Cultural Heritage Strategy 2008

Cultural Heritage Strategy 2008 – 2011 Preserving and promoting our cultural heritage Before unveiling the plaque From MMBW to at the ofﬁ cial opening of the Upper Yarra Dam, the Governor Melbourne Water acknowledged the motto of the Metropolitan Board ‘Public health is my reward’ and added… “I think you will agree that our Melbourne and Metropolitan Board of Works has never let us down in the

past. It certainly has not let us A motto is a phrase describing the motivation or intention of an organisation. The crest of the down today and I know it will MMBW bears the motto, ‘salas mea publica merces’ not let us down in the future.” (‘public health is my reward’).

1891 Melbourne and Metropolitan Board of Works (MMBW) was established with a charter to build and maintain an underground sewerage system and operate Melbourne’s water supply.

1991 MMBW merged with the Mornington Peninsula District Water Board, Dandenong Valley and Western Port Authorities, Dandenong- Springvale Water Board, Pakenham Water Board, Lang Lang Water Board and Emerald Water Board to form Melbourne Water. At this time, Melbourne Water has three operational regions – Maribyrnong, Yarra and South East.

1995 The Victorian Government split Melbourne’s water industry into three retail water businesses (City West Water, Yarra Valley Water and South East Water). Melbourne Water was established as the wholesale water business and Melbourne Parks and Waterways (the predecessor to Parks Victoria) was set up to manage parks. Melbourne Water retains responsibility for the collection, storage and wholesaling of water and for the treatment and disposal of sewage, as well as responsibility for regional drainage and waterways within the Melbourne Water operational boundary.

2004 The Victorian Government White Paper, Securing our Water Future Together, resulted in Melbourne Water becoming responsible for regional drainage, waterway management, ﬂ oodplain management and caretaker of river health across the whole of the Port Phillip and Westernport region.

Melbourne Water would like to thank Aboriginal Affairs Victoria, Department of Planning and Community Development for providing some of the images featured in this publication. Table of contents 1. Foreword 4 2. Executive Summary 6 3. Introduction 8 3.1 Understanding cultural heritage 8 3.2 The Importance of cultural heritage 10 3.3 Melbourne Water’s commitment to cultural heritage management 10 3.4 Melbourne Water’s cultural heritage aims 11 4. Our heritage 12 5. Strategy development and communication 14 5.1 Background 14 5.2 Professional development program 14 5.3 Managing places of cultural heritage signiﬁ cance 14 5.3.1 Community Environment Public Health Assessment 14 5.3.2 Heritage interpretation 14 5.4 Engaging key stakeholders 15 5.5 Work plan to implement cultural heritage strategy 15 5.6 Actions 15 6. Strategy framework 16 6.1 Legislative requirements and industry standards 16 6.2 Corporate policy context 16 6.3 Strategy objectives 16 6.4 Strategy principles 17 6.5 Strategy statements 17 7. Indigenous Heritage 19 7.1 Victorian Government policy framework 19 7.2 Managing Indigenous heritage 19 7.2.1 Places of Indigenous heritage signiﬁ cance 20 7.2.2 Indigenous communities within Melbourne Water area 21 7.2.3 Indigenous resources within Melbourne Water area 21 7.2.4 Collecting and managing information 22 7.3 Managing the impact of Melbourne Water 22 7.4 Developing protocols and cultural heritage agreements 23 7.5 Actions 23 8. Non-Indigenous Heritage 24 8.1 Victorian Government policy framework 24 8.2 Managing non-Indigenous heritage 24 8.3 Actions 25 9. Implementation of the Cultural Heritage Strategy 26 9.1 Professional Development 26 9.2 Management of the strategy 26 9.2.1 Communicating the strategy 26 9.2.2 Heritage Focus Group 26 9.2.3 Accountabilities 27 9.3 Actions 27 10. Action Plan 28 10.1 Year 1: July 2008 – June 2009 28 10.2 Year 2: July 2009 – June 2010 28 10.3 Year 3: July 2010 – June 2011 29 Appendices 30 A. Corporate and Interpretive Material 30 B. Registered Aboriginal Parties 31 C Waterway – Cultural Heritage (Indigenous) Framework (Draft) 2007 33 D Process/Guidelines for Waterway Works 35 E. Melbourne Water Assets Listed on Victorian Heritage Register or 38 Local Government Heritage Overlays

3 1 Foreword

“During its century of operation, the Melbourne and Metropolitan Board of Works has been responsible for a massive investment in urban infrastructure. It is an integral part of Melbourne life. Its initials (MMBW) can be seen on pipes, on manhole covers in the street and in many other places. All Melburnians seem to have either worked for the Board at some time or know someone who has.”

The above words come from a 1991 documented and protected for future publication marking Melbourne Water’s generations to appreciate. centenary year and remind us of the But our commitment goes beyond built signifi cant role that the MMBW played heritage. in the growth and development of Melbourne. It extends to respecting the cultural heritage places of the traditional owners Today, Melbourne Water is the of the land, rivers and creeks that we care custodian of water supply and sewerage for today, and that we are ever mindful infrastructure built in the formative years of the importance they have for our of Melbourne’s settlement. Indigenous communities. Melbourne Water’s heritage portfolio is Melbourne’s waterways are important signifi cant, both in terms of its size and to all members of the community, diversity. From infrastructure such as the particularly the Aboriginal people. Main Outfall Sewer, Western Treatment They are places of spiritual and Plant, Yan Yean Reservoir, Thomson Dam community activity. They are birthplaces, and aqueducts to the thousands of burial sites, places of ceremony, transport kilometres of natural waterways we routes – in many cases less tangible than manage. This is our heritage. our built assets, but no less signifi cant. At present, we have more than 20 places Melbourne Water has developed and assets listed on the Victorian this Cultural Heritage Strategy to set Heritage Register, with a number of sites its heritage management direction. yet to be assessed. It provides a systematic basis for It is our responsibility to not only determining whether signifi cant heritage effectively maintain and protect these values might be affected by any project valuable assets, but when such or works, and explains how we will adopt infrastructure no longer remains in active consistent approaches to managing all use, to ensure heritage values are cultural heritage matters.

4 Central to this is continuing to balance core business and resources with community expectations and our heritage obligations. This can be at times a difﬁ cult balance to maintain, but we feel this strategy goes beyond our legislative obligations. It also provides the framework for working in partnership with our key stakeholders in Heritage Victoria, Aboriginal Affairs Victoria, the respective Indigenous communities across Victoria, other agencies and the broader community, ensuring a coordinated approach to heritage management. While this strategy has been prepared in response to legislative requirements, We believe that heritage conservation makes sense. It makes sense because it contributes to valuing and preserving our traditions and culture. It enhances and provides context to our working and living environments. It helps promote our public image. And, most importantly, it strengthens relationships with our stakeholders as partners in heritage management. Melbourne Water is committed to preserving and promoting cultural heritage and we look forward to working with the community and other heritage managers to implement this strategy. Melbourne Water wishes to acknowledge the traditional owners of the land on which we operate, the Kulin Nations and ROB SKINNER the Gunai/Kurnai people, and their elders MANAGING DIRECTOR past and present.

5 2 Executive Summary

While a large percentage of This strategy has been prepared the general public understand primarily to set in place a management framework paving the way for an Melbourne Water’s role in organisational shift from an adhoc providing water, sewerage project by project approach to planned and drainage services, very heritage management. few understand its heritage With a focus on educating staff and management role. contractors to better understand heritage values, and ensure positive Melbourne Water is responsible for a rich heritage outcomes in line with our and diverse portfolio of Indigenous and corporate goals, this strategy recognises non-Indigenous heritage places and that the assets we manage today are objects, largely inherited from its an integral part of our future heritage, predecessor, the MMBW. The MMBW and indeed the fabric of our history constructed a vast water supply network, as an organisation and the communities and a drainage and sewerage we serve. infrastructure that continues to serve Melbourne today. Additionally, through improved management of our own heritage, Additionally, in its role as waterway Melbourne Water will endeavour to manager within the Port Phillip and relate the stories of men and women Westernport Catchments, Melbourne who have contributed to the success Water is the caretaker of river health and of our organisation over generations. is committed to protecting the natural It will enable us to connect with and cultural values of waterways traditions and celebrations that we may signiﬁ cant to all communities. otherwise know little about. To date, Melbourne Water’s management From an organisational perspective, approach to heritage has largely been on heritage is about identity. The past a project by project basis, as determined contributes to our sense of who we are by stakeholders. While fulﬁ lling today and is an important factor in compliance requirements, quite often this determining our future aspirations. approach would result in missed Today, many from the older generations opportunities to achieve more sustainable continue to associate Melbourne Water heritage outcomes. with the former MMBW and its ongoing mission to ensure public health.

6 The State Government’s Victorian • Development and implementation Opposite page Heritage Strategy (VHS), Victoria’s of procedures and guidelines to assist Maroondah aqueduct. Heritage: Strengthening our Communities, with the day to day management of This page Above left: Stone house structure, Allambie property, provides an overarching strategic heritage places, Lake Condah. direction for heritage management in • Relationship building with the Victoria. With this sits an Aboriginal Above right: Site recording. community through engagement in Cultural Heritage Management Strategy planning and design processes, for Victoria, Long Ago, Here Today. including making information about Accordingly, as a government owned key heritage places more accessible, business, Melbourne Water is committed and to a ‘whole of government’ approach in • Continuing to build on our working managing heritage, and for this reason relationships with a wide range of has linked this Cultural Heritage Strategy stakeholders. to the actions and strategies set out by the Government. This Cultural Heritage Strategy will be implemented over a three year period, Recognising that a whole of government though many procedural actions such as partnership offers the best chance to policies and guidelines will need to be manage and protect the diversity of developed as a matter of priority. our heritage, this strategy outlines the legal and policy framework, including Implementation of the strategy will management practices that will inﬂ uence involve working together, and engaging and guide Melbourne Water on how with our stakeholders and the wider best to approach the actions identiﬁ ed. community. Section 10 of this publication sets out the program for It details our commitment to identify and implementing the actions listed assess properties for their heritage values. throughout the strategy. This will be achieved through: • Systematic evaluation of the heritage values intrinsic in Melbourne Water’s asset base, • The preparation of management plans that can be easily used by all staff from maintenance contractors to strategic planners and asset managers,

7 3 Introduction

3.1 Understanding Indigenous heritage cultural heritage Includes all places that are part of Aboriginal peoples’ spiritual links to the One way to describe heritage is that it is land or which tell the story of Indigenous “our inheritance from the past”. peoples from time immemorial to the The term ‘cultural heritage’ at one time present ie. sacred sites, ceremonial sites referred exclusively to the monumental like bora rings and rock art, fi sh traps, remains of cultures. Today, heritage as a burials, middens, scarred trees, camp sites concept has gradually come to include and semi/permanent settlements. both the tangible and intangible, and refl ects our living culture every bit as Natural Heritage much as that of the past. Some different This is a separate stream of heritage types of “heritage” include: management concerning sites and places of environmental importance, generally Non-Indigenous heritage managed under a separate policy and (Built/European/Post-Contact) management framework. Although outside the scope of this strategy, Includes places and objects associated Melbourne Water has long considered with post-contact cultural heritage the protection of natural values in all its including buildings, groups of buildings works and has set mechanisms in place or precincts, monuments, gardens, to ensure protection of the environment. industrial sites, designed landscapes and archaeological sites. It can also include The Australian Natural Heritage Charter Indigenous heritage. These places tell us defi nes natural heritage as: about social changes over time, technical Those elements of biodiversity, and creative achievements, and provide geodiversity, and those essentially natural a tangible link to past events, processes ecosystems and landscapes which are and people. regarded as worthy of conversation or In Victoria, non-Indigenous heritage is preservation for transmission to future primarily managed through the provisions generations in terms of their existence of the Heritage Act 1995 and the Planning value or for their sustainability of life and Environment Act 1987. and culture. Natural heritage comprises: • Natural features consisting of physical and biological formations or groups of such formations, which demonstrate natural signifi cance,

8 • Geological and physiographical Of particular value are the stories, Opposite page Birds over Lake Borrie, Western Treatment Plant, formations and precisely delineated anecdotes, traditions and especially Werribee. Lake Borrie, including its surrounding areas that constitute the habitat information associated with pictures, lagoons and coastal mudfl ats is protected under the of Indigenous species of animals and documents, and other records. Ramsar Convention. Lake Borrie is the most signifi cant plants, which demonstrate natural wetland in Victoria for migratory shore birds, and one This Cultural Heritage Strategy recognises of the most signifi cant drought refuges for ducks. signifi cance, and oral history as a powerful interpretive This page • Natural sites or precisely delineated tool. An interactive and shared Above left: Construction of the Main Outfall Sewer, natural areas, which demonstrate experience offering people a rare chance Kororoit Creek Aqueduct crossing: 1891-1893. natural signifi cance from the point of to question history face-to-face while Above: Large, symmetrical scar tree. A scar such as this might result from removal of bark for use as view of science, conservation or bringing generations together. a canoe, or for roofi ng a shelter. Note extent of natural beauty. Through this strategy, Melbourne Water re-growth around edges of scar. The Charter defi nes natural signifi cance, hopes to capture stories that provide an Above right: Ethnohistoric drawing showing traditional methods of climbing trunk in order to remove a sheet as: insight into our own history, as well as of bark. help us to better understand the social “the importance of ecosystems, value placed by our people, stakeholders biodiversity and geodiversity for their and the wider community on the heritage existence value or for present or future places and objects we manage. generations, in terms of their scientifi c, social, aesthetic and life-support value” Social History Melbourne Water’s Western Treatment (Tunaley, Shirley: Plant in Werribee is one of the world’s 2007) most signifi cant wetlands, and areas of the plant have been declared a wetland of international signifi cance under the Ramsar Convention.

Oral history as a resource Just as our concept of heritage has changed to be an open one, so to have the ways in which we preserve our heritage. Oral history is emerging as a powerful means of recording the unique memories and life experiences of people whose stories might otherwise be lost. Such stories enable us to gain an insight into events, feelings, attitudes and ways of life which have been hidden from history, and create a more vivid and accurate picture of our past.

9 This page Historic water tank. Originally erected in 1854 at East Melbourne and relocated to Werribee Treatment Plant in 1894 to service workers township, Cocoroc. Now on the State heritage register. Opposite page Koorie Heritage Trust. Story telling is an integral part of life for Indigenous Australians. Tourism or Storytelling? – for Aboriginal people either way, such activities remain the Cultural continuity of their oral traditions. Even in the middle of Melbourne’s CBD in the 21st century.

3.2 The Importance It is important that we manage and of cultural heritage protect our heritage places because: • They help our personal and community ‘Places of cultural signifi cance enrich identity, people’s lives, often providing deep and inspirational sense of connection to • We want to pass them on to future community and landscape, to the past and generations, and to lived experiences. They are historical • There are social, spiritual, ethical and records, that are important as tangible legal obligations. expressions of Australian identity and experience. Places of cultural signifi cance Accordingly, Melbourne Water is refl ect the diversity of our communities, committed to protecting and conserving telling us about who we are and the past its cultural heritage resources for present that has formed us and the Australian and future generations. landscape. They are irreplaceable and precious, and must be conserved for 3.3 Melbourne Water’s present and future generations.’ commitment to cultural The above words are from the Burra Charter, which is a document that sets heritage management out a framework for best practice cultural Cultural heritage is an important issue in heritage management in Australia. the day to day management of water Heritage places are important reminders resources throughout the Port Phillip and of where we have come from. Westernport region. Cultural heritage, both Indigenous and Melbourne Water is committed to non-Indigenous, provides us with protecting and preserving heritage assets physical evidence of the past, and links under its care, as well as achieving a high communities with the attitudes and standard of management for both values that have shaped their Indigenous and non-Indigenous sites. environment. This commitment to cultural heritage is recognised as a goal in Melbourne Water’s strategic policy framework, and referenced in Melbourne Water’s Corporate Plan (2008/09 – 2010/11).

10 Melbourne Water’s Corporate Plan for 3.4 Melbourne Water’s • Complements the Aboriginal Affairs 2008/09 to 2010/11 outlines our vision of Victoria [Draft] Aboriginal Cultural working together to ensure a sustainable cultural heritage aims Heritage Management Strategy, water future. In terms of a commitment The purpose of this strategy is to • Provides a process for managing the to cultural heritage management, provide a management framework to risk to cultural heritage associated with it details the priorities, goals and help integrate heritage management works on waterways, initiatives of the organisation as follows: into Melbourne Water’s core business • Outlines recommendations for • Stakeholder Engagement activities. additional research, and (Priority Area) This will be achieved through the Developing a cultural heritage strategy education of staff and stakeholders of • Provides recommendations for future that will provide a management our organisational heritage and that of programs and activities. framework that ensures better the environment in which we operate. In relation to non-Indigenous heritage, co-ordination and understanding of the this strategy: roles, responsibilities and expectations It will also be achieved through the of stakeholders, including the clear communication of our ongoing role • Complements the Victorian Heritage community. to protect and preserve that heritage. Strategy, • Goal This strategy is designed to: • Provides clear procedures that Preserve and promote our cultural • Document current heritage encourage the conservation and heritage. management arrangements, appropriate reuse and redevelopment of heritage places, • Community Education and • Promote a co-ordinated approach to Stakeholder Initiatives heritage management, • Complies with heritage legislation and The historic township of Cocoroc at regulatory requirements, • Provide guidance on legislative the Western Treatment Plant, requirements, and • Provides recommendations for housing Melbourne’s ﬁ rst Water Tank, improved records management of will become the centerpiece of • Make recommendations and set heritage places for which Melbourne Melbourne Water’s cultural heritage priorities for managing heritage assets. Water is responsible, and strategy and will include a range of In relation to Indigenous heritage, interpretive history displays. • Provides recommendations for future this strategy: programs and activities. • Addresses the views of the relevant Indigenous representatives, • Complies with Commonwealth and Victorian legislation and policy,

11 4 Our heritage

Above: Construction of Victoria’s ﬁ rst reservoir, Integral to Melbourne Water’s Accordingly, the MMBW was responsible Yan Yean Reservoir, commenced in 1853 under the Victorian government’s newly formed Commission commitment to cultural heritage is our for improving public health and came for Sewerage and Water Supply. Completed in 1857, own history. to play a pivotal role in the development Yan Yean Reservoir was one of the most ambitious of the City of Melbourne. engineering projects in the former British Empire, At 3pm on Wednesday 18 March 1891, and set the standard for Melbourne’s modern water the thirty-nine newly elected members of In late 1991, the MMBW merged with supply system. the Melbourne and Metropolitan Board the Mornington Peninsula District Water ‘The gravity-fed reservoir is a prime example of of Works (MMBW) met for the ﬁ rst time. Board, Dandenong Valley and Western non-Indigenous cultural heritage, which today is Port Authorities, Dandenong-Springvale under the management of Melbourne Water. In the decade leading to the formation Water Board, Pakenham Water Board, of the MMBW, Melbourne was suffering Lang Lang Water Board and Emerald from a major typhoid epidemic and other Water Board to form Melbourne Water. diseases resulting in thousands of deaths Melbourne Water had three operational each year. regions – Maribyrnong, Yarra and South The creation of an underground East. sewerage system and the expansion of Until 30 June 1992, Melbourne Water the water supply system drastically operated under the Melbourne and reduced the impact of disease and hence, Metropolitan Board of Works Act 1958 the relevance of the MMBW motto, and its governing body was the Board of ‘public health is my reward’. the MMBW.

The Board of the MMBW meeting in 1906. (Dingle & Rasmussen, 1991: Vital Connections)

12 Melbourne Water Corporation came The company crest may have long been In 1991, the MMBW merged with other water management bodies to become Melbourne Water, into existence on 1 July 1992 following replaced by vision statements, but the inheriting a vast resource of community assets proclamation of the Melbourne Water ‘spirit’ of the MMBW continues to live on and land, including places of Indigenous heritage Corporation Act 1992. through our endeavours to care for the signiﬁ cance. public and the environment. Above left: Inland midden, Merbein. Close-up of On 1 January 1995, Melbourne Water freshwater mussel deposits. Radiocarbon dates Corporation was disaggregated into a “Through all the changes of indicate that this site was occupied about 13,000 years ago. headworks company, three water retail recent years, the culture of the companies and Melbourne Parks and Above right: Impressed motifs. New Guinea 2 cave, Waterways. As a headworks business, Board has remained Gippsland. Approximately 10,000 years old. Melbourne Water retained responsibility predominantly a service one. for the collection, storage and Many other corporations in the wholesaling of water and for the Federal and state arena have lost treatment and disposal of sewage, as well as responsibility for regional drainage and staff dedication to seeing jobs waterways within the Melbourne Water done well. The Board’s staff, operational boundary. whether in the groups that deal Functional responsibility for the provision with domestic sewerage of water supply and sewerage services emergencies or in teams like at a retail level was transferred to the those that broke the world newly created retail businesses: City West Water, Yarra Valley Water and South East tunnelling shift records on the Water. western trunk sewer, all still share Functional responsibility for parks, open this sense of service” space and recreational aspects of Ray Marginson, Chairman, waterways was transferred to Melbourne The Melbourne Board of Works. Parks and Waterways – today known as Parks Victoria. Our vision statement, ‘Working together to ensure a sustainable water future’ Melbourne Water may be a vastly embodies the above words and those different organisation to its predecessors in the original motto of the MMBW but but in many ways little seems to have with an increased focus on emerging changed in terms of business objectives. challenges for present and future Public health continues to be at the core generations. of services provided to the community, with perhaps the only notable change being an extension of this to the health of the environment.

13 5 Strategy development and communication

Above: Edithvale-Seaford Wetlands. Registered by the Ramsar Convention as a wetland of international 5.1 Background 5.3 Managing places of importance. Before white settlement, Edithvale- Historically in Victoria, Indigenous and Seaford Wetlands were thick with wildlife and cultural heritage signiﬁ cance supported large numbers of the Bunerong Aboriginal non-Indigenous heritage management tribe. has been managed in separate 5.3.1 Community Environment Opposite page environments with differing policy and Public Health Assessment Valve house at Yan Yean Reservoir fully restored as program support at all layers of The Melbourne Water Community an Interpretive Centre. government. Consequently, this strategy Environment Public Health Assessment focuses on each aspect of cultural (CEPHA) is a checklist used by project heritage based on this administrative managers to ensure a range of risks, and policy environment. including Indigenous and non-Indigenous On occasion, a heritage place will contain heritage issues, are considered as part of Indigenous and non-Indigenous heritage works projects. values and will need to be managed in However, a lack of information about the accordance with both sets of legislation. extent and value of heritage assets makes it difﬁ cult for employees to fully 5.2 Professional development document and consider heritage impacts at the project development stage. program Melbourne Water intends to implement a Professional development in cultural heritage assessment program to address heritage enables employees to participate gaps in existing heritage studies. in an interactive forum where heritage management issues are communicated 5.3.2 Heritage interpretation in a simple and relevant manner. Heritage interpretation is the means by Programs are developed in accordance which important management messages with current legislation and policy, and historic stories are communicated to enhanced with Indigenous and non- the community. Indigenous case studies drawn from As custodian of a rich and diverse cultural Melbourne Water experiences. heritage resource, Melbourne Water Melbourne Water will ensure its cultural recognises the importance of heritage heritage professional development interpretation as a tool to help manage program includes regular (at least annual) heritage places. updates on heritage management.

14 In addition to developing this strategy, Implementation of the Victorian 5.5 Work Plan to implement Melbourne Water draws on interpretive Aboriginal Heritage Act 2006 is providing material in books, magazines and from opportunities to expand relationships cultural heritage strategy the Internet. This material enables us with Indigenous communities, including A Work Plan has been developed that to share the history of our organisation the newly formed Aboriginal Heritage outlines the recommended timing and and the people who developed it. Council and Registered Aboriginal Parties priorities associated with implementing Details of known interpretation resources, (RAPs). this strategy (see Section 10). including historic records are contained In relation to non-Indigenous heritage, in Appendix A. the Victorian Heritage Council has 5.6 Actions Melbourne Water has developed jurisdiction over places of State heritage several interpretive sites including the signifi cance, while local government 1. Melbourne Water will develop a Discovery Centre at the Western regulates places of local signifi cance. Heritage Interpretation Plan to: Treatment Plant and the Edithvale In 2007, Melbourne Water joined a • Audit current interpretation/signage Wetlands. Interpretation projects are pilot program to use the Heritage at signifi cant sites, guided by the Melbourne Water Heritage Management Electronic System Interpretation Policy [draft] 2007. • Identify key messages for use at (HERMES), a purpose built heritage sites of signifi cance, and Through this strategy, Melbourne Water information management database demonstrates an understanding of the developed for Heritage Victoria. • Capture of oral histories and story importance of heritage interpretation and Melbourne Water has secured access to telling and cultural histories. its role in promoting sustainable heritage the database, which will be used to 2. Melbourne Water will develop a management practice. improve documentation and information Professional Development Program fl ow concerning the management of its to provide regular training on 5.4 Engaging key stakeholders heritage assets. Indigenous and non-Indigenous This shared database will facilitate heritage management for employees Melbourne Water recognises the information sharing between Melbourne and contractors. importance of building and maintaining Water and Heritage Victoria and inclusive networks and values its strong importantly, provide Melbourne Water and established relationships with with access to a broad set of heritage key stakeholders, including Indigenous data which will assist asset and project community groups concerning managers with decision making cultural heritage management. concerning the management of assets During development of this strategy, with heritage values. Melbourne Water sought comments from its key stakeholder agencies in Aboriginal Affairs Victoria and Heritage Victoria and guidance from the local Wathaurong and Wurrundjeri communities on how to engage them in future cultural heritage management activities.

15 6 Strategy framework

Above: 115 East Lagoons, Western Treatment Plant, In recognition of the need to preserve 6.2 Corporate policy context Werribee. and promote the heritage values of sites Opposite page and objects under its management, This strategy has been developed under Upper Yarra Reservoir. Dam construction completed the corporate strategic policy framework in 1957. Melbourne Water has structured a framework for this Cultural Heritage Sustainable Water – A Strategic Strategy around a specifi c corporate goal Framework. and set of objectives. This approach This framework provides the context ensures consistency with the strategic for Melbourne Water’s planning process, directions and relevant policies of the ensuring that social, economic and business. environmental impacts are all considered. It identifi es the priority areas for the 6.1 Legislative requirements business and with respect to cultural heritage sets a goal: and industry standards “To Preserve and Promote In developing a cultural heritage strategy, it is recognised that there are specifi c Our Cultural Heritage.” legislative requirements to be met as well as corporate goals and objectives, 6.3 Strategy objectives including relevant industry standards. • Identify, protect, conserve, present Relevant major legislative requirements and transmit, to all generations, their and professional standards include: heritage values. • Planning and Environment Act 1987, • Conserve and maintain heritage places • Heritage Act (Vic) 1995, and objects and wherever possible, adaptively re-use them while retaining • Aboriginal Heritage Act (Vic) 2006, their heritage value. • Aboriginal and Torres Strait Islander • Improve day-to-day heritage Heritage Protection Act 1984. management processes by designing (Note: Part IIA replaced by Aboriginal planning tools. Heritage Act (Vic) 2006), • Forge effective partnerships with • Environment Protection Biodiversity stakeholders to secure better and Conservation (EPBC) Act 1999, and outcomes. • Burra Charter (Charter for the • Promote awareness of policies and Conservation of Places of Cultural guidelines to support heritage Signifi cance) – Australian ICOMOS conservation and management within (International Council on Monuments the business. and Sites).

16 6.4 Strategy principles 6.5 Strategy statements The management of heritage places • Melbourne Water understands that should: preservation, enhancement and management of its heritage places • Use the best available knowledge, and objects has social, environmental skills and standards, and include and cultural benefi ts for the broader ongoing technical and community communities. input to decisions and actions that may have a signifi cant impact on • Wherever possible, the conservation heritage values. and adaptive reuse of heritage places and objects is encouraged. • Respect all heritage values of the place and seek to integrate, where • The aim of conservation and adaptive appropriate, any state and local reuse is to retain and reinforce the government interests in those places. heritage signifi cance of heritage places with economic viability. • Ensure that their use and presentation is consistent with the conservation of • Conservation is an integral part of their heritage values. good asset management. • Make timely and appropriate provision • The economic viability of heritage for community involvement, especially places assists their long-term by people who: conservation. – have a particular interest in, or • Traditional techniques and materials associations with, the place, and are preferred for the conservation of heritage places and objects, but in – may be affected by the management some circumstances modern of the place. techniques and materials which offer • Recognise Indigenous people as the the required level of operational primary source of information on the functionality shall be deemed value of their heritage and promote appropriate. the active participation of Indigenous • It is recognised that heritage places people in identifi cation, assessment have different levels of signifi cance, and management as integral to the and Melbourne Water will seek to effective protection of Indigenous manage these places, accordingly. heritage values. • Melbourne Water will set and • Provide for regular monitoring, review administer policies and guidelines to and reporting on the conservation of support heritage values. heritage values.

17 CULTURAL HERITAGE MANAGEMENT FRAMEWORK

INDIGENOUS NON-INDIGENOUS

LEGISLATION LEGISLATION State Legislation State Legislation Aboriginal Heritage Act 2006 Heritage Act 1995

Aboriginal Heritage Regulations 2007 Planning and Environment MANAGEMENT FRAMEWORK CORPORATE POLICY FRAMEWORK Act 1987 LEGISLATIVE FRAMEWORK Commonwealth Legislation Commonwealth Legislation Aboriginal and Torres Strait Islander Protection of Movable Cultural Heritage

Heritage Protection HOW Act 1984 WHAT Act 1986 WHY Environment Protection and Biodiversity Environment Protection and Biodiversity Conservation Act 1999 Conservation Act 1999

Government Strategies

STAKEHOLDERS Aboriginal Affairs Victoria Registered Aboriginal Parties Indigenous Communities Heritage Victoria Local Government Historical Societies Community Groups

MELBOURNE WATER

‘Sustainable water – a Strategic Framework’

CULTURAL HERITAGE STRATEGY

INDIGENOUS NON-INDIGENOUS

Waterways Cultural Heritage (Indigenous) Framework The Burra Charter Protocols Procedures Guidelines

Why – The driver for Cultural Heritage Management What – What is Melbourne Water’s commitment How – How are we going to address Cultural Heritage Management

18 7 Indigenous heritage

When white settlers arrived in Melbourne all of • Employment strategies for Indigenous the Port Phillip Bay region was inhabited by an 7.1 Victorian Government Aboriginal nation, Kulin, consisting of four tribes. engagement have traditionally Melbourne was established at a traditional location policy framework focused on integrating land for Kulin gatherings. The open woodlands of the Indigenous issues have gained an management activities with local Yarra Valley were an abundant source of plant food and an important hunting ground, the Yarra fl ats increasing profi le in Australia in the past Aboriginal communities. Increasingly, also a location for Dreamtime stories. 20 years. Current trends encourage the initiatives embrace broader Above: The Dights Falls area was used as a self-determination supported by policy employment and engagement Corroboree site. and legislation which enables Indigenous opportunities. For example, Wur-cum people to chart their own pathway. barra is a Victorian Government employment strategy focused on The Aboriginal Heritage Act (2006) and improving employment opportunities Regulations (2007) provide for the for Indigenous people throughout the protection of Aboriginal cultural heritage public sector. in Victoria. Included in the objectives of the Act is the promotion of management Melbourne Water will explore of Aboriginal cultural heritage as an opportunities to improve Indigenous integral part of land and natural resource engagement and employment management. opportunities within the organisation, as part of regular land management and This legislation also recognises individual river rehabilitation projects. Indigenous communities, Registered Aboriginal Parties (RAPs) and defi nes the areas for which they have responsibility 7.2 Managing Indigenous to manage Aboriginal cultural heritage. This includes places of archaeological heritage and cultural signifi cance. Indigenous heritage places can be signifi cant for two discrete reasons: In addition, the Victorian Government has several policy platforms relating to • Archaeological signifi cance Indigenous affairs: It contributes to broader knowledge • Long Ago, Here Today: Developing an about Indigenous Australians and their Aboriginal Cultural Heritage historic ways of life. Management Strategy for Victoria acknowledges Aboriginal people as • Cultural signifi cance the rightful owners of their heritage. Part of the social fabric of Indigenous The Government further supports communities and their ancestors. Indigenous communities to have the control and management All Aboriginal heritage places are responsibilities associated with protected under Commonwealth and protection of sites of Indigenous Victorian legislation. Underpinning the cultural heritage. legal environment is a management framework, which outlines the roles and responsibilities of stakeholders, agencies and community groups.

19 Above left: Recording of a large scar. Bumbang Island, Indigenous communities continue to 7.2.1 Places of Indigenous Robinvale. strengthen their role in the management heritage signifi cance Above right: Grinding grooves near Stratford, of Indigenous heritage places. Individual Indigenous cultural heritage exists Gippsland. Aboriginal communities have recognised Grooves worn on surface of an abrasive sandstone throughout the lands and waters of associations with the heritage relating outcrop due to sharpening of stone axes. Australia and all aspects of the landscape to their historic tribal and clan customs. may be important to Indigenous people This association is recognised in the as part of their heritage. Aboriginal Heritage Act 2006. As caretaker of river health for the Port Aboriginal Affairs Victoria is the key Phillip and Westernport Catchments, an government agency providing: area that covers 12,000km² and contains • Advice on current and proposed around 8,400 kilometres of waterways, legislative matters, Melbourne Water is entrusted with protecting the cultural heritage values • Links to Indigenous communities, of waterways, while improving their archaeologists who specialise in condition and providing drainage services Indigenous cultural heritage and to the community. stakeholders, and Therefore, the impact to Indigenous • Guidance on preservation and heritage is a signifi cant risk for the management of places of business, particularly the Waterways archaeological signifi cance. Group. Aboriginal Affairs Victoria also manages Waterways are particularly valued by a range of programs working with Indigenous communities as places of Indigenous communities, land managers cultural signifi cance and are also and other key stakeholders. important reservoirs of biodiversity, providing valuable wildlife corridors. Melbourne Water’s goal for our rivers and creeks is to ensure they are healthy, with increased numbers of native fi sh, platypus and plants. Therefore, our aim is to manage Aboriginal cultural heritage as an integral component of river health, along with biodiversity values. 20 Central to waterway management is the 7.2.3 Indigenous heritage places Port Phillip and Westernport Regional within Melbourne Water area River Health Strategy (RRHS) – an Aboriginal heritage places are registered overarching strategy covering a range of with Aboriginal Affairs Victoria. The sites waterway condition parameters including are described in accordance with their riparian management, aquatic habitat, typology and an indicative locality is channel form, water quality, stream fl ows, generally made available via an recreation, fl oodplain management and automated mapping service. heritage. On a catchment-by-catchment basis it identifi es environmental, social All known Aboriginal heritage places are and economic values of waterways and listed on the Victorian Aboriginal Heritage threats to those values. Register. This register provides guidance about the location of known heritage 7.2.2 Indigenous communities places, details of RAPs and associated within Melbourne Water area permits and management plans. Melbourne Water understands that It is also anticipated that many new sites Belonging to Country is a foundation pillar will be located and assessed. Melbourne for understanding and respecting how Water recognises that the extent of Aboriginal people connect with the land. documented Aboriginal heritage places Projects will be guided by Melbourne will grow as effective studies and Water; Aboriginal Cultural Protocols assessment programs are implemented. Practices Policy (draft) 2007. The Port Phillip and Western Port region is the country of the Woiworung (Maribyrnong, Dandenong and Yarra), Boonerwrung (Westernport) and Wathurong (Werribee) communities. The Taungerong (Campaspe and Goulburn) and Dja Dja Wrung (Loddon, Campaspe and Avoca) communities lie outside Melbourne Water’s operational area. The Victorian Aboriginal Heritage Act 2006 recognises Aboriginal people, “as the primary guardians, keepers and knowledge holders of Aboriginal cultural heritage”. Accordingly, Registered Aboriginal Parties (RAPs) will play a leading role in administering the new Act. At present, the RAPs recognised by the Aboriginal Heritage Council are: • Barengi Gadjin Land Council Aboriginal, • Gunditj Mirring Traditional Owners Aboriginal Corporation, • Martang Pty Ltd, • Yorta Yorta Nation Aboriginal Corporation, and • Wurundjeri Tribe Land and Compensation Cultural Heritage Council Inc. As of 25th August 2008, the Wurundjeri Tribe Land and Compensation Cultural Heritage Council is the only RAP within Melbourne Water’s operational area. See Appendix B for maps outlining the location of RAPs.

21 7.2.4 Collecting and managing 7.3 Managing the impact of information Melbourne Water In many instances, proposed works by Melbourne Water will impact an area A key mechanism within the Aboriginal where comprehensive archaeological Heritage Act for the protection of cultural investigation has not been undertaken. heritage values is the development of Consequently, it is generally unclear Cultural Heritage Management Plans what impacts will result from proposed (CHMPs). works without investigation. A mandatory CHMP is required for Melbourne Water will ensure that project projects “if all or part of the activity is a planning includes adequate allocation listed high impact activity and all or part of resources to undertake cultural of the activity is an area of cultural heritage assessments and develop heritage sensitivity”. Cultural Heritage Management Plans Voluntary CHMPs can also be developed when required. to manage impacts on known cultural Furthermore, mapping sites of high heritage, when a plan is not deemed cultural heritage sensitivity will also mandatory. assist in the day to day management of CHMPs are approved by the RAP, or in Aboriginal cultural heritage. its absence the Secretary of Aboriginal Much of the major project work Affairs Victoria (AAV). undertaken by Melbourne Water has Central to our approach in managing long lead times and covers areas suited Indigenous cultural heritage along to strategic archaeological investigation. waterways is Melbourne Water’s A co-ordinated approach in conjunction Waterways Cultural Heritage Framework with other stakeholders will ensure the (draft), which outlines how we manage best outcomes in terms of identifying, our responsibility to protect and enhance analysing and documenting Indigenous areas of Indigenous cultural heritage on heritage sites. or near our waterways. Refer Appendix C. Speciﬁ c to waterway related activity, Melbourne Water proposes to adopt a risk based approach to managing impacts on waterways. Refer Appendix D.

22 This approach will ensure delivery of the Opposite page 7.5 Actions Making a bark canoe. Part of the process of shaping Waterway Works Program while and drying the bark sheet. protecting cultural heritage values. Melbourne Water will: This page Managing impacts to Indigenous heritage 1. Develop and adopt protocols for Stony rises at Lake Condah, western Victoria. acknowledging traditional owners Rising fl ood-water passes through a small channel resulting from projects or works outside which probably once formed part of a fi sh trap. of waterway areas is managed through at internal and external meetings and events. Rivers, creeks and fl oodplains form a vital part of Melbourne Water complying with Aboriginal culture. These cultural heritage places prescribed regulatory processes as set out 2. Ensure Melbourne Water staff and represent lifestyles and occupancy patterns under legislation, both state and local. contractors are familiar with and associated with the waterways. Through the implementation of this adhere to the relevant legislation, strategy, Melbourne Water will endeavour policies and protocols concerning to develop any new processes and Indigenous cultural heritage. guidelines needed to ensure compliance 3. Explore opportunities to improve with legislative requirements. This will engagement and employment also include training staff and opportunities within the contractors. An effort will also be made organisation directly and indirectly. in either building new or strengthening existing relationships with agencies and 4. Develop a component of the Indigenous communities with a view Melbourne Water website, to working together to protect, value and preferably front page, which share our cultural heritage values. recognises the traditional owners and Indigenous communities within Melbourne Water’s area of 7.4 Developing protocols and administration. cultural heritage agreements 5. Include RAPs and their area of Melbourne Water recognises that interest as part of Intranet opportunities exist to develop protocols resources. and cultural heritage agreements, which are refl ective of an agreed ‘way of working’ with RAPs. Furthermore, mapping sites of high cultural heritage sensitivity will also assist day to day management of Aboriginal cultural heritage.

23 8 Non-Indigenous heritage

“The Board has long held the view that its structures – reservoirs, treatment plants and even small suburban 8.1 Victorian Government 8.2 Managing pumping stations – should be aesthetically attractive as well as functional. That the public shares this view policy framework non-Indigenous heritage is shown by the ever increasing number of visitors to International efforts to recognise and Non-Indigenous heritage places are the Board’s works.” (MMBW Annual Report,1960-61). preserve built heritage began in the 1950s managed through Heritage Victoria and Above: Outlet tower, Maroondah Reservoir. in response to the widespread damage local government. Melbourne Water caused during World War II. heritage assets relate to the collection, storage and distribution of water Policy initially focused on buildings and resources, including potable water, structures. However, more recently a stormwater, sewage and recycled water. broader range of heritage has been recognised as signifi cant and in need of Presently, there are a number of protection, this includes heritage objects Melbourne Water places of cultural and collections and place types that heritage signifi cance listed on the were once considered to have little value, Victorian Heritage Register and others eg. industrial heritage. awaiting assessment and archaeological sites on the Heritage Inventory. Policy initiatives are now directed Refer Appendix E. towards accepting built heritage as being part of the urban and regional landscape, More infrastructure has yet to be and adaptive reuse of heritage sites is assessed for heritage values. Accepted encouraged as the preferred management heritage practice will underpin future outcome. activities including the assessment of places against approved criteria in a The Victorian Government has launched co-ordinated program, which will draw a heritage strategy for Victoria – on heritage expertise and involve key Victoria’s Heritage: Strengthening our stakeholders. communities. The strategy focuses on: Melbourne Water’s heritage assets • Recognising a rich and diverse heritage, comprise a diverse and widely distributed • Using our heritage for a sustainable network, across many municipalities. future, Legislation to help preserve Victoria’s built heritage was fi rst introduced in • Managing for growth, 1974 (Historic Buildings Preservation Act). • Telling Victoria’s story, Currently, the Heritage Act 1995 provides for the protection and management of • Building strong and inclusive networks places and objects of State signifi cance and partnerships, and on the Victorian Heritage Register (VHR) • Resourcing the community. and all known archaeological sites are listed on the Victorian Heritage Inventory (VHI).

24 The Heritage Act 1995 also provides A CMP provides a useful framework to 8.3 Actions protection for maritine heritage places inform the management of a heritage and objects, including shipwrecks, which place, particularly where the place is Melbourne Water will: are located within Victoria’s coastal and controlled by several different managers 1. Review the extent of heritage studies inland waterways. Through the provisions or there are complex relationships that have been undertaken within its of the Planning and Environment Act 1987, between stakeholders. A CMP may also area of management. municipal planning schemes identify establish appropriate exemptions for and manage places of local heritage routine maintenance and repairs. 2. Commission additional assessment signifi cance through the application of work where gaps in the studies The fl owchart below outlines the the Heritage Overlay. covering its heritage assets have management process in accordance with been identifi ed. These studies may Both the Heritage Act 1995 and the the international body ICOMOS. take a thematic or typological Planning and Environment Act 1987 The Burra Charter underpins this approach rather than a geographic require owners and managers to conserve approach and sets standards of practice base. the values of listed places. Permits are for practitioners who provide advice, required to change, alter or demolish make decisions about or undertake works 3. Review, or if necessary, commission places of heritage signifi cance in to places of cultural signifi cance. Conservation Management Plans for accordance with the two tiers of each large scale infrastructure place, management. precinct or object. Many of Melbourne Water’s heritage 4. As part of the Interpretation Plan assets have yet to be assessed for their develop a program to engage with heritage signifi cance. The analytical basis past and current employees to record supporting management decisions for Burra Charter their oral histories. heritage sites is commonly embedded in conservation studies where an area or Identify place and associations typology of interest is assessed and places are fully described and Secure the place and make it safe documented. Heritage places are added to the VHR if Gather and record information about the place assessed to be of State heritage sufficient to understand significance signifi cance, or added to the particular Documentary Oral Physical planning scheme for protection if determined to be of local heritage Assess significance signifi cance. Heritage Victoria also has an interest in archaeological sites (non-Indigenous) on the VHI even though Prepare a statement of significance they may be of local or lesser heritage signifi cance. Archaeological sites can be on both the Identify obligations arising from significance VHR and VHI. All archaeological sites in Victoria older than 50 years are protected under the Heritage Act, whether or not Gather information about other factors affecting they are listed in the VHI. For example, the future of the place if a site is uncovered in the course of a Owner/manager’s needs and resources External factors Physical condition construction project, it is an offence to knowingly damage, disturb or excavate without obtaining the appropriate

Develop PolicyDevelop significance Understand Develop Policy consent. Identify options Following identiﬁ cation and assessment Consider options and test their impact on significance of a heritage place, a Conservation Parts of it may need to be repeated of it may Parts Management Plan (CMP) may be prepared. Prepare a statement of Policy A CMP is an important document to assist owners to better manage and conserve heritage places. A good CMP should Manage place in accordance with Policy provide a thorough understanding of the Develop strategies historical development of a place, identify Implement strategies through a management plan its cultural heritage signiﬁ cance, the issues Record place prior to any change

that might impact on that signiﬁ cance and Manage develop clear and justiﬁ able policies and actions. Monitor and review The whole process is iterative process whole The be necessary and consultation may research Further

25 Implementation of the 9 Cultural Heritage Strategy

Melbourne Water is committed to 9.2 Management of the implementing this strategy in partnership with its key stakeholders in heritage strategy management, including: Heritage Victoria, 9.2.1 Communicating the strategy Heritage Council of Victoria, Aboriginal Affairs Victoria, Aboriginal Heritage To ensure Melbourne Water’s cultural Council, Registered Aboriginal Parties, heritage obligations, commitments and Traditional Owners, Indigenous programs are fully understood within and community groups, Parks Victoria, outside Melbourne Water, information Department of Sustainability will be published on the Intranet and and Environment, local government and Internet. Catchment Management Authorities This information will explain to (see Section 10, Action Plan). Melbourne Water staff and contractors their involvement in the strategy. 9.1 Professional development Progress reports and updates on Professional development sessions will be implementing the strategy will be a key provided as an important component of part of the communications program. implementing this strategy. Sessions will 9.2.2 Heritage Focus Group be tailored to suit individual business needs and availability of members of The Cultural Heritage Strategy raises Melbourne Water’s operational and issues and recommendations relating to leadership teams. Sessions catering for the management of Melbourne Water external contractors and consultants will heritage places. The Heritage Focus also be developed. Group (HFG) will ensure the required organisational support and resources to Program content will address the implement the strategy. legislative environment, emerging policy and environment trends, and enable The HFG will: greater interaction between Melbourne • Provide assurance to the Managing Water employees and heritage Director and the Board about the management stakeholders to raise management of heritage places, awareness of heritage values. Emphasis will be placed on case studies and • Provide oversight of projects learnings derived from past experiences. undertaken in accordance with the The program will also include cross Strategy Plan, cultural training with the Indigenous • Support co-ordinated implementation community. of the Strategy Plan,

26 • Ensure the Strategy Plan complies 9.3 Actions Opposite page with the organisation’s strategic and Far left: Site recording – Indigenous survey. corporate directions, Melbourne Water will: Left: Painted motifs, Langi Ghiran, near Ararat in western Victoria. 1. Establish a Cultural Heritage Focus • Approve priorities and allocate This page resources for implementation of Group with appropriate Terms of Left: Cross cultural awareness training plays annual Work Plans, Reference and membership. an integral role in promoting Indigenous heritage. 2. Integrate cultural heritage and Right: Regular training in cross cultural awareness is • Enable key internal stakeholders to the key to promoting sound heritage management. contribute to project management, cross-cultural awareness into existing27 training and development • Ensure project timing is co-ordinated programs. with broader works programming within Melbourne Water, and 3. Report on the progress of the Action Plan. • Improve internal stakeholders’ knowledge and understanding of 3. Communicate the Cultural Heritage cultural heritage management. Strategy and its meaning to Melbourne Water people. 9.2.3 Accountabilities Membership of the HFG will be in response to Terms of Reference and include expertise in heritage, cultural resource management and governance. The steering committee will comprise key Melbourne Water representatives across various business groups, including Asset Planning, Communications, Waterways and Strategic Planning. This group will work in consultation with Heritage Victoria, Aboriginal Affairs Victoria and other agencies as required.

27 10.1 Year 1: July 2008 – June 2009 10 Action Plan Objective Actions Integrating cultural Communicate the Cultural Heritage Strategy and its meaning to heritage into Melbourne Water people via roadshows, websites, brochures the business Establish internal Melbourne Water Heritage Focus Group

Establish Melbourne Water panel of heritage service providers

Develop and provide professional development program on Indigenous heritage management for Melbourne Water employees and contractors, including cross-cultural awareness training

Develop and provide professional development program on non-Indigenous heritage management for Melbourne Water employees and contractors

Adopt protocols for recognising traditional owners

Building relationships Develop relationships with key stakeholders for Indigenous with our partners in cultural heritage cultural heritage Develop relationships with key stakeholders for non-Indigenous cultural heritage

Improving Melbourne Develop a three-year heritage assessment program of Melbourne Water’s Water’s cultural infrastructure base heritage information base Develop a record keeping system for Melbourne Water’s cultural heritage information (This affects both types of heritage)

Sharing Melbourne Develop an interpretation plan to communicate and share our heritage Water’s cultural with the community heritage with the community

10.2 Year 2: July 2009 – June 2010

Objective Actions Integrating cultural Provide professional development program on Indigenous heritage heritage into the management for Melbourne Water employees and contractors business Provide professional development program on non-Indigenous heritage management for Melbourne Water employees and contractors

Maintain and strengthen communication and awareness around cultural heritage

Building relationships Maintain and strengthen relationships with key stakeholders for with our partners in Indigenous cultural heritage cultural heritage Maintain and strengthen relationships with key stakeholders for non-Indigenous cultural heritage

Improving Melbourne Implement and reﬁ ne heritage assessment program of Melbourne Water Water’s cultural Built Heritage Assets heritage information base Implement and reﬁ ne record keeping system for Melbourne Water’s cultural heritage information (This affects both types of heritage)

Sharing Melbourne Implement interpretation plan to communicate and share our heritage Water’s cultural with the community heritage with the community

28 10.3 Year 3: July 2010 – June 2011

Maintain and strengthen communication and awareness around cultural heritage

Building relationships Maintain and strengthen relationships with key stakeholders for with our partners in Indigenous Cultural Heritage cultural heritage Maintain and strengthen relationships with key stakeholders for non-Indigenous/Built Cultural Heritage

Sharing Melbourne Implement interpretation plan to communicate and share our heritage Water’s cultural with the community heritage with the community Develop heritage strategy for 2011 – 2014

29 Corporate and Interpretive Material A Appendix Printed resources include: Title Date Vital Connections: Melbourne and its Board of Works, 1991 1891-1991

Yan Yean: a history of Melbourne’s early water supply 2003

Werribee Farm: a history, 1892-2000 2001

Once upon a time: An M.M.B.W. picture story Establish Heritage Focus Group

The Source Quarterly since April 1999

Melbourne Water documents including annual reports, environment Various reports, sustainability reports, Regional River Health Strategy, Rivers and Creeks Report, conservation management plans and environment improvement plans

State Library of Victoria images, maps and surveys Various

Public Record Ofﬁ ce images, maps and surveys Various

History website* –

“Heroes” project* –

* Being developed

30 B

Map of Current Registered Aboriginal Parties Appendix

Mildura

Swan Hill

Wodonga

Shepparton Wangaratta

Horsham Bendigo

Ballarat

Orbost Hamilton Melbourne Bairnsdale

Sale Geelong Traralgon

Colac Portland Warrnambool

Statewide Registered Aboriginal Parties Accepted RAPs Accepted RAPs as at August 25th, 2008 BARENGI GADJIN

Produced by Aboriginal Affairs Victoria GUNAIKURNAI VICGRID GUNDITJ MIRRING GDA 94

MARTANG 1:850,000

WURUNDJERI 0408020 This publication may be of assistance to you but the State of Victoria and its employees do not guarantee that the publication is without flaw of any kind or is wholly appropriate YORTA YORTA for your particular purposes and therefore disclaims all liability for any error, loss or other consequence which may arise from you relying on any information in this publication. Kilometres

K:/GIS/projects/Registered-Aboriginal-Parties/Mapping/Council Maps/August, 2008 (Mexico)/Anita/Statewide_Accepted_RAPS 25AUG08-ab-aav.mxd

Source: Aboriginal Affairs Victoria 31 32 Map of Registered Aboriginal Parties by Local Government Areas

MILDURA

SWAN HILL

GANNAWARRA

BULOKE

YARRIAMBIACK HINDMARSH MOIRA

WODONGA

INDIGO

CAMPASPE LODDON GREATER SHEPPARTON TOWONG

BENALLA WANGARATTA

WEST WIMMERA GREATER BENDIGO STRATHBOGIE ALPINE HORSHAM NORTHERN GRAMPIANS

MOUNT ALEXANDER CENTRAL GOLDFIELDS

MITCHELL

MANSFIELD

MURRINDINDI PYRENEES MACEDON RANGES HEPBURN

EAST GIPPSLAND

ARARAT BALLARAT

SOUTHERN GRAMPIANS HUME MOORABOOL NILLUMBIK MELTON YARRA RANGES

GOLDEN PLAINS WYNDHAM GLENELG WELLINGTON

BAW BAW

CASEY CARDINIA MOYNE GREATER GEELONG CORANGAMITE

LATROBE SURF COAST

COLAC-OTWAY BASS COAST SOUTH GIPPSLAND

Registered Aboriginal Parties - Legend Accepted Registered Aboriginal Parties with Local Government Areas Accepted RAPs Local Government Areas Produced by Aboriginal Affairs Victoria August 25th, 2008 BARENGI GADJIN VICGRID GUNAIKURNAI GDA 94

GUNDITJ MIRRING 1:850,000

MARTANG 0408020 This publication may be of assistance to you but the State of Victoria and its employees do not guarantee that the publication is without flaw of any kind or is wholly appropriate WURUNDJERI for your particular purposes and therefore disclaims all liability for any error, loss or other consequence which may arise from you relying on any information in this publication. Kilometres

YORTA YORTA K:\GIS\projects\Registered Aboriginal Parties\Mapping\Council Maps\August, 2008 (Mexico)\Anita\250808\ Statewide_Accepted_RAPS & LGA_25AUG08_ab_aav.mxd

Source: Aboriginal Affairs Victoria Waterways – Cultural Heritage C Appendix (Indigenous) Framework (Draft) Background This Waterways Cultural Heritage Framework is informed by and linked to Melbourne Water’s Cultural Heritage Strategy 2008-2011: ‘Preserving and Promoting our Cultural Heritage’. The Port Phillip and Western Port region contains around 8,000 kilometres of waterways that are highly valued places of cultural heritage.

The region is the country of the Woiworung (Maribyrnong, Dandenong and Yarra), Boonerwrung (Westernport) and Wathurong (Werribee) communities Prior to European settlement and continuing today, rivers, creeks and their fl oodplains form a vital part of Aboriginal culture. Rivers yielded many resources and today, continue to be important places of spiritual and community activity, including birthplaces, burial sites, places of ceremony and transport routes. These cultural heritage places represent lifestyles and occupancy patterns associated with the waterways. These waterways are also important reservoirs of biodiversity, providing valuable wildlife corridors. Melbourne Water’s goal for our rivers and creeks is to ensure they are healthy, with increased numbers of native fi sh, platypus and plants. Our rivers and creeks will continue to be a hub for recreation and our communities will actively participate in improving their condition. This Framework outlines how Melbourne Water’s Waterways Group will manage its responsibility to protect and enhance areas of cultural heritage signifi cance on or near waterways within the Port Phillip and Western Port catchments.

The vision The vision for the Waterways Group with regard to Indigenous Cultural Heritage is: • To manage cultural heritage values as an integral component of river health, along with biodiversity values. • To have a strong working relationship with Aboriginal Affairs Victoria (AAV) representatives at all levels of the organization.

33 • To have the knowledge, sensitivity and trust to manage (protect and value) cultural heritage sites of signiﬁ cance. – Ensuring we follow established and agreed guidelines and processes that would exclude the need to report to, or seek speciﬁ c project approvals from Aboriginal Affairs Victoria. (AAV) (i.e., exempt status within the regulations) • To have a trusting, open relationship with the Indigenous communities within our region by seeking out, listening and incorporating Indigenous stories and knowledge into our planning and works processes. • That our people at project level have trusting relationships with local Indigenous community members and we work together to protect, value and share our cultural heritage and biodiversity values along waterways. Targets and actions The Waterways Group has a number of performance targets linked to improving cultural heritage issues, particularly Indigenous cultural heritage. These targets and their associated actions are listed below.

Target Strategy Short term actions Long term actions 1. Continue to document material on Indigenous RRHS Addendum, Workshop with elders to gather Ongoing workshops to gather and European values associated with rivers Page 21 (D20244) information on a river by river basis. information from across the region. and creeks of the Port Phillip and Westernport (including compensation for involvement) Transfer data gathered to our planning region. & awareness raising activities. 2. Continue to implement Melbourne Water’s RRHS Addendum Ensure all deliverables include and raise Look at partnership opportunities, river health communications and community Page 21 awareness of Indigenous values. e.g. Waterwatch education programs, including information on Indigenous issues and knowledge (consistent with Melbourne Water’s Cultural and Heritage Strategy) and information for culturally and linguistically diverse (CALD) communities. 3. Capturing river and creek related knowledge RRHS Addendum Capture Indigenous stories from the PPWP Collect 5 Indigenous stories as part of and values from a range of stakeholders Page 24 Region the ongoing Stories Project. 4. Engage AAV service providers to support RRHS Addendum Archaeologist engaged to develop process Cultural Heritage Procedures in place grants program OPEX (D20280) for grants program. for Management of Grants Program? 5. Waterways Group activities will respect Operating Charter Waterway representatives to participate Protocol or Memorandum of Indigenous values and follow guidelines set out in the Melbourne Water Cultural Heritage Understanding developed with AAV. in the Melbourne Water Cultural Heritage Focus Group, to re-look at our Cultural Strategy. Performance assessment will be based Heritage Strategy and contribute to its on feedback on projects to ensure the Cultural development and implementation. Heritage Strategy guidelines have been followed. Develop a process and guidelines to assist in the identifi cation, protection and management of cultural heritage values on and around waterways (including revised CEPHA, contingency plans, etc.) 6. Undertake a program of events and activities Waterways Design targeted training for Waterways Run training programs for Waterways to help celebrate and learn more about our Stakeholder (with MW Group), Infrastructure Groups & Infrastructure Groups & principal cultural heritage connections to waterways. Engagement & contractors, on the legislation and contractors. (This may include cross cultural training, tours, Framework other aspects of cultural heritage around speakers and stories) waterways. Establish Collon Mullet as a mentor/advisor Utilise the services of service providers on cultural heritage development for the for cultural heritage advice to the Waterways Group. Waterways & Infrastructure Groups Arrange Birrarung (Yarra) tour with Koorie Arrange tours for everyone in the Heritage Trust for the Waterways Focus Waterways & Infrastructure Group Group & other interested parties Arrange meetings with staff at AAV to raise awareness of RRHS and MW’s river health improvement activities 7. Investigate and incorporate Indigenous values (follow on from Depending on outcomes of No.1 above, into our waterway planning activities (this may No.1 above, RRHS may involve interpretation, signage, involve interpretation) D20244) community awareness raising) 8. Develop a protocol with each of the PPWP Indigenous communities with regard to development planning and waterway works processes. (e.g. the Wathurong Protocol) 9. Seek opportunities for Indigenous Look at other options for advertising; employment as positions become available (e.g. Kangan Batman Tafe, Criteria Selection). 34 Process/Guidelines for Waterway Works D Appendix Introduction: The Melbourne Water / Waterways Cultural Heritage Framework outlines how Melbourne Water / the Waterways Group will manage its responsibility to protect and enhance areas of Indigenous cultural heritage on or near waterways in the Port Phillip & Westernport Catchment. These actions include ensuring processes are in place to comply with relevant legislation, as well as developing trusting and open relationships with local Indigenous communities and working together to protect, value and share our cultural heritage values. One of the actions in this Framework is to develop a process and guidelines to assist in the identifi cation, protection and management of Indigenous cultural heritage values on and around waterways. The following process and guidelines are proposed for works and activities that do not trigger a mandatory Cultural Heritage Management Plan in accordance with the Aboriginal Heritage Act 2006. These guidelines work on a risk based approach. Project risk (high, medium, low) is based on the combination of known cultural heritage signifi cance, whether a site is undisturbed and whether works have a high potential for major disturbance. See Table 1: Project Risk. • Known Cultural Heritage Signifi cance: Signifi cance is determined by known sites within 1 km or whether a waterway is of known sensitivity. Information from Melbourne Water’s Community Environment Public Health Assessment (CEPHA) database and the AAV Aboriginal Heritage Register is to be reviewed. • Undisturbed site: This refers to a waterway that is natural, that is not chanellised nor has signifi cant modifi cation to bed, banks or fl oodplains by widening, deepening, straightening or introduction of fi ll. • Works have high potential for major disturbance: Works that are considered to have potential for surface or subsurface disturbance. See Table 2: Works.

Table 1: Project Risk

Works have high Known Cultural potential for major Heritage Signiﬁ cance Undisturbed site disturbance Project Risk (Yes/No) (Yes/No) (Yes/No) (High/Medium/Low)

Yes Yes Yes High

Yes Yes No Medium

Yes No Yes Medium

Yes No No Low

No Yes Yes Medium

No Yes No Low

No No Yes Low

No No No Low

35 Table 2: Works The following table deﬁ nes in more detail the type of works that may be considered to have high, medium or low potential for disturbance.

High potential for surface or Medium potential for surface or Low potential for surface disturbance subsurface disturbance subsurface disturbance

General: General: General: • Levees & drainage channels • “Minor” bed, bank, pool & riffl e works • Fencing • “Major” waterway stabilisation: • “Minor” fi shways/habitat improvement • Desilting bed & banks, earth & rock works • Willow/Exotic Tree removal – • Litter/debris removal • Recreation of pool and riffl e form stumps left insitu/minor disturbance • Environmental burns • “Major” fi shways/habitat improvement • Modifi cations to wetlands/sediment traps • Grass cutting • “Major” willow/exotic tree removal combined • Temporary access tracks • Mechanical/vehicular access to site with bed or bank works • Vermin control (rabbit warren ripping) • Vermin control (warren fumigation, netting) • Wetlands/sediment traps – earthworks and civil assets Revegetation: Weed Control/Revegetation: • Ripping, scalping or other cultivation Other works: • Manual (hand pulling, cut and paint methods) • Mechanical planting, ripping of top soil • Bridges/culverts • Manual spraying (back pack) • Direct seeding techniques (scalping, ripping) • Pipe crossings • High pressure spraying – hose and rig • Stormwater connections Grants program – • Cultivation (ripping, harrowing) off stream water systems: • Brush cutting • Trenching • Grooming or mechanical slashing • Soil levelling • Burning insitu • Pad construction • Cut and burn • Removal (cut, removal and/or burn) • Poison in situ • Use of excavator for removal of debris • Mulching • Niche Seeding techniques (minimum disturbance, hand tools) • Manual planting: digging to 15 cm with a mattock, spade, or tree planter

“Major” works will generally involve substantial excavation of insitu materials, where excess materials can not be spread on or adjacent to the works site. “Minor” works will generally involve localised excavation of insitu materials, where excess materials can be spread on or adjacent to the works site.

36 Table 3: Actions The following table indicates the typical process and actions that will be undertaken for each level of risk, including the initial planning phase (and the contingency plan should new cultural heritage sites be discovered after works commence).

Action/Activity phase High project Medium project Low project risk risk risk

CEPHA database reviewed & checklist completed – check Aboriginal Heritage XXX Register & sensitivity mapping

Seek advice from cultural heritage/Indigenous advisor(s) X X

Seek advise from Registered Aboriginal Party (RAP) or local Indigenous XX community

Seek advice from AAV X

Desktop assessment completed X X

Standard assessment completed X

Complex assessment undertaken (if required) (X)

Complete Due Diligence report based on above investigations and advice X X

All new data provided to AAV and Registered Aboriginal Party (RAP) or local XX aboriginal groups

Data placed on internal MW data systems X X

Any cultural heritage sites identiﬁ ed and works planned around them. XXX Note: where possible, design and delivery of works should aim to avoid or minimise disturbance of known sites

MW staff, consultants and contractors to undergo cultural XXX heritage training

Appropriate SEMP developed and standard work procedures adopted X X X

Cultural heritage permit application required if works to be undertaken will, XXX or are likely to, harm known Aboriginal heritage

Pre works meeting with contractor and project manager X X X

Pre commencement assessment with representative from Registered XX Aboriginal Party (RAP) or local aboriginal group

Onsite representative from Registered Aboriginal Party (RAP) or (X) local aboriginal group (if required)

Proceed with caution and adoption of Contingency Plan if new cultural XXX heritage sites are identiﬁ ed

New cultural sites identiﬁ ed during works – Works immediately stopped within XXX 50 metres of site

Report discovery to AAV X X X

Representative from Registered Aboriginal Party (RAP) or local aboriginal group XXX and AAV representative brought on site immediately to advise of cultural heritage signiﬁ cance

Cultural heritage permit application required if works to be completed will, XXX or are likely to, harm discovered Aboriginal heritage

37 E APPENDIX Appendix Presently, Melbourne Water has a number of assets, including places listed on either E the Victorian Heritage Register or local government Heritage Overlays. The Victorian Heritage Register lists the State’s most significant heritage places and objects. Heritage Victoria maintains both the Victorian Heritage Register and the Victorian Heritage Inventory. The Heritage Inventory lists all known places and objects in Victoria that possess archaeological value or archaeological potential. Unlike places on the Victorian Heritage Register, Heritage Inventory places do not have to be of ‘State-wide’ significance to be listed, however they are still protected under the Victorian Heritage Act 1995. Heritage Overlays are contained within local council planning schemes and assist in protecting the heritage of a municipality. Heritage Overlays include places and objects of local significance as well as places and objects included in the Victorian Heritage Register. The current list below does not reflect the extent of archaeological sites throughout Melbourne Water’s operating area. There are a number Future heritage studies will help determine the heritage values of Melbourne Water’s asset base.

Asset Status Reference Water Yan Yean Water Supply System – Yan Yean to St Georges Road, Northcote Heritage Victoria – Inventory H7822-0281 Yan Yean Reservoir Valve House and Channel Heritage Victoria – Inventory H7922-0185 Maroondah Aqueduct Heritage Victoria – Inventory H8022-0110 Maroondah Aqueduct – Pipe Bridge Shire of Nillumbik – Heritage Overlay H082 Maroondah Reservoir: Water Supply Catchment, Reservoir and Park Shire of Yarra Ranges – Heritage Overlay H0174 O’Shannassy Weir and Aqueduct Shire of Yarra Ranges – Heritage Overlay H0335 Upper Yarra Reservoir Shire of Yarra Ranges – Heritage Overlay H0314 Thomson-Upper Yarra Aqueduct Shire of Baw Baw – Heritage Overlay H0260 McVeigh’s Water Wheel (Upper Yarra Reservoir Park) Shire of Yarra Ranges – Heritage Overlay H0313 Plenty River Flume (Yan Yean System) Heritage Victoria – Register VHR-1418 Sewerage Main Outfall Sewer Heritage Victoria – Register VHR-1932 Main Outfall Sewer City of Hobsons Bay HO203 MMBW – Brooklyn Pumping Station City of Hobsons Bay HO204 Water Tank – Western Treatment Plant Heritage Victoria – Register VHR-1416 Western Treatment Plant – Farm Road 3 Heritage Victoria – Inventory H7822-0013 Western Treatment Plant – Farm Road Irrigation Canal Heritage Victoria – Inventory H7822-0892 Western Treatment Plant – Farm Road Shed Heritage Victoria – Inventory H7822-0306 Western Treatment Plant – Kitchen Dump 1 Heritage Victoria – Inventory H7822-0260 Western Treatment Plant – Farm Road Spoon Drain Heritage Victoria – Inventory H7822-0259 Miscellaneous Aircraft Hangars - Werribee Satellite Aerodrome (Western Treatment Plant) Heritage Victoria – Register H1884

38 39 Melbourne Water 100 Wellington Parade, East Melbourne PO Box 4342 Melbourne Victoria 3001 Telephone 131 722 Facsimile 03 9235 7200 melbournewater.com.au © Copyright September 2008 Melbourne Water Corporation. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, photocopied or otherwise dealt with without the prior written permission of Melbourne Water Corporation. Printed on paper manufactured at the Burnie mill in Tasmania, which has ISO14001 environmental system certiﬁ cation. Water at the mill is recycled and reused. The paper is acid free, has neutral pH and is made of pulp from plantation timbers and pre-consumer waste.