H E R I TA G E
MANAGEMENT
S T R AT E G Y
heritage
JUNE 2003
This strategy has been approved by the Parks Victoria Board for implementation. Its purpose is to set directions
for Parks Victoria for the management of the heritage places for which it is responsible. The strategy is based on a
consultant’s report, which reviewed Parks Victoria’s Heritage Estate and the relationship between the organisation
and other heritage managers. The strategy has been developed with input from Parks Victoria staff and the
following stakeholders: Heritage Victoria, Department of Sustainability & Environment, National Trust of Australia
(Victoria), Royal Historical Society of Victoria, Australia ICOMOS, Shire of Mt Alexander and Victorian National
Parks Association.
Further information
For information on heritage places managed by Parks Victoria please refer to the Park Victoria website at
www.parkweb.vic.gov.au
Disclaimer
Parks Victoria does not guarantee that this strategy is without flaw of any kind and therefore it disclaims all
liability for any error, loss or other consequences, which may arise from relying on any information in this
document.
HERITAGE MANAGEMENT STRATEGY
JUNE 2003
Published in June 2003 by Parks Victoria
Level 10, 535 Bourke Street Melbourne, Victoria 3000
National Library of Australia Cataloguing-inPublication entry
Parks Victoria
Heritage Management Strategy
Bibliography.
ISBN 07311 8333 9
Cover photographs (back left to front right): State Battery Maldon HR, Memorial Port Campbell
NP, Werribee Park Mansion, Timber patterns for casting water wheel hub Andersons Mill HR,
Wallace’s Hut Alpine NP, Padlock on Court House Steiglitz HP, Lighthouse Wilsons Promontory
NP, Quartz roasting kilns North British Mine Maldon HR
2
Parks Victoria Heritage Management Strategy
FOREWORD
Parks and reserves managed by Parks
Victoria cover 16% of the State, and
contain perhaps the largest and most
diverse collection of heritage places and
objects in the State. This largely parkbased collection includes well known
places such as W erribee Park and the
Dandenong Ranges Gardens as well as
significant groups of places representing
key aspects of Victoria’s history. These
groups of places reflect the key historic
themes of mining, coastal shipping,
early European settlement of the Port
Phillip area, accessing the State’s
natural
treasures
for
scientific,
recreation or tourism pursuits, defending
Colonial Victoria and living in remote
areas such as the Australian alps.
In fulfilling its stewardship role of
sustainably managing these historic
places on behalf of the community,
Parks Victoria has developed this
strategy to spell out its heritage
management direction as much for
internal use as to inform other agencies,
organisations and the wider community.
The Parks Victoria Heritage
Management Strategy has been
developed within a framework provided
by the Victorian Heritage Strategy,
prepared by Heritage Victoria, and the
Department of Sustainability and
Environment’s Cultural Sites Network.
Preparation of this strategy has included
consultation with Parks Victoria staff
and external stakeholders. The
strategy, which sets priorities and
standards for heritage management, will
be implemented within available
budgets and funding arrangements.
As well as defining Parks Victoria’s role
in heritage management, the strategy
provides direction for better integrating
the management of heritage places
within Parks Victoria’s management
systems. It also confirms the
importance that the organisation places
on working cooperatively with the
community to protect, present and
promote heritage places.
The strategy set directions for the next
ten years and will be reviewed after five
years. Parks Victoria looks forward to
working with the community and other
heritage managers to implement the
Strategy.
Mark Stone
Chief Executive
Parks Victoria
Parks Victoria Heritage Management Strategy
3
SUMMARY
Most people are aware of
Parks
Victoria’s role in looking after the State’s
natural areas and open space. Probably
not so many know that it is also one of
the main managers of Victoria’s historical
heritage. Think of Werribee Park,
Coolart, Mount Buffalo Chalet and the
Wilsons Promontory Lighthouse, to name
just a few, and you’re thinking of Parks
Victoria managed places.
Cultural heritage protection has been a
role of Victoria’s park agency at least
since the National Parks Act of 1975. In
fact Parks Victoria manages some 40
major historic buildings and complexes,
and an amazing 2500 recorded historic
places and collections around the State,
including huts, mining sites, gardens,
lighthouses, cemeteries, court houses,
monuments, industrial sites, landscapes
and shipwrecks. And there are many
more
unrecorded
places,
mostly
archaeological, in parks and reserves.
These places and objects, our cultural
heritage, help people to understand the
beliefs, hopes and aspirations of our
forebears.
Making sense of this diverse cultural
heritage, and helping Parks Victoria to
make decisions about its conservation
and presentation, is the reason for
developing this Parks Victoria Heritage
Management
Strategy,
which
establishes
actions,
priorities
and
standards for the organisation in heritage
management for the next five to ten
years. Parks Victoria is committed to
managing historic places and objects
sustainably for the long-term benefit of
Victorians, and for visitors from interstate
and overseas. Heritage is an important
component of contemporary lifestyles
and leisure activities, and contributes
significantly to the economy through
tourism and education.
4
This strategy document covers only our
non-indigenous cultural heritage. Parks
Victoria is also partly or wholly
responsible for managing thousands of
indigenous cultural sites, which are the
subject of a separate strategy.
As well as coming up with a list of
actions that Parks Victoria will undertake,
the Heritage Management Strategy looks
at the legal and policy framework that
requires Parks Victoria to manage
historic places, and describes other
agencies and groups involved in heritage
management. It also classifies
our
historic places into a number of
categories – interestingly, mining sites
make up just over half of all the recorded
places.
Parks Victoria has drawn on the
Australian Heritage
Commission’s
Historic Themes Framework to classify
historic sites further. Broad
themes,
such
as
“Resource
Utilisation”,
“Transport”, “Settlement”, have been
refined into a set of key historical themes
relevant to Parks Victoria. These are:
•
Accessing Natural Treasures
•
Settling the Port Phillip District
•
Mining
•
Shipping along the Coast
•
Living in Remote Areas
•
Defending Colonial Victoria
Parks Victoria Heritage Management Strategy
While Parks Victoria is committed to
caring for all the significant places it
manages, these themes will help in
deciding on strategic research projects,
when conservation works will occur, and
presentation of sites to visitors. The
themes can also help visitors to put
individual sites in context – for instance
to realise that although each Victorian
goldfield was unique, they had many
similarities in their mining methods,
administration and development.
The Strategy lists a number of goals and
their related actions and targets. It
notes that not all historic sites and places
currently managed by Parks Victoria
should necessarily continue under our
organisation, and establishes criteria for
assessing
their
most
appropriate
management and for deciding on any
additional sites that might come under
Parks Victoria’s care. The importance
of
community
involvement
and
partnerships is emphasised, as is
sustainable management for historic
places, whether managed directly by
Parks Victoria or leased to third parties.
Parks Victoria Heritage Management Strategy
The Strategy explains the important
concept of compatible use for historic
places, and touches on our policy in
relation to historic objects (“Moveable
Cultural Heritage”). The Burra Charter
process guides the management of our
historic places and objects; our heritage
management practices have been
reviewed against the recommendations
of the ANZECC Best Practice in Cultural
Heritage Management Report. Staff
support and training, and the importance
of records management, are also
stressed.
Strategic Directions will be implemented
over a ten-year period, though many
procedural actions can be carried out in
the first few years. The Heritage
Management Strategy will be reviewed
after five years, in 2008. Section 12 of
the Strategy sets out the program for
implementing
the
actions
listed
throughout the Strategy.
5
CONTENTS
Foreword .......................................................................................................................... iii
Summary .......................................................................................................................... iv
1
Introduction .................................................................................................................. 1
2
Background .................................................................................................................. 2
3
Purpose of the Heritage Management Strategy ........................................................ 3
4
Statutory, Policy & Administrative Framework ........................................................ 4
4.1 Legislation ................................................................................................................... 4
5
4.2
Policy framework……………………………………………………………………………..4
4.3
Heritage managers…………………………………………………………………………...4
Parks Victoria’s role as a Heritage Manager.................................................................... 6
5.1 The Historic Places managed by Parks Victoria ..........................................................6
5.2 Thematic framework .................................................................................................... 7
5.3
Collections of moveable objects………………………………………………………… ..... 9
6
Parks Victoria’s stewardship role ..................................................................................10
7
Consolidating Parks Victoria's Heritage Estate...........................................................12
8
Community Involvement and Partnerships ........................................................... 14
9
Information, Interpretation and Education ............................................................. 15
10
Sustainable Management of Historic Places and Objects .................................... 17
11
Heritage Management Tools and Systems ........................................................... 21
12
Implementation ..................................................................................................... 23
12.1 Cultural Values Management Program ...................................................................... 23
12.2 Implementing the Strategic Actions ...........................................................................23
6
Parks Victoria Heritage Management Strategy
Bibliography .......................................................................................................................... 29
Glossary .......................................................................................................................... 30
Appendices ...................................................................................................................... 33
1. List of organisations consulted during development of this strategy. ............................ 33
2. Legislation, Policy and Heritage Management Best Practice guidelines ....................... 34
3. Major heritage buildings and complexes managed by Parks Victoria ........................... 35
4. Historic Places by Parks Victoria district ....................................................................... 37
5. Historic Themes Framework ......................................................................................... 39
6. List of available Heritage Action Statements, Plans and Maintenance Plans................ 40
Parks Victoria Heritage Management Strategy
7
1
Parks Victoria has an important heritage
conservation role as the manager of the
largest and most diverse collection of
historic places in the State. The parkbased nature of this heritage estate
gives a special dimension to the
organisation’s heritage management role
as compared with, for instance, the role
of the National Trust.
The Heritage Management Strategy will
establish priorities and actions for Parks
Victoria
in
relation
to
heritage
management over the next ten years. It
will also inform the community how
Parks Victoria will fulfil the statutory,
policy and community imperatives which
direct the management of this important
collection of historic places and objects.
It is proposed to review the Strategy at
the end of five years.
INTRODUCTION
The Strategy is a key document for the
organisation prepared at a time when
staff and financial resources available for
heritage management are limited and
more effective and efficient management
is essential.
Heritage management refers to the
planning, maintenance, protection and
interpretation of historic places and
objects. The term ‘place’ means a site,
area, parcel of land, landscape, building
or other work, or a group of buildings or
other
works,
and
may
include
components, contents of a building,
moveable objects, spaces and views.
Note: The Parks Victoria Heritage
Management Strategy is concerned only
with
the
management
of
nonindigenous historic places and objects.
The CRB Hut at Dinner Plain in the Alpine National Park typifies the park
based setting of the majority of Parks Victoria’s heritage estate.
1
Parks Victoria Heritage Management Strategy
2
Parks Victoria manages 16% of the land
area of the State, in parcels ranging from
large national parks to individual blocks
of reserved land. The non-indigenous
cultural heritage associated with this land
is widely distributed around the State. It
forms a rich tapestry of buildings,
structures, gardens and landscapes,
industrial
sites,
shipwrecks
and
moveable objects which are increasingly
valued by the community as tangible
links to the past. These places and
objects assist people in defining and
understanding the beliefs, hopes and
aspirations of our forebears,
as
expressed in this cultural heritage.
The historic places and objects in Parks
Victoria’s care have been acquired,
identified and assessed over a period of
25 years and their general nature and
extent are reasonably well known. These
places have been transferred to Parks
Victoria to manage either as discrete
historic reserves, as part of larger parks
and reserves or because Parks Victoria
(or its predecessors) were the most
appropriate protected area management
agencies available at
the
time.
However, past decisions to transfer
places to Parks Victoria do not require
that the organisation will always be the
most appropriate manager of publicly
owned historic places. Parks Victoria will
clarify where it will direct its priorities,
and in doing so will identify places which
may be more appropriately managed by
other organisations.
Parks Victoria Heritage Management Strategy
BACKGROUND
Heritage is a significant component of
contemporary lifestyles and leisure
activities. Through tourism it contributes
significantly to the Victorian economy.
The primary objective of heritage
management at Parks Victoria is the
protection of these historic places and
objects. However, the use of historic
places and objects for leisure, tourism
and education activities helps fulfil
another major objective of heritage
management: to communicate the
importance of these places and objects,
and the stories which give meaning to
them, as well as explaining the need for
their protection. Consequently we must
understand visitor needs and establish
strategic linkages with other attractions,
tourism organisations and heritage
managers so that visitor experiences are
worthwhile, satisfying and enjoyable.
Sensitive adaptation of historic places for
compatible activities is a legitimate
conservation approach. Adaptive reuse
of historic places is no longer limited to
the traditional ‘house museum’ such as
Rippon Lea or Lake View at Chiltern.
Parks
Victoria
is
committed
to
sustainably managing historic places and
objects for the long-term benefit of all
Victorians. This role complements our
more recognised role as a manager of
natural values and open space.
Integrating heritage management with
these other management roles is an
important objective for the organisation.
2
3
PURPOSE OF THE HERITAGE MANAGEMENT STRATEGY
The objectives of the strategy are to:
•
define Parks Victoria’s role in
heritage conservation and
management
•
facilitate more effective on-ground
management of and reporting about
historic places and objects
•
provide direction for allocating
resources for managing historic
places and objects based on
significance and historic themes
•
provide direction on communicating
heritage significance, themes and
stories to the broader public.
This strategy document has been
developed largely from a consultant
report titled Directions in Historic Places
Management:
Recommendations
for
Parks Victoria’s Historic Places Strategy
(2000). The consultants’ report was
developed through a
consultative
process involving Parks Victoria staff
and key external organisations (see
Appendix
1).
The Lal Lal Blast Furnace is a rare historic mining feature which has been stabilised and gaps at the top of the
masonry sealed to prevent damage from water seeping down through the structure. After this type of once off
restoration work is complete very little work is required to maintain structures such as the blast furnace.
3
Parks Victoria Heritage Management Strategy
4
4.1
STATUTORY, POLICY & ADMINISTRATIVE FRAMEWORK
Legislation
Parks Victoria’s management of historic
places is directed by legislation,
Government
policy
and
accepted
heritage management best practice (See
appendix 2). This includes the enabling
land management legislation such as the
Crown Land Reserves Act 1978 and the
National Parks Act
1975 and the
identification and protection legislation,
particularly the Heritage Act 1995
administered by Heritage Victoria.
4.2
Policy framework
•
The Victorian Heritage Strategy
(VHS), released by the Government
in April 2000, gives overarching
strategic direction for heritage
management in Victoria. Parks
Victoria has linked its strategy to the
actions and strategies set out in the
VHS.
•
The Burra Charter of Australia
ICOMOS (International Council on
Monuments and Sites) is an
acknowledged best practice
guideline for managing historic
places in Australia.
•
ICOMOS’s International Cultural
Tourism Charter; Managing Tourism
at Places of Heritage Significance
sets out principles for interpretation
and visitor use at historic places.
•
The Department of Sustainability &
Environment’s Cultural Sites Network
advocates a thematic approach to
the prioritisation of historic place
management.
Parks Victoria Heritage Management Strategy
4.3
Heritage managers
Heritage
Victoria
administers
the
Victorian Heritage Register and Inventory
(lists of historic places), establishes
planning controls for the use of heritage
places by others, and has some
responsibility for statewide co-ordination
of heritage management.
The Department of Sustainability and
Environment (DSE) is the government
agency with overall responsibility for
public land in the State. Among its broad
range of responsibilities, the Department
has a very significant role in the
management of historic places. It retains
direct responsibility for a large number of
historic
places,
but
delegates
responsibility for managing most of the
historic places on public land. Parks
Victoria manages the largest proportion
of these places; others are delegated to
committees of management, including
local municipalities, the National Trust
and community groups.
In the non-government field, the National
Trust of Australia (Victoria) manages 24
properties, which operate as museums
open to the public, plus a further 34
properties not open to the public. It also
has an important role in identifying
historic places, raising community
awareness and lobbying.
The following chart explains the relations
between the various agencies/groups
involved in heritage management in
Victoria.
4
AGENCIES & GROUPS INVOLVED IN HERITAGE MANAGEMENT
ADMINISTRATORS OF
HERITAGE
LEGISLATION
• Heritage Victoria (State)
• Parks Victoria (State)
HERITAGE PROPERTY
• Private (including National Trust)
MANAGERS / OWNERS.
• Public
• Environment Australia
(Commonwealth)
• Municipalities (State)
properties
for
business
° Government
Depts.
e.g.
Education, NRE, Justice, VicRail, etc.
° Municipal Councils
• Public
properties
for
Conservation
Parks Victoria
° DSE
Forest Service
Land Victoria
Committees of Management
° Municipal Councils
° Managers of miscellaneous.
property:
• Heritage Council
• Vic Property Group (part of
Treasury & Finance)
4.1.3
The Parks Victoria Corporate Plan 20022005 is a key document for the
management of Parks Victoria’s heritage
estate. It states that the purposes of the
organisation are to:
•
5
•
Responsibly meet the needs of its
visitors for quality information,
services and experiences
•
Provide excellence and innovation in
park management
•
Contribute to the social and
economic well being of Victorians.
Parks Victoria Corporate Plan
Conserve, protect and enhance
environmental and cultural assets
The Heritage Management Strategy
contains many of the detailed actions
and directions in the Corporate Plan and
will in turn influence future actions which
go into the corporate plan.
Parks Victoria Heritage Management Strategy
5
PARKS VICTORIA’S ROLE AS A HERITAGE MANAGER
Parks Victoria’s distinct role in the
management of historic places within
Victoria is as the agency that manages
the largest and most diverse collection of
historic places, predominantly parkbased, with conservation as a primary
objective.
Parks Victoria’s
role in heritage
management needs to be guided by the
vision statement from the Victorian
Heritage Strategy, prepared by Heritage
Victoria and released by the Government
in April 2000:
Figure 1
‘Victoria’s diverse cultural heritage will be
recognised as a key resource of the
State, and will be managed in a
sustainable way to maximise benefits for
the whole community’.
Parks Victoria
recognises
that
community participation, the provision of
education and interpretation, and where
possible maintaining public access, are
all vital aspects of heritage management.
Types of historic places managed by Parks Victoria
Sawmills, logging sites
5%
Major buildings
1%
Track, tunnels, cuttings,
fences
6%
Habitable buildings
3%
Huts
9%
Graves/Monuments
6%
Shipwrecks
6%
Sites only
12%
Mining sites
52%
5.1
The Historic Places
managed by Parks Victoria
Parks Victoria has a large portfolio of
important historic places; some 2500 are
listed in our historic places inventory.
Almost all these places are on public
land. The exception is Glenample
Homestead, which is leased by the
government for 99
years. Places
include 40 major historic buildings and
complexes, such as Werribee Park,
Coolart,
the
Mt
Buffalo
Chalet,
Wonthaggi State Coal Mine and
Andersons Mill at Smeaton, which need
Parks Victoria Heritage Management Strategy
to be more intensively managed than
some other sites.
Other places of less prominence, but of
importance within the portfolio are backcountry huts (particularly in the alpine
region), mining sites, settlement sites
now largely archaeological in nature,
transport routes, landscapes, gardens,
historic reserves, fences, natural features
with a strong community attachment,
graves, cemeteries and monuments.
Figures 1 and 2, and appendices 3 and
4, give details and examples.
This range of places managed by Parks
Victoria is generally not well represented
6
in private ownership. In addition the 2500
places in our historic places inventory
are only a proportion of the actual
number (as yet unknown) in the Parks
Victoria estate. Large numbers of
unrecorded
places,
mostly
archaeological in nature are known to
exist within parks and reserves.
Parks
Victoria
is
also
currently
responsible for the properties managed
by the
former Historic Buildings
Management
Committee,
refer
to
Appendix 3.
5.2
Thematic framework
Parks Victoria has chosen to use the
Historic Themes Framework of the
Australian Heritage Commission (AHC)
to classify the historic places under our
care (figure 2). All places within Parks
Victoria’s heritage estate were assigned
a particular AHC theme. Places falling
under more than one theme were
assigned to the theme with the greater
critical mass of places. Then using a
number of factors, including the relative
number of places representing a theme,
either across the state or within a
particular region, the relative importance
of the themes’ historical, technological,
aesthetic and social value, six key
themes were identified.
The six key
7
themes are Mining, Shipping along the
coast, Settling the Port Phillip District,
Accessing natural treasures, Living in
remote areas, and Defending Colonial
Victoria. Essentially Parks Victoria
manages a critical mass of significant
places representing the key themes
either across the state or in a particular
region.
The key themes and examples of places
representing them are listed in table 1.
Appendix 5 provides further explanation
about the use of historic themes
Parks Victoria will continue to protect all
important historic places and objects in
its care, but will use the key themes to
help prioritise strategic projects.
5.3
Collections of moveable
objects
Collections or moveable objects range
from artefacts, archives, and material
belonging to an individual place to the
collection
that
relates
to
park
management history. A policy has been
developed to guide the protection and
management of such objects.
The
guiding principle for the management of
moveable objects is that they should
remain at the place with which they are
associated.
Parks Victoria Heritage Management Strategy
Commemorating events
2%
Defense
1%
Appreciating nature
3%
Governing
1%
Developing cultural institutions
1%
Primary production
4%
Dying
2%
Eating & drinking
1%
Educating
1%
Settlement
5%
Transport
10%
Resource utilisation
54%
Creating fine gardens
0%
Organised recreation 3%
Struggling with remoteness &
hardship
8%
Surveying Victoria
2%
Figure 2
Supplying services
2%
Parks Victoria's Historic Places classified by AHC historical theme
The main historic features at the Collins Settlement site, Sorrento are these graves. The area also contains shell
middens left by Aboriginal people. 2003 marks the bicentenary of Collins Settlement, one of the places representing
Parks Victoria’s key historic theme, ‘Settling the Port Phillip District’.
Parks Victoria Heritage Management Strategy
8
Table 1
Preliminary list of Key Historic Themes
AHC Thematic
Group
AHC Theme
Parks Victoria Key
Historic Themes
1. Tracing the
evolution of the
Australian
environment
1.4 Appreciating
the natural
wonders of
Australia
Accessing natural
treasures.
Relates to the history of past appreciation,
enjoyment and management of natural
wonders. Places include Mt. Buffalo,
Buchan Caves, Twelve Apostles, Tower Hill,
and Cumberland Scenic Reserve in the
Yarra Ranges.
2. Peopling
Australia
2.5 Promoting
settlement
Settling the Port
Phillip District
Theme related to the settlement of
Melbourne before the Gold Rushes. Places
include Collins Settlement Site, W oodlands
Homestead, Point Cook Homestead,
Pontville, Viewbank Homestead site, ruins of
settlement sites along drainage lines and
within metropolitan parks.
3. Developing
local, regional
and national
economies.
3.4 Utilising
Mining
50% of recorded historic mining sites in the
Places managed by Parks Victoria
State (predominantly gold mining) and 85%
of LCC-recommended Historic Mining
Reserves are managed by Parks Victoria.
natural
resources
Parks Victoria has developed the Golden
Gateways Strategy for revealing Victoria’s
gold mining heritage.
Other significant mining sites are W onthaggi
State Coal Mine. Lal Lal Blast Furnace, Lime
kilns at W alkerville.
3.8 Moving goods
and people
Shipping along the
coast.
50% of light stations, shipwrecks in Port
Phillip Bay, marine parks and adjacent to
coastal parks. 50% of 19th century piers
and jetties, Queenscliff Lifeboat Shed,
Glenample Homestead
7. Governing
9
3.16 Struggling
with
remoteness
and hardship.
Living in remote
areas
Historic farming and grazing huts,
homestead sites and related cultural
landscapes in Alpine, Mallee and Central
Highlands districts of Victoria.
7.7 Defending
Australia
Defending Colonial
Victoria
Defence and coastal fortification sites in and
around Melbourne dating from the Colonial
period. Places include Point Nepean, South
Channel Fort and the Point Gellibrand
Battery site (W illiamstown).
Parks Victoria Heritage Management Strategy
6
PARKS VICTORIA’S STEWARDSHIP ROLE.
Striving to achieve best practice in
heritage
management,
and
communicating required standards of
management
throughout
the
organisation, are important aspects of
fulfilling our stewardship role.
Parks Victoria must adhere to the Burra
Charter Guidelines of Australia ICOMOS
and protect historic places under
appropriate legislation, as well as
ensuring that policy direction and legal
mechanisms are available
Parks Victoria staff, volunteers and
lessees are our heritage stewards. They
need to:
•
understand the relevance and
implications of cultural significance
and heritage conservation practices
to the ongoing protection and
management of historic places and
objects
•
appreciate when it is appropriate to
undertake heritage conservation
activity and use qualified staff or
contractors for conserving historic
places
•
supervise consultants and
contractors engaged to perform
specialist tasks associated with the
conservation and management of
historic places and objects.
Goal
•
Achieve excellence and innovation in
managing historic places and objects
responsibly for present and future
generations.
The former lighthouse keepers quarters at Wilsons Promontory have been
restored and converted for use as tourist accommodation.
11
Parks Victoria Heritage Management Strategy
Action
Targets
6.1
Review and implement essential heritage management
operational policy and procedures.
Complete by June 2003
6.2
W ith other Australian park management agencies, investigate
feasibility of holding regular Best Practice Heritage
Management W orkshops.
Feasibility by 2003, workshop by
2004 and then ongoing
6.3
Review capability of staff, volunteers and lessees involved in
heritage management and ensure that they are appropriately
skilled.
• Skill audit of staff completed by
June 2003.
• Program for upgrading capacity
of staff, volunteers and lessees
in heritage management 2003
- 2010.
6.4
Investigate the use of provisions of the Heritage Act to allow
Parks Victoria staff to enforce regulations to protect historic
places and objects.
Feasibility analysis completed by
June 2005 .
6.5
In conjunction with DSE, develop a program for the reservation
of historic places.
Program developed by December
2003.
6.6
Prepare and implement plan for communicating Parks
Victoria’s role in heritage management.
Communication plan by
December 2003; Implementation
2004 - 2007
6.7
Review heritage management strategy within three years and
then every five years;.
Review by 2006 and then 2011
6.8
W ork with Heritage Victoria and Tourism Victoria in
implementing a strategic and coordinated approach to heritage
management between government agencies.
Regular meetings with Heritage
Victoria and Tourism Victoria and
recognition of Parks Victoria’s
Heritage Management Strategy in
tourism and heritage programs
and strategies.
6.8
Continue to support Parks Victoria Heritage Management
Team to ensure a co-ordinated and state-wide approach to
heritage management.
Regular meetings of the Heritage
Management Team
Located near Mt. Hotham, the
Monarch Battery is part of an
important collection of historic
mining plant and equipment
found in the more remote
mountainous regions of the
State. The 2003 bushfires
have provided an opportunity
to improve our understanding
of these sites and determine
the feasibility of improving
public access.
Parks Victoria Heritage Management Strategy
10
7
CONSOLIDATING PARKS VICTORIA’S HERITAGE ESTATE
One of the main tasks of this strategy is
to clarify for Parks Victoria and the wider
community the types of historic place for
which the organisation is the most
appropriate manager. Clarification of
this will allow us to identify the places
that we will continue to manage, the
places which we will seek to have
transferred
to
more
appropriate
managers, and the types of places for
which we may accept responsibility in the
future.
Historic places such as those within
parks or reserves recommended by the
Land Conservation Council (LCC) or
Environment Conservation
Council
(ECC) are clearly the types of places for
which Parks Victoria is the most
appropriate manager. Such places,
particularly those with heritage values
that should be displayed or interpreted,
set within a landscape, add a special
dimension to Parks Victoria’s heritage
estate.
Additions to the estate, arranged through
DSE, would also be dependent on the
availability of sufficient resources and
the relationship of additional places to
the current Parks Victoria estate.
The following criteria will be used for
determining the places which should
make up Parks Victoria’s heritage estate
•
•
Historic places such as individual historic
buildings in built-up urban areas, or
places isolated from other parks,
reserves or public open space, which are
not retained in public ownership for
display or interpretation of their heritage
values, may be more appropriately
managed by other agencies. Criteria
have been developed to clarify the
places for which we will assume longterm management responsibility.
Over time there will be changes to Parks
Victoria’s heritage estate and to the
relative importance of the parts of that
estate. W e need to periodically review
the places that we manage and work with
other managers to ensure that a range of
places are adequately protected.
More appropriate managers may be
identified for certain places, and Parks
Victoria may be given additional places
to manage, for example the additional
parks
and
historic
reserves
recommended in the recently-approved
ECC Box Ironbark report.
Parks Victoria Heritage Management Strategy
•
The focus for Parks Victoria’s
existing heritage estate will be on
places:
•
in established urban or non
urban parks and reserves or LCC
/ ECC recommended parks and
reserves, or
•
located in an area where Parks
Victoria has a management
presence and are required or
intended to be accessible to the
public.
Seek, in consultation with DSE, to
transfer the management of historic
places to other managers where
those places are:
•
Small town allotments isolated
from a park and located in an
area where Parks Victoria does
not have a management
presence,
•
Not required/intended to be
accessible to the public, and
more appropriate for a
community or commercial use,
•
Do not represent one of the key
themes of the Parks Victoria
heritage estate,
•
Could be more appropriately
managed by a historic property
lease manager.
In addition to places acquired
through LCC / ECC
recommendations or the
development of metropolitan open
space, consider accepting
responsibility for additional historic
places which:
12
•
are located in an area where
Parks Victoria has a
management presence,
•
are recommended or intended to
be accessible to the public,
•
represent one of the key historic
themes of the Parks Victoria
heritage estate,
•
are determined to be important
in completing a comprehensive
state-wide system of
representative historic places,
are not small township
allotments.
•
Goal
•
To clarify the type of historic places
to be managed by Parks Victoria.
Action
Target
7.1
Using agreed criteria, identify places, including HBMC
properties, that could more appropriately be managed by
others.
Places suitable for management
by others identified by Dec 2003
and alternative managers sought
2004 - 2010.
7.2
Review the nature of the heritage estate every five years
Complete review of Parks
Victoria’s heritage estate by 2008.
The Courthouse at Steiglitz is used to interpret the history of the township and surrounding goldfield. Parks Victoria will
generally restrict its management of historic buildings to those within parks and reserves, which can be used for
management purposes or are intended to be accessible and interpreted to the public
13
Parks Victoria Heritage Management Strategy
8
COMMUNITY INVOLVEMENT AND PARTNERSHIPS
Parks Victoria is keen to raise awareness
about its heritage estate and to involve
the community in managing historic
places and objects. W e can involve the
community in all aspects of heritage
management
including
planning,
conservation works and presentation.
Community
ownership
and
understanding will contribute significantly
to conserving historic places and objects.
We will pursue partnerships with other
management and heritage agencies,
Tourism Victoria, local government, the
private sector and the community over
the longer term to maximise the
effectiveness of the management of
historic places. Historic places are only
one aspect of our environment, and their
management has to be co-ordinated with
the management of the other values
making up our overall environment.
Parks Victoria recognises that the private
sector, particularly at the local level, has
expertise which can play an important
part in assisting with the management of
historic places.
Goal
•
To involve the community, private
sector tourism businesses, other
government agencies and local
government in fostering protection,
community ownership and
sustainable management of historic
places and objects.
Action
Target
8.1
Explore how to support existing volunteer groups and create new
groups to assist with the management of historic places and
objects (including grants, newsletters etc)
Plan to better support volunteer
groups developed by June 2004.
Feasibility studies on creating new
groups completed by June 2005 and
new groups formed 2005.
Implemented 2005 - 2010
8.2
Enable the community where appropriate to have input into heritage
planning documents.
Requirements for public
submissions incorporated into
appropriate heritage planning
documents
8.3
Inform private sector tourism businesses about the value and
importance of historic places and objects
Regular updating of heritage
information on the Internet and at
historic places consistent with Parks
Victoria’s Levels of Service
beginning 2003/04.
8.4
Foster tourism activities that will protect historic places and objects.
Provision for protection of heritage
incorporated into tourism guidelines.
8.5
Explore options for developing partnerships with other government
agencies and local government.
Relevant state agencies and local
government participating in
developing initiative projects for key
historic themes as defined in table
1.
Parks Victoria Heritage Management Strategy
14
9
INFORMATION, INTERPRETATION AND EDUCATION
Interpretation plays an important role in
developing people’s understanding of
Australia’s past history, and past and
contemporary expressions of beliefs,
hopes and aspirations.
Interpretation, where possible involving
local communities, will be used to
facilitate
and
encourage
public
awareness and support for the long-term
protection of historic places and objects,
particularly those representing key
historic themes.
Parks Victoria is one of the few
organisations that can tell a wider
historical story by interpreting landscapes
it manages as a whole. This can be
achieved by
the presentation of
thematically linked places as part of the
broader cultural landscape. In particular,
themes can help explain the relationship
between Victoria’s history, the current
landscape and environmental change.
Some of the key themes are best
reflected in landscapes rather than at
specific places, though individual places
can provide a convenient focus for the
interpretation of a broader landscape.
Landscapes enable a higher and more
appropriate level of management for
historic places which, while appearing
individually
less
significant,
are
components of a distinctive landscape of
greater importance, for example the
mining landscapes of Central Victoria.
Goals
•
To assist the community and visitors
to understand and appreciate the
dynamic relationship between
Victoria’s history and the ways in
which the current landscape and
environment have developed.
•
To use the key themes, where
appropriate, to determine strategic
projects in managing and presenting
historic places and objects.
•
To become a leading presenter of
the historic places and objects within
its heritage estate which represent
the key historic themes outlined in
table 1.
The Mt Alexander Diggings Project has improved access to and interpretation of the historic mining remains
such as the Garfield Waterwheel foundations, located within the Castlemaine Diggings National Heritage Park.
The diggings project has been developed in partnership with the Mt Alexander Shire and the local community.
15
Parks Victoria Heritage Management Strategy
Action
9.1
Develop and implement initiatives projects for the key
themes of mining, shipping along the coast, settling the Port
Phillip District, living in remote areas, accessing natural
treasures, and defending Colonial Victoria.
Target
• Initiatives for mining
implemented by 2003.
• Complete coastal shipping
strategy by 2003 and initiative
implemented by June 2005.
• Complete settling strategy by
2005 and initiative
implemented by June 2007.
• Complete remote Living
strategy by 2007 and
initiatives implemented by
June 2009.
• Complete natural treasures
strategy by 2009 and initiative
implemented by June 2011
9.2
Develop and implement the heritage II&E component of the
Parks Victoria’s overall II&E strategy.
Complete by Dec 2003 and
implement 2004 – 2010 as part of
Parks Victoria’s II&E strategy
9.3
Develop a program of events and activities for promoting
understanding and support for Parks Victoria’s heritage
management.
Develop a program of launches,
openings and interpretation
activities by June 2004 and
implemented 2004-2010
9.4
Review the key themes in the first three years and then every
five years.
Complete review by 2006 and
then 2011
The Nowingi Tank, located within the Murray Sunset National Park, was used to load gypsum into trucks.
Features such as this help us understand the story of past land use within the surrounding area
Parks Victoria Heritage Management Strategy
16
10
SUSTAINABLE MANAGEMENT OF HISTORIC PLACES AND OBJECTS
Ongoing heritage conservation works
Parks Victoria must provide for ongoing
conservation work on its heritage estate.
The amount and nature of ongoing
conservation works required can be
described as routine (regular, ongoing,
day to day), periodic (annual and once
off), minimal (irregular and once off) and
none. Figure 3 explains the categories
and shows an estimate of the percentage
of the estate requiring each category of
work.
The allocation of scarce resources for
heritage management can often be
Figure 3
dominated by requirements for major
and expensive restoration work at a few
key sites. Places managed by Parks
Victoria requiring this type of major
maintenance include the Gabo Island
Lightstation, Andersons Mill, Days Mill
and W oodlands Homestead.
As well as using its own resources Parks
Victoria will seek government initiative
resources for major conservation and
management work. Application for
initiative funding will be determined using
the key historical themes.
Heritage Conservation Activity Types
None
18%
Routine
5%
Periodic
14%
Routine, (regular day to
day maintenance)
Periodic, (regular or once
off maintenance /repair
Minimal, (occasional
maintenance/repair to
some places)
Minimal
63%
The following criteria will be used for
allocating
resources
for
ongoing
conservation activity.
Relative significance
Relative cultural significance, as defined
in the Burra Charter of
Australia
ICOMOS, is the most important criterion
for prioritising ongoing
conservation
work. It is widely used in Australia and
overseas by managers of historic places
in both government and the private
17
None
sector. There is an accepted process for
assessing and ranking historic places of
national, state, regional or local
significance.
Risk to heritage value
Assessment of the level of risk to
heritage values will help determine the
need for conservation action. Level of
risk is determined by physical condition,
environmental threats, visitor pressures
or potential opportunities lost if no action
is taken.
Parks Victoria Heritage Management Strategy
Levels of visitor service and public
use demand
Parks Victoria’s Levels of Service
Framework sets standards for the
provision of visitor facilities based
predominantly on visitor numbers.
Financial management benefit
Another factor to be considered is how
likely the proposed conservation works
are
to
reduce
future
management/maintenance costs
to
Parks Victoria without compromising
heritage values. In Burra Charter terms,
the conservation action reduces the
frequency of future conservation works,
or leads to a compatible use; for
example by facilitating leasing to an
appropriate external user, by reducing
recurrent maintenance requirements or
by facilitating compatible re-use of the
place.
Compatible management of
Indigenous, natural and heritage
values
Parks Victoria will continue to develop
complementary management processes
(such
as
the
development
risk
assessment process) that integrate the
management of natural, Indigenous and
historic values. It is important to ensure
that there is no potential for conservation
and presentation of one set of values at
the expense of another. However it will
sometimes be necessary to make
informed
management
decisions
involving some level of compromise
based on an understanding of all the
values of a place.
Contribution to the social and
economic well being of all Victorians
The potential for a place to contribute to
the well being of the community, for
example through encouraging tourist
activity, will be considered.
Goal
•
To provide for ongoing heritage
conservation activity according to
best practice heritage management
principles.
Parks Victoria’s management of Woodlands Homestead is
supported by the Friends Group, who run guided tours
and hold monthly theatrical portrayals of the role of the
Chaffey’s in the history of the property
Parks Victoria Heritage Management Strategy
18
Action
Target
10.1
Continue to develop a 3 year rolling Cultural Values
Management (CVM) program of management activities using
agreed criteria to prioritise the allocation of resources
3 year CVM program developed
by December 2003 and program
reviewed annually
10.2
Ensure that historic places and objects are adequately provided
for in future park management plans by contributing to a review
of, and update, the Park Management Plan Kit.
Heritage management provisions
incorporated into the updated park
planning kit.
10.3
Review, and if necessary update, provisions in the Levels of
Service Framework for the management of historic places and
objects.
Develop procedures for using the
Levels of Service provisions for
historic places by Dec 2003 and
communicate them to staff by
June 2004 .
10.4
Target external grants programs for major works projects. • Places identified requiring
major works by Dec 2003.
• Sources of grant money
identified by Dec 2003 and
reviewed annually.
10.5
Provide for recording and managing historic objects in the CVM
program
3 year program developed by
October 2003 and reviewed
annually as part of the CVM
program.
10.6
Seek to reduce reliance on external grants for major works
funding.
Review mechanism for provision
of major works funding and
develop options for obtaining
regular funding by Dec 2004.
Parks Victoria has embarked
upon a project to catalogue
and properly store moveable
historic objects such as this
clay mould, which is part of the
important
collection
of
moveable objects at William
Ricketts Sanctuary.
19
Parks Victoria Heritage Management Strategy
Compatible Uses for Historic Places
Compatible
uses
can
improve
sustainability and allow public access
and/or interpretation of historic places
and objects. Such uses can be allowed
only on a scale and frequency
appropriate to protecting the significance
of the place and its interpretive potential.
Potential uses range from continued
traditional use (unlikely in most Parks
Victoria managed historic places) to
compatible commercial, community and
management uses, and interpretation,
which may include interpretation for
tourism of vacant buildings or ruins.
compatible with, and contribute to the
protection of, significant historic values,
other environmental and cultural values,
and community requirements.
The use of historic places in parks and
reserves for education and tourism can
protect heritage values by improving the
recognition and understanding of their
importance. The Mt. Alexander Diggings
project is protecting important historic
places and generating resources to
maintain them through tourism, and the
historic Kiosk
at
Ferntree
Gully
(Dandenong Ranges National Park) is in
use as an Educational Centre.
Goal
Leasing of major buildings to allow public
access and use is an established process
for Parks Victoria. Lessees of significant
historic places need to be carefully
chosen to ensure that uses are
•
To conserve historic places and
promote community participation and
understanding of heritage values
through use of historic places.
Action
Target
10.7
Develop mechanisms for establishing additional or expanded
compatible uses for appropriate under-utilised historic places.
Establish a new or expanded use
for one significant historic place
each year
10.8
Develop operational policy and procedures to assist Parks
Victoria staff to manage lease agreements and to monitor the
use of historic places.
Procedures developed for staff to
monitor use of historic places by
Dec 2004.
Parks Victoria will seek to attract compatible commercial activities to compliment its role of providing
access to and interpretation of places such as Andersons Mill at Smeaton
21
Parks Victoria Heritage Management Strategy
11
HERITAGE MANAGEMENT TOOLS AND SYSTEMS
The organisation’s current heritage
management practices have been
reviewed against the recommendations
in the Australian and New Zealand
Environment and Conservation Council
(ANZECC) Best Practice in Cultural
Heritage Management (Historic Heritage
in Parks and Protected Areas) Report.
The following heritage management tools
and systems are being put into place to
ensure that Parks Victoria is at the
forefront of heritage management best
practice:
park or reserve. These plans explain
how environmental, cultural and
visitor values and activities will be
integrated.
•
Heritage Action Statements are brief
strategic documents which specify a
desired management outcome for a
place and a list of major tasks that
will be initiated to achieve that
outcome (See appendix 6 for a list of
available heritage action statements,
plans and maintenance plans.)
•
Heritage Action Plans (conservation
management plans) provide full
documentation of heritage values,
risks, opportunities, constraints,
objectives, conservation policy and
actions.
•
Heritage Maintenance Plans
prescribe the ongoing annual
maintenance activities for individual
historic places or discrete groups of
places.
Parks Victoria’s Historic Places
Inventory
The historic places inventory is still at a
developmental stage. The inventory of
some 2500 historic places which includes
description,
history
and
cultural
significance, has been integrated into the
Parks
Victoria
Asset Management
System. As the Asset Management
System is further developed, the
inventory will be used to monitor
condition and risk to heritage values as
well as to record and program
conservation works.
Moveable objects at historic places are
an integral part of a place, and their
presence at a site should either be noted
in the heritage inventory or catalogued
using the Parks Victoria moveable
objects cataloguing database.
Heritage Planning Documentation
Parks Victoria has developed a range of
heritage planning documents which are
compatible with both the organisation’s
planning framework and the Asset
Management System. The following
heritage planning documents will be used
to guide Parks Victoria’s cultural values
management program:
•
National Parks Act Management
Plans are required by the National
Parks Act 1975. They explain the
context, values, risks and broad
strategies that apply to a particular
Parks Victoria Heritage Management Strategy
Research
Research is necessary to assist in
understanding the history of land use,
establish the cultural significance
of
some of the historic places managed by
Parks Victoria, determining the most
appropriate type of conservation activity
or providing information for interpretation
education and publication.
Any new land area added to Parks
Victoria’s estate may require research.
Such areas will be assessed, and if
necessary surveyed, for historic places
as a matter of priority, and no ‘clearing
up’ of structures or man-made features
(buildings, fences, ‘rubbish’) will occur
until an assessment is complete.
Performance Measurement
Measuring performance is an integral
part of effective management, and is
required for evaluating performance.
Parks Victoria is engaged in a whole-ofgovernment
process
to
develop
appropriate performance measures.
20
A key measure of heritage management
performance is the condition of places in
the Parks Victoria’s heritage estate.
Eventually
the
assessment
of
management performance might involve
periodically
measuring
change
in
condition and integrity of fabric, and
appropriateness of use. To achieve this,
however, measurable benchmarks must
be established.
be reviewed to ensure that it
appropriate for the heritage estate.
Goal
•
Parks Victoria’s visitor satisfaction and
community perception monitoring should
To develop and maintain tools,
systems, policies and guidelines to
facilitate effective and efficient
conservation and management of
the historic places and objects
managed by Parks Victoria.
Action
11.1
is
Target
Progressively upgrade Parks Victoria’s heritage inventory
including cataloguing moveable cultural heritage
Program developed by December
2003 and implemented 2004 2006.
11.2
Use Asset Management System to program works
Program works using the AMS by
July 2006
11.3
Review and progressively upgrade existing operational policies
and procedures for the management of historic places and
objects.
Review and program for
upgrading complete by December
2003
11.4
Develop and implement a communication strategy for policies,
plans and strategies to ensure that they are easily accessible
and widely available.
Communication plan completed
by March 2004. Existing plans
and strategies placed on the web
by December 2004.
11.5
Record the condition of a representative group of historic
places as a benchmark for developing performance measures
for heritage management.
Condition of an agreed number of
places documented by December
2003.
11.6
Develop performance measurement criteria including condition
for heritage management within accepted government and
Parks Victoria framework.
Performance measures
developed by June 2004 and
rolling program of measurement
conducted 2004 - 2010.
11.7
Review and update procedures for the preparation of Heritage
Action Plans and Statements and Heritage Maintenance Plans.
Procedures updated by
December 2003
11.8
Review current program and develop and commence a 3-year
program for Heritage Action Plans and Statements and
Heritage Maintenance Plans.
Review completed and program
developed by December 2003 and
implemented 2003 – 2010
11.9
Establish feasibility of developing a Parks Victoria Heritage
Research Partners Program
Feasibility completed June 2004
and if appropriate implemented
11.10
Identify research priorities, available funding and implement a
research program.
Research priorities identified by
December 2004, funding sources
sought 2004 – 2010, partners
conduction research 2004 – 2010
23
Parks Victoria Heritage Management Strategy
12
The strategy will be implemented over a
ten-year period with a major review of
strategic directions after five years.
12.1
Cultural Values
Management Program
Projects within the annual heritage
management program can be split into
two areas: planning &
information
projects
and
on-ground
heritage
conservation activities. The annual
budget for the heritage component of
Parks
Victoria’s
Cultural
Values
Management Program varies between
$1.0 and $1.25 million. Currently around
IMPLEMENTATION
25% of this allocation is used for
planning and information projects and
75% is used for on-ground conservation
activity. Over the next five years the
proportion of the annual program used
for planning and information projects will
reduce to 20% with a corresponding
increase
in
on-ground
heritage
conservation activity.
12.2
Implementing the Strategic
Actions
The actions detailed earlier in this
document will be implemented in the
sequence detailed in the following table.
Parks Victoria will care for all the significant historic places that it manages and progressively give priority to the
interpretation and promotion of places representing Key Historic Themes. From 2003 to 2005 priority may be
given to places such as the Queenscliff Lifeboat Shed which is one of the places managed by Parks Victoria
representing the key historic theme Shipping along the Coast
Parks Victoria Heritage Management Strategy
22
STRATEGIC
DIRECTION
STRATEGIC ACTIONS FROM 2003 TO 2011
2002/03
Heritage
Stewardship.
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
2009/10
2010/11
• Implement
essential
operational
policies and
procedures.
• Plan and facilitate an
Australasian heritage
management best practice
workshop.
• Develop and implement a skill enhancement program for Parks Victoria staff, volunteers and lessees.
• Arrange for use of Heritage Act
provisions by Parks Victoria
staff for protection of historic
places and objects.
• Develop and implement, through the Department of Sustainability and Environment, a program for the reservation of historic and cultural
features reserves
• Review
Parks
Victoria’s
Heritage
Managemen
t Strategy
• Review
Parks
Victoria’s
Heritage
Manageme
nt Strategy
• W ork cooperatively with Heritage Victoria and Tourism Victoria in implementing a strategic approach to heritage management.
• Support the operation of Parks Victoria’s Heritage Management Team to ensure a coordinated approach to heritage management within Parks Victoria.
.
24
• Develop and implement a communication plan that
makes Parks Victoria staff and the wider community
aware of the organisations role in heritage
management
Parks Victoria Heritage Management Strategy
STRATEGIC
DIRECTIONS
STRATEGIC ACTIONS FROM 2003 TO 2011
2002/03
Consolidating
Parks
Victoria’s
heritage
estate.
2003/04
• Identify places more
appropriately managed by other
agencies / groups
2005/06
2006/07
2007/08
2008/09
2009/10
2010/11
• Seek alternative managers for places that do not
need to be managed by Parks Victoria.
• Review the
make up of
the Parks
Victoria
Heritage
Estate.
• Develop a
Community
involvement
and
partnerships
2004/05
plan for
improving
support for
volunteers.
• Develop criteria for public input
into heritage planning
• Investigate
feasibility of
establishing
new friends
groups.
• Implement proposals for improving the involvement and support for volunteers.
• Implement new requirements for public involvement heritage planning processes.
processes.
• Provide access, interpretation and educational information to assist tourism activities based on the strategic directions provided by Parks
Victoria’s Levels of Service Framework
• Foster tourism activities that are compatible with the protection of historic values.
• Investigate and where appropriate develop partnerships with other agencies for heritage initiatives projects.
24
Parks Victoria Heritage Management Strategy
STRATEGIC
DIRECTIONS
STRATEGIC ACTIONS FROM 2003 TO 2011
2002/03
Information,
Interpretation
and
Education.
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
2009/10
2010/11
• Implement
initiative
projects for
places
reflecting a
Mining
historical
theme.
• Develop a strategic approach and implement
initiative projects for a Shipping along the Coast
historical theme.
• Develop a strategic approach and implement
initiative projects for a Settling the Port Phillip
historical theme.
• Develop a strategic approach and implement
initiative projects for a Living in Remote Area’s
historical theme.
• Develop a strategic approach and implement
initiative projects for the Accessing Natural
Treasures historical theme.
• Develop
heritage
component
for II&E
strategy.
• Implement heritage component
of Parks Victoria’s II&E Strategy.
• Review PV’s
key historic
themes
• Develop a
program of
public events
to educate
people about
Victoria’s
heritage.
Parks Victoria Heritage Management Strategy
• Review
PV’s key
historic
themes
• Implement a program of public events.
26
STRATEGIC
DIRECTIONS
STRATEGIC ACTIONS FROM 2003 TO 2011
2002/03
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
2009/10
• Implement a three-year rolling Cultural Values Management Program.
Sustainable
management
of historic
places and
objects.
• Ensure that there is adequate provision for the management of historic places within park management, setting, open space and master plans.
• Ensure that
the Levels of
Service
Framework
makes
adequate
provision for
historic
values.
• Identify and target external grants for major works.
• Provide for the cataloguing and recording of moveable historic objects in the Cultural Values Management Program.
• Seek to reduce reliance on external grant funding.
• Develop process for establishing new or expand compatible uses for historic places.
• Develop policy and procedures
to assist staff in managing and
monitoring leased property.
27
Parks Victoria Heritage Management Strategy
2010/11
STRATEGIC
DIRECTIONS
STRATEGIC ACTIONS FROM 2002 TO 2011
2002/03
2003/04
2004/05
2005/06
2006/07
2007/08
2008/09
2009/10
2010/11
• Progressively upgrade Parks Victoria’s heritage inventory.
• Use Asset
Management
System to
program
regular
maintenance
and repair
work for
historic
places.
Heritage
management
tools and
systems
• Review and progressively upgrade operational
policies and procedures.
• Develop and implement a
process to make heritage
policies, plans and strategies
easily accessible and widely
available.
• Record
condition of a
group of
places as a
bench mark
for measuring
performance.
• Review and
update
procedures
for
preparation of
heritage
actions plans
and
statements.
• Develop criteria run a rolling program for measuring heritage management performance.
• Implement a three-year program for preparing heritage action plans, statements and heritage maintenance plans.
• Establish feasibility of developing a heritage
research partners program.
Parks Victoria Heritage Management Strategy
28
BIBLIOGRAPHY
Heritage Council, March 2000, Victorian Heritage Strategy; knowing, communicating,
protecting and managing Victoria’s diverse cultural heritage,
Department
of
Infrastructure, Melbourne.
Australian Heritage Commission, 2001, Australian Historic Themes; a framework for use
in heritage assessment and management, Commonwealth of Australia, Canberra.
Australia ICOMOS, 1999, The Burra Charter; The Australia ICOMOS Charter for Places
of Cultural Significance with associated guidelines and code on the Ethics of Coexistence, Australia ICOMOS Inc., Burwood Victoria.
Hague Consulting Ltd. & Kelly, M., February 2001, ANZECC Best Practice in Cultural
Heritage Management (Historic Heritage on Parks & Protected Areas), unpublished
ANZECC W orking Group report for National Parks and Protected Area Management
Benchmarking and Best Practice Program, National Parks & W ildlife Service, New South
Wales and Department of Natural Resources & Environment, Victoria
Pearson, M., Marshall, D. & W ight, I., August 2000, Directions in Historic Places
Management; recommendations for Parks Victoria’s historic places strategy 2000 – 2003,
unpublished report for Parks Victoria.
Parks Victoria Heritage Management Strategy
29
GLOSSARY
Action
Task(s) that will be undertaken to implement the strategy. Actions
have been developed for each of the strategic directions of
stewardship, consolidating Parks Victoria’ s heritage estate, community
involvement & partnerships, information, interpretation and education,
sustainable management and heritage management systems.
ANZECC
Australian and New Zealand Environment and Conservation Council
Asset Management System
A computer based information system used for keeping records and
reporting on the use, current condition, status maintenance
requirements and cultural values for both contemporary built assets,
such as visitor facilities, and historic places.
Australia ICOMOS
Australian arm of the International Council on Monuments and Sites, a
non-government professional organisation concerned with the
development and promotion of the philosophy, terminology,
methodology and techniques of cultural heritage conservation.
Australian Heritage Commission
The Australian Heritage Commission (AHC) is a statutory body of the
Commonwealth Government administered within the Australian and
W orld Heritage Group of Environment Australia. The commission
administers the Australian Heritage Commission Act 1975; which
establishes the Register of the National Estate. The commission
develops policy, direction and priorities for and promotes heritage
conservation throughout Australia.
Australian Historic Themes Framework
The AHC Historic Themes Framework is a tool to assist in the
identification, assessment, interpretation and management of heritage
values. The framework comprises nine theme groups, each of which
encompasses a network of more specific themes. The themes can
help stimulate a broader understanding of places, their historical
context and their relationship to other places.
Burra Charter
The Burra Charter is set of definitions and guidelines which establishes
a standard of practice for people who provide advice, make decisions
about, or undertake works to places of cultural significance
Committees of Management
Committees of management are appointed under the Crown Land
Reserves Act 1978 to take responsibility for the management of the
parcels of public land.
Community perception monitor
A statistical measure of the community’s satisfaction with the way
Parks Victoria is managing the parks, open space and reserves for
which it is responsible. Surveys, conducted by market research
companies, are used to measure community satisfaction
Compatible use
Means a use which respects the cultural significance of a place and
involves no, or minimal, impact on cultural significance.
Condition of places
Condition of historic places is assessed against the expected function
of the place, which can range from a fully functioning building or
structure to a ruin where the expected function is to achieve stability.
Crown Land Reserves Act 1975
Provides for the reservation and establishing regulations for crown land
required for public purposes such as for conservation of areas of
natural, historic or archaeological interest.
Cultural significance
Cultural significance means aesthetic, historic, scientific, social or
spiritual value of a place for past, present or future generations.
Cultural Heritage
29
Non indigenous cultural heritage refers to built structures and their
surrounds; gardens; trees; cultural landscapes; shipwrecks; sites of
important events; commemoration sites; contents of buildings;
significant relics; objects; artefacts; records; knowledge; stories and
traditions associated with human activity in the parks and reserves
managed by Parks Victoria.
Parks Victoria Heritage Management Strategy
Cultural sites network
A framework developed by the Department of Sustainability and
Environment, which sets out the priority historic themes relating to the
administration and management of public land.
Cultural Values Management Program
The program is the sum of all planning, research and on ground works
undertaken by Parks Victoria to identify protect and manage both the
Indigenous and historic places managed by Parks Victoria.
Development Risk Assessment Process
A Parks Victoria guideline, which is used to assess the impact of any
development or management activity on the natural, historic or
indigenous values on land managed by Parks Victoria.
Environment Conservation Council
The Environment Conservation Council replaced the Land
Conservation Council. Its role like its predecessor was to provide
advice to the Victorian Government on the use of public land. The
Victorian Environment Assessment Council has now replaced it.
Goal
Goals have been developed to guide what has to be achieved for each
of the strategic directions of stewardship, consolidating Parks Victoria’
s heritage estate, community involvement & partnerships, information,
interpretation and education, sustainable management and heritage
management systems.
Heritage Act 1995
The Heritage Act provides for the protection and conservation of places
and objects of cultural heritage significance. It provides for the
establishment of the Heritage Council, Victorian Heritage Register and
Inventory as well as for obtaining permits for works affecting historic
places, shipwrecks and objects
Heritage Management Team
The heritage management team is made up of representatives from the
Parks Victoria regions and corporate divisions. The team is responsible
for providing inspiration and leadership for heritage management within
the organisation, advising on the management of historic places and
objects, ensuring a coordinated statewide approach to heritage
management within Parks Victoria, and monitoring the Cultural Values
Management Program.
Heritage Victoria
Is the division within the Department of Infrastructure that administers
the Heritage Act 1995 and supports the activities of the Victorian
Heritage Council.
Historic Buildings Management
Committee
Is a committee of management appointed under the Crown Land
Reserves Act with responsibility for the management of 20 heritage
properties. The committee was set up to manage these properties in
order to protect their heritage values.
House museum
A house museum refers to a building and its contents that has been
kept or restored/reinstated to an historic period in order to present the
place to the community as it was during that period.
Indigenous heritage
Indigenous heritage refers to Aboriginal cultural heritage.
Information, Interpretation & Education
W ithin Parks Victoria Information, Interpretation and Education (II&E)
are core methods for communicating with people about the values,
features and issues of Victoria’s parks, bays, waterways, reserves,
historic places and other protected areas.
Information is factual material that conveys or imparts knowledge and is
generally designed to reach a broad audience who may or may not visit
parks.
Interpretation is a means of communicating ideas, feelings and values
that helps people enrich their understanding of Victoria’s natural and
cultural values. It is generally orientated around people thinking of, or
actually visiting parks.
Education is largely a formal process of teaching skills, knowledge and
concepts that lead to greater understanding of Victoria’s natural and
cultural values. It generally targets students, teachers and others with a
commitment to learn.
Parks Victoria Heritage Management Strategy
31
Levels of Service Framework
Moveable cultural heritage
The levels of service framework is a tool for systematically managing
visitor facilities and services in a sustainable fashion. It aims to define
standards, provide for a range of recreational activities, better manage
visitor expectations, provide the right service in the right place and
provide facilities and services that are sustainable.
Movable or portable cultural heritage is an important part of the cultural
value of many of the historic places that Parks Victoria manages.
Movable items may furnish a place, help us to interpret the history of its
use and tell us something about the people who were associated with
its past.
Park Management Plan Kit
Guidelines for the preparation of management plans for parks included
in the schedules to the National Parks Act 1975.
Park-based
Refers to historic places set within larger areas or landscapes which
are managed by Parks Victoria for recreation or conservation of natural
values as well as for their cultural heritage values
Place, historic place
Place means site, area, landscape, building or other work, group of
buildings or works, and may include components, contents, spaces
and views.
Target
Measure by which Parks Victoria will demonstrate that it has achieved
the actions listed in the heritage management strategy.
Victorian Heritage Register
Is a register of places, objects, archaeological places and relics,
historic shipwrecks, which have been assessed as being of State
significance and are protected by the statutory provisions of the
Heritage Act 1995.
31
Parks Victoria Heritage Management Strategy
APPENDICES
Appendix 1
strategy
List of organisations consulted during the development of the
Flora & Fauna Division, Department of Natural Resources & Environment.
Heritage Victoria, Department of Infrastructure.
Tourism Victoria.
National Trust of Australia (Victoria)
Australia ICOMOS
Royal Historical Society
Victorian National Parks Association
Dandenong Gardens Trust
Aboriginal Affairs Victoria
Museum of Victoria
Mount Alexander Shire
Indigo Shire
33
Parks Victoria Heritage Management Strategy
Appendix 2
Legislation, Policy and Heritage Management Best Practice
Legislation
•
National Parks Act 1975
•
Parks Victoria Act 1998
•
Crown Lands (Reserve) Act 1978
•
Heritage Act 1995
•
Planning and Environment Act 1991
Government Policy & Directions
•
Victorian Heritage Strategy, 2000
•
Victorian Regional Tourism Development Plan, 1997
•
Parks Victoria Proposed Corporate Plan 2002/03 to 2004/05
•
Management Agreement 2001-2006 (Parks Victoria and DSE)
•
DSE Cultural Sites Network.
•
Victoria’s Arts, Theatre & Cultural Heritage Tourism Plan 2002 – 2006.
Heritage Management Best Practice
•
Burra Charter of Australia ICOMOS, 1999.
•
ANZECC Cultural Heritage Management: Historic Heritage on Parks & Protected
Areas Best Practice Report, April 2000
Parks Victoria Heritage Management Strategy
34
Appendix 3
Victoria
Major Heritage buildings and complexes managed by Parks
This schedule comprises the most prominent or substantial heritage properties currently
managed by Parks Victoria, and is derived from an analysis of the Parks Victoria
Database of Historic Places, verified against knowledge of the National Parks Policy and
Strategy Division heritage management staff. It includes all places where considerable
ongoing management resources are required (whether the place is directly managed or
lessee occupied). Properties may consist of one or a number of buildings. The list
includes:
•
habitable or potentially habitable buildings
•
functioning or potentially functioning buildings (leased or directly managed)
•
large or extensive and fundamentally intact historic building complexes
•
places with ongoing staff presence, and visitor access and interpretation
It does not include static single structures such as towers or bridges, nor small randomly
visited or seldom used huts, for which periodic management attention is typically
required. Also, it does not imply that all places of high heritage value managed by Parks
Victoria are necessarily included in this list.
1.
WERRIBEE PARK
14. POINT COOK HOMESTEAD (Leased)
2.
COOLART
15. MOUNT BUFFALO CHALET (Leased)
3.
W OODLANDS HOMESTEAD (HAP
prepared and EOI sought)
16. GLENAMPLE HOMESTEAD (Leased)
4.
DAYS MILL (HAP and Business Options
paper being prepared)
17. YARRA BEND GOLF CLUBHOUSE
(Leased)
5.
ANDERSONS MILL (HAP and Business
Options paper being prepared)
18. STUDLEY PARK BOATHOUSE
(Leased)
6.
NYERIMILANG HOMESTEAD
(management plan being prepared)
19. W ONTHAGGI STATE COAL MINE
7.
GABO ISLAND LIGHT STATION
(management plan being prepared)
20. ELDORADO DREDGE
8.
WILSONS PROMONTORY LIGHT
STATION
21. MALDON STATE BATTERY
9.
STEIGLITZ (CATHOLIC CHURCH,
ANGLICAN CHURCH)
22. PIPEMAKERS PARK (Buildings leased)
10. STEIGLITZ COURTHOUSE
11. FORT NEPEAN / FORT PEARCE
12. SOUTH CHANNEL FORT
13. WATTLE PARK (Chalet leased)
23. CAPE NELSON LIGHT STATION
(Leased)
24. CAPE SCHANCK LIGHT STATION
(Leased)
25. CAPE OTWAY LIGHT STATION
(Leased)
26. POINT HICKS LIGHT STATION
(Leased)
(Note: Properties shown in italics are leased.)
35
Parks Victoria Heritage Management Strategy
Historic Buildings Management Committee Properties
In 1999, the properties listed below, previously managed by the Historic Buildings
Management Committee, were transferred to Parks Victoria. Although the organisation is
committed to caring for these places, Parks Victoria is not the most appropriate manager
for all these buildings, some of which are in urban settings in major centres isolated from
other land managed by Parks Victoria. A review determined that they would be more
appropriately managed by other community groups or local government.
1.
FORMER CARLTON COURTHOUSE (Leased)
2.
FORMER LANCEFIELD COURTHOUSE
(Leased)
3.
FORMER CASTERTON COURTHOUSE
(Leased)
4.
FORMER GISBORNE COURTHOUSE,
LOCKUP AND STABLES (Leased)
5.
FORMER MACARTHUR COURTHOUSE
(Leased)
6.
FORMER JAMIESON COURTHOUSE
(Leased)
FORMER SKIPTON COURTHOUSE, (Leased)
8.
FORMER AVOCA POLICE RESIDENCE,
LOCKUP AND POW DER MAGAZINE (not
7.
POLICE RESIDENCE & STABLES
leased)
9.
FORMER SMYTHESDALE COURTHOUSE
(Leased) & STABLES
10. FORMER ELTHAM COURTHOUSE (Leased)
11. FORMER DAYLESFORD COURTHOUSE,
RESIDENCE & LOCKUP (Leased)
12. FORMER TOONGABBIE MECHANICS
INSTITUTE (Leased)
13. FORMER MALDON COURTHOUSE (lease to be
arranged once current works are complete)
14. FORMER DRYSDALE FREE LIBRARY
(Leased)
15. FORMER BEAUFORT COURTHOUSE (Leased)
16. FORMER HEXHAM SCHOOL (Leased)
17. FORMER YAKANDANDAH COURTHOUSE
(Leased)
18. FORMER LOW ER HOMEBUSH SCHOOL
(Leased)
19. FORMER W OODEND COURTHOUSE (Leased)
20. FORMER GEELONG TELEGRAPH
STATION (Leased)
Other habitable or usable Historic Buildings
1.
HAW KESTOW E
2.
W M RICKETTS SANCTUARY RESIDENCE
& GALLERY
3.
YAN YEAN CARETAKERS COTTAGE
4.
PONTVILLE
5.
DODDS HOMESTEAD
6.
ST. KILDA PIER KIOSK (leased)
7.
SOUTH CHANNEL PILE LIGHT
8.
HEATHCOTE POW DER MAGAZINE
9.
ST KILDA BOW LING CLUB HOUSE (leased?)
10. TOW ER HILL VISITORS CENTRE
11. POW ER HOUSE CLUB ROOMS, Albert Park
(leased)
12. WESTERFOLDS MANOR
13. CHESTERFIELD FARM (leased)
14. QUEENSCLIFF LIFEBOAT SHED
15. FERNTREE GULLY KIOSK
Parks Victoria Heritage Management Strategy
36
Appendix 4
Region
WEST
EAST
Historic Places by District
District
Major Places
Mallee
Key Themes
Graves; fences/stock
yards/sheep dips; huts/house
sites/camp sites; water
supply/bores/wells/tanks;
mining/salt works; recreation
sites; natural sites.
Living in Remote
Areas
W est Coast
Nelson & Cape
Otway Light
stations, PMR
Caves, Tower Hill,
Glenample
Shipwrecks and jetties; light
stations; natural sites;
sawmills/tramways/winches;
house and settlement sites;
pastoral (fences, yards);
recreation sites;
graves/cemetery; court houses.
Accessing Natural
Treasures;
Shipping Along the
Coast; Living in
Remote Areas
Grampians
Lal Lal; Jubilee;
Zumsteins;
Andersons Mill;
Avoca police
residence;
Heatherlie Quarry
Court houses;
bridges/tracks/roads;
cemeteries/graves; charcoal
production; sawmills &
eucalyptus distilleries; Lock
ups; mines/ quarries;
memorials/cairns;
hut/house/settlement sites;
natural features; water supply;
nursery sites (saw pit gully)
Accessing Natural
Treasures; Mining.
Alpine
Grant, Oriental
Claims; Mt Murphy;
Mt W ills; Cassilis,
Mt Buffalo Chalet.
Bridges; chalets; gardens; gold
mining; huts; markers/cairns;
natural sites; house/settlement
sites; saw mills; tracks; water
supply; fire tower; recreation.
Mining; Accessing
Natural Treasures;
Living in Remote
Areas
East
Gippsland
Gabo and Point
Hick Lightstations,
Buchan Caves.
Graves/cemetery; mining;
marker/cairn; military; natural
features; saw mills; fire towers;
maritime industry; shipwrecks;
light stations.
Accessing Natural
Treasures;
Shipping Along the
Coast; Living in
Remote Areas.
W est
Gippsland
W alhalla,
Wonthaggi,
W alkerville,
Bridges; cemetery/graves; gold
mining/coal/limestone;
farm/fences; huts; lightstations;
saw mills/tramways; ship
wrecks; lightstations; camp
sites; military; maritime industry
(whaling); settlement sites;
tracks; natural sites.
Mining; Shipping
Along the Coast;
Accessing Natural
Treasures.
Toongabbie,
W ilsons Prom
Lightstation,
Noojee Trestle
Bridge.
37
Places Types
Parks Victoria Heritage Management Strategy
Appendix 4 Cont
Region
CENTRAL
District
Major Places
Places
Key Themes
Basalt Plains
Steiglitz,
W oodlands.
Churches; courthouse; gold
mining; settlement related sites;
natural sites.
Mining, Settling the
Port Phillip District.
Central
Highlands
Cumberland scenic
reserve, Jamieson
Court House
Bridges; cemetery; court house;
gold mining/quarries; huts;
natural wonders; marker/cairn;
water supply; sawmills;
hut/camp/settlement/hotel sites;
tracks.
Mining, Accessing
Natural Treasures,
Living in Remote
Areas.
Murray
Central
Maldon,
Beechworth;
Castlemaine,
Eldorado; Days
Mill; Maldon
battery.
Charcoal; eucy distilleries; court
houses; gold mining;
hut/house/settlement sites; fire
towers; state battery.
Mining
CITY & BAYS
City & Bays
W erribee; Coolart;
Point Cook,
Geelong Telegraph
Station, Fort
Nepean; Cape
Schanck & McCrae
Lightstations.
Courthouses; light stations;
jetties; military;
homestead/house/settlement
sites.
Settling the Port
Phillip District;
Shipping Along the
Coast; Defending
Colonial Victoria.
MELBOURNE
METRO
Melbourne
Metro
W arrandyte,
Dandenong
gardens; Kurth
Kiln.
Gold; court houses; gardens;
natural sites; saw
mills/charcoal; recreation
facilities; settlement sites; water
supply.
Settling the Port
Phillip District;
Mining.
Parks Victoria Heritage Management Strategy
38
Appendix 5
Historic Themes Framework
The AHC Historic Themes Framework has nine interlinking theme groups (see figure 3).
The Framework emphasises the human activities that produced the places people value,
and the human responses to Australia’s natural environment. This helps to relate places
to the historical processes and stories associated with them.
The themes are generic and designed to be applied and interlinked regardless of the
time period of the place. They are worded to be gender- and age- inclusive.
As well as being used to assess importance and help determine management priorities,
themes will be used to:
•
stimulate a broader understanding of places, their historical context and their
relationship to other places
•
focus on the range of historical values of a place and how these values are
represented physically
•
identify historical associations not physically apparent or previously identified
•
allow plotting and analysis of the distribution of places associated with similar themes
and time periods
•
reveal through interpretation the layers of history over different periods in one place,
and the multiple stories associated with the place
•
help market places in different regions with common themes.
The themes are non-hierarchical and one place may reflect several themes. The themes
and this non-hierarchical relationship depict the integrated, diverse and complex human
experience.
Figure 3
Theme Groups in the AHC Historic Themes Framework
Developing
local,
regional and
national
economies
Peopling
Australia
Building
settlements,
towns and
cities
Marking the
phases of
life
PLACE
Tracing
evolution of
Australian
environment
Developing
Australia’s
cultural life
Working
Governing
Educating
39
Parks Victoria Heritage Management Strategy
Appendix 6 List of available Heritage Action Statement, Plans and Maintenance
Plans
Actions from Heritage Action Statements and Plans are implemented over time through
the Cultural Values Management Program. However the inclusion of an action in an
Action Statement or an Action Plan does not automatically imply that the action will be
funded. The completion of an action depends upon the availability of resources and
organisational properties.
Heritage Action Statements
Place
Region
Year prepared
W alkerville Lime Kilns.
East
1998/9
Andersons Mill
W est
1998/9
Steiglitz Historic Park,
Central
1998/9
W oodland Homestead,
Central
1998/9
Eldorado Dredge.
Central
1998/9
City & Bays
1998/9.
SCM W onthaggi,
East
1999/2000
Red Robin Mine.
East
1999/2000
Days Mill & Farm.
Central
1999/2000
Point Nepean,
City & Bays
1999/2000
W erribee Park
City & Bays
1999/2000
W ilsons Prom Lightstation
East
2000/01
Point Hicks Lightstation
East
2000/01
Poverty Point Bridge
East
2000/01
Viewbank
Melbourne Metro.
2000/01
Pontville
Melbourne Metro
2000/01
City & Bays
2000/01
Buchan Caves
East
2001/02
Grant Historic Area
East
2001/02
Zumsteins Pise Cottages
W est
2001/02
Queenscliff Boat Shed
City & Bays
2001/02
McCrae Lightstation
City & Bays
2001/02
Melbourne Metro.
2001/02
South Channel Fort.
Point Cooke Homestead
Farm Vigano
41
Parks Victoria Heritage Management Strategy
Heritage Action Plans
Place
Region
Year prepared
St. Kilda Bowling Club.
City & Bays
1998/9
Gabo Island addendum.
East
1999/2000
W ilsons Prom addendum
East
1999/2000
Andersons Mill.
W est
1999/2000
W oodlands Homestead.
Central
1999/2000
Days Mill & Farm
Central
2000/01
Howqua Hills Area
East
2000/01
Glenample Homestead
W est
2000/01
Grand Duke Mine, Timor
W est
2000/01
Mt Buffalo Chalet
East
2000/01
Reservoir Hut, Mt Buffalo
East
2000/01
Gowar School site, Maldon
Central
2000/01
Garfield W aterwheel site, Chewton
Central
2000/01
Sericulture site, Castlemaine
Central
2000/01
Pioneer Cemetery, Chiltern
Central
2000/01
W arby Falls, W eir & Race
Central
2000/01
Point Nepean Forts addendum
City & Bays
2000/01
South Channel Fort addendum
City & Bays
2000/01
Melbourne Metro
2001/02
Point Cook Homestead
City & Bays
2001/02
Collins Settlement Site
City & Bays
2001/02
W est
2001/02
W ilsons Creek, Eildon
Central
2001/02
Mt Alexander Diggings National Heritage Park
Central
2001/02
Beechworth Area mining sites
Central
2001/02
Castlemaine Burial Sites
Central
2001/02
Butts Reserve, Maldon
Central
2001/02
Oriental Claims, Omeo
East
2002/03
Kurth Kiln
Heatherlie Quarry
Parks Victoria Heritage Management Strategy
40
Conservation Plans
The following conservation plans were prepared prior to 1998. Since 1998 Conservation Plans
have been called Heritage Action Plans. A number of these Conservation Plans are due for
review, and the status of policy recommendations may need to be verified.
43
Place
Region
South Channel Pile Light (1998)
City & Bays
Coolart (1997) - conservation analysis and policy
City & Bays
Cape Schanck Lightstation
City & Bays
Pipemakers Park (1996)
City & Bays
Chesterfield Farm (1997)
Melb Metro
Pontville – significance and policy
Melb Metro
W illiam Ricketts Sanctuary
Melb Metro
Yarra Bend Park
Melb Metro
W attle Park
Melb Metro
Alfred Nicholas Gardens
Melb Metro
George Tindale Gardens – conservation analysis
Melb Metro
Stuchbury Farm
Melb Metro
Happy Hollow Farm
Melb Metro
Kurth Kiln (1996)
Melb Metro
Nowingi Mine Tank (1998)
W est
Mopoke Hut (1998)
W est
Cape Otway Lightstation
W est
Cape Nelson Lightstation
W est
Lal Lal Blast Furnace (c. 1978)
W est
Jubilee Mine,
W est
State Coal Mine, W onthaggi
East
Gabo Island Lightstation
East
W ilsons Promontory Lightstation
East
New W orks Area, Lakes Entrance
East
Historic sites in the W alhalla Historic Area
East
Eldorado Dredge
Central
W allaby Mine, Beechworth
Central
Maldon State Battery
Central
Heathcote Powder Magazine (c. 1980)
Central
Parks Victoria Heritage Management Strategy
Heritage Maintenance Plans
Place
Region
Red Robin Mine
East
Gabo Island Lightstation
East
Point Hicks Lightstation
East
W ilsons Promontory Lightstation
East
Historic buildings at Steiglitz
Central
W oodlands Homestead
Central
Point Cook Homestead
City & Bays
Cape Otway Lightstation
W est
Parks Victoria Heritage Management Strategy
42
43
Parks Victoria Heritage Management Strategy
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