Heritage Management Strategy 2003 - Parks Victoria

H E R I TA G E M A N A G E M E N T S T R AT E G Y 

heritage 

J U N E 2 0 0 3

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-in-Publication 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 

ii 

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 Werribee 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 

iii

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. 

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 

iv 


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. 

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. 


v

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 

4.2 Policy framework……………………………………………………………………………..4 

4.3 Heritage managers…………………………………………………………………………...4 

5 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 

vi 


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 


vii

1 INTRODUCTION 

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. 

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 BACKGROUND 

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. 

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. 

Parks Victoria Heritage Management Strategy 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. 


4 STATUTORY, POLICY & ADMINISTRATIVE FRAMEWORK 

4.1 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. 

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. 


AGENCIES & GROUPS INVOLVED IN HERITAGE MANAGEMENT 

ADMINISTRATORS OF 

HERITAGE 

LEGISLATION 

• Heritage Victoria (State) 

• Parks Victoria (State) 

• Environment Australia 

(Commonwealth) 

• Municipalities (State) 

HERITAGE PROPERTY 

MANAGERS / OWNERS. 

• Private (including National Trust) 

• Public properties for business 

° Government Depts. e.g. 

HEducation, l h NRE, Justice, VicRail, etc. 

° Municipal Councils 

• Public properties for Conservation 

P ° DSE Parks Victoria 

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 Parks Victoria Corporate Plan 

The Parks Victoria Corporate Plan 2002- 

2005 is a key document for the 

management of Parks Victoria’s heritage 

estate. It states that the purposes of the 

organisation are to: 

• Conserve, protect and enhance 

environmental and cultural assets 

• 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. 

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. 


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: 

‘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. 

Figure 1 

Types of historic places managed by Parks Victoria 

Sawmills, logging sites 

5% 

Track, tunnels, cuttings, 

fences 

6% 

Graves/Monuments 

6% 

Shipwrecks 

6% 

Major buildings 

1% 

Habitable buildings 

3% 

Huts 

9% 

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 

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 


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 

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. 


Appreciating nature 

3% 

Governing 

1% 

Commemorating events 

2% 

Defense 

1% 

Developing cultural institutions 

1% 

Primary production 

4% 

Dying 

2% 

Eating & drinking 

1% 

Educating 

1% 

Settlement 

5% 

Resource utilisation 

54% 

Transport 

10% 

Creating fine gardens 

0% 

Organised recreation 3% 

Struggling with remoteness & 

hardship 

8% 

Surveying Victoria 

2% 

Supplying services 

2% 

Figure 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’. 


Table 1 

Preliminary list of Key Historic Themes 

AHC Thematic 

Group 

AHC Theme 

Parks Victoria Key 

Historic Themes 

Places managed by Parks Victoria 

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, Woodlands 

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 

natural 

resources 

Mining 

50% of recorded historic mining sites in the 

State (predominantly gold mining) and 85% 

of LCC-recommended Historic Mining 

Reserves are managed by Parks Victoria. 

Parks Victoria has developed the Golden 

Gateways Strategy for revealing Victoria’s 

gold mining heritage. 

Other significant mining sites are Wonthaggi 

State Coal Mine. Lal Lal Blast Furnace, Lime 

kilns at Walkerville. 

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 19 th century piers 

and jetties, Queenscliff Lifeboat Shed, 

Glenample Homestead 

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. Governing 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 (Williamstown). 


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 


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. 


Action 

6.1 Review and implement essential heritage management 

operational policy and procedures. 

6.2 With other Australian park management agencies, investigate 

feasibility of holding regular Best Practice Heritage 

Management Workshops. 

6.3 Review capability of staff, volunteers and lessees involved in 

heritage management and ensure that they are appropriately 

skilled. 

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. 

6.5 In conjunction with DSE, develop a program for the reservation 

of historic places. 

6.6 Prepare and implement plan for communicating Parks 

Victoria’s role in heritage management. 

6.7 Review heritage management strategy within three years and 

then every five years;. 

6.8 Work with Heritage Victoria and Tourism Victoria in 

implementing a strategic and coordinated approach to heritage 

management between government agencies. 

6.8 Continue to support Parks Victoria Heritage Management 

Team to ensure a co-ordinated and state-wide approach to 

heritage management. 

Targets 

Complete by June 2003 

Feasibility by 2003, workshop by 

2004 and then ongoing 

• Skill audit of staff completed by 

June 2003. 

• Program for upgrading capacity 

of staff, volunteers and lessees 

in heritage management 2003 

- 2010. 

Feasibility analysis completed by 

June 2005 . 

Program developed by December 

2003. 

Communication plan by 

December 2003; Implementation 

2004 - 2007 

Review by 2006 and then 2011 

Regular meetings with Heritage 

Victoria and Tourism Victoria and 

recognition of Parks Victoria’s 

Heritage Management Strategy in 

tourism and heritage programs 

and strategies. 

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. 


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. 

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. We 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. 

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 

• 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: 


• 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 

Goal 

state-wide system of 

representative historic places, 

• are not small township 

allotments. 

• 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 


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. We 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 


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) 

8.2 Enable the community where appropriate to have input into heritage 

planning documents. 

8.3 Inform private sector tourism businesses about the value and 

importance of historic places and objects 

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 

Requirements for public 

submissions incorporated into 

appropriate heritage planning 

documents 

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. 


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 


• 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. 


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. 

9.3 Develop a program of events and activities for promoting 

understanding and support for Parks Victoria’s heritage 

management. 

9.4 Review the key themes in the first three years and then every 

five years. 

Complete by Dec 2003 and 

implement 2004 – 2010 as part of 

Parks Victoria’s II&E strategy 

Develop a program of launches, 

openings and interpretation 

activities by June 2004 and 

implemented 2004-2010 

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 


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 

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 Woodlands 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. 

Figure 3 

Heritage Conservation Activity Types 

None 

18% 

Routine 

5% 

Periodic 

14% 

Routine, (regular day to 

day maintenance) 

Periodic, (regular or once 

off maintenance /repair) 

Minimal 

63% 

Minimal, (occasional 

maintenance/repair to 

some places) 

None 

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 

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. 


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 


Action 

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 

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. 

10.3 Review, and if necessary update, provisions in the Levels of 

Service Framework for the management of historic places and 

objects. 

Target 

3 year CVM program developed 

by December 2003 and program 

reviewed annually 

Heritage management provisions 

incorporated into the updated park 

planning kit. 

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 

10.6 Seek to reduce reliance on external grants for major works 

funding. 

3 year program developed by 

October 2003 and reviewed 

annually as part of the CVM 

program. 

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. 


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. 

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 

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 

• 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. 

10.8 Develop operational policy and procedures to assist Parks 

Victoria staff to manage lease agreements and to monitor the 

use of historic places. 

Establish a new or expanded use 

for one significant historic place 

each year 

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 


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: 

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 

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. 

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. 


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. 

Parks Victoria’s visitor satisfaction and 

community perception monitoring should 

be reviewed to ensure that it is 

appropriate for the heritage estate. 

Goal 

• 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 

Target 

11.1 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. 

11.4 Develop and implement a communication strategy for policies, 

plans and strategies to ensure that they are easily accessible 

and widely available. 

11.5 Record the condition of a representative group of historic 

places as a benchmark for developing performance measures 

for heritage management. 

11.6 Develop performance measurement criteria including condition 

for heritage management within accepted government and 

Parks Victoria framework. 

11.7 Review and update procedures for the preparation of Heritage 

Action Plans and Statements and Heritage Maintenance Plans. 

11.8 Review current program and develop and commence a 3-year 

program for Heritage Action Plans and Statements and 

Heritage Maintenance Plans. 

11.9 Establish feasibility of developing a Parks Victoria Heritage 

Research Partners Program 

11.10 Identify research priorities, available funding and implement a 

research program. 

Review and program for 

upgrading complete by December 

2003 

Communication plan completed 

by March 2004. Existing plans 

and strategies placed on the web 

by December 2004. 

Condition of an agreed number of 

places documented by December 

2003. 

Performance measures 

developed by June 2004 and 

rolling program of measurement 

conducted 2004 - 2010. 

Procedures updated by 

December 2003 

Review completed and program 

developed by December 2003 and 

implemented 2003 – 2010 

Feasibility completed June 2004 

and if appropriate implemented 

Research priorities identified by 

December 2004, funding sources 

sought 2004 – 2010, partners 

conduction research 2004 – 2010 


12 IMPLEMENTATION 

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 

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 


STRATEGIC 

DIRECTION 

STRATEGIC ACTIONS FROM 2003 TO 2011 

2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 

Heritage 

Stewardship. 

• 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 


• 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 


Managemen 

t Strategy 

• Review 




Manageme 

nt Strategy 

• Work 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. 

. • Develop and implement a communication plan that 

makes Parks Victoria staff and the wider community 

aware of the organisations role in heritage 

management 


STRATEGIC 

DIRECTIONS 


2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 

Consolidating 



heritage 

estate. 

• Identify places more 

appropriately managed by other 

agencies / groups 

• Seek alternative managers for places that do not 

need to be managed by Parks Victoria. 

• Review the 

make up of 

the Parks 



Estate. 

Community 

involvement 

and 

partnerships 

• Develop a 

plan for 

improving 

support for 

volunteers. 

• Develop criteria for public input 

into heritage planning 

processes. 

• 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. 

• 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. 


STRATEGIC 

DIRECTIONS 


2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 

Information, 

Interpretation 

and 

Education. 

• 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. 


initiative projects for a Settling the Port Phillip 



initiative projects for a Living in Remote Area’s 



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 

• Review 

PV’s key 

historic 

themes 

• Develop a 

program of 

public events 

to educate 

people about 


heritage. 

• Implement a program of public events. 


STRATEGIC 

DIRECTIONS 


2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 2009/10 2010/11 

• 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. 


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. 


management 

tools and 

systems 

• Use Asset 

Management 

System to 

program 

regular 

maintenance 

and repair 

work for 

historic 

places. 

• 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. 

• Develop criteria run a rolling program for measuring heritage management performance. 

• Review and 

update 

procedures 

for 

preparation of 

heritage 

actions plans 

and 

statements. 

• Implement a three-year program for preparing heritage action plans, statements and heritage maintenance plans. 

• Establish feasibility of developing a heritage 

research partners program. 


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 Working Group report for National Parks and Protected Area Management 

Benchmarking and Best Practice Program, National Parks & Wildlife Service, New South 

Wales and Department of Natural Resources & Environment, Victoria 

Pearson, M., Marshall, D. & Wight, I., August 2000, Directions in Historic Places 

Management; recommendations for Parks Victoria’s historic places strategy 2000 – 2003, 

unpublished report for Parks Victoria. 


GLOSSARY 

Action 

ANZECC 

Asset Management System 

Australia ICOMOS 

Australian Heritage Commission 

Australian Historic Themes Framework 

Burra Charter 

Committees of Management 

Community perception monitor 

Compatible use 

Condition of places 

Crown Land Reserves Act 1975 

Cultural significance 

Cultural Heritage 

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. 

Australian and New Zealand Environment and Conservation Council 

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. 

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. 

The Australian Heritage Commission (AHC) is a statutory body of the 

Commonwealth Government administered within the Australian and 

World 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. 

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. 

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 are appointed under the Crown Land 

Reserves Act 1978 to take responsibility for the management of the 

parcels of public land. 

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 

Means a use which respects the cultural significance of a place and 

involves no, or minimal, impact on cultural significance. 

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. 

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 means aesthetic, historic, scientific, social or 

spiritual value of a place for past, present or future generations. 

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. 


Cultural sites network 

Cultural Values Management Program 

Development Risk Assessment Process 

Environment Conservation Council 

Goal 

Heritage Act 1995 

Heritage Management Team 

Heritage Victoria 

Historic Buildings Management 

Committee 

House museum 

Indigenous heritage 

Information, Interpretation & Education 

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. 

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. 

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. 

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. 

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. 

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 

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. 

Is the division within the Department of Infrastructure that administers 

the Heritage Act 1995 and supports the activities of the Victorian 

Heritage Council. 

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. 

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 refers to Aboriginal cultural heritage. 

Within 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. 


Levels of Service Framework 

Moveable cultural heritage 

Park Management Plan Kit 

Park-based 

Place, historic place 

Target 

Victorian Heritage Register 

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. 

Guidelines for the preparation of management plans for parks included 

in the schedules to the National Parks Act 1975. 

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 means site, area, landscape, building or other work, group of 

buildings or works, and may include components, contents, spaces 

and views. 

Measure by which Parks Victoria will demonstrate that it has achieved 

the actions listed in the heritage management strategy. 

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. 


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 


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 


Appendix 3 


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. WOODLANDS HOMESTEAD (HAP 

prepared and EOI sought) 

4. DAYS MILL (HAP and Business Options 

paper being prepared) 

5. ANDERSONS MILL (HAP and Business 

Options paper being prepared) 

6. NYERIMILANG HOMESTEAD 

(management plan being prepared) 

7. GABO ISLAND LIGHT STATION 

(management plan being prepared) 

8. WILSONS PROMONTORY LIGHT 

STATION 

9. STEIGLITZ (CATHOLIC CHURCH, 

ANGLICAN CHURCH) 

16. GLENAMPLE HOMESTEAD (Leased) 

17. YARRA BEND GOLF CLUBHOUSE 

(Leased) 

18. STUDLEY PARK BOATHOUSE 

(Leased) 

19. WONTHAGGI STATE COAL MINE 

20. ELDORADO DREDGE 

21. MALDON STATE BATTERY 

22. PIPEMAKERS PARK (Buildings leased) 

10. STEIGLITZ COURTHOUSE 23. CAPE NELSON LIGHT STATION 

(Leased) 

11. FORT NEPEAN / FORT PEARCE 24. CAPE SCHANCK LIGHT STATION 

(Leased) 

12. SOUTH CHANNEL FORT 25. CAPE OTWAY LIGHT STATION 

(Leased) 

13. WATTLE PARK (Chalet leased) 26. POINT HICKS LIGHT STATION 

(Leased) 

(Note: Properties shown in italics are leased.) 


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) 

5. FORMER MACARTHUR COURTHOUSE 

(Leased) 

7. FORMER SKIPTON COURTHOUSE, (Leased) 

POLICE RESIDENCE & STABLES 

9. FORMER SMYTHESDALE COURTHOUSE 

(Leased) & STABLES 

11. FORMER DAYLESFORD COURTHOUSE, 

RESIDENCE & LOCKUP (Leased) 

13. FORMER MALDON COURTHOUSE (lease to be 

arranged once current works are complete) 

4. FORMER GISBORNE COURTHOUSE, 

LOCKUP AND STABLES (Leased) 

6. FORMER JAMIESON COURTHOUSE 

(Leased) 

8. FORMER AVOCA POLICE RESIDENCE, 

LOCKUP AND POWDER MAGAZINE (not 

leased) 

10. FORMER ELTHAM COURTHOUSE (Leased) 

12. FORMER TOONGABBIE MECHANICS 

INSTITUTE (Leased) 

14. FORMER DRYSDALE FREE LIBRARY 

(Leased) 

15. FORMER BEAUFORT COURTHOUSE (Leased) 16. FORMER HEXHAM SCHOOL (Leased) 

17. FORMER YAKANDANDAH COURTHOUSE 

(Leased) 

18. FORMER LOWER HOMEBUSH SCHOOL 

(Leased) 

19. FORMER WOODEND COURTHOUSE (Leased) 20. FORMER GEELONG TELEGRAPH 

STATION (Leased) 

Other habitable or usable Historic Buildings 

1. HAWKESTOWE 2. WM 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 POWDER MAGAZINE 

9. ST KILDA BOWLING CLUB HOUSE (leased?) 10. TOWER HILL VISITORS CENTRE 

11. POWER HOUSE CLUB ROOMS, Albert Park 

(leased) 

12. WESTERFOLDS MANOR 

13. CHESTERFIELD FARM (leased) 14. QUEENSCLIFF LIFEBOAT SHED 

15. FERNTREE GULLY KIOSK 


Appendix 4 

Historic Places by District 

Region District Major Places Places Types Key Themes 

WEST 

Mallee 

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 

West 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) 


Treasures; Mining. 

EAST 

Alpine 

Grant, Oriental 

Claims; Mt Murphy; 

Mt Wills; 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; 


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. 


Treasures; 


Coast; Living in 

Remote Areas. 

West 

Gippsland 

Walhalla, 

Wonthaggi, 

Walkerville, 

Toongabbie, 

Wilsons Prom 

Lightstation, 

Noojee Trestle 

Bridge. 

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; 


Treasures. 


Appendix 4 Cont 

Region District Major Places Places Key Themes 

CENTRAL 

Basalt Plains 

Steiglitz, 

Woodlands. 

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, 


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 Werribee; Coolart; 

Point Cook, 

Geelong Telegraph 

Station, Fort 

Nepean; Cape 

Schanck & McCrae 

Lightstations. 

Courthouses; light stations; 

jetties; military; 

homestead/house/settlement 

sites. 


Phillip District; 


Coast; Defending 

Colonial Victoria. 

MELBOURNE 

METRO 

Melbourne 

Metro 

Warrandyte, 

Dandenong 

gardens; Kurth 

Kiln. 

Gold; court houses; gardens; 

natural sites; saw 

mills/charcoal; recreation 

facilities; settlement sites; water 

supply. 


Phillip District; 

Mining. 


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 

Peopling 

Australia 

Developing 

local, 

regional and 

national 

economies 

Developing 

Australia’s 

cultural life 

Marking the 

phases of 

life 

PLACE 

Building 

settlements, 

towns and 

cities 

Tracing 

evolution of 

Australian 

environment 

Working 

Educating 

Governing 


Appendix 6 

Plans 

List of available Heritage Action Statement, Plans and Maintenance 

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 

Walkerville Lime Kilns. East 1998/9 

Andersons Mill West 1998/9 

Steiglitz Historic Park, Central 1998/9 

Woodland Homestead, Central 1998/9 

Eldorado Dredge. Central 1998/9 

South Channel Fort. City & Bays 1998/9. 

SCM Wonthaggi, East 1999/2000 

Red Robin Mine. East 1999/2000 

Days Mill & Farm. Central 1999/2000 

Point Nepean, City & Bays 1999/2000 

Werribee Park City & Bays 1999/2000 

Wilsons 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 

Point Cooke Homestead City & Bays 2000/01 

Buchan Caves East 2001/02 

Grant Historic Area East 2001/02 

Zumsteins Pise Cottages West 2001/02 

Queenscliff Boat Shed City & Bays 2001/02 

McCrae Lightstation City & Bays 2001/02 

Farm Vigano Melbourne Metro. 2001/02 


Heritage Action Plans 

Place Region Year prepared 

St. Kilda Bowling Club. City & Bays 1998/9 

Gabo Island addendum. East 1999/2000 

Wilsons Prom addendum East 1999/2000 

Andersons Mill. West 1999/2000 

Woodlands Homestead. Central 1999/2000 

Days Mill & Farm Central 2000/01 

Howqua Hills Area East 2000/01 

Glenample Homestead West 2000/01 

Grand Duke Mine, Timor West 2000/01 

Mt Buffalo Chalet East 2000/01 

Reservoir Hut, Mt Buffalo East 2000/01 

Gowar School site, Maldon Central 2000/01 

Garfield Waterwheel site, Chewton Central 2000/01 

Sericulture site, Castlemaine Central 2000/01 

Pioneer Cemetery, Chiltern Central 2000/01 

Warby Falls, Weir & Race Central 2000/01 

Point Nepean Forts addendum City & Bays 2000/01 

South Channel Fort addendum City & Bays 2000/01 

Kurth Kiln Melbourne Metro 2001/02 

Point Cook Homestead City & Bays 2001/02 

Collins Settlement Site City & Bays 2001/02 

Heatherlie Quarry West 2001/02 

Wilsons 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 


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. 

Place 

South Channel Pile Light (1998) 

Coolart (1997) - conservation analysis and policy 

Cape Schanck Lightstation 

Pipemakers Park (1996) 

Chesterfield Farm (1997) 

Pontville – significance and policy 

William Ricketts Sanctuary 

Yarra Bend Park 

Wattle Park 

Alfred Nicholas Gardens 

George Tindale Gardens – conservation analysis 

Stuchbury Farm 

Happy Hollow Farm 

Kurth Kiln (1996) 

Nowingi Mine Tank (1998) 

Mopoke Hut (1998) 

Cape Otway Lightstation 

Cape Nelson Lightstation 

Lal Lal Blast Furnace (c. 1978) 

Jubilee Mine, 

State Coal Mine, Wonthaggi 

Gabo Island Lightstation 

Wilsons Promontory Lightstation 

New Works Area, Lakes Entrance 

Historic sites in the Walhalla Historic Area 

Eldorado Dredge 

Wallaby Mine, Beechworth 

Maldon State Battery 

Heathcote Powder Magazine (c. 1980) 

Region 

City & Bays 

City & Bays 

City & Bays 

City & Bays 

Melb Metro 

Melb Metro 

Melb Metro 

Melb Metro 

Melb Metro 

Melb Metro 

Melb Metro 

Melb Metro 

Melb Metro 

Melb Metro 

West 

West 

West 

West 

West 

West 

East 

East 

East 

East 

East 

Central 

Central 

Central 

Central 


Heritage Maintenance Plans 

Place 

Red Robin Mine 

Gabo Island Lightstation 

Point Hicks Lightstation 

Wilsons Promontory Lightstation 

Historic buildings at Steiglitz 

Woodlands Homestead 

Point Cook Homestead 

Cape Otway Lightstation 

Region 

East 

East 

East 

East 

Central 

Central 

City & Bays 

West

Heritage Management Strategy 2003 - Parks Victoria

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