisktoauthenticfabricandvaluablecontents.HistoricScotlandhasproducedaninformationleafletonfiresafety,whichoffersadviceonhowtoreducetheriskoffire,firesafetymanagementandsuppressionanddetectionsystems.HistoricScotlandco-operateswiththeFireandRescueServicesinmanagingaHistoricBuildingsNationalFireDatabase,whichprovidesfirefightingcrewswithinformationontheimportanceandvalueofcategory‘A’listedbuildings.TheimplicationofthisfortheWorld

Fire SafetyCreating an Awareness of the Fire Threat




HeritageSiteisthatthereisastrategyinplacethatensuresthatthereisknowledgeandconsistencyintheapproachtodealingwithfiredamage.

Victoria Street Fire Site

In 2009, 9 Victoria Street, the former St John’s Church building, caught fire. It is a category ‘B’ listed building dating from 1838-40 and was in use as a restaurant. The City of Edinburgh Council took responsibility for the management of the site and immediately informed ICOMOS UK about the fire damage to a building located within the World Heritage Site. The Council was engaged in every stage of the reconstruction of the building, from advising on structural work, to reinstating the roof with salvaged slate.

• InadequateResourcing.TheorganisationsandbodiesthatarefocusedonthemanagementoftheWorldHeritageSiterequireadequatefundstoactivelymanage,effectivelycoordinateandcarryoutactionsinrelationtosustainingandenhancingtheWorldHeritageSite.

• FloodPrevention.FloodingposesathreattoalimitedpartoftheWorldHeritageSite,principallyaroundtheDeanVillageandStockbridge.AfloodpreventionschemefortheWaterofLeithAreawaspublishedin2003asaresponsetothesevereflooding,whichcauseddamageto500propertiesandbusinesses.ArevisedversionoftheschemewasapprovedinMarch2007byScottishMinistersandisbeingimplemented.Thiswillalsocontributetowardsimprovedwaterquality.

• UnsustainableDevelopmentPressure.ThesuccessofthecityanditsWorldHeritageSitecreatespressurefordevelopment.DevelopmentwhichunderminestheoutstandinguniversalvalueandthreatensWorldHeritagestatusisarisk.Theriskismanagedthroughplanningpolicyandguidance.PolicyENV1intheEdinburghCityLocalPlanprovidesadditionalrecognitionofoutstanding



universalvalueandtheManagementPlanintheplanningsystem.DevelopmentthatdamagestheoutstandinguniversalvaluewillmaketheWorldHeritageSitealessattractiveplacetolive,workandvisit.Developmentpressureandtheeffectivenessoftheprotectivemeasuresaresubjecttomonitoring

• ClimateChange.WeneedtounderstandthephysicalimpactofclimatechangeandresponsestoitonthebuiltandnaturalenvironmentsoftheWorldHeritageSite.Changingclimaticconditionswillaffectitsfabric(forexample,speedingupstonedecay)aswellascreatingsignificantpressurefortheadaptationofbuildingstoreducecarbonemissions.TheScottishGovernmenthasaveryambitiousagendainrelationtoclimatechange.ThishasbeenemphasisedinChangingourWays–ScottishClimateChangeProgramme,publishedinMarch2006.TheintentionisthatScotlandwilltaketheleadintacklingclimatechangeinNorthernEurope.Themainaimsincludereductionofcarbonemissionsof1.7mtonnesby1mtonnesin2010and80%reductionby2050.Scotland’sclimatechangetargetsstemmingfromtheClimateChange(Scotland)Act2009givecarbonemissionsreductiontargetsof42%by2020and80%by2050.

5.83 ThemanagementoftheWorldHeritageSiteneedstotakeaccountoftheseimpactsanddevelopmentsandensurethattheSitemakesapositivecontributiontothewiderclimatechangeagenda.Itiscurrentlydoingthisthroughenergyefficiencyprogrammesandresearchbythepartnerstochangehabits,addressfuelpovertyandtounderstandhowwecanadapthistoricbuildingswithoutharmingtheirintegrity.Changeworks,anenvironmentalorganisation,isalsoveryactiveinthecity.Theseinitiativesshowthatthehistoricenvironmentcanmakeapositivecontributiontotheclimatechangeagenda.




Objectives:

• To take account of climate change and sustainability issues in safeguarding the outstanding universal value of the Site.

• To understand risk issues by establishing a Risk Register which will be regularly reviewed.


68 Management-Themes, Issues and Objectives Measuringthe State of Conservation 69

Monitoring ReportMonitoring ReportMonitoring Report(Evaluation)(Evaluation)(Evaluation)

Management Plan Management Plan Management Plan (Strategy)(Strategy)(Strategy)

Action PlanAction PlanAction Plan(Implementation)(Implementation)(Implementation)

TheWorldHeritageManagementCycle



Measuringthe State of Conservation 69

6:Measuring the State of Conservation

6.1 Everysixyears,theWorldHeritageCommitteerequiresStatePartiestosubmitareportontheapplicationoftheWorldHeritageConvention.ThepartnersusetheannualmonitoringreportswhichfocusonanevaluationofthestateofconservationoftheSiteasapartofthemanagementcycle.ThisguidestheactionofthepartnersintermsoftheActionPlan.Appropriatelycarriedout,monitoringiscriticalininformingthedecisionmakingprocessinrelationtoWorldHeritage.

Methodology

6.2 Themonitoringexerciseinvolvesthecontinuouscollectionofdataforanalysisandinterpretation.ThescopeofindicatorsisdifferentforeveryWorldHeritageSite,reflectingtheiruniquecharacterasembodiedintheoutstandinguniversalvalue.TheOldTownandNewTownsofEdinburghWorldHeritageSiteSteeringGrouphavedevelopedthecurrentmonitoringmethodologysinceinscriptioninDecember1995.ThisexperiencecontributedtothedevelopmentoftheInternationalCouncilonMonumentsandSitesoftheUnitedKingdom(ICOMOSUK)ToolkitforWorldHeritageSiteMonitoringIndicators.

6.3 ThemethodologyreflectsenvironmentalchangesinthelivingcityaswellastheexperienceofotherWorldHeritageSites.TheproductionofthissecondManagementPlanhasallowedreconsiderationofthemethodology.TheaimofthisrevisionistocreateanimprovedsystemofdataexchangebetweentheCityofEdinburghCouncil,HistoricScotlandandEdinburghWorldHeritage,whilerevisitingandbalancingthescopeofmonitoringindicatorswithanemphasisontheeffectivenessofimplementationoftheActionPlan.

6.4 Thebi-annualMonitoringReportiscompiledonbehalfofthepartners.Itsmethodology(scopeofindicators,datacollection,andanalysis)isthemaintechnicalissuerelatedtothecompilationofthemonitoringreport.Inpractice,thescopeofmonitoringindicatorsissubjecttoagreementofthepartners


70 Measuringthe State of Conservation Implementationof the Second Management Plan 71

dictatedbythescopeofobjectivesintheManagementPlanandprojectsintheActionPlan.Theinformationandstatisticaldataarerelativelyaccessible,however,broadtherangeofsubjectsandinterestsproducingit,andarethengathered,analysedandcompiledinonereport.InthecaseofEdinburgh,themethodologyhasbeendevelopedovertheyearsfromtheinscriptionwithonlyminorchanges.

70 Measuringthe State of Conservation


Implementationof the Second Management Plan 71

7: Implementationof the Second Management Plan

Management of the World Heritage Site

7.1 ThekeyorganisationsfortheimplementationoftheManagementPlanandprotectionoftheWorldHeritageSite’sOutstandingUniversalValuearetheCityofEdinburghCouncil,EdinburghWorldHeritageandHistoricScotland,whichformthecoreSteeringGroup.AbroaderpartnershipofthisgroupalsomeetsandhasincludedEssentialEdinburghandScottishEnterprise.

7.2 TherevisionoftheManagementPlanhasprovidedanopportunitytoreviewthemanagementstructureandconsiderwhetheritcontinuestobeappropriate,toidentifyotherpartnersinvolvedonapermanentoroccasionalbasis,andtoconsiderhowthepublicmightbestengagewiththemanagementstructures.

7.3 TheWorldHeritageSiteisaplacewherenumerousdifferentinterestsmeet.ManagementoftheWorldHeritageSiteis,therefore,indirectlyinfluencedbyalargernumberoforganisations,communitiesandinterestgroups.Thesegroupsoftenhaveaninterestinthemanagementofthecitycentre,nottheWorldHeritageSiteperse,hencetheirinfluenceontheintegrityandauthenticityshouldbeperceivedasindirect.

7.4 TheWorldHeritageSitehasgeographicalboundaries,however,theydonotapplytothosewhowanttosupportitsmanagement.ThenewpartnerswillincludeallthosewithaninterestinthestrategicmanagementoftheWorldHeritageSite,aswellasthosewhowouldliketosupportitwithoutbeingactivelyengaged.ThescopeofstrategicpartnersshouldreflecttheobjectivesoftheManagementPlanandwillinclude:

• AgenciesresponsibleforinternationalpromotionofEdinburghastourismdestination.

• Businessesandagencieswhichengage‘facetoface’withtourists,forinstancetourguides.

• TheChamberofCommerce.


72 Implementationof the Second Management Plan Implementationof the Second Management Plan 73

• EssentialEdinburgh.

• ScottishEnterprise.

• Communitygroups.

• Localuniversitiesandcolleges.

• Librariesandgalleries.

• Councillors.

The Action Plan

7.5 TheManagementPlanisastrategicdocument.ItsetsoutthevisionfortheWorldHeritageSiteandestablishestheparametersforachievingthatvisionthroughtheidentificationofobjectivesandbroadactions.

7.6 ThenextstepistodevelopanActionPlan,basedontheobjectivesintheManagementPlan.ItisenvisagedthattheseactionswillbecoordinatedbyaWorldHeritageSiteSteeringGroup.EachcomponentoftheActionPlanwillbeaprojectaimedatdeliveringtheVision.

Monitoring

7.7 ProgresswiththeActionPlan(andtheresultingeffectontheWorldHeritageSite’sstateofconservation)willberegularlymonitoredtocheckbothprogressandtheefficiencyofitsimplementation.TherewillbebiannualreviewsbytheWorldHeritageSiteSteeringGroup.ThemeansofimplementingtheActionPlanisdesignedtobeasefficientaspossible,whileremainingflexible,allowingforthepotentialinvolvementofnewstakeholders.ThisisparticularlyimportantwhencompilingtheActionPlan,astheprocessislikelytoidentifyarangeofpotentialstakeholdersandpartnersthatitwouldbeusefultohaveinvolved.

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Implementationof the Second Management Plan 73

The Old and New Towns of Edinburgh World Heritage Site Steering Group

7.8 TheWorldHeritageSiteSteeringGroupwillincludethekeypartnersinthemanagementoftheWorldHeritageSite.ThesearecurrentlyEdinburghWorldHeritage,CityofEdinburghCouncil,HistoricScotland,alongwithScottishEnterpriseandEssentialEdinburgh.

7.9 TheWorldHeritagemanagementstructureconsistsof:

• TheCoreGroupofthekeystakeholders.

• WorkinggroupsfocusedonparticularareasorprojectsthatimplementthevisionoftheManagementPlan.

7.10 TheCoreGroupisresponsiblefor:

• OversightofthedraftingandrevisionoftheManagementPlan.

• OversightoftheimplementationoftheManagementPlanthroughtheActionProgramme.

• SettingupthescopeofindicatorsoftheMonitoringReport.

• Identificationofnewpartnersandadditionalresourceswithinpartnerorganisationstosupporttheprogressoftheprojects.

• Engagementandinvolvementwithpotentialstakeholders.

• SupportingfundraisingfortheimplementationoftheManagementPlan.

• Reconciliationofconflictinginitiativesinrelationtotheoutstandinguniversalvalue.

7.11 WorkingGroupsoftheWorldHeritageSiteSteeringGroupmeetonaregularbasistoco-ordinateparticularprojects.


74 Implementationof the Second Management Plan Annex 75

Core Steering GroupCore Steering GroupCore Steering Group

Working GroupsWorking GroupsWorking Groups

Cons

erva

tion

Cons

erva

tion

Cons

erva

tion

Proj

ects

Proj

ects

Proj

ects

Lear

ning

Lear

ning

Lear

ning

Influ

ence

Influ

ence

Influ

ence

State of State of State of ConservationConservationConservation

Monitoring Monitoring Monitoring ReportReportReport

Implementation Implementation Implementation and Actionsand Actionsand Actions



CoordinationCoordinationCoordination

TheWorldHeritageManagementStructure

74 Implementationof the Second Management Plan Annex 75


AnnexA:ManagingChange:The Regulatory Framework for Safeguarding the Outstanding Universal Value

Legal and Policy Measures

InscriptionasaWorldHeritageSitedoesnotconferanyadditionalstatutorypowers:protectionisachievedprimarilythroughtheplanningsystemandcontrolsderivedfromotherprimarylegislation,includinglistedbuildingandconservationarealegislation.

National

Primary Legislation

Theroleoftheplanningsystemintheprotectionofthehistoricenvironmentand,therefore,theOutstandingUniversalValueoftheWorldHeritageSite,isembodiedinthe:

• Planning(ListedBuildingsandConservationAreas)(Scotland)Act1997.

• TownandCountryPlanning(Scotland)Act1997.

• Planningetc(Scotland)Act2006.

Scottish Historic Environment Policy (SHEP)

TheMemorandumofGuidanceonListedBuildingsandConservationAreas(1998)waspreviouslytheprincipalsourceofadviceonbuiltheritagepolicyandpractice.TheSHEPformallysupersededthepolicyelementsoftheMemoranduminOctober2008.

TheSHEPsetsoutScottishMinisters’policiesforthehistoricenvironment,providespolicydirectionforHistoricScotlandandaframeworkthatinformstheday-to-dayworkofarangeoforganisationsthathavearoleandinterestinmanagingthehistoricenvironment.ItisintendedtobringforwardaSHEPrelatingtoWorldHeritageissues.

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Annex 77

Scottish Planning Policy (SPP)

ScottishPlanningPolicyisastatementofScottishGovernmentpolicyonlanduseplanning.ItsetsouttheScottishGovernment’scoreprinciplesandobjectivesfortheoperationofthePlanningsystemandconcisesubjectplanningpolicies,includingthehistoricenvironment.

ItspecifiesthatplanningauthoritiesshouldprotectWorldHeritageSitesandtheirsettingsfrominappropriatedevelopment,includerelevantpoliciesindevelopmentplansandsetoutthefactorsthatwillbetakenintoaccountwhendecidingapplicationsfordevelopmentproposalswhichmayimpactonaWorldHeritageSite.Italsonotesthatmanagementplansshouldbepreparedwhichsummarisethesignificanceofthesiteandsetpoliciesfortheprotectionandenhancementofthesite.

Regional

The Development Plan

TheStructurePlan,togetherwithLocalPlans,formtheDevelopmentPlanagainstwhichallapplicationsforplanningpermissionareassessed.InduecoursethesewillbereplacedbytheStrategicDevelopmentPlanandLocalDevelopmentPlanrespectively.

Edinburgh and the Lothians Structure Plan

TheStructurePlansetsoutthelongtermvisionandframeworkforlandusedevelopment.ItnotesatPara2.4that:TheattractiveenvironmentofEdinburghandtheLothiansandthelandscapesettingofthecapitalcitywillberetainedandenhanced.Theuniqueblendofaworld-classcity,agrowingcity-regionandanoutstandingnaturalandbuiltenvironmentwillcharacteriseEdinburghandtheLothiansinthe21stCentury.

76 Annex Annex 77


TheoverarchingaimoftheStructurePlanistoprovideinfullforthedevelopmentneedsofEdinburghandtheLothiansinaccordancewiththeprincipleofsustainabledevelopment,whilstmaintainingandenhancingtheenvironmentalheritagethatunderpinsthearea’squalityoflifethroughspecificmeasuresincludingprotectingandenhancingthenaturalandbuiltenvironment.

ThePlanincludespoliciesaimedatprotectingimportantelementsofthebuiltandnaturalheritagefromharmfuldevelopment,adoptingNationalPlanningPolicyinrespectofdevelopmentthatmightaffectinternationalornationaldesignationsofbuiltheritageinterest.

RegionalandlocalnaturalandhistoricorbuiltenvironmentinterestsarealsoprotectedbytheStructurePlan.ThefollowingisthemostrelevantbuiltheritagepolicyintheStructurePlan:

ENV1C:InternationalandNationalHistoricorBuiltEnvironmentDesignations.Developmentwhichwouldharmthecharacter,appearanceandsettingofthefollowingdesignatedbuiltorculturalheritagesites,and/orthespecificfeatureswhichjustifytheirdesignation,shouldberesisted.TheWorldHeritageSiteisspecifiedasarelevantsite.

Local

Edinburgh City Local Plan

TheEdinburghCityLocalPlan(ECLP)establishestheCouncil’sdevelopmentobjectivesfortheurbanareauntil2015,settingoutwhatitwantstoseeintermsofarangeofdevelopment.

TheECLPtakesaccountoftheoverarchingissuessetoutintheStructurePlan.Inrelationtothebuiltheritagetheserelatetothe

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Annex 79

statedaimtoprotectthebuiltandnaturalheritageofthecity,andhavespecialregardfortheimpactofnewdevelopmentontheWorldHeritageSite.Aprimaryobjectiveistoensurethatnewdevelopmentisofthehighestdesignqualityandrespects,safeguardsandenhancesthespecialcharacterofthecity.TheECLPestablishesdetailedpoliciesrelatingtotheprotectionofallaspectsofthehistoricenvironment.

ThefollowingLocalPlanpolicyrelatesdirectlytotheEdinburghOldandNewTownsWorldHeritageSite:

PolicyEnv1:WorldHeritageSite.

DevelopmentwhichwouldharmthequalitieswhichjustifiedtheinscriptionoftheOldandNewTownsofEdinburghasaWorldHeritageSiteorwouldhaveadetrimentalimpactontheSite’ssettingwillnotbepermitted.

Itcontinues:

Designationdoesnotconferanyadditionalstatutorypowers:protectionisachievedprimarilythroughtheeffectiveoperationoftheplanningsystemandcontrolsderivedfromotherprimarylegislation,includinglistedbuildingandconservationarealegislation.TheoutstandingvalueoftheEdinburghSiteasagreedatinscription,includingitsauthenticityandintegrity,isakeymaterialconsiderationwhendecisionsaretakenonapplicationsforplanningpermissionandotherrelevantapplications,whetherbytheCouncilorScottishMinisters.TheSiteisunusualinaScottishcontextinbeingacentralurbanarea,resultingingreaterpressuresforchange,whichmustbeaccommodatedsensitivelyandharmoniously.DevelopmentproposalsaffectingtheSiteincludingitssettingwillcomeunderclosescrutiny,usuallybymeansofformalenvironmentalassessmentsanddesignstatements,toensurethatimmediateandlong-termimpacts

78 Annex Annex 79


arefullyevaluatedandwillbecompatiblewithWorldHeritagestatusandobjectives.Settingmayincludesitesintheimmediatevicinity,viewpointsidentifiedinthekeyviewsstudyandprominentlandscapefeaturesthroughoutthecity.

Conservation Area Character Appraisals

ConservationAreaCharacterAppraisalshavebeenapprovedforalloftheconservationareasincludedwithintheWorldHeritageSite.Thesedefinethekeyelements,essentialfeaturesandspecialqualitiesthatcontributetoeachareasarchitecturalandhistoricinterest,andreinforcetheCouncil’spolicyobjectivesofpromoting,protectingandenhancingtheenvironment.

Other Guidance

TheCounciloperatesacomprehensiverangeofotherGuidance,StandardsandotherdocumentswhichplayanimportantroleintheprotectionandenhancementoftheWorldHeritageSite.

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Annex 81

AnnexB:Unesco Mission to Edinburgh

Fromthe12th-15thNovember2008,EdinburghhostedareactivemonitoringmissionfromUNESCO.ThemissionteamconcludedthattheoverallstateofconservationofthesitewassatisfactoryandmadeaseriesofspecificrecommendationsforconsiderationbythenationalandlocalauthoritiesandotherstakeholderswhichthisManagementPlanseekstoaddress.

a. ThemissionteamreviewedtheoverallstateofconservationofthepropertyandunderlinedthatitissatisfactoryandthatWorldHeritagehasbeenthefocusofconservation.TheyfoundthataprofessionalteamisinplacewhichproceedsaccordingtotherulesunderScottishandBritishlawandthatnecessarylegislationandregulationsareinplaceandareregularlyupdated.Therestorationstatusisconvincingandthemanagementadequate.

b. ThemissioncommendedtheauthoritiesfortheskylinestudybyColvin&Moggridge,involvingdifferentstakeholders,whichhasbecomeanimportantinstrumentforplanninginrelationtotheWorldHeritageproperty;

c. ThemissionnotedthatupdateoftheManagementPlanprovidesanopportunitytoinvolvemorestakeholdersaspartnersinsitemanagement,inamorecomplexandencompassingwaythanbefore;

d. ThemissionnotedthattheSitehasnobufferzone.However,the40existingconservationareascovernotonlytheWorldHeritagepropertybutalsonearlyalladjacentlandandthereforeenhanceconservationoftheWorldHeritageproperty.Themissionrecommendedthatthediscussionontheestablishmentofabufferzonecouldbelinkedtotheupdateofthemanagementplan;

e. ThemissionconsideredthatthesuccessofEdinburgh’scommerce,economyandpopulationgrowthhasledtoaconsiderableamountofdevelopmentprojectsofwhichfourwerereviewedindetail.

80 Annex Annex 81

The Old and New Towns of Edinburgh World Heritage Site MANAGEMENT PLAN 2011-2016 Th

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AnnexC:The Public Consultation Process

ThePlanningCommitteeon5August2010approvedthedraftEdinburghWorldHeritageSiteManagementSitePlanforconsultationpurposes.

ThedraftPlanwasthesubjectofadetailedconsultationwhichtooktheformofdirectandemailnotification,workshopsinvolvingstakeholders,anexhibitionwhichwasdisplayedatvenuesacrosstheWorldHeritageSite,aninternetsurveyandaseriesofopenmeetings.DetailswereincludedonthewebsitesofHistoricScotland,EdinburghWorldHeritageandtheCouncil.

Thefirstworkshopon16thFebruary2010,providedasolidbaseforthescopeofthereview.Eightmonthslater,on12thOctober2010,asecondworkshopwasheldaspartofthepublicconsultationexercise.ItallowedtheopportunitytoconsiderwhetherthedraftManagementPlanreflectsthepublicperceptionoftheVisionfortheWorldHeritageSite,theproposedStatementofOutstandingUniversalValueandtheObjectivesfortheimplementationoftheVision.

TheconsultationinvolvedthecompletePlanwithconsulteesbeingaskedtocommentonthevision,objectivesandactionsinparticular.TheresultsoftheconsultationhaveinformedrecommendedamendmentstotheManagementPlan.

the old and new towns of edinburgh world heritage site

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