The Management Plan looks at the main issues affecting the site and gives objectives and a programme of actions to ensure a co-ordinated approach and framework to its management. The plan provides the context in which those who live and work occupy or own property in the site or the adjacent buffer zone can participate in, and contribute to, the conservation of the site. Following extensive consultation the plan was adopted in April 2003.
Its overarching mission is:
to conserve the unique and important cultural landscape of the Derwent Valley Mills World Heritage Site; to interpret and promote its assets; and to enhance its character, appearance and economic well-being in a sustainable manner.
The Management Plan identifies 6 strategic aims and sets out specific objectives and actions to meet these aims.
The Aims are:
1. To identify the key issues affecting the vulnerability of the cultural landscape, opportunities for its enhancement and measures to protect the cultural significance of the site
2. To establish guidelines for the future management of the site, and the buildings and land within it, so that the special character of the cultural landscape is protected and enhanced.
3. To increase public awareness of, and interest in, the site; to realise its full potential as an education and learning resource; and to establish a co-ordinated research framework.
4. To develop an integrated and sustainable approach to meeting the transportation needs of the site.
5. To identify how present and possible future tourism within the site can be developed in an environmentally and economically sustainable way for the benefit of the local economy
6. To provide a common framework in which owners, occupiers, residents, public and voluntary agencies can pursue individual and partnership action plans; and to establish lasting mechanisms for monitoring, co-ordination and consultation.
One of the key management responsibilities of a World Heritage Site is monitoring the site to ensure that its Outstanding Universal Value is maintained. UNESCO’s Operational Guidelines (March 1999) requires the submission of periodic reports to assess the state of conservation of the World Heritage Sites as well as focus future activities and funds. In addition paragraph 72 states that ‘It is necessary that every year the condition of the property be recorded by the site manager or the agency with management authority’. In order to comply with the guidelines, the production and distribution of an annual monitoring report is identified as an action under objective 25 of the Management Plan.
This is the first annual report undertaken for the DVMWHS and covers the period from April 2003 to end of March 2004. It has been prepared in liaison with members of the Derwent Valley Mills Partnership. It includes the work undertaken by numerous different individuals, groups and organisations within the site to achieve the strategic aims of the Management Plan.
The overriding concern of the local community identified in the Management Plan consultation process was the issue of traffic management. The Derwent Valley Mills Partnership commissioned a major transportation study which was completed in summer 2003.
Analysis of the information gathered found that most visits to the mills sites were made by car with the journey taking in one or more stops at other places.
Based on the study a number of intervention measures have been recommended including:
The partnership’s transportation panel is now working towards developing some of these ideas in partnership with mill owners, local authorities and other organisations including the Derwent Valley Rural Transport Partnership.
The Partnership commissioned WS Atkins to investigate the viability and implications of the re-introduction of a river transport service on the River Derwent between Derby and Darley Abbey.
The report concludes that the venture would provide an exciting opportunity to connect The Silk Mill and Darley Abbey as well as providing a pleasant tourist attraction in itself. This could benefit both the local economy and the community.
The project would require major investment estimated at around £303,000 in order to build two landing stages and purchasing a suitable craft. But there will be tangible long term benefits and could provide greater focus on the role of the river.
Further consultation with the local community would be required if the funding can be secured for the project.