Fort Scratchley Plan of Management 2013

Plan of management Fort Scratchley 2013

www.newcastle.nsw.gov.au

Plan of Management 2013 1 Table of Contents

Acknowledgement of Country...... 4

1.0 Executive Summary...... 6 1.1 Background...... 6 1.2 Values, vision, principles for management, key objectives and strategies...... 6

2.0 Plan structure...... 9 2.1 Study process...... 9

3.0 Introduction and overview...... 10 3.1 What is a plan of management...... 10 3.2 Aims of the Plan...... 10 3.3 Land to which this Plan applies...... 10 3.4 Heritage listings...... 10

4.0 Site description...... 12 4.1 Brief history of Fort Scratchley...... 12 4.2 Cultural significance...... 13 4.3 Site overview ...... 13 4.4 Current uses...... 13 4.5 Condition of buildings and land...... 15

5.0 Planning context...... 18 5.1 Legislative requirements and relevant planning documents...... 18 5.2 Review of the 2008 Plan of Management...... 21

6.0 Basis for management...... 23 6.1 Legislation and policy framework...... 23 6.2 Values...... 23 6.3 Community consultation...... 24 6.4 Key issues...... 24 6.5 Vision and principles for management...... 25 6.6 Objectives...... 26

7.0 Management directions and actions...... 27 7.1 Future Use and Development...... 27 7.2 Leases, licences and other estates ...... 27

7.3 Management action tables...... 30

8.0 Implementation and Review...... 51 8.1 Resourcing and Implementation...... 51 Production 8.2 Review...... 51 Fort Scratchley Plan of Management Appendix A...... 53 prepared by the Appendix B...... 59 Future City Group of The City of Newcastle Appendix C...... 64 Appendix D...... 65 Published by The City of Newcastle Appendix E...... 81 PO Box 489, Newcastle NSW 2300 Appendix F...... 83 Ph: 4974 2000 Fax: 4974 2222 Email: [email protected] Web: www.newcastle.nsw.gov.au

2 Fort Scratchley Plan of Management 2013 3 Acknowledgement of Country The City of Newcastle acknowledges that Fort Scratchley is located on lands of the Awabakal Aboriginal People, who are the traditional custodians of the lands and waters of Newcastle.

4 Fort Scratchley Plan of Management 2013 5 • To retain and conserve the site in accordance with 1. Recognise and promote Fort Scratchley as a site 1.0 Executive Summary the Burra Charter of Australia and its associated of outstanding cultural significance and national guidelines. importance. • To manage the site with the primary objective of 2. Actively conserve and manage the Fort’s heritage enhancing the military heritage by explaining the values through appropriate maintenance and 1.1 Background managed and used over the next five to 10 years. It history and significance of the Fort, supported repair. reconfirms the heritage values identified in the Fort Arguably Newcastle’s most spectacular vantage point, by interpretive displays that demonstrate the 3. Establish and maintain a governance structure Scratchley Historic Site Heritage Management Plan Fort Scratchley Historic Site commands a significant functioning of individual components. appropriate to the Fort’s significance and 2008 (the Heritage Management Plan) and ensures position overlooking the Hunter River Estuary, coastline • To present and interpret the site’s significance in complexity. these values are protected in future management and Nobbys Headland. Newcastle’s earlier history (penal settlement, coal decisions. Further, the Plan endeavours to action 4. Pr ovide adequate resources to ensure the long- mining and port activities). term sustainability of the site. Fort Scratchley is a site of outstanding heritage recommendations identified in the Heritage • To have primary regard for physical conservation significance, listed as part of the Coal River Precinct on Management Plan and address issues that have arisen 5. Retain and conserve moveable items in and interpretation. The site should become the NSW State Heritage Register and the Newcastle since the adoption of the 2008 Plan of Management. accordance with accepted principles and financially self supporting, however, it should not be Local Environmental Plan 2012. guidelines. required to yield a return on funds invested. 1.2 Values, vision, principles for 6. Pr ovide a cultural tourism experience based on the Signal Hill, and subsequently Fort Scratchley was the • To retain and conserve all buildings, structures and Fort’s unique cultural heritage values. site of the first European coal mine in Australia and the management, key objectives and landscape elements in the inner Fort precinct. 7. Pr ovide ways for visitors to enjoy the experience site of a coal-fired navigation beacon. It was a strategic strategies • To manage the grounds of the site as an integral and develop an understanding and appreciation of fort for over 150 years and is Australia’s only coastal part of the place. The bare open nature of the the Fort’s heritage values and the need to conserve fortification to fire on an enemy Naval vessel firing two 1.2.1 Values setting should be maintained although some former and manage these values. salvoes at a Japanese submarine that bombarded elements may be introduced for interpretive or ‘Values’ can simply be described as elements that 8. Suitably manage and conserve the natural and Newcastle with about two dozen shells during World operational reasons. New elements should only be make a place important. A plan of management is a cultural significance of the Fort’s landscape and War II. introduced where essential for the site’s operation. values-based document, meaning that management setting. • To maintain and where possible enhance significant The ownership of Fort Scratchley Historic Site actions are shaped to reflect, maintain and enhance 9. Pr ovide for passive recreational activities that views to and from the site. was transferred to The City of Newcastle from the the values of the place. The site’s identified values are: complement the Fort’s cultural heritage and natural Commonwealth Government in June 2008. Council is • To maintain and where necessary preserve and setting. • Historic responsible for protecting the values of the site and restore the fabric of built elements. 10. Pr omote the site in a manner that enhances public ensuring it is utilised to its full potential. • Rarity • Sympathetic adaptation may occur to assist appreciation of the site’s heritage values, while • Scientific The Fort Scratchley Historical Society, through its in interpretation of the operation of the place. enhancing the quality of the visitor experience and volunteers, has managed the day to day operations of • Representative Intervention in significant fabric should be minimal maximising economic returns from visitors. and reversible wherever possible. the Fort for over 20 years. It is through the dedicated • Aesthetic 11. Provide unique experiences and opportunities to work of the volunteers of the Society, namely the • Technical • To curate and conserve collections of moveable encourage broad and repeat visitation. artefacts in an appropriate manner. interpretation of a working fort including working guns, • Social 1.2.5 Strategies that has made Fort Scratchley the unique site it is • To interpret the site in a manner that presents its • Associative today, attracting visitors locally and from all over the significant attributes, particularly the major phases The key strategies for Fort Scratchley are: world. of its history and development. 1.2.2 Vision • Develop and maintain an Asset Management Plan • To retain the inner Fort precinct in its present Today visitors can take guided tours, visit the Fort’s A vision for Fort Scratchley was developed with the for the site to meet the required level of service in the configuration. Buildings, structures and spaces of museum and experience re-enactments of activities community and stakeholders to provide for its overall most optimal way. greatest significance and interest should be made from the period when it was an operating fort. The site direction. • Establish a management structure for the Fort that also offers a unique venue for events and functions available for interpretation of the significance of the Fort Scratchley is a nationally significant, unique ensures the highest standard of planning, operation and is a vantage point to enjoy the expansive views of place. cultural and community experience reflecting an and maintenance. Newcastle. • To accommodate the management needs of the site operating fort. • Formally support and publicly acknowledge the within existing buildings in the inner Fort precinct substantial work undertaken by the Fort Scratchley A plan of management was prepared for Fort and not erect new structures within this area. Scratchley in 2008 to coincide with the transfer of 1.2.3 Principles for management Historical Society. 1.2.4 Management Objectives ownership to Council. The 2008 Plan categorised The following management principles are taken • Explore potential funding opportunities to achieve the site as Cultural Significance, General Community from the ‘general principles’ within the Heritage Eleven objectives underpin the strategies and future financial sustainability for the Fort. Use and Park. This new plan of management has Management Plan. They provide broad statements of direction for Fort Scratchley. These are consistent with • Promote Fort Scratchley as a key destination in delineated these land categories in accordance with intent and priority to guide actions and management the core objectives for the Community Land categories Newcastle. the requirements of the Local Government Act 1993. decisions responding to unforeseen situations and identified for the site and broader objective’s of For a detailed list of actions refer to the management challenges. Newcastle 2030 Community Strategic Plan. This new plan of management sets out a clear action tables (section 7.3). direction for the Fort’s future and how it is to be

6 Fort Scratchley Plan of Management 2013 7 2.0 Plan structure

This plan of management has been prepared in 2.1 Study process accordance with the Local Government Act 1993, In preparing this plan of management, Council other relevant legislation, and the relevant Council considered and incorporated, where appropriate: plans and policies. It comprises: • existing relevant policies, procedures and other • Introduction and overview –briefly describes Council documents; plans of management, the aim of this Plan and the land to which it applies. • existing information from the Heritage Management Plan; and • Site description – provides a brief history of Fort Scratchley and describes its heritage significance, • input provided by key stakeholders and the broader usage and condition. community at a number of workshops. • Planning context – outlines the legislative Stakeholder and community consultation including: requirements of a plan of management and describes other relevant legislation, policies and • workshops with key stakeholders in 2012 as part of strategies. a strategic planning exercise; • Basis for management – outlines the approach • a workshop with a project control group in June to determining management strategies for the 2013 as the initial step in developing this plan of site. This includes a summary of community management; and consultation, a vision statement, management • community and industry workshops in July 2013. principles and values. This section also identifies The Draft Fort Scratchley Plan of Management the appropriate categorisation of the land, and the was exhibited for public comment from XXXXXX broad objectives and directions for the site’s future to XXXXXXXX. One submission was received and management. considered in the final document. • Management directions and actions – identifies specific management strategies and outcomes for Fort Scratchley. This section outlines permitted uses and future development and authorises leases and licences in accordance with the Local Government Act 1993. • Implementation and review – identifies an indicative program for implementation of key management actions, as well as, a review schedule for the Plan.

Image copyright Newcastle Region Library 1999

8 Fort Scratchley Plan of Management 2013 9 3.0 Introduction and overview NOBBYS LIGHTHOUSE

3.1 What is a plan of management and manage the Fort’s heritage values. This plan of MACQUARIES PIER management provides for effective implementation of the A plan of management provides the framework for policies from the Heritage Management Plan through a HORSESHOE BEACH managing community land. The plan identifies current range of suitable strategies. use and activities and approves future use, activities and developments. A significant level of research, physical analysis and historical information is contained within the Heritage Fort Scratchley is located on community land. This PILOT STATION NOBBYS BEACH Management Plan, which is not replicated in this Plan. (CORNISH DOCK) classification means that the land is owned by Council NOOBBB YS and is managed for use by the community. The PAVIILIL ON Local Government Act 1993 (the Act) governs the 3.3 Land to which this Plan applies QUEENS WHARF FOF REESHORRE SOILDERS BATHS preparation of plans of management for land classified This plan of management applies to the area described PARK as community land and prescribes what must be as Fort Scratchley (Council land register number C FORT SCRATCHLEY included in a plan of management. This includes 373), comprising Lot 1, 2 and 5 DP 407886. The site COCONVN ICT LUUMBERER YARRD the “categorisation” of the Community Land under is approximately 3.63 hectares in area. The site is the terms of the Act, which in turn provides the core zoned RE1 Public Recreation in the Newcastle Local objectives to guide management of an area. Environmental Plan 2012. It is classified as Community Land. This Plan meets the requirements of the Local

Government Act 1993. The Fort Scratchley Site is located within the Newcastle OCEAN BATHS East Conservation Area and is a key feature of the State 3.2 Aims of the Plan Heritage Listed Coal River Precinct, which includes NEWCASTLE BEACH landmarks such as Nobbys Headland, Macquarie Pier, The principal aim of the plan of management is to and adjoining foreshore. provide a clear and long-term direction for the future Figure 1 shows the site’s location and surrounds conservation, management, use and development of Fort Scratchley. 3.4 Heritage listings It is a key document in advocating outcomes that PARKK support the Fort’s long-term conservation, recreational The heritage significance of Fort Scratchley is use and financial security. recognised in the following statutory and community THE BOGEY HOLE heritage lists or registers: Specifically the Plan aims to: Table 1: Heritage listing of the site SHEPHERDS HILL

• identify and conserve Fort Scratchley’s intrinsic Year Register Item name historic, aesthetic and social values inscribed • determine the appropriate use and development The Coal River Precinct NSW Heritage (including Fort Scratchley 2003 of the Fort, ensuring these are compatible with the Register #01674 0m 100 250 500m Site) Figure 1 - Context Map inherent values of the site, especially the heritage values City of Newcastle The Fort Scratchley Group FORT SCRATCHLEY Local Environmental (buildings and underground 2012 • develop appropriate management responses Plan 2012 #1480 forts – Coal River Precinct LEGEND to the issues affecting the Fort and actions that Coal River Precinct - NSW Heritage Register National Trust Fort Scratchley Site 1998 Fort Scratchley boundary reflect Council and community expectations within Register #4355 N reasonable resource constraints While this Plan was being prepared, there was a • meet legislative requirements for the Local national nomination for Coal River (Mulubinba) Government Act 1993 and the Heritage Act 1977 Maps prepared by The City of Newcastle Landscape Architectural and Government Domain being considered by the Services for the Fort Scratchley Plan of Management - July 2012 This plan of management should be read in conjunction Commonwealth Government. This nomination was with the Heritage Management Plan, which provides the submitted by the Coal River Working Party in February context and policy direction to appropriately conserve 2013 and includes Fort Scratchley.

10 Fort Scratchley Plan of Management 2013 11 4.2 Cultural significance 4.0 Site description The Heritage Management Plan identifies Fort Scratchley as having outstanding heritage significance according to the National Heritage List criteria 4.1 Brief history of Fort Scratchley including historic, rarity, scientific, representative, This history is an abbreviated version of the more detailed histories and chronologies of the place contained within the aesthetic, creative/ technical, social and associative. Heritage Management Plan. The assessment identifies Fort Scratchley as unique in Australia as the largest and most diversified and intact The Aboriginal presence in and around Signal Hill predates European contact. coastal fortress barracks complex.

1797 Lieutenant Shortland camped at the base of Signal Hill when he entered and surveyed the river The Heritage Management Plan also notes the importance of the significance of Fort Scratchley’s and noted the coal seams on the cliff face. Views over Nobbys setting, including the views to and from the site and Colliers Point was the site of the first coalmining in Australia, which continued at the site until the dramatic interface with the edge of the City. 1814. Further, Fort Scratchley is listed as part of the Coal 1813 A coal-fired beacon and flagstaff was erected on Signal Hill to guide and warn mariners. River Precinct on the State Heritage Register. This highlights the importance and need to maintain the significance of the setting and manage the Fort in the 1822 A signalling station was erected and the place became known as Signal Hill. context of its relationship with the broader associated historical sites. 1857 Henry Dangar recorded the name Tahlbihn Point at the site of Signal Hill on his map surveying the Hunter Region. 4.3 Site overview 1880 During ongoing hostilities between Russia and England, the NSW Government seeks advice from Sir William Jervois and Lieutenant Colonel Peter Scratchley to advise on colonial defences. Fort Scratchley is a prominent headland situated south of the mouth of the Hunter River. The site comprises an inner fort, defined by a dry ditch, bridge and gates. 1885 Construction began on permanent fortifications at Fort Scratchley. The guns were in position by 1882, and construction of accommodation for the troops followed. The inner fort encompasses the gun emplacements, Battery Observation Post and associated fortress structures and underground tunnels, the The old convict coal workings beneath the hill were sealed with a thick wall of concrete. Commandant’s Cottage, the Barracks and associated buildings on the lower section. The inner fort precinct Return of enemy fire from a Japanese submarine. 1942 is the most important in terms of significant and original structures. 1945 Italian POWs are accommodated at Fort Scratchley for up to two years. The outer fort encompasses a number of buildings, 1950 A works depot was constructed for the Department of Housing and Works on the level area open space, car parking and the main entrance and below the Fort along Nobbys Road. driveway at Nobbys Drive. The buildings include the Master Gunner’s Cottage and the Workshop and 1954 Fort Scratchley is used by National Service Scheme for militia training. Multipurpose Centre, both of which were built in 2008.

There is significant open space to the east of the outer Views over City and Hunter River 1972 The Australian Army vacates the site. precinct adjacent to Nobbys Road. This area provides a small playground and bench seat for passive 1977 The City of Newcastle given control of Fort Scratchley Site. 4.4 Current uses recreation and an overflow car park to the north. Formal car parking areas are located adjacent to the Fort Scratchley provides opportunities for a variety of 1982 Official opening of the military museum in the restored Commandant’s Cottage. Master Gunner’s Cottage and Multipurpose Centre. uses, including guided tours, museum and events.

1998 Formation of the Fort Scratchley Historical Society Inc. There are substantial and important views to and from The site is open to the public six days a week from the site. Important views to the site include those from 10am to 4pm. General admission is free. 2004 Fort Scratchley closed for conservation and reconstruction works. the corner of Parnell Place and Stevenson Place, the entry gates to the inner fort and flagstaff, Foreshore Tours 2005 Convict coal mines below Fort Scratchley were re-discovered by the University’s Coal River Park and Macquarie Pier. The elevated position of the Visitors can take a self-guided tour around the Working Party. Fort provides extensive views over the Hunter River, barracks and above-ground defence structures. The Nobbys, Foreshore Park and the City. Fort Scratchley Historical Society provides guided 2008 Ownership of the Fort transferred from the Commonwealth Government to The City of tours of the tunnels and the full site. Newcastle. See figure 2 for a site layout.

12 Fort Scratchley Plan of Management 2013 13    

There are a number of buildings and rooms within the management. the site’s security for future generations. This requires a inner fort that are not open to the public. proactive approach to maintenance and conservation The Newcastle Museum provides informal advice and works to avoid costly remediation programs in the assistance when requested by the Fort Scratchley Museum future. Historical Society regarding curatorial and museum Three of six rooms in the Commandant’s Cottage issues. There is potential for higher annual revenue growth are used as a military interpretation museum. The with an increased marketing effort for events and The Fort Scratchley Historical Society, through its museum exhibits some of the Fort Scratchley Historical functions, as well as guided tours. Expansion of the volunteers, has managed the day to day operations Society’s collection of artefacts, illustrating life at the number and types of activities on the site may also of the Fort for over 20 years. Currently the Society Fort since 1882, and Newcastle local and military provide potential for greater revenue returns. Such controls visitor access within the Fort walls and history are displayed. opportunities however, will be very much determined museum, conducts restorations in the workshop, by the resource capacity of Council and volunteers. Souvenirs provides tour guides and gun crew and operates a gift Public events   shop on site. The Society is also active in coordinating There is a small gift shop located in the Artillery Store, and running public events and commemorating special 4.5 Condition of buildings and land within the inner fort. occasions as well as firing the guns when large cruise Fort Scratchley contains a complex of buildings and and naval ships enter or exit the harbour. The volunteer structures including gun emplacements, fortress Private Events and Functions effort is significant. structures and underground tunnels. The Heritage The site is available for hire for private events and Management Plan included a comprehensive condition There is one contract in place as part of the functions including weddings, conferences and audit of the Fort’s built assets prior to its transfer to management of the Site. Table 2 identifies the meetings. Council in 2008. current status of the contract. There is currently no Multipurpose Centre agreement in place between Council and the Society The condition audit included in this Plan was The Multipurpose Centre caters for wedding to acknowledge and formalise its presence and role on undertaken in 2009 and focuses on the main buildings receptions, meetings, conferences and product the site. on the site. A detailed condition audit of all assets launches. (including military installations) is beyond the scope Casual licences are issued for functions such as of this Plan. This Plan recommends that when funds Barracks Rooms Private events weddings and events. become available, a suitably qualified consultant be The Barracks Rooms consist of two adjoining rooms Table 2 Status of leases/ licences engaged to undertake a condition audit of all Council’s and are available for hire. assets at the Fort as the basis for the development of Item Lessee (or User) Status an asset management plan. Wedding ceremonies Wedding parties have exclusive use of two ceremony Refer to Appendix B for a complete description of the locations to the north and east of the Parade Grounds. Site catering services for 5 + 5 year current condition and use of the assets located within catered functions, official Blue Star service the site functions and café Catering contract from Public events services June 2009 There are a number of major events at Fort Scratchley each year including Labour Day, Australia Day, ANZAC Day and the Queen’s Birthday. Activities at these 4.4.2 Funding events including firing the ‘big guns’, military re- Council’s focus for operating the site has been to enactments, military vehicle displays and raising and Museum achieve a level of self sufficiency with revenue from lowering of flags ceremonies. visitors and commercial operations. Revenue has 4.4.1 Current site management been steadily increasing over the past five years, but Passive recreation Council is the owner and manager of the Fort financial sustainability continues to be an ongoing The Fort provides opportunities for passive recreation Scratchley Historic Site. Council manages guided tour issue, given the escalating costs of maintenance and including picnics, kite flying and photography. A small bookings, site security, asset maintenance, marketing conservation. playground is provided on the grassed area, near the and promotion, tourism and functions and events. Fort’s entrance. The Fort Scratchley Historical Society has been No Council employees are assigned directly to Fort instrumental in raising funds for the site, securing Figure 3 depicts the key buildings and rooms on the Scratchley, however, Council estimates that labour grants for major projects including museum site. The table at Appendix B identifies the current use cost directly attributable to the Fort operations equals establishment and gun restoration. of the buildings. one full time position, although this is not costed to the Fort. Time allocated to the Fort includes events However, additional funding is required to ensure that and function bookings, marketing, management, site Council, as owner of the state significant site, meets its repairs and maintenance coordination and financial statutory obligation to maintain, preserve and ensure

14 Fort Scratchley Plan of Management 2013 15 Old Guard House (5) A) Ablutions (modern) B) Bathroom C) Store D) Electrical E) Guard Room

Canteen (6) 14 A) Recreation Room E RIV B) Canteen D RT C) NCO Room FO D) Gunners Room

Barracks (7) A) Barrack North 11 B) Barrack South 12 NCO’s Quarters (8) A) NCO Room 14 B) NCO Room C) Office D) Store 11 E) Watch House 12 F) Kitchen 13 G) Pantry 13 H) Store 16 16 Commandant’s Cottage (9) PARADE A) Bedroom GROUND B) Officers Sitting Room 9 C) Bedroom D D) Bedroom 10 C PARADE FORMER GROUND EMERGENCY FLAGSTAFF Servant’s Quarters (10) SERVICES & 8 15 A) Servants Bedroom B) Kitchen B CIVIL DEFENCE 6 SIGNAL HILL C) Wash House C AREA VE 7 I D) Servants Closet 9 B A 17 INNER FORT NCO’s Ablution Block (20) 10 A) Gunners Bathroom A 5 FORT DR D 20 2 18 B) Lavatories DRY DITCH & DEFEN 3 C) NCO Bathroom SIVE W 19 A GATE AL 4 B L C FLAGSTAFF D OUTER FORT 8 D 15 A E O F G R

Y PARKING H

B B A O A

N OPEN 6 B C SPACE SIGNAL HILL 7 D MULTI PURPOSE CENTRE B PLAYGROUND 1. Master Gunners Cottage INNER FORT 2. New Guardhouse 1 WORKSHOP 17 E 3. The Laboratory D A B C ED A 4. Searchlight Generator Room A N 20 B PARKING A 5. Old Guardhouse C 5 L GATE P 6. Canteen 2 18 S E 7. Barracks PILL BOX DRY DITCH OPEN D 8. NCO’s Quarters N 3 A SPACE L 9. Commandant’s Cottage VE T DEFENSIVE WALL RI R 10. Servant’s Quarters T D O 19 OR H 11. Western Barbette GATE F S 12. Battery Observation Post 4 13. No.1 Gun 14. No.2 Gun 15. Artillery Store OUTER FORT 16. Tunnels 17. Mine Firing Station 18. Searchlight Directing Station 19. Gunners Ablutions 20. NCO’s Ablution Block

0m 10 20 30 40 50 60 70m Figure 2 - Site Layout Figure 3 - Inner Fort Layout 0m 5 10 15 20 25m FORT SCRATCHLEY FORT SCRATCHLEY LEGEND Fort Scratchley boundary LEGEND Building footprint 3 Building N Roadway and parking N A Room Open lawn area Vegetated embankment

Maps prepared by The City of Newcastle Landscape Architectural Maps prepared by The City of Newcastle Landscape Architectural Services for the Fort Scratchley Plan of Management - July 2012 Services for the Fort Scratchley Plan of Management - July 2012 LEGEND

16 Fort Scratchley Plan of Management 2013 17 5.0 Planning context

5.1 Legislative requirements and • Cultural Significance relevant planning documents • Park • General Community Use 5.1.1 Local Government Act 1993 The category boundaries are identified in figure 4. Community land must be managed according to the Local Government Act 1993 and the Local Government Further information relating to the Act, including (General) Regulation 2005. a description of land categories and their core objectives, is included in Appendix E. The Act requires all Council owned land to be classified as either Operational Land or Community Land. 5.1.2 Other State or Commonwealth legislation and Community Land is defined as land that is set aside for planning controls community benefit. Community Land cannot be sold. Development and use of Community Land is subject In addition to the requirements of the Act, there are a to strict controls set out in the Act. In addition to these number of other pieces of legislation and Government controls, Community Land is required to be managed policies that are relevant to the ongoing management in accordance with a plan of management. of Fort Scratchley.

Local Government Act requirements: 5.1.3 State Government legislation and policies In General Heritage Act 1977 Fort Scratchley is listed as part of the Coal River All community land must be categorised Precinct on the NSW State Heritage Register and is Contain core objectives and performance targets for thus subject to the relevant provisions of the Heritage management of the land Act 1977 (NSW). The Heritage Act contains measures for the protection of listed sites, including requirements The means by which these strategies will be achieved for maintenance, preparation of Heritage Management The methods which will be used to assess whether the Plans, and approval of works with the potential to have strategies are being achieved an adverse impact on heritage values.

A plan of management that applies to just one area The effect of listing an item on the State Heritage of Community Land, as this one does, must also Register is that a person cannot damage, destroy, alter include a description of: or move the item, building or land without approval The condition of the land, and any building or other from the Heritage Council. The Heritage Act enables improvements on the land the Heritage Council to provide exemptions from its approval requirements under certain conditions. The use of the land and any such buildings or improvements Environmental Planning and Assessment Act 1979 Specify the purpose for which further development The Environmental Planning and Assessment Act of the land will be permitted, whether under lease or 1979 (EP&A Act) establishes the statutory planning licence or otherwise framework for environmental and land use planning in FORT SCRATCHLEY - PLAN OF MANAGEMENT NSW and provides local government with the power Figure 4: Community Land Categories Describe the scale and intensity of any such permitted to protect items and places of heritage significance in use or development their local area through Local Environmental Plans and Development Control Plans (DCPs). LEGEND Categorisation of land Culturally Significant Park General Community Use The Act requires all areas of Community Land be LEPs include a heritage schedule (schedule 5.0) and categorised in accordance with the Act’s nominated standard heritage provisions (Part 5.10) that set out categories of Natural Areas, Park, Sportsground, when development consent is and is not required Cultural Significance and General Community Use. for heritage items. DCPs can specify development standards and requirements in heritage conservation The categories given to Fort Scratchley Site in this plan areas. The Newcastle Development Control Plan of management are: 2012 provides controls based on best practice that

18 Fort Scratchley Plan of Management 2013 19 support the adaptation, alteration and modification • To provide a range of recreational settings and and the site generally. The Plan includes policies for Macquarie Pier, Nobby’s Beach Pavilion, Soldiers of structures and buildings that are listed as activities and compatible land uses. appropriate use of individual elements, in order to Baths and Beach, Pilots Station, Boat Harbour, Boat heritage items in Schedule 5 of the Newcastle Local • To protect and enhance the natural environment for provide a framework for future heritage management Shed. Environmental Plan 2012 (LEP). recreational purposes. and conservation. Key issues and recommendations raised by the Plan 5.1.4 Council’s strategic documents and policies Fort Scratchley’s status as a heritage significant item The general conclusions of the Heritage Management include: in the LEP and its inclusion within the Newcastle Plan with particular relevance to this plan of Integrated planning and reporting • The protection and exploitation of views, notably East Heritage Conservation Area provides a management are: Plans of management are embedded within Council’s the Obelisk, Fort Scratchley and Nobbys. strong framework for the future management and Integrated Planning and Reporting Framework, which • Future and long-term use of the complex, including • Creating an awareness of the Precinct’s development of the site. The requirements for is a legislative requirement. The strategies outlined potential disposal of non-significant elements, significance and meanings through interpretation development approval are governed by heritage in this plan of management are consistent with the should be conditional on adoption of the policies and promotion. conservation provisions, rather than the general community’s vision and strategic directions in Council’s outlined in the Plan. provisions of the zoning of the land (LEP Section 5.10). • Infrastructure works, interpretation, signage and Community Strategic Plan, Newcastle 2030. • Future management strategies, acquisition of landscaping within the Precinct to conform to the Newcastle Heritage Policy 2013 exhibits, interpretation displays, conservation and Newcastle 2030 Community Strategic Plan Burra Charter of Australia. The purpose of the policy is to provide a statement of maintenance works should be based on the Plan. The Newcastle 2030 Community Strategic Plan is a • A City-wide experience marking the precinct as a commitment by The City of Newcastle to the principles Any proposals to carry out works not covered by shared community vision developed to guide policies focal point for understanding Newcastle’s physical of heritage conservation. The Policy underpins the the Plan, or the standard exemptions outlined in the and actions throughout the City for the next 20 years. birthplace and character. identification, preservation, conservation, celebration plan are to be guided by consultation with suitably The City of Newcastle developed the vision and • Implementation of five themes to understand and promotion of the City’s rich cultural heritage, qualified and experienced professionals and strategic directions in Newcastle 2030 in partnership the significance of the Precinct and the basis for based on the principles of the Burra Charter and best appropriately qualified tradespeople. with the community. interpretation (Fort Scratchley identifies with the practice. • The former military functions of Fort Scratchley ‘protecting the colony’ theme). The strategic directions and objectives identified in and its component parts should be explained Council is committed to: • The establishment of a productive relationship Newcastle 2030 that are particularly relevant to the Fort through the ongoing care and conservation of • Protecting our heritage through the production of between Council and the Fort Scratchley Historical Scratchley Plan of Management include: significant fabric and suitable interpretive measures, guidelines that are based on world’s best practice Society in the management of the Fort. in accordance with the Fort Scratchley Heritage Vibrant and Activated Public Places and technical expertise. Interpretation Works Plan 2008 (International • Specific provisions for the Precinct in the DCP. 3.2 Culture, heritage and place are valued, shared and • Supporting our heritage through leading by Conservation Services). • Establishment of a separate heritage area in the celebrated example by strategically managing heritage assets • Future interpretive displays and collections within DCP and LEP. under Council’s care and control and seeking Caring and Inclusive Community the areas accessible to the public should be external sources of funding for heritage projects 4.3 A creative, culturally rich and vibrant community related to the history and development of Fort 5.2 Review of the 2008 Plan of across Council. Scratchley, Newcastle military heritage, and military Liveable and Distinctive Built Environment • Promoting our heritage by encouraging high Management associations of former serving personnel in the 5.1 A built environment that maintains and enhances quality interpretative treatments of heritage local community. Refer, Fort Scratchley Heritage The last plan of management for Fort Scratchley our sense of identity places to increase understanding of the heritage Interpretation Works Plan 2008 and Exhibition Historic Site was adopted by Council in 2008. The significance, collaborating with stakeholders in objective of the 2008 Plan was to ‘conserve and Smart and Innovative City Strategy Moveable Heritage 2008 (International activities that celebrate and increase awareness of promote the cultural significance, community use and 6.3 A thriving city that attracts people to live, work, Conservation Services). Newcastle’s heritage and promoting the heritage park values of the Fort Scratchley Historic Site’. invest and visit • Commercial opportunities should be exploited of Newcastle as a drawcard for tourism and film under strict conditions outlined in the Plan, As part of the process of preparing this new plan Open and Collaborative Leadership activity, creativity and design innovation, and as a to ensure adequate self funding for future of management, the actions of the 2008 Plan have 7.3 Active citizen engagement in local planning and generator of economic development. maintenance and repair works. been reviewed and audited. Approximately 70% of decision-making processes and a shared responsibility the Plan’s 86 actions are either complete, ongoing, in for achieving goals 5.1.5 Other plans and policies • Future development and adaptive reuse of buildings will be strictly controlled. progress, partially complete or underway in 2013. The Newcastle Local Environment Plan 2012 Fort Scratchley Historic Site Heritage Management remainder of the actions are incomplete and may no The Newcastle Local Environment Plan 2012 (LEP) is Plan 2008 This plan of management has been developed longer be relevant or were unable to be funded. Council’s principal land use document and controls the The Heritage Management Plan was developed to consistent with the recommendations and policies An audit of the 2008 Plan of Management’s use of land primarily through zoning. The provisions satisfy the requirements of both the Environmental outlined in the Heritage Management Plan. Protection and Biodiversity Conservation Act 1999 implementation to date is provided in Appendix A. in a plan of management must be consistent with the Coal River Precinct Conservation and Cultural (pre-transfer from the Commonwealth to Council) and zoning of the land. Tourism Management Plan July 2008 the NSW Heritage Act 1977 (post transfer). The LEP identifies the site within the RE1 Public The Coal River Precinct Conservation and Cultural Recreation Zone. The objectives of the zone are: The Heritage Management Plan provides a basis for Tourism Management Plan addresses the area known decision-making regarding the heritage conservation as the Coal River Precinct defined by the boundaries • To enable land to be used for public open space or and ongoing management of the site, including identified in the NSW Heritage Council’s listing and recreational purposes. buildings and other structures in the site specifically includes Fort Scratchley in addition to Nobbys,

20 Fort Scratchley Plan of Management 2013 21 6.0 Basis for management

The future management, use and development of Fort Rarity Scratchley is based on a number of considerations The site is important as a rare example of a closed including legislative requirements and existing planning coastal battery fortress as evidenced in the planning as or policy directions, the Fort’s values, the issues and/ a defensive complex and in the fabric of the place. or challenges impacting the Fort, the community’s aspirations for the future and the objectives set by the Scientific land categorisation (under the Local Government Act 1993) applicable to the site. The site has scientific value because of its potential to yield information relating to the organisational structure 6.1 Legislation and policy framework of coastal defence in Australia between 1820 and the mid 20th Century. In addition to the requirements of the Act, this plan of management must comply with all other relevant Representative legislation and policy as outlined in Section 4.0. The site has value because of its importance in demonstrating the principal characteristics of a class 6.2 Values of Australia’s cultural places. The design and planning of the site clearly continue the Colonial closed fortress Values are elements that make a place important to concept which reflected British design precedent, the community. A plan of management is a value- imported by Lieutenant Colonel Scratchley and based document, developed in partnership with the Colonel Jervois. community and stakeholders where key values are identified so that they may be protected and enhanced. Aesthetic The Heritage Management Plan identified the cultural The site is important in exhibiting aesthetic heritage significance of the Fort based on the National characteristics and a high degree of technical Heritage List criteria. These are essentially the values achievement. The Fort has aesthetic value both for its that can be attributed to place and must be protected geographic location and physical form. The elevated and where possible enhanced. site is set against a backdrop of spectacular coastline The values for Fort Scratchley are therefore based to the east and views panoramic of the city and Hunter on the heritage significance identified in the Heritage River to the south and west. Further, there are is an Management Plan. There were a number of additional important line of sight to other military installations elements identified by the community under a number such as Shepherds Hill and Fort Wallace of the values, which have been added. The Fort demonstrates a classical military aesthetic Set out below is a short description of the values with an intact 19th Century battery complex, provided in the Heritage Management Plan. associated barracks buildings and military structures enhanced by it spectacular coastal headland position. Historic Technical The site has historic value because of its importance in the course, pattern of Australia’s cultural history. The The site demonstrates a high degree of technical site has historical associations dating to the earliest achievement, exhibiting a range of defensive convict settlement and was the source of the first coal technology innovations over a period of 110 years. deposits mined in the region. Fort Scratchley has been The military features of particular note include the Shell the site for navigational control of the port of Newcastle Lifts, Tunnel Lighting, Casemate Lighting, Gun Control and a range of permanent defence installations, Systems, Battery Observation Post and Mines Firing representing over 110 years of military presence. Station Observation Post. The site has the added distinction of being the only Australian fort to have fired at an enemy surface target. Social The site has social value due to its importance to the Fort Scratchley, with its working guns, is a unique defence personnel who were trained or stationed military historical site.

22 Fort Scratchley Image copyright Newcastle Region Library 1999 Plan of Management 2013 23 at the complex in its 90 years of operation and to 6.4 Key issues • The need for a Fort Scratchley Management • Different styles of park furniture (including waste military historians. The site is important to the people Advisory Committee as per the recommendation bins) Key issues for Fort Scratchley have been identified of Newcastle as a major tourist attraction and as a in the 2008 Plan of Management and Heritage through: complex with major scenic and historical qualities. Management Plan. • stakeholder and community consultation The role of the Fort Scratchley Historical Society Collection management is valued aspect of the site, most notably their • a review of the 2008 Plan of Management, Heritage knowledge, experience and engagement with visitors. Management Plan and associated operational • A lack of on-site storage. documents • The need to complete cataloguing of moveable Associative • on-site inspections and assessments heritage items. • Storage of artefacts and other items in rooms within The site has value because of its association with The key issues can be grouped under the following the inner fort with high level significance, contrary the military planning and design of British Military broad headings: Engineering specialist, Lieutenant Colonel Scratchley, to the Heritage Management Plan. and Colonel Jervois. Heritage management Cultural tourism Listed on the State Heritage Register as part of the • Significant financial challenges associated with the • The Fort remains primarily focused as a single Coal River Precinct, it is important that the values physical deterioration of the site. military showpiece, limiting the scope for return identified for Fort Scratchley are viewed and managed • Resources and skills to manage and conserve a 6.5 Vision and principles for visits for other experiences. within its broader geographical and historical context. heritage site of the Fort’s complexity. management • The opportunity to present the Fort as a museum • A number of the recommendations in the Heritage within its own right. A vision for Fort Scratchley has been developed as the 6.3 Community consultation Management Plan have not been prioritised or • The Fort Scratchley Historic Site Interpretation basis for the development of the plan of management. implemented. Consultation was undertaken with key stakeholders of Work Plan 2008 has not been fully realised. The vision outlines the intended role and character the Fort, industry groups and the broader community • A lack of a proactive and prioritised maintenance envisaged for the Fort. • Development of the museum is only partially to ascertain site values and the potential opportunities schedule for conservation and maintenance of the complete due to limited funding. for future management and use. building fabric and moveable assets in accordance with the policies identified in the Heritage Visitor experience The key outcomes from the consultation are as follows: Management Plan. Fort Scratchley is a • A need for internal service level agreements in • Development consent restrictions on evening trade nationally significant, unique Values place as the basis for onsite maintenance. (the Multipurpose Centre cannot be used after 10pm on weeknights). Fort Scratchley is well regarded by the community, • Not all assets at the Site have been identified and cultural and community most notably the following elements: included in Council’s asset management systems. • No onsite food and beverage options. • The need for greater publicity and promotion for the • The experience and engagement with visitors • Outdated information on the condition of assets. experience reflecting an site. provided for by the Fort Scratchley Historical • Security and vandalism. • Cost to hire the Multipurpose Centre makes it Society • The Heritage Management Plan was developed in operating fort. inaccessible to some. • The site as a tourist attraction 2008 and was recommended for review within five • A unique military site complete with working guns years. Infrastructure The following set of management principles are • Fort Scratchley is not listed on the National • Elevated position overlooking the City and line of • Weed control taken from the ‘general principles’ in the Heritage sight to other military sites Heritage Register. • Incidence of landslip on Fort Drive. Management Plan. They provide broad statements • Uncontrolled parking on grassed area along of management intent and priority to guide both Opportunities Governance and resources Nobbys Road. identified management actions as well as management In terms of opportunities identified for the site, the key • Long-term sustainability of the site in terms of decisions responding to unforseen situations and priorities were related to marketing and promotion human and financial resources. challenges. and specifically the need for publicity, use of social • The need for a business plan. • To retain and conserve the site in accordance with media and development of package tours. A second • Succession planning for the Fort Scratchley the Burra Charter of Australia and its associated priority was to enhance the visitor experience. A Historical Society. guidelines. potential means for achieving this included offering a • The need to develop a formal agreement for the • To manage the site with the primary objective of broader program of experiential events and activities Fort Scratchley Historical Society in conducting enhancing the military heritage by explaining the considered compatible with the site, such as overnight operations at the Fort. history and significance of the Fort, supported stays, ghost tours and dramatic performances. • The need for an on-site manager to oversee by interpretive displays that demonstrate the The outcomes from these consultations are outlined in operations and support the Fort Scratchley functioning of individual components. Appendix D. Historical Society. • Inadequate parking during peak times. • To present and interpret the site’s significance in

24 Fort Scratchley Plan of Management 2013 25 Newcastle’s earlier history (penal settlement, coal General community use mining and port activities). Promote, encourage and provide for the use of the land, and to provide facilities on the land, to meet the 7.0 Management directions • To have primary regard for physical conservation and interpretation. The site should become current and future needs of the local community and of financially self supporting, however, it should not be the wider public: and actions required to yield a return on funds invested. (a) in relation to public recreation and the physical, • To retain and conserve all buildings, structures and cultural, social and intellectual welfare or development This section sets out the management directions and strategies that Council will implement to realise the landscape elements in the inner Fort precinct. of individual members of the public, and vision and key objectives for Fort Scratchley. • To manage the grounds of the site as an integral part of the place. The bare open nature of the (b) in relation to purposes for which a lease, licence setting should be maintained although some former or other estate may be granted in respect of the land 7.1 Future Use and Development Leases and licences over Community Land must elements may be introduced for interpretive or (other than the provision of public utilities and works follow the requirements of the Act for leases, licences A plan of management is required to outline the future operational reasons. New elements should only be associated with or ancillary to public utilities). and other estates. use and development that will be permitted within Fort introduced where essential for the site’s operation. 6.6.2 Management Objectives Scratchley. It is not possible or practical to envisage 7.2.1 Authorisation of current and future leases, • To maintain and where possible enhance significant all possible uses that could potentially occur at Fort licences and other estates views to and from the site. 1. Recognise and promote Fort Scratchley as a site Scratchley. Purposes for which Community Land will • To maintain and where necessary preserve and of outstanding cultural significance and national be permitted to be used or developed in future are: General restore the fabric of built elements. importance. In considering whether to grant any lease or licence, • activities and developments permitted under the Council will give consideration of and regard to: • Sympathetic adaptation may occur to assist 2. Actively conserve and manage the Fort’s heritage values through appropriate maintenance and Newcastle LEP in interpretation of the operation of the place. • the provisions of the Newcastle LEP and other repair. • purposes consistent with the core objectives for Intervention in significant fabric should be minimal legislative requirements 3. Establish and maintain a governance structure the relevant category of land under the Act (refer to and reversible wherever possible. • the categorisation and core objectives for the land appropriate to the Fort’s significance and section 6.6.1) • To curate and conserve collections of moveable • the policies and guidelines in the Heritage complexity. • purposes consistent with the policies of the artefacts in an appropriate manner. Management Plan more specifically; 4. Provide adequate resources to ensure the long- Heritage Management Plan • To interpret the site in a manner that presents its (i) Spaces assessed with a significance rating of term sustainability of the site. • purposes consistent with the key objectives and significant attributes, particularly the major phases 1 or 2 should be used for interpretation of the 5. Retain and conserve moveable items in values in this plan of management of its history and development. site. Any other activity proposed should be accordance with accepted principles and The Heritage Management Plan identifies five zones of considered only if it can be demonstrated there guidelines. 6.6 Objectives permissible development (see Figure 5 and Appendix is no potential impact on significant fabric or 6. Provide a cultural tourism experience based on the C). Any proposals for new development, modifications spaces, arising from such activity. 6.6.1 Categorisation and objectives (from the Act) Fort’s unique cultural heritage values. and or adaptive reuse should be in accordance with (ii) Spaces assessed with a significance ranking of 7. Provide ways for visitors to enjoy the experience the level of development specified. Cultural Significance 4 may be considered for essential management and develop an understanding and appreciation of Retain and enhance the cultural significance of the and operations purposes, but should otherwise the Fort’s heritage values and the need to conserve areas for past, present or future generations by the 7.2 Leases, licences and other be available for interpretation. and manage these values. active use of conservation methods. estates 8. Suitably manage and conserve the natural and (iii) Spaces assessed with a significance ranking Park cultural significance of the Fort’s landscape and In accordance with the Act, a plan of management of 4 or 5 may be used for management, Encourage, promote and facilitate recreational, setting. must expressly authorise the granting of any lease, interpretation, concession or storage purposes cultural, social and educational pastimes and activities. 9. Provide for passive recreational activities that licence or other “estate” over Community Land. Council may lease and licence Community Land in a • the recommended uses for individual spaces Provide for passive recreational activities or pastimes complement the Fort’s cultural heritage and natural plan of management consistent with the categorisation outlined in the Heritage Management Plan and for the casual playing of games. setting. and core objectives of the particular area of the • any likely impacts on the site’s heritage values and 10. Promote the site in a manner that enhances Improve the land in such a way as to promote and Community Land. resources public appreciation of the site’s heritage values, facilitate its use to achieve the other core objectives • the developments identified as permissible within while enhancing the quality of the visitor A lease is generally provided where exclusive use of for its management. each of the five zones of permissible development experience and maximising economic returns all or part of an area is required due to the scale of (Appendix C) from visitors. investment or security measures. • any likely impacts on the access, uses and 11. Pr ovide unique experiences and opportunities to Licences provide for the short term occupation or experiences of other uses encourage broad and repeat visitation. control of all or part of an area. A number of licences • financial viability and enhancement of the visitor can apply to the same site at the same time, provided experience that there is no conflict between them. • Council’s policies for leasing and licensing

26 Fort Scratchley Plan of Management 2013 27 This plan of management expressly authorises leases, licences and/or other estates for purposes and uses which are identified or consistent with the following. Activities not listed will be considered on their individual merits using the criteria set out above. Purposes for which agreement will be granted Note

E Licence/Lease RIV D RT Site catering FO Retail uses associated with the facility Spaces and buildings allocated Conducting tours in accordance with the Heritage Land and buildings Educational activities Management Plan (Feasible Exhibitions Uses and Recommended uses for individual spaces) Volunteer support activities including administration and storage Workshop activities Short term casual licences Concerts, cultural or community events Public performances Land and buildings Ceremonies (e.g. weddings, cultural events) Commercial photography/ filming Private functions ZONE 5 ZONE 2 VE I

FORT DR

N ZONE 1

E D A N ZONE 4 A L P S E

D N ZONE 3 A L VE T RI R T D O OR H F S

0m 10 20 30 40 50 60 70m Figure 5 - Heritage Map FORT SCRATCHLEY LEGEND Development Zones Development Zones 1 - Clear open space, no built development, no new permanent structures 2 - No new structures or intrusive development Heritage Significance 3 - Limited development potential Exceptional 4 - Modifications only, outside view corridor N High 5 - Potential redevelopment site Moderate Low None Intrusive Maps prepared by The City of Newcastle Landscape Architectural Services for the Fort Scratchley Plan of Management - July 2012

28 Fort Scratchley Plan of Management 2013 29 7.3 Management action tables Heritage Management The following Management Action Tables present a The following abbreviations relate to the City of range of actions that will be pursued by Council and/ Newcastle Service Units identified under the Lead or stakeholders over the coming five to 10 years. Responsibility column: The actions will be assessed on an annual basis for inclusion in Council’s four year Delivery Program. In CES Commercial Enterprise Services addition, Council and stakeholders will be able to TEDS Tourism and Economic Development Services utilise the information contained within this Plan to PRS Parks and Recreation Services seek external grant funding in order to resource some IMS Infrastructure Management Services 7.3.1 Heritage management FS Financial Services actions. Management principles GOV Governance • To retain and conserve the site in accordance Management actions have been grouped in the FSHS Fort Scratchley Historical Society with the Burra Charter of Australia and its following Management Action Tables: CRWP Coal River Working Party associated guidelines. • Heritage management Potential funding sources: are identified for each • To have primary regard for physical • Governance and resources of the actions. Funding for the actions will be subject conservation and interpretation. The site • Collection management to Council’s annual budget and competing priorities. should become financially self supporting, Funding sources might include staff time, volunteer however, it should not be required to yield a • Cultural tourism time, Section 94 (development) contributions, grant return on funds invested. • Infrastructure funding, operating revenue, partnerships with other • To retain and conserve all buildings, • Visitor experience organisations and sponsorship. structures and landscape elements in the The Management Action Tables include the following Priority: gives an indication of the relevant importance inner Fort precinct. items and preferred timing of each action. • To maintain and where necessary preserve Performance targets or Strategies: these are the and restore the fabric of built elements. • High – Ideally the action will be undertaken within means by which Council proposes to achieve the • Sympathetic adaptation may occur to assist 1–3 years Plan’s key objectives. in interpretation of the operation of the place. • Medium – Ideally the action will be undertaken Means of achievement or Actions: each strategy lists Intervention in significant fabric should be within 3–5 years a number of actions or operational activities intended minimal and reversible wherever possible. to achieve the strategy. • Low – These actions to commence within 1–5 • To accommodate the management needs of years, though completion may take longer than this Means of assessment: the manner in which Council the site within existing buildings in the inner timeframe proposes to assess its performance with respect to the Fort precinct and not erect new structures Plan’s objectives. • Ongoing – The action will be carried out on a within this area. regular basis, or as required, for the duration of the Lead responsibility: refers to the Council Service Unit Plan. Management objectives or in some cases other bodies (such as government 1. Recognise and promote Fort Scratchley as agencies, volunteers or contractors) with primary a site of outstanding cultural significance responsibility for ensuring achievement of the and national importance. performance target. 2. Actively conserve and manage the heritage values of the site through appropriate maintenance and repair.

Alignment with Community Strategic Plan strategies • Maintain the unique built and cultural heritage of the city by encouraging the adaptive reuse or recycling of heritage buildings and giving formal protection to those items or areas of major heritage significance.

30 Fort Scratchley Plan of Management 2013 31 Lead Potential Means of Achievement Means of HMP Means of Achievement Means of Lead Potential HMP Topic Strategy (Management actions)) assessment respon- funding Priority policy Topic Strategy respon- funding Priority sibility source (Management actions)) assessment sibility source policy Heritage To have Fort Scratchley HM.1 Support the University of Newcastle Coal River Precinct CRWP In-kind High Cyclical Develop a five-year HM.11 Develop a prioritised program A five-year Cyclic CES/ IMS Operating High listing (as part of the Coal River Coal River Working Party bid for the (including Fort partner to Maintenance maintenance program, of maintenance for individual Maintenance budget Precinct) placed on the Coal River Historic Site to be placed Scratchley) listed on CRWP as part of the Asset structures, spaces and elements Program developed National Heritage List. on the National Heritage List to the National Heritage Management Plan. based on the condition audit and the and implemented improve its tourist status and attract Register. recommendations in the Heritage for Council owned increased funding opportunities Management Plan (including assets. and further study by scholars and checklist for critical maintenance). researchers.

Heritage Identify gaps in HM.2 Liaise with and utilise research Up to date CES Staff time Ongoing 1.2 Capital Develop a Capital Works HM.12 Develop a Capital Works Program A Capital Works CES/ IMS Operating High 1.8, 1.9, values knowledge of the heritage undertaken by academics and information Works Program as part of the to appropriately conserve the Program developed budget/ 2.2 values of the site and research bodies including the provided on the Fort Asset Management Plan. built, archaeological, natural and and implemented. Grants address these gaps. University of Newcastle and Coal Scratchley website landscape elements of the site based funding River Working Party. and publications. on the statement of significance together with the recommendations for specific items in the Heritage HM.3 Where appropriate, publish the New material added CES Staff time Ongoing Management Plan. results of research that provides to the Fort Scratchley additional information relating to website. the heritage values of the site, and provide access to information collated in data bases. HM.13 Provide for regular update to CES/ IMS Staff time Ongoing include ongoing maintenance and conservation works, as well as any Knowledge Explore the potential HM.4 Maintain and extend partnership Effective networks CES Staff time Ongoing additional information about the for partnerships with arrangements with conservation established to assist historical evolution or physical fabric. local and regional management agencies and management of the organisations with related specialists, academic and community site. interests such as heritage organisations. conservation or education Identify and repair HM.14 Implement (where applicable) Critical maintenance CES Operating Ongoing activities in order to Reactive HM.5 Continue to engage with Newcastle FSHS/ Staff and Ongoing damage or defective the weekly checklist for critical identified and budget advance the practice maintenance Museum in the provision of curatorial Museum volunteer items in a timely manner maintenance outlined in the Heritage addressed in a and performance of the expertise. time to prevent further Management Plan. timely manner. management of the site. deterioration.

Ensure that plans relating HM.6 A copy of the Heritage Management Planning documents CES Staff time High to the management of the Plan and Plan of Management plus are referred to in the HM.15 Ensure all stakeholders on site are CES Staff time Ongoing site are accessible. secondary plans should be held at day to day operation aware of their obligations to report the Fort, available on the website and of the site. required maintenance to appropriate copies provided to all stakeholders management personnel. operating on the site.

Asset Develop and maintain an HM.7 Ensure that all Council owned assets An asset register IMS Staff time High Management Asset Management Plan within the Fort Scratchley Site have of Council owned for the site to meet the been identified in Council’s asset assets is maintained required level of service register. and regularly in the most optimal way. updated.

HM.8 Engage a heritage consultant to All Council owned IMS Operating High undertake a condition audit of assets assigned a revenue all Council’s assets as the basis condition rating. for prioritising maintenance and conservation works

HM.9 Develop appropriate levels of service Service levels IMS Staff time High based on demand and customer developed and expectations to inform and prioritise used to inform and future works programs. prioritise future works programs.

HM.10 Establish a sinking fund for the site, A sinking fund CES/FS Staff time Medium investing monies collected from in place for Fort tours, events and donations etc made Scratchley. via the Trust (see GR.4)

32 Fort Scratchley Plan of Management 2013 33 Lead Potential Topic Strategy Means of Achievement Means of respon- funding Priority HMP (Management actions)) assessment sibility source policy Conservation Ensure conservation HM.16 Undertake conservation works in Fabric CES Grant Ongoing 1.1, 1.3, Works works are undertaken accordance with the principles and sympathetically funding 1.4, 1.5, Governance and in accordance with best guidelines in the Burra Charter of and appropriately 1.6, 1.7, practice principles. Australia (ICOMOS), the requirements managed in 1.8, 1.9, of the Heritage Management Plan accordance with best 2.2 and in consultation with Council’s practice principles 10.1 – resources Heritage Officer and the Heritage outlined in the Burra 10.5 Branch of NSW. Charter, the Heritage Management Plan 11.1- and the advice of 11.9 Council’s Heritage 12.10- Officer. 12.11

HM.17 Where applicable, seek approval Fabric CES Staff time Ongoing for conservation works from the sympathetically Heritage Branch of NSW and/or the and appropriately Heritage Council of NSW. managed in accordance with best practice principles outlined in the Burra Charter, the Heritage Management Plan and the advice of 7.3.2 Governance and resources Council’s Heritage Officer. Management principles Undertake conservation HM.18 Establish a system for prioritising Conservation works CES/ IMS Staff time High 1.2 • To have primary regard for physical activity on the basis of a conservation work that considers the prioritised and conservation and interpretation. The site priority system. following criteria – urgent threats implemented in to safety, statutory requirements, accordance with an should become financially self supporting, the cultural significance, condition agreed criteria. however, it should not be required to yield a and vulnerability of the element, any potential for alternative use of the return on funds invested. element, the cost of conservation projects and works and the resources Management objectives available. 3. Establish and maintain a governance structure appropriate to the Fort’s significance and complexity. HM.19 Seek to establish access to Identification and CES Staff time Medium 4. Provide adequate resources to ensure the personnel with expertise in implementation of long-term sustainability of the site. heritage conservation. This conservation work is might include a combination of undertaken with the internal skills, establishment of an direction of relevant Alignment with Community Strategic Plan Advisory Committee (see GR.6) heritage advice. strategies and partnership arrangements with academic and community • Build strong partnerships between the organisations such as the National community, business and all levels of Trust of Australia (NSW). government to support the implementation of Newcastle 2030.

Management of the site HM.20 Ensure conservation works, Best practice CES Operating Ongoing • Provide opportunities for genuine and requires access to a including design documentation is methodology budget representative community engagement in broad range of specialist undertaken by appropriately qualified employed for local decision-making. conservation skills. and experienced consultants and conservation works. tradesman. • Ensure long-term financial sustainability through short, medium and long-term planning. Visitor levels Monitor levels of HM.21 Visitor numbers, visitor profiles Data regarding CES/ FSHS Staff time Ongoing 2.9 • Actively foster a spirit of participation and visitation to ensure that and management impact on Fort visitor numbers the use of the place does Scratchley should be formally collated and volunteering by addressing key barriers and not result in damage monitored and the results used to utilised to modify developing appropriate policy responses to at unacceptable levels modify management practice. management address these barriers. of wear to significant practice. elements.

34 Fort Scratchley Plan of Management 2013 35 Lead Potential Means of Achievement Means of Lead Potential HMP Means of Achievement Means of HMP Topic Strategy respon- funding Priority Topic Strategy (Management actions) assessment respon- funding Priority policy (Management actions) assessment sibility source policy sibility source Governance Establish a management GR.1 Research and establish an A suitable GOV/FS/ Staff time High 3.1, 3.2, Fort Formally support and GR.9 Develop an appropriate lease or Lease/licence CES/GOV Staff time High model structure for the Fort appropriate governance model management CES 3.5 Scratchley publicly acknowledge licence agreement between Council in place, clearly Operating which ensures the for the Fort. Consider one or a structure for Fort Historical the substantial work and the FSHS for the delivery of outlining the roles revenue highest standard of combination of the following: Scratchley in place. Society undertaken by the Fort services, and utilisation of spaces at and responsibilities planning, operation and Scratchley Historical the Fort. of Council and the • Establishment of a Trust (Board/ maintenance. Society. Historical Society. Foundation) • Dedicated Site Manager • Lease to commercial entity with GR.10 Clarify and document the roles and CES/GOV Staff time High social/ cultural outcomes identified responsibilities of the Council and in the lease. the FSHS in context of the broader GR.2 Prepare the relevant Council policies Formalised GOV Staff time High governance model. and legal documents to formalise the management Operating establishment of any independent structure in place revenue management body.

Support the Fort GR.11 Assist the FSHS in securing more The Fort Scratchley CES Staff time Ongoing Scratchley Historical volunteers to undertake activities on Historical Society Society to ensure long- site potentially through the ‘Friends supported in its term sustainability of Program’ and/or review current operations at the Establish the most GR.3 On determination of the overall Management of GOV Staff time High their operations. activities to accommodate available Fort for the longer- suitable department governance model, establish the site undertaken resources. term. within Council for the where within the Council structure, and appropriately management of Fort management responsibility for Fort resourced by the Scratchley within Scratchley should lie. most appropriate Council’s structure. section of Council.

Leases and Develop policies and GR.12 Prepare a manual of procedures A procedural manual CES Staff time Low 3.6 Fort Consider the GR.4 Investigate the feasibility of The feasibility of GOV/FS/ Staff time Medium licences procedures to clarify roles for decision making and approvals in place. Scratchley implementation of a Fort establishing a Fort Scratchley Trust creating a Trust and CES Operating and responsibilities for to ensure clarity in areas of Trust Scratchley Trust. or other appropriate mechanism Friends Program revenue lessees/licencees. responsibility and required to deliver long-term financial as a potential consultative processes. sustainability through donations and management sponsorships. model and fund raising opportunity GR.5 Investigate the potential for a ‘Friends established and GOV/FS/ Staff time Medium of the Fort’ program to connect the implemented (if CES Operating community to the Fort and raise applicable). Improve the GR.13 Ensure event organisers, businesses All users inducted CES Staff time High revenue money to support the Trust. understanding of all and volunteer activities are compliant to site and aware site users of the policy with the Heritage Management of and operating framework which Plan as an agreed condition to their in accordance to Look at the feasibility of GR.6 Investigate the establishment of The feasibility GOV/CES Staff time Medium 3.3, 3.4 Advisory underpin utilisation and presence on site. obligations identified establishing an Advisory an Advisory Committee within the of setting up an Body management of the Fort in their lease/licence. body to provide expert broader governance framework Advisory Committee advice and oversee the for Fort Scratchley. Membership established and implementation of this of the Committee might include implemented (if Plan. Council, FSHS, National Trust of applicable). GR.14 Ensure a copy of the Heritage Relevant documents CES Staff time High Australia (NSW) and additional Management Plan and plan of utilised to inform expert membership from the fields of management plus secondary plans decision making. heritage conservation, architecture, are held on site. history and curation.

GR.7 Establish a role for the Advisory GOV/CES Staff time Medium Committee, which amongst other Ensure ‘conditions of use’ GR.15 Review the conditions of use in Conditions of use in CES/GOV Staff time High things include overseeing the reflect policies outlined in lease and licence agreements and leases and licences implementation of the plan of the Heritage Management if necessary incorporate further reflect policy Management, monitoring outcomes, Plan. conditions and requirements of the direction provided providing conservation advice to the Heritage Management Plan. in the Heritage site manager, reviewing management Management Plan. policies and approaches to the site.

Operational Continue to support the GR.8 Continue to support an Operational Ongoing resourcing CES Staff time Ongoing Ensure leases and GR.16 Develop policies and procedures Leases and licences CES Staff time Medium Management Operational Management Committee in the current or for the Operational licences are issued in for the assessment of proposed or assessed in Committee Committee. future management model Management accordance with this plan renewable leases and licences in accordance with this for Fort Scratchley to identify Committee. of management. accordance with the ‘authorisation plan of management. critical maintenance, oversee of future leases, licences and other implementation of this plan of estates’ outlined in section 6.2.1 of Management, Cyclic Maintenance this plan of management. and Capital Works Program.

36 Fort Scratchley Plan of Management 2013 37 Lead Potential Means of Achievement Means of HMP Means of Achievement Means of Lead Potential HMP Topic Strategy (Management actions) assessment respon- funding Priority policy Topic Strategy respon- funding Priority sibility source (Management actions) assessment sibility source policy Business Provide for more detailed GR.17 Develop a Business Plan for Fort Business Plan for CES Staff time Medium Review and Ensure that the actions GR.26 Annually review implementation of Implementation, CES Staff time Ongoing Plan business planning for Scratchley linked to actions in this Fort Scratchley in delivery contained within this the actions contained in the plan of monitoring and the Fort. plan of management. place. plan of management management over the previous year review of this plan are reviewed and and set priorities for the following of management implemented. year in line with the Integrated is undertaken Planning and Reporting process. within Council’s GR.18 Review the pricing policy and Pricing policy reflects CES Staff time Ongoing Integrated Planning structure in line with any proposed product offering. and Reporting changes to product and service GR.27 Annually report on delivery of the Framework CES/GOV Staff time Ongoing offering. actions contained in this plan of management through the annual report. Funding Explore the potential GR.19 Explore the full range of funding Potential funding CES/TEDS/ Staff/ Ongoing funding opportunities in grants and programs that might opportunities Volunteer FSHS order to achieve Council’s be applied for to assist in the identified for time objective of financial management/ conservation of the projects identified sustainability for the Fort Fort. in the Capital Works GR.28 Every four years, the actions CES/GOV Staff time Ongoing Program. contained in this plan of management shall be assessed and reported through the State of the City GR.20 Investigate the full range of CES/TEDS/ Staff/ Ongoing report. sponsorship opportunities that may Volunteer FSHS be available through the public and time private sector.

Explore the potential GR.21 Continue to pursue an appropriate Potential funding CES Staff time Ongoing 2.3 funding opportunities in level of commercial operations for opportunities order to achieve Council’s the Fort based on activities and identified for objective of financial facilities that are complimentary to projects identified sustainability for the Fort and enhance the heritage values of in the Capital Works the site. Program.

GR.22 Explore the potential for community CES/FS Staff time Medium contributions through appropriate mechanisms and programs i.e. establishment of a charitable Trust/ Foundation

GR.23 Develop strategies to encourage CES Staff time Low the State and Commonwealth governments and others to commit regular and recurrent funding to enable Council to maintain best practice conservation management.

Ensure that projects GR.24 Plan and prioritise projects within the Projects identified CES/FSHS Staff time High have been identified and Capital Works Program in readiness within the Capital prioritised in preparation for grant applications. Works Program. for funding becoming available.

Ensure monies associated GR.25 Establish a separate account, A separate account CES/FS Staff time Medium with the operation of the in order that monies received established for site are reinvested back through the charitable trust and/ Fort Scratchley into the site. or commercial activities on the site, operations. can be channelled back into the conservation and operation of the Fort.

38 Fort Scratchley Plan of Management 2013 39 Lead Potential Topic Strategy Means of Achievement Means of respon- funding Priority HMP (Management actions) assessment sibility source policy FSHS Exhibit moveable heritage CM.1 • Identify and prioritise actions in Actions from FSHS Volunteer/ High 17.1, Exhibition in accordance with the the Fort Scratchley Historic Site the strategy for Staff time 17.2, Collection Supported Fort Scratchley Historic Exhibition Strategy for Movable Moveable Heritage 17.4 by CES/ Site Exhibition Strategy Heritage (2008) in the Capital identified and costed Museum for Movable Heritage Works Program. in the Capital Works Management (2008). Program.

FSHS Ensure collection CM.2 Review and update the Collection Only material directly FSHS Volunteer/ Medium Medium Collection management is Management Policy taking into related to the key Staff time Supported undertaken in accordance consideration the ‘Significance themes of the Fort by CES/ related policies and Assessment of the Collection, Fort is brought on the Museum expert advice. Scratchley Historical Society’ (Bill site as part of the Storer 2011) and the Exhibition collection. Strategy for Movable Heritage (2008)

Complete collection CM.3 Complete the cataloguing of Catalogue complete FSHS Volunteer/ Medium management. moveable heritage items (both and available on-line Staff time Supported Council and Society owned) where appropriate. by CES/ including recording all artefacts Museum and assessment of significance in accordance with the strategy for Moveable Heritage.

Remove inappropriate CM.4 Seek alternative use of moveable Reduction in data FSHS Volunteer/ Medium items from the collection. heritage items deemed to be non- management, Staff time Supported significant. maintenance and by CES/ storage. Museum

Storage Address the lack of CM.5 Explore opportunities for offsite Only items CES FSHS Medium 2.5-2.8, storage at the site and storage of moveable items not being being utilised Supported 18.1, make publicly accessible utilised for interpretive purposes. for interpretative by CES 18.2 rooms currently used for purposes stored on storage. site in appropriate CM.6 Progressively work towards removal rooms (as identified FSHS FSHS Medium of collection material in buildings/ by the Heritage Supported Supported rooms of high heritage significance Management Plan) by CES by CES in the inner fort in accordance with the Heritage Management Plan.

Curation Ensure curation at the CM.7 Support the FSHS to expand on Moveable FSHS Staff/ Ongoing Fort is undertaken in the work already undertaken in the heritage items volunteer Supported accordance with best museum. are professionally time by CES/ practice. researched and Museum properly interpreted 7.3.3 Collection management Museum Complete the museum CM.8 Develop a project brief for completion Successful FSHS Staff/ High Management principles in the Commandants of the museum, prioritise in the completion of the volunteer Supported Cottage and Servants’ Capital Works Program and seek museum. time • To curate and conserve collections of by CES moveable artefacts in an appropriate Quarters. funding opportunities. manner.

Management objectives 5. Retain and conserve moveable items in accordance with accepted principles and guidelines.

Alignment with Community Strategic Plan strategies • Provide opportunities for formal and informal learning opportunities for residents.

40 Fort Scratchley Plan of Management 2013 41 Lead Potential Topic Strategy Means of Achievement Means of respon- funding Priority HMP (Management actions) assessment sibility source policy Heritage Recognise and promote CT.1 • Review and consider new research, Fort Scratchley CES Staff time Ongoing 2.1 values the national heritage including site values identified reflects and values of the site by the Coal River Working Party communicates the Cultural Tourism in their submission for National cultural heritage heritage listing with a view to values identified for presenting further stories (including the site. pre-fort history)

Orientation Consider creating an CT.2 Consider establishment of an Feasibility of an CES Grant Low orientation space at the ‘orientation’ space for the site in orientation space funding/ Fort to provide visitors conjunction with an ‘interpretation established and sponsorship with an overview of the centre’ in the outer fort. implemented (if 7.3.4 Cultural Tourism site and the opportunities applicable). available. Management principles • To manage the site with the primary objective of enhancing the military heritage by explaining the history and significance of Interpreta- Implement the Fort CT.3 Develop a program for the staged An interpretation CES Staff time High 1.1,1.2 the Fort, supported by interpretive displays that demonstrate tion Scratchley Interpretation implementation of interpretation plan for Fort 15.1 Works Plan 2008 projects as part of overall Capital Scratchley that the functioning of individual components. Works Program. reflects the values of the site and meets • To present and interpret the sites significance in Newcastle’s visitor expectations. earlier history. CT.4 Carry out audience research into CES/ FSHS Staff/ Medium the popularity and effectiveness of Volunteer • To have primary regard for physical conservation and site interpretation using a range of time interpretation. The site should become financially self formal and informal mechanisms and incorporate into the Interpretation supporting, however, it should not be required to yield a return Plan. on funds invested. Improve interpretation CT.5 Alternative tour presentations to Self-guided options CES/ FSHS Operating Low utilising more be considered including iphone made available. revenue • To manage the grounds of the site as an integral part of contemporary museum application, MP3, audio self guided the place. The bare open nature of the setting should practices tours. be maintained although some former elements may be introduced for interpretive or operational reasons. New elements should only be introduced where essential for the Provide an opportunity CT.6 Consider an interpretation centre, Feasibility of an CES Grant Low for interpretation of the located in the ‘outer-fort’, possibly interpretation centre funding site’s operation. non-military themes the Multipurpose Centre to outline established and • To interpret the site in a manner that presents its significant the broader (non-military) context of implemented (if the site. applicable). attributes, particularly the major phases of its history and development.

• To retain the inner Fort precinct in its present configuration. In accordance with the CT.7 Develop a prioritised program for A high standard CES/ FSHS Staff/ Medium 2.5-2.8 Buildings, structures and spaces of greatest significance and Heritage Management making publicly accessible and of on-site Volunteer Plan, focus on the interpreting rooms and buildings interpretation. time interest should be made available for interpretation of the presentation of the site with exceptional or high significance. significance of the place. itself and its history as Include actions within the overall the overriding priority. Capital Works Program. Management objectives 6. Provide a cultural tourism experience based soundly on the Identify and build on CT.8 Consider the linkages between the Relevant links CES/SPS/ Grant Low Fort’s unique cultural heritage values. potential linkages with Fort and heritage elements near established with CRWP funding surrounding heritage the site and Bathers Way. This relevant surrounding 7. Pr ovide ways for to enjoy the experience and develop an Partnership elements to broaden the might include directional signage, heritage elements. understanding and appreciation of the Fort’s heritage values visitor experience. interpretive signage and walking and the need to conserve and manage these values. guides.

Alignment with Community Strategic Plan strategies • Support the delivery of high quality cultural and artistic Signage Provide interpretative CT.9 Conduct an audit of current Interpretive signage CES/ Staff/ Medium product from local, national and international sources. signage on site in interpretive signage on site and implemented Museum/ Volunteer accordance with the identify any gaps. in accordance FSHS time • Support the cultural and creative industries to provide Interpretation Strategy. with adopted opportunities for participation, employment and skill building. Interpretation CT.10 Update the interpretative signage Strategy. CES/ Staff time Medium • Provide and support opportunities for participation in a variety plan as a component of the Museum of cultural events and activities by people of different age Interpretation Plan Strategy (as required) and prioritise actions in the groups and life stages that enhance community wellbeing and Capital Works Program. social inclusion.

42 Fort Scratchley Plan of Management 2013 43 Lead Potential Topic Strategy Means of Achievement Means of respon- funding Priority HMP (Management actions) assessment sibility source policy Tours Provide high quality tour CT.11 Review and update as necessary Tours of the site CES/ Staff/ Low products the Fort Scratchley Historic Site Tour are conducted in Museum/ Volunteer Guide Policy 2008. accordance with FSHS time relevant policies. Infrastructure CT.12 The content of tours – guided, self FSHS/ CES Staff/ Ongoing guided or other should be consistent Volunteer with the policies and procedures of time the Tour Guide Policy.

Investigate the potential CT.13 Consider the development of self- Implementation of FSHS/ Operating Low for providing additional guided tours to compliment guided self-guided tours. CES/ revenue 7.3.5 Infrastructure opportunities to engage tours offered on site. Museum with the site. Management principles • To retain and conserve all buildings, structures Education Develop partnerships with CT.14 Continue to build on school A strong educational FSHS/ Staff/ High and landscape elements in the inner Fort educational institutions excursions linked to the new National program in place. CES/ Volunteer including Newcastle Curriculum requirements. Museum time precinct. University and Hunter • To manage the grounds of the site as an schools. integral part of the place. The bare open nature of the setting should be maintained although some former elements may be introduced for interpretive or operational reasons. New elements should only be introduced where essential for the site’s operation. • To maintain and where possible enhance significant views to and from the site. • To retain the inner Fort precinct in its present configuration. Buildings, structures and spaces of greatest significance and interest should be made available for interpretation of the significance of the place.

Management objectives 8. Suitably manage and conserve the natural and cultural significance of the Fort’s landscape and setting. 9. Provide for passive recreational activities that complement the Fort’s cultural heritage and natural setting.

Alignment with Community Strategic Plan strategies • Create welcoming and accessible community facilities and attractive public spaces that create opportunities for people to meet and connect with one another. • Ensure the protection and enhancement of well located and connected open space and access to the foreshore, harbour and waterways for the use and enjoyment of everyone.

44 Fort Scratchley Plan of Management 2013 45 Lead Potential Means of Achievement Means of Lead Potential HMP Means of Achievement Means of HMP Topic Strategy respon- funding Priority Topic Strategy (Management actions) assessment respon- funding Priority policy (Management actions) assessment sibility source policy sibility source Landscape Ensure that landscaping I.1 • Develop and implement a Landscape IMS/CES/ Staff time Medium 7.1 Security Address on-site security. I.12 Encourage neighbours to notify Reduced incidences CES Staff time Ongoing works are undertaken Landscape Masterplan to Masterplan SPS Council of any concerns regarding of vandalism. 8.1 – in accordance to an appropriately plan for and manage developed and vandalism. 8.8 identified plan and level the cultural landscape elements implemented. of service that consider of the site. potential archaeological and environmental values I.2 Ensure plantings are consistent CES Staff time Ongoing I.13 Review current security and CES Operating Medium of the site. with the Heritage Management Plan surveillance measures. Investigate all budget and in particular do not impact on options to improve site security. identified view corridors.

I.3 Undertake site inductions for all Induction and CES Staff time High contractors or volunteers undertaking associated Parking Parking provided on I.14 Ensure that the provision of parking Suitable parking CES Staff time Ongoing 9.1 – landscaping work on site. Inductions procedures in place. the site that meets the is undertaken in accordance with the provided to support 9.5 will outline the sensitivities of needs of visitors and is Heritage Management Plan. usage of the site the physical environment in in accordance with the and in accordance terms of identified and potential policies in the Heritage with the policies archaeological and environmental Management Plan. in the Heritage elements. Management Plan.

I.4 Establish a Service Level Agreement All landscaping CES/PRS Staff time Medium I.15 Manage overflow parking on the Parking area utilised CES Staff time Ongoing for landscaping works on site works undertaken grassed area along Nobbys Road. only by those visiting in accordance with the Fort. a Service Level Agreement. Building and Any building and 1.17 New development or activity at New development SPS Staff time Ongoing 4.1 - Undertake weed I.5 Undertake weed management in Weed management CES Partner-ship High 8.7 develop- development will be the site will only be permitted or activity only 5.2, 6.1 management and accordance with the Coast and compliant Corrective ment undertaken in accordance in accordance with the Heritage undertaken in - 6.12 address soil erosion. Estuary Vegetation Management with relevant Services with legislation and Management Plan and approval of accordance with Plan. environmental plans policies. NSW Heritage authorities. relevant legislation and policies. and policies.

Signage Ensure a coordinated I.6 Conduct an audit of directional Way finding strategy CES/TEDS Staff time Low system of signage is signage within and adjacent to the implemented. installed to provide clear site. direction within and to the site. I.7 Develop and implement a way finding CES/TEDS/ Operating Low strategy. Consider recommendations PRS revenue and potential synergies with The Foreshore Plan of management, Coastal Management Plan or other relevant plans covering the area adjacent to the Fort.

Furniture Upgrade visitor I.8 Develop design guidelines to provide Continued use of IMS Staff time Low infrastructure and guidance on the consistent design the site for passive services in response (materials and style) and ongoing recreation and high to visitor expectations maintenance and repair of site visitor satisfaction. and consistent with the furniture. heritage values of the site. 1.9 Replace the current Council waste IMS/ CES Operating bins with something more fitting of revenue the aesthetic and heritage values of the site.

I.10 Enhance passive recreation CES/ PRS Operating Ongoing opportunities through the progressive revenue upgrade of existing and installation of additional park furniture as required.

I.11 Retain the existing playground PRS Operating Ongoing (at the Fort entrance) as a local revenue standard playground – subject to any recommendations in Council strategies.

46 Fort Scratchley Plan of Management 2013 47 Lead Potential Topic Strategy Means of Achievement Means of respon- funding Priority HMP (Management actions) assessment sibility source policy Marketing Promote and market VE.1 Develop a brand and marketing plan Increased awareness CES/TEDS Staff time Medium and Fort Scratchley as a key to raise the profile of the Fort as a and visitation promotion destination in Newcastle. key cultural, tourism and events (including repeat Visitor Experience venue. visitation) Ensure that the marketing plan is interrelated and derived from the appropriate presentation of heritage values of the site.

VE.2 Review and update marketing Branding and CES/TEDS Staff time Ongoing strategies in response to customer marketing facilitates feedback and changing visitor visitation and profiles. interest in Fort Scratchley.

VE.3 Work with the broader heritage Joint marketing CES/TEDS Partner- Ongoing and tourism sector to identify joint initiatives ships tourism, marketing and promotion undertaken. e.g. The Coal River Working Party, The National Trust of Australia (NSW), Newcastle Museum and Newcastle Art Gallery. Product Review product VE.4 Ensure that all selected products Products associated CES/ Staff time Ongoing 2.3 development. contribute towards an accurate with the Fort support FSHS/ representation of the heritage values the values of the site. Museum 7.3.6 Visitor experience of the sites and do not detract from or contradict messages conveyed by Management principles any other interpretation, education • To have primary regard for physical conservation on the site. and interpretation. The site should become financially self supporting, however, it should not VE.5 Undertake visitor surveys and market Product development CES/FSHS Staff/ Ongoing 19.1 - be required to yield a return on funds invested. research to better understand current is guided by visitor Volunteer 19.5 satisfaction levels and expectations expectation. time Management objectives as the basis for product development. 10. Promote the site in a manner that enhances

public appreciation of the site’s heritage values, VE.6 Explore a range of tourism products CES/TEDS Staff time Medium while enhancing the quality of the visitor and pricing structures to enhance the experience and maximising economic returns visitor options and financial returns. from visitors. 11. Provide unique experiences and opportunities Product Explore opportunities VE.7 Investigate the potential of linking Positive visitor CES/FSHS Staff/ Low to encourage broad and repeat visitation. to enrich the visitor venue hire of the Multipurpose experience received. Volunteer experience. Centre with activities in the inner fort. time Alignment with Community Strategic Plan strategies • Provide events to encourage use of open space VE.8 Explore opportunities to enrich CES/TEDS/ Staff/ Low and facilities and participation in activities the visitor experience through FSHS Volunteer such as ‘come and try days’ and ‘active parks experiential events e.g. audio time/ simulation, themed dinners. programs’ Partner-ship • Provide and support opportunities for Review current VE.9 Consider opportunities to work Improved FSHS Staff/ Low participation in a variety of cultural events and merchandise products. with the Museum to review retail merchandise Volunteer Supported activities by people of different age groups and operations. products time/ Museum life stages that enhance community wellbeing and inclusion • Recognise and support creative endeavours that Review current food and VE.10 Look at the feasibility of Successful operation CES Staff time Medium beverage opportunities reintroducing food and beverage of food and beverage enrich the diverse cultural life of the community on site. options on site and undertake an EOI outlet. • Develop cultural activity clusters to assist in process to source a suitable service provider. reviving the City centre

48 Fort Scratchley Plan of Management 2013 49 Lead Potential Topic Strategy Means of Achievement Means of respon- funding Priority HMP (Management actions) assessment sibility source policy 8.0 Implementation Website Consolidate and improve VE.11 Undertake an analysis of the existing One website CES/FSHS Staff/ Medium the Fort Scratchley Fort Scratchley websites and plan providing relevant Volunteer website. amendments as required. information to the time and Review community for Fort Scratchley. VE.12 Combine the Council and Fort CES/FSHS Staff/ Medium Scratchley Historical Society’s Volunteer website for Fort Scratchley to provide time 8.1 Resourcing and Implementation a single source of information. The implementation of this Plan requires Council to undertake an annual review of each action. Actions within a

Provide opportunities for VE.13 Investigate on-line distribution and Online booking CES Operating Low plan of management must be evaluated against other Council priorities, the Council’s capital works program and online booking. bookings through the Fort Scratchley option available. revenue/ business planning for Council’s various units. Final commitment to implementing an action is given once it appears website, third party website and on- Partner-ship in the Delivery Program and other relevant documents including Council’s Strategic Asset Management Plan(s) and line distributors. Long Term Financial Plan. Package Explore opportunities VE.14 Investigate package tours with other The Fort Scratchley CES/TEDS Staff time Low for packaging the Fort heritage experiences e.g. ghost tours, product is offered Scratchley product museum, Nobbys, walking tours. as a package with 8.2 Review with other compatible similar products and products and services. services. Plans of management should be regularly maintained and reviewed. A comprehensive review of this Plan, in terms VE.15 Explore the concept of “Ticketing for CES Staff time Low of the achievement of objectives and implementation actions, should be undertaken no later than four years after its multiple Newcastle cultural sites”. adoption. A review of high and medium priority actions should be undertaken annually, to assess the priority within Fort Scratchley against other areas of Council. VE.16 Look at the potential of incorporating CES Staff time Low Fort Scratchley School Curriculum Tours with Civic Theatre, Newcastle Museum and Maritime Museum. Community Provide further VE.17 Review the pricing structure for the Pricing structure CES Staff time Medium Use opportunities for the hire of the Multipurpose Centre for provides community to access use by community groups. opportunities for the site and utilise the broader community facilities. access where possible. Events and Interpret the heritage VE.18 Develop an Events program Events provided/ TEDS/CES Staff time High 2.4 activities values of the site using appropriate for the site, based on managed in an appropriate series of consideration of potential benefits accordance with an Events and events and activities. and impacts on heritage values. Events Policy for Fort activities Scratchley.

Provide and/or facilitate VE.19 Work with a range of local and Annual events CES/TEDS Partner- High a range of community regional organisations and groups calendar in place. ships events and activities to develop a program of activities throughout the year. as one off or regular events in the calendar e.g. theatre companies.

VE.20 Explore the introduction of evening CES/TEDS Partner-ship Medium theme shows linked to key dates.

Investigate opportunities VE.21 Explore the potential for regular Increased level of CES/TEDS/ Staff/ Low to encourage repeat changing of exhibitions and special repeat visitation. FSHS Volunteer visitation of the site. events. time/ Partner- ships Public Ensure policies and VE.22 Maintain a risk management Relevant visitor and CES Staff time Ongoing safety and procedures are in place system that provides for regular occupational health risk man- in relation to Visitor and identification, inspection, reporting and safety policies agement Occupational Health and and mitigation of existing and and procedures in Safety and emergency potential risks to public or staff place. response. safety.

Monitoring Research, monitor VE.24 Monitor customer satisfaction and Ongoing monitoring CES/FSHS Staff/ Ongoing and review and evaluate visitor undertake regular visitor surveys and of customer Volunteer experience on a market research to gain feedback satisfaction in place. time regular basis to better relating to visitor trends and needs. understand visitor Use the information to improve the profiles. quality of the visitor experience.

50 Fort Scratchley Plan of Management 2013 51 Appendix A Audit of Actions from the 2008 Fort Scratchley Plan of Management

Topic Action Status Comments

Heritage Status The site shall be recognised on the appropriate local, state and Ongoing The Coal River Precinct (includes Fort Scratchley) is listed national registers to afford it the highest appropriate legislative under the NSW Heritage Act State Heritage Register. The protection. Fort Scratchley Group (buildings and underground forts – Coal River Precinct) is listed in the Newcastle LEP 2012. The Coal River Working Party has a current application to include the Coal River Precinct on the National Heritage List.

Legislative Obligations Management will comply with the requirements of legislation Ongoing applicable to the site.

Heritage Management All works undertaken on the site shall be in accordance with the Not complete A conservation works program or a specific Business Plan principles of the Heritage Management Plan. Plan has not been developed for the site.

Further conservation initiatives recommended by the Heritage Partial Manager – Major Venues (including Fort Scratchley) Management Plan to enhance heritage significance and value appointed. Responsible for convening the Fort Scratchley of the site shall be undertaken through a works program Operational Committee. An Advisory Committee has not developed through the Business Plan. The program will be been convened or Business Plan developed. implemented when resources are made available.

Volunteers The continued participation of the Fort Scratchley Historical Not complete Discussions have commenced with regards development Society (FSHS) is to be encouraged, supported and formalised of a formal agreement between Council and the FSHS. through a Memorandum of Understanding. This will take the form of a lease/operating agreement.

The FSHS shall be the peak coordinating group for volunteer Ongoing FSHS operate the site 6 days a week, 10am to 4pm. contributions to the operation and management of the site. The FSHS maintains listing of membership/ volunteers. Society shall be encouraged to keep records of all volunteer activities.

A policy, protocol and guidelines shall be established for the Partial Documents have been produced by International operation of volunteers on the site. Conservation Services (ICS) 2008 - guidelines for volunteer operations in relation to museum and guided tours at the site.

The contribution of volunteers shall be recognised publicly and Ongoing • Recognition of volunteers through appreciation the expansion of their efforts actively assisted and encouraged. certificates Dec 2009 • Recognition of volunteers through National Volunteer Week May 2010 • Recognition of volunteers at 2010 Australia Day Luncheon

52 Fort Scratchley Plan of Management 2013 53 Topic Action Status Comments Topic Action Status Comments

Consultants and Establish a database of consultants with expertise in the Not complete Historical and cultural Provide for the adequate storage of historical and research Not complete There is currently a lack of adequate storage on site. academics specialist fields required for the conservation of the Fort. research material on site in a manner to ensure its long-term conservation. Assess all proposed conservation projects to ensure adequate Ongoing Advice sought from Council’s Heritage Officer prior to the expert advice has been obtained before the execution of any execution of any works. Take action to bring various collections of material to the site Ongoing The FSHS manages a document library and artefact works. with recorded acknowledgement of their source. An inventory catalogue on site. and catalogue system shall be implemented to assist the Seek grants to support targeted research either as targeted Not complete identification and retrieval of items in the collection. projects or in conjunction with organisations with an interest in the Fort. Ensure access to collection by all parties with legitimate needs. Ongoing

Enter into agreements with academic groups for the Partial During refurbishment of the site a relationship was Encourage and support research opportunities with local Ongoing Oral and video research has been collected and a video involvement of undergraduate and postgraduate works. In established with the University of Newcastle. Fort education institutions to assist further research. Actively seek has been produced by the University of Newcastle. The particular set up a high level liaison with the University of Scratchley Historic Site - A Living History web site was opportunities for grants to undertake further research work. In video is available for purchase at Fort Scratchley. Newcastle to ensure opportunities are recognised and to provide created by the Lecturer in Communication. particular take action with regard to collection of oral histories a conduit to other tertiary institutions. while the opportunities exist.

Provide public recognition of the contribution of donated Ongoing Recognise and publicise the content and quality of the Ongoing FSHS with the assistance of Newcastle Museum are in consultant time and academic cooperation and achievement. collection. the process of creating a 5 room museum to exhibit and publicise the collection.

Training A training plan and associated material developed for induction Ongoing A training plan and associated material developed for Site environmental The site shall be managed as part of the ecosystem Not complete No specific actions undertaken. of tradespeople, OH&S for all volunteers and tradespeople, induction of tradespeople, OH&S for all volunteers and management management Council employs in the coastal areas of the city public relations & safety and interpreting the story of Fort tradespeople, public relations & safety and interpreting with respect to habitat, ecosystem and wildlife. Scratchley consistently and accurately the story of Fort Scratchley consistently and accurately Ongoing Water and energy use monitored with the aim of reducing Not complete Monitoring not conducted given costs and priority in consumption. context of other actions. Research material shall be made available for the use of Ongoing Research material, plans and documents are available personnel to further their understanding of conservation, the from Commercial Enterprise Services, on dataworks history and significance of the site. and from the FSHS. This material is readily available for Waste management including recycling initiatives shall be Complete everyone with a vested interest in the Fort. integrated with Council’s approach to waste collection and recycling to maintain the site in a clean and presentable state.

Committed personnel contributing significantly to the site's Ongoing Venue hire & booking staff, commissionaires, trades conservation and promotion shall be encouraged and supported people, volunteers and a range of other personnel have where appropriate through development and training. been and are currently being encouraged and supported Contractual Obligations Establish protocols for communication and rectification work to Complete Actions undertaken at the time of transfer of the Fort through development and training. be undertaken by the head contractor under the contact. from the Australian Government whilst defect liability obligations were with the head contractor of the conservation works.

Asset Inventory and Establish an asset inventory and management database of Not complete Information regarding the condition of most built assets Document agreed understanding on responsibilities during the Complete management objects and documents associated with the site. is maintained by Council. The FSHS manages a document defects liability period to ensure action by Fort management library and artefact catalogue on site. Further work does not compromise the head contractor’s obligations. required to ensure all assets are listed in the database. Incorporate such an understanding in induction training of personnel working on the site.

Ensure all warranties, where required, are initiated with Ongoing Funding and financial The Business Plan shall give high priority to the establishment Partial A specific Business Plan for Fort Scratchley has not been suppliers and procedures are in place to exercise rights under management of a self-sufficient financial framework. Operations shall developed. A Major Venues Business and Marketing Plan the warranties. be limited to available resources, to ensure the site is at 2012/2013 has been developed. Operations are limited least maintained in its condition at time of transfer form the to available resources. Australian Government. Routine maintenance Establish schedules for daily, weekly, monthly and annual Ongoing Parks and Gardens Schedule maintenance program and cleaning and grounds maintenance routines. Train volunteers, Commissionaire cleaning schedule established. The financial framework shall incorporate transparent and Ongoing Financial framework is in accordance with the Local Council staff, lessees and contract staff in the standard and accountable reporting. Government Act 1993. methods required as well as induction to the responsibilities of working on a heritage site.

Ensure appropriate cleaning tools and materials are provided Ongoing Full list of MSDS completed for site chemical substances. and supplies are always available.

Include grounds maintenance in the Councils parks and Complete Grounds maintenance conducted as part of Parks gardens maintenance program. and Gardens maintenance program and by Corrective Services.

54 Fort Scratchley Plan of Management 2013 55 Licence B: the core Formalise arrangements for the licence with the FSHS in Not complete To be undertaken in conjunction with this Plan of Topic Action Status Comments purpose being conjunction with the Memorandum of Understanding between management process. the provision of the Council and the Society. administration and Preventative Establish a schedule of inspections to monitor the condition of Ongoing There are currently schedules for workplace inspections workshop areas for the maintenance the structures, artefacts and landscape on the site. and asset inspections to monitor deterioration and FSHS. degradation. Site inspections are also conducted regularly by volunteers and Council staff. Licences- short term Develop guidelines for acceptable activities, which may be Not complete Further review required as part of this Plan of casual permitted under a Short Term Casual Licence management process. Encourage through training a culture in volunteers and Ongoing Reporting of maintenance items is an agenda item workers on the site to report observations where maintenance on the monthly Operational Management Committee is required. Instigate a system to facilitate ease of reporting meetings. Regular on-site inspections by Venue Services Formalise the submission, assessment, approval process and Not complete All events and functions complete the Hiring Agreement identified items of concern. Coordinator. conditions for Short Term Casual licence for activities on the site specifying terms and conditions, details and costing. (Local Government (General) Regulation Act 1999, Section 24). Establish schedules of routine maintenance including Ongoing Air conditioning plant maintenance according to manuals. requirements identified in manuals of all plant and equipment On site caterer and volunteers responsible for routine Prepare a pro-forma for short-term licence with associated Complete All events and functions complete the Hiring Agreement installed on the site. maintenance of their own items. conditions. specifying terms and conditions, details and costing. May require review in light of any changes associated with Put in place contracts or agreements for the execution of Not complete this Plan of management process. routine maintenance. Establish a review process to monitor the effectiveness of the routine maintenance. Fees Determine a sustainable fee schedule in the Business Plan. Ongoing Fees & charges updated/ benchmarked annually. Develop in the Business Plan, in conjunction with associated Partial Back to base security system in place, further Council programs and initiatives, a regime of security measures improvement currently being costed. Accessibility Develop through the Business Plan a strategy for areas in Zone Not complete and insurance to prevent the loss of heritage value on site. 2 (inner fort and interiors of structures in the outer area) to be made available to the public during the nominated hours.

Reactive maintenance Instigate procedures and a culture of reporting required Ongoing Reporting of maintenance items is an agenda item Movement, circulation Monitor visitor movement patterns and provide additional Ongoing maintenance. Ensure procedures are in place to have on the monthly Operational Management Committee and safety of visitors control measures where safety concerns are evident. rectification work undertaken promptly. meetings. Regular on-site inspections by Venue Services Coordinator. Adapt circulation routes for the efficient and safe movement of Ongoing Ongoing risk assessments undertaken for shared traffic/ Investigate and where appropriate provide insurance cover. Complete Appropriate insurances are in place by Council as well people through the site. pedestrian areas. as the FSHS.

Construction Works Ensure procedures are in place to actively seek funding Ongoing Both Council and the FSHS actively seek external funding opportunities for further conservation work. sources. Vehicular access and Maintain provision for controlling vehicular access to the site Ongoing Bollard in place to prevent unauthorised vehicle car parking including total exclusion. Maintain provision for controlling access to inner Fort. On-site Commissionaires and risk vehicular access on the site to designated roads and parking assessments undertaken for shared traffic/ pedestrian Develop a conservation works program within the framework of Not Complete A conservation works program has not been established. areas. areas. the Business Plan and in accordance with priorities set by the Heritage Management Plan. Provide for additional parking capacity on the site should Complete Designated bus zone and 2 overflow car parks Use Open the site as a public museum during sustainable hours Partial Room 1 and 2 completed Sept 2010. 3 further rooms to temporary parking be required for special events in the precinct. established. nominated in Business Plan. be completed upon funding. Provide a parking regime that gives priority for visitors to the Not complete Overflow car parking in Zone 5 is not currently controlled. Provide for flexibility of use within the site for both permanent Ongoing Places provided for temporary usage include the multi- site. and temporary uses, limiting the number and extent of places purpose centre, barracks and tunnels. Places provided with a fixed use. for fixed use include the Master Gunners Cottage and Monitor vehicle numbers and available parking. Adapt access Not complete Workshop. and parking arrangements to changing requirements. Leases and Licences Develop policy through the Business Plan for appropriate leases Not complete A framework for appropriate leases and licences and licences for uses and activities on the site consistent with consistent with land categories will be developed as part Amenities Monitor visitor numbers to ensure they do not exceed the Ongoing Risk assessments undertaken for specific areas the land categories and required to provide services and derive of this plan of management process. Building Code of Australia requirements for amenities. within Fort ensuring Building Codes are adhered to. income for the operation management and self-sufficiency of DA for multi-purpose Centre restricts visitors to 150 in the Fort. accordance with BCA.

Leases Determine buildings and associated appropriate functions. Not complete Identified in Exhibition Strategy for Movable Heritage and For special events the provision of temporary toilet facilities Not complete the Heritage Management Plan. Further review required adequate for the anticipated numbers are to be provided by the as part of this plan of management process. event organisers as a condition of the event proposal. Undertake an objective and public procurement process. Not complete No leases currently in place for proposed areas.

Formalise arrangements with long-term lessees. Not complete No leases currently in place for proposed areas Emergency and service Maintain an emergency access plan to ensure under all Ongoing Emergency Access Plan developed for the site. vehicle access and management regimes emergency services have unimpeded procedures access when required. Licences- general Control access of heavy service vehicles maintaining identified Complete Control identified in Risk Assessment for Fort Scratchley Licence A: the provision Undertake an objective and public procurement process to Complete routes of documented load limitations. Vehicle Access. of exclusive catering determine the most suitable licensee. rights for the entire site. Exclusive access Establish an emergency evacuation procedure and the trial Ongoing Emergency Plan in place for normal site operations. For to the kitchen and café evacuation program. Liaise with emergency services and if community events, emergency evacuation procedures Formalise arrangements for the licence Complete Site Catering contract in place. Formalisation of an deemed necessary carry out joint exercises to determine best are communicated prior to the event to key personnel facilities within the arrangement with the FSHS is now required. multi-purpose centre. procedures and familiarity of the site constraints should an including outline of actions to be undertaken in the emergency occur. instance of an emergency.

56 Fort Scratchley Plan of Management 2013 57 Community access and Provide for passive recreation activities on the outer Fort site Ongoing Passive recreation activities are provided for through the recreation with open unrestricted access. provision of open space and a playground. A proportion of this space is inhibited by the permanent operation of a car park. Appendix B Visitors and tourism Determine carrying capacities for the various options of Not complete Carrying capacities have not been determined. The Condition and use of existing built assets visitation to ensure a financial surplus is obtained following significant heritage issues associated with this site are associated management and maintenance costs. the major cost drivers. Financial surplus may not be feasible in the long term

Welcome visitors. Ongoing Volunteers on site during opening hours

Ensure safety and amenities appropriate for the number and Ongoing Additional amenities are brought in if required for larger Condition Audit – (based on Council audit (2009) type of visitors is maintained. functions and events. 10 An asset that has failed is no longer serviceable and should not remain in service. There would be an extreme risk in leaving the asset place in service. Monitor visitors with respect to visitation patterns with a view Partial A monthly report is currently produced which includes to improving the experience, encouraging return visits and visitation patterns. Further work required in terms increasing visitor numbers. of analysis of visitation patterns and development of 9 An asset in extremely poor condition with severe serviceability problems and needing rehabilitation immediately. Could also be a risk to remain in service. strategies to increase visitor numbers.

An asset in very poor overall condition with serviceability now being heavily impacted upon by the poor condition. Maintenance costs would be very high and the Formalise procedures for receiving and responding to visitor Ongoing An on-line survey is provided for completion post 8 feedback. event and function. A visitors’ book is also available asset would be a point where it needed to be rehabilitated. for comment by guided tour patrons. All written correspondence is addressed according to standard Council procedure. 7 An asset in poor overall condition deterioration would be quite severe and would be staring to limit the serviceability of the asset. Maintenance costs would be high.

Education – Provide for interpretation through the ongoing implementation of Ongoing As funds allow. An asset in fair to poor overall condition. The condition deterioration would be quite obvious. Asset serviceability would now be affected and maintenance cost presentation and the Interpretation Plan for Fort Scratchley. 6 would be rising. interpretation

Develop stories and themes of interest to suit high-yield Partial markets including business tourism segments. 5 An asset in fair overall condition deterioration in condition would be obvious and there would be some serviceability loss.

Significance4 An asset in good - (Taken overall condition from but Heritagewith some obvious Management deterioration evident, Plan) serviceability would be impaired very slightly. Marketing Identify resources and responsibilities for the promotion and Ongoing The site is advertised and showcased in publications and marketing on the site including press relations. expos for events and functions. An asset in very good overall condition but with some early stages of deterioration evident, but the deterioration still minor in nature and causing no serviceability 3 problems. Define market target areas, visitor needs and expectations from Partial Initial work undertaken as part of the Draft Major Venues existing information and develop marketing strategies for each. Business and Marketing Plan 2012/13. 2 An asset in excellent overall condition. There would be only very slight condition decline but it would be obvious that the asset no longer in new condition.

Conduct research to validate target areas as a proportion of Not Complete total visitation and to establish baseline data to plan ongoing A near new asset with no visible signs of deterioration often moved to condition 1 based upon the time since construction rather than observed condition decline. marketing strategies. 1

Ensure Fort Scratchley is integrated into the range of promotion Complete Fort Scratchley Historic Site Exhibition Strategy for identified in the Coal River Conservation Management and Moveable Heritage (2008) and Heritage Interpretation 0 A new asset or an asset recently rehabilitated back to new condition. Cultural Tourism Plan. Works Plan 2008 link to the Coal River Conservation Management and Cultural Tourism Plan.

Ensure a coordinated system of signage is installed to provide Underway Council’s Tourism and Economic Development Services clear direction to the site and from other related sites of 2013 are currently reviewing wayward signage for Newcastle • Item is demonstrably rare, outstanding and/or an irreplaceable example of its type significance. East. 1 Exceptional • A high degree of intact and original fabric that is readily interpreted • Loss or alteration would substantively undermine the heritage values of the place overall Marketing Establish contacts with local media and develop a press release Ongoing Event specific communications undertaken through • The item demonstrates a rare example of its type protocol to take advantage of opportunities for media coverage. Council’s Communications Department. Various TV, radio Recognise volunteers in the media and promote recruitment for and press release occur each year. 2 High • It is largely intact and interpretable additional volunteers. • Loss or unsympathetic may diminish the heritage values of the item and place overall • The item may have altered or modified elements Assist stakeholders and local business to develop revenue Partial Licence with catering company. Potential opportunities raising opportunities on the site. for further work in this area. 3 Moderate • Item is intact enough to be partially interpretable as a single item or as part of the site in its entirety • Loss or unsympathetic alteration is likely to diminish the heritage values of the item and potentially the place if inappropriately managed Establish contacts with related sites in NSW (such as Sydney Partial FSHS maintains contacts and site visits. Visits to these • The item may be largely altered Heads) and interstate (such as Fort Queenscliff in Victoria) to sites would also be beneficial to key staff. • Does not demonstrated the key defining qualities of the heritage values, but may be contributory share experiences and enable reciprocal information to be 4 Low provided. • Alteration and/ or modification may make it difficult to interpret the item depending on the existing integrity of the item • Loss may not diminish the heritage values of the place overall Develop an annual program by building on successful Ongoing Annual program of events including but not limited to community events. Labour Day, Australia Day, Anzac Day, Queens Birthday, 5 None • Item does not reflect or demonstrate any National Heritage values Mattara Celebrations.

58 Fort Scratchley Plan of Management 2013 59 Inner Fort Precinct Building No./ Asset Item Room Description Heritage Condition Usage Photos No. ref significance

Building The Parade 3 Guided tours, site No./ Asset Item Room Description Heritage Condition Usage Photos Ground interpretation, public events No. ref significance and limited private events and functions. The battery Exceptional complex

11 Western Mark VII guns and 1 3 Gun currently being (BU000771) Barbette pedestals reinstalled

Flagstaff Conjectural 3 reconstruction of the original.

13 No. 1 Gun 1 5 Guided tours (BU000688) Ceremonial firing

14 No. 2 Gun 1 4 Guided tours (BU000687) Ceremonial firing Buildings 6 Canteen * A Recreation Room 1 3 Utilised by on-site caterers (BU000683) (licenced space) B Canteen Utilised by on-site caterers (licenced space) C NCO Room 1 Storage

16 Tunnels Network of corridors 1 3 Guided tours D Gunners Room Storage (BU000773) and chambers connecting the magazine, gun 7 Barracks A Barracks North 1 3 Functions emplacements and (BU000682) B Barracks South Functions the casement.

15 Artillery 1 4 Gift shop (BU000772) Store

8 NCO’s A NCO Room 3 1 3 Library (military publications) Quarters** (BU000684) B NCO Room 4 Library (military publications)

C Barracks Office Library (military publications)

D Store Archives

12 Battery 1 4 Command Post for firing the E Wash house Archives (BU000686) Observation guns. Upstairs is the only Post operational room, accessed F Kitchen Storage of uniforms from the outside of the building. Ground floor is used G Pantry Storage to store oils and cleaning H Store Storage equipment. 9 Com- A Bedroom 1 1 3 Military Museum (1914- mandant’s 1939) (BU000685) Cottage B Officers Sitting Room Military Museum (1939- 1945) C Bedroom 2 Military Museum (in progress)

D Bedroom 3 Empty

60 Fort Scratchley Plan of Management 2013 61 Building Building Room Heritage Room Heritage No./ Asset Item Description Condition Usage Photos No./ Asset Item ref Description significance Condition Usage Photos No. ref significance No. 10 Servants A Servants bedroom, 2 3 Military Museum (1882- 17 Mine Firing Two rooms 4 Interpretation Quarters 1913) Station (BU000814 (BU000693) Partially buried Currently closed to public due B Kitchen Military Museum (1797- to vandalism. and 1881) BU000815) C Wash House Interpretation

D Servants Closet No public access (shower toilet)

2 New Main room and two 2 4 Presentations to the public 18 World War II 3 4 Empty Guardhouse cells (DVD) Searchlight (BU000692) (BU000774) Directing Station

5 Old Guard A Ablutions (modern) 1 4 Public toilets Inner Approximately 1 House Fortress 150 feet along the (BU000681) B Bathroom Storage Wall southern edges of the fortress. C Store Storage

D Large main Electrical and communication switchboard and distribution equipment meters. E Guard Room Currently being renovated as office space to be used in Entry Gates 2 association with the museum. Bridge 3

Dry Ditch 1 and wall 20 NCO’s A Gunners’ bathroom 2 3 Storage Ablutions (BU000696) Artefacts associated with Block B Lavatories the museum and yet to be C NCO’s bathroom categorised

* Referred to in Heritage Management Plan as Recreation Room and Canteen Block ** Referred to as the Kitchen Block in the Heritage Management Plan 19 Gunners’ Two lavatories and a 1 4 Storage Ablutions urinal on its southern BU000690) No public access side.

3 The Reinforced concrete 1 4 Storage Laboratory building with flat (BU000691) No public access roof.

4 Searchlight 2 4 Storage Generator (BU000689) No public access Room

62 Fort Scratchley Plan of Management 2013 63 Appendix C Appendix D Community consultaion facilities that may be approved Facilities permissable at Fort Scratchley on community land

Facilities that may be approved on Community Land • Repairs The following is a summary of the consultation Summary of outcomes • Painting of previously painted fabric undertaken in the development of this Plan of Detailed policies regarding permissible development Vision management. are provided in the Heritage Management Plan (p166- • Excavation, under certain conditions, except in Fort Scratchley is a nationally significant, unique 169) and should be referred to before planning any new cases of archaeological significance 1. Stakeholder workshops (April and May 2012) cultural and community experience reflecting an development or adaptive use. • Restoration – returning the fabric to a known earlier 2. Council Project Control Group workshop (June operating fort. location 2013) In general terms, all buildings, structures and landscape Council’s Corporate Values • Development in accordance with a heritage elements in the inner fort precinct should be retained and 3. Community workshop (July 2013) Cooperation – through mutually beneficial partnership (conservation) management plan endorsed by the conserved, and no new development will be permitted between key stakeholders Director-General Industry workshop (July 2013) in this area. New development will be permitted within Respect – for the historic significance of the site certain areas of the outer fort precinct as indicated in • Minor activities with no adverse impact on heritage 1. Stakeholder workshops Excellence – through ensuring the Fort is an authentic the following table. Any new developments or adaptive significance (as determined by the Director-General) experience while meeting professional standards re-use will be carried out strictly in accordance with the • Work affecting non-significant fabric During April and May 2012, Council engaged an Wellbeing – through a shared community experience Heritage Management Plan. • Removable temporary public events external facilitator to conduct two workshops with Mission Statement • Removable temporary works required in response the key stakeholders of Fort Scratchley (Council and Requirements for consent To recognise the Fort as integral to Newcastle’s history to an emergency involving risk or injury and/or risk the Fort Scratchley Historical Society) with a view to and establish the Fort as a multi-use facility and leading Under section 60 of the Heritage Act 1977, approval to property developing a strategic plan for the Fort. must be sought from the Heritage Council to carry out destination for visitors. The Heritage Management Plan delineates the works to a heritage item listed in the State Heritage A previous audit of Council’s non-statutory services Fort Scratchley site into five zones of permissible Strategic priorities: Register. Standard exemptions from the requirements of included a recommendation that future management development (refer to figure 5). The table below • Strengthening the vision and governance Section 60 apply to the following work categories: structures at Fort Scratchley are reviewed to improve outlines permissible development/facilities within each revenue streams and commercial opportunities to • Develop and foster relationships • Maintenance and cleaning (continuing process of of the five zones. enable future maintenance requirements to be met. • Improved resource management protective care) Council adopted these recommendations on 17 April • Support collection management 2012. Permissible development • Grow marketing opportunities The workshops were an opportunity for the key • Enhance site management Zone stakeholders to consider the current management Precinct Description Facilities/ Development Notes model and future direction for the Fort. Outer Fort Open area forming the Clear open space, no built development. Development or structures of any kind are not permitted (the existing Precinct western side of the entry No new permanent structures. playground may be retained in its present form, consistent with the simple Zone 1 driveway entrance to the site. utilitarian nature of the site. Inner Fort Encompasses the Inner Fort Intervention affecting original fabric i.e.: Not permitted except where unavoidable for essential services or provision of Precinct and is the most important • removal of or alteration to original fabric safety infrastructure. Zone 2 zone in terms of significant • alteration to exterior and original structures. • extension of buildings • infill development Limited and strictly controlled alteration to Permitted only with approval of Site Manager, after seeking comment from interior fabric and internal spaces. Council’s Heritage Officer and only as essential for interpretation of the spaces. New pathways and ramps. Minimised and permissible only in areas where precedence for pathways and paved areas existed previously e.g. parade ground and barbettes structure.

Handrails Minimised and permissible only where absolutely essential for safety and accessibility. Outer Fort Encompasses main driveway Limited redevelopment potential Exception of passive recreation and essential services such as parking. Precinct entrance and the Master Gates and fencing Design and detailing based on traditionally detailed perimeter fencing Zone 3 Gunner’s cottage. elsewhere on site and small in scale to minimise impact on views and vistas. Outer Fort Encompasses Multi-purpose Modifications only, outside view corridor Modification or low key infill development affecting the new structures only Precinct Centre and Workshop (Multi-purpose Centre and Workshop). Zone 4 Undeveloped curtilage to Masters Gunner’s cottage, on to the dry ditch extents and to the views of the fort walls will remain unaffected by new development. Zone 5 Open area fronting Nobby’s Potential redevelopment site Western precinct may be redeveloped with new structures of maximum two Road. storey height.

Information in table above has been adapted from the Heritage Management Plan 2008 (P.165 – 169) 64 Fort Scratchley Plan of Management 2013 65 Opportunities 2. Council Project Control Group Opportunities A full list of the opportunities for Fort Scratchley Opportunities workshop identified by participants is provided in the following Strengthening the Vision • Develop a Strategic Vision and Plan for the Fort A workshop was held with the project control group table and grouped into common themes. In the final and Governance • Formalise and sign an appropriate partnership agreement between the City of Newcastle and the FSHS (PCG) for the Fort Scratchley Historic Site Plan workshop exercise, participants identified which of • Develop a Business Plan linked to the Strategic Plan of management review project (Council and Fort the opportunities they believed were most important • Review Council organisational decisions regarding significant WHS matters including the issuing of various licences by relevant Scratchley Historical Society). The objective of the by “voting” with coloured dots. The total number of authorities (e.g. gun licensing laws in relation to volunteers and integral to tourism) workshop was to gain a shared understanding of the dots tallied for each opportunity and theme appears in • Determine where the Fort strategic matters are located within the Council Strategic Committees structure so that clear accountabilities and responsibilities are established, deliverables set and monitoring and reporting frameworks are in place. opportunities, issues and roles of the key partners at brackets. • Establish the Advisory Committee as per the PoM which will set the strategic direction for the Fort Fort Scratchley. The highest priorities in terms of general theme were • Review the PoM in 2013 to reflect changed business arrangements associated with ‘historical’ opportunities (16 votes), • Consider the implementation of a Fort Scratchley Trust or other appropriate mechanism to deliver long term financial sustainability Summary of outcomes through donors and sponsorships followed by product and promotion (13 votes). • Explore the development of relationships/partnerships to supplement financial arrangements. Vision The shared vision for Fort Scratchley put forward by the participants: Develop and foster • Implement mechanisms for dispute resolution between Council and stakeholders Fort Scratchley is a relationships • Clarify the role of Council officers and the FSHS members and develop systems and processes to acknowledge these roles Fort Scratchley is a nationally significant, unique particularly in relation to the approval of site commercial activities, impact, interpretation and promotion cultural experience reflecting an operating fort. nationally significant, • Alleviate the pressure on the volunteer group by reviewing opening hours (16 guides across six days) • Consider the best way to manage the historical site and associated exhibits. Possibility of curatorial expertise provided by the Values Museum who also have experience in management of volunteer workforce Participants confirmed the values for Fort Scratchley, unique cultural experience • Develop more effective communication strategies taken from the Heritage Management Plan (2008) and • Determine where within Council structure is the most appropriate location for management accountability of the Fort added the following: reflecting an operating fort.

Historic • Explore the onsite resource requirements (currently estimated at 1.5 EFT) Improved Resource • The need to highlight the significance of firing the Management • Review and improve revenue streams and commercial opportunities to enable ongoing building maintenance and repair gun during World War II. Fort Scratchley being the • Consider the introduction of traineeships working across the cultural precincts only land based guns engaged to enemy surface target in Australia. Support Collection • Review the suite of policies and procedures relevant to the collection such as the Collection Policy and Plan, Exhibition Policy and Plan, Management Education Policy and Plan to ensure that they are fit for purpose Aesthetic • Improve storage conditions and overall management of the collection (coastal environment) • The geographic setting i.e. the view over the • Improve standard and display of collection city and line of sight to other military sites e.g. • More visible access to collection Shepherds Hill and Fort Wallace. • Improve interpretation utilising more contemporary museum practices Creative/ technical Grow marketing • Align the City of Newcastle marketing with the Fort Scratchley product • Working guns opportunities • Develop formal strategic alliances with Newcastle Museum, the Maritime Museum and the Australian War Memorial Social • Product development which tells the story of ‘Newcastle Starts Here’ • Improved merchandise products. Consider opportunities to work with the Museum to review retail operations • The important partnership with the Fort Scratchley • Review the current advertising and promotion of the Fort in line with other Council promotions for Blackbutt, Nobbys etc Historical Society, most notably their experience and engagement of visitors of the site. • Despite being a military installation the site has an Enhance site • Create a physically more welcoming presence with directional signage. Arrival needs to be less confusing (Multipurpose Centre and atmosphere of serenity and feeling of openness. Fort) management The site celebrates history, not war. • Explore the concept of “Ticketing for multiple Newcastle cultural sites” • Review pricing policy and structure • Alternate tour presentations to be considered including iphone application, MP3, audio self guided tours, use of younger guides • Enhanced disabled access • Inclusion in the Green bus circuit • Explore the possibility of opening at night for “Son et Lumiere” presentations • Develop partnerships with educational institutions including University of Newcastle, Hunter Schools • Explore the introduction of evening theme shows linked to key dates • Introduction of Multipurpose Centre flexible utilisation hours

66 Fort Scratchley Plan of Management 2013 67 Opportunities for Fort Scratchley Achieving Opportunities for Fort Scratchley The opportunity given highest priority was related to staffing for the site (10 votes), indicated on the cards as ‘full- Theme Opportunities time staff’ (6 votes) and City of Newcastle staff member support (four votes). The second highest priority was to Operational • City of Newcastle staff member support (4 votes) ‘finish the World War II gallery’ (seven votes). • Full-time staff (6 votes) (10) Future opportunities under each of the three themes were further discussed in small groups in terms of how they • More grants secured might be achieved, the potential challenges and barriers and who could be involved in making them happen. These • Appearance of grounds • Installation of fixed outdoor binoculars (pay view) discussions are reflected in the table below. • Places to sit outside – trees, pots Operational • Better signage and digital interpretation • Café – sit and enjoy the view and reflect on experience How might this opportunity be Are there potential challenges Who could be involved in Opportunity achieved? or barriers to making this making this happen? Getting started; Key steps happen? Partnerships; Roles

Historical (museum/ • Disappearing gun Staffing 1. An additional 1 EFT for marketing and • Additional EFT currently approved in • EFT transfer from Tourism and Economic interpretation) (16) product development of major venues (City the 2013/14 financial year. Waiting for Development. • Restore disappearing gun of Newcastle). organisational review to be completed. • Finish World War II Gallery (seven votes) 2. Major Venues currently recruiting 1 new • No appropriate candidate. • World War II Room EFT – Customer Experience Coordinator • Finish the museum (develop commercial opportunities – more • Develop museum food and beverage product related) • Complete room five and six More grants 1. Develop kits to action at short notice. • Insufficient resourcing • Partnership between Fort Scratchley • Every gun installed to fire (one votes) Historical Society and the City of secured 2. Refer to Interpretative Strategy and Newcastle. • 9-inch gun from Sydney (three votes) identify priorities. • Is there a speciality within Council that can • Joint education opportunity with Newcastle Museum, Maritime Centre and MP (two votes) 3. Have business cases developed in assist with grant applications? • Visitor research and feedback on their experience (two votes) advance – aligned with the Plan of • Collection management complete management and Heritage Management Plan. • All uniforms reproduced (one vote) • Develop interpretive signage in tunnels Appearance of 1. Further engagement with organisations • Parks and Recreation reluctance to deliver • Continual open dialogue between The City i.e. Correctional Services above the basics. of Newcastle and Fort Scratchley Historical • Visitor takes away a sense of what Newcastle is about grounds • Supervision of Corrective Services – Fort Society. • Improve library 2. Binoculars - develop financial analysis. Identify suitable product Scratchley Historical Society members • Corrective Services not have the man-power and reluctance • Pre-employment training. to do so.

Product and promotion • Promotion Historical (13) • Publicity (one vote) • Aggressive marketing (one vote) How might this opportunity be Are there potential challenges Who could be involved in • Special packages Opportunity achieved? or barriers to making this making this happen? happen? • Packageable tours and other experiences marketed to tourism and travel profession (one vote) Getting started; Key steps Partnerships; Roles • Package tours (two votes) Museum - World 1. Write the story • Understanding grant criteria • Volunteers • Links to other key cultural sites eg. Museum etc. War II Room 2. Polish the story • Cost of the consultant • Creative consultant • One o’clock gun/time ball (one vote) • Volunteer time • Newcastle Museum and Singleton • Digital tours and facilities 3. Engage consultant (qualified collection/ display specialists are highly expensive) Army – listening and learning from their • Accommodation for weekend getaways experiences in building exhibition space. 4. Price • Evening community events e.g. moonlight cinema (two votes) • More live concerts/ performances (two votes) 5. Installation • Regular events – evenings, weekends to package Disappearing gun 1. Source funding • Funding • Specialised members • Tai Chi at the Fort 2. Reverse Engineer Construction • Engineering know-how • Council assistance with funding • Whales and coffee • Volunteer time for tracking the • Café, visitor orientation, shop at entry (three votes) specifications and then putting the gun together • Sleep overs • Weddings Collection 1. Recording of all artifacts • Computers • Trained volunteers management 2. Assessing significance • Salt air environment • Students complete 3. Use of non-significant collection for other • Volunteer time purposes.

All uniforms 1. Identify financial opportunities • Time and money reproduced 2. Identify different periods • Volunteers prepared to wear them

68 Fort Scratchley Plan of Management 2013 69 Promotion and Product 3. Community Workshop Opportunities A full list of the opportunities for Fort Scratchley A community workshop was held at Newcastle City identified by participants are provided in the following How might this opportunity be Are there potential challenges Who could be involved in Hall on the 22 July 2013 to discuss the Fort Scratchley Opportunity achieved? or barriers to making this making this happen? table and grouped into common themes. Opportunities Historic Site Plan of management 2008. The workshop Getting started; Key steps happen? Partnerships; Roles listed under ‘priorities’ include those identified by the was open to all members of the community and table groups as the five or six ideas that they would 1. Marketing plan(s) • Financial • Overlap with weddings promoted widely through local newspapers and radio, Promotion, most like to happen at Fort Scratchley. Opportunities publicity, 2. Financial plan and commitment • Minimum Council support • Incorporate with regular tour offerings Council’s website and Newcastle Voice. Approximately marketing listed under ‘other opportunities’ are those ideas that 3. Marketing expertise • Lack of site manager 30 members of the community attended the workshop. were noted on sheets as part of the table discussions.

1. Weddings – Multipurpose Centre and firing • ‘Special’ experience • Management operate staffing, tour office Package tours Summary of outcomes Most priorities were associated with the ‘marketing of the guns • Exclusivity cancels other activity and shop and promotion’ and ‘visitor experience’ themes. In 2. Use the Multipurpose Centre as ‘package • Staffing required to develop pricing and • Volunteers operate tours and guiding Participants identified the following values or elements regards to ‘marketing and promotion’, the need for tour’ office and shop regular delivery of product • Management develop tourism sales, that they currently enjoyed about Fort Scratchley that relationships, marketing. publicity, use of social media and packaging tours 3. Tours packaged with other heritage the plan of management should maintain and enhance. experiences e.g. ghost tours, museum, were mentioned on a number of occasions. In terms of Nobby’s, walking tours) The values have been grouped into themes. ‘visitor experience’, opportunities related to broadening 4. Sell packages to tourism wholesalers, retail Social the experience on offer through experiential events and 5. Regular timed tours for marketing ease • The Fort Scratchley Historical Society (experience other activities considered combatable with the site. 6. 1pm Time Gun for wedding/tour in period and engagement with visitors) costume • Face to face contact with visitors – the personal Special events 1. Plays in tunnels • Overlap with weddings • Volunteers touch 2. Music weekends • Incorporate with regular tour offerings • Management to coordinate and market • Open space around the Fort 3. Cinema outdoors • The playground 4. Herita ge week and military ceremonies • Tourist attraction 5. New Years Eve 6. Re enactments • Historic 7. Music of the guns • Site of only return of fire to Japanese submarine attack in WWII Accommodation 1. Barrack rooms with toilets • Staffing • Site Manager and sleep overs 2. Test market with primary schools • Working with Children Check • Volunteers • Unique military historical site with working guns 3. Ghost tour in conjunction (adults) • Security (vandals) • Accommodation providers • Historical tunnels • Transport (off-site accommodation) 4. Backpackers? • Military museum • Determine product 5. Redevelop multi-purpose centre to include • 6 inch MK VII guns tour office and shop (orientation), rename • Plan in place to align to Fort vision (heritage) • Cost • Dedicated site to past and present service men and women of Australia • Integral part of the City’s history • Aboriginal history the site • Archaeological importance at the Nobbys road area • Activities should not turn the site into a circus • Recognised unique military historical site • Heritage – local and national • Historic link to community – local volunteers • Fort as a concept is unique • Location • Prime location and visibility • Location relative to the CBD

Aesthetic • The view over the city and line of sight to other military sites Creative/ technical • Working guns

70 Fort Scratchley Plan of Management 2013 71 Opportunities for Fort Scratchley Theme Opportunities

Theme Opportunities Museum/ collection/ Other opportunities: interpretation • Continue to acknowledge pre-fort history Priorities: Resources • Guns in working condition • Secure more grant funding • All displays should be in working condition • More volunteers willing to be there at weekends • More use of searchlight • Set charges for different experiences • Set up typical air raid shelter • Council line budget • Completion of the museum is critical from an educational point of view • Parking fee • The stories should be highlighted in the development of the museum • Coin donation/ entry fee • Promotion of the stories through digital media • Keep the prices down – affordable; need bums on seat • More integration with other historians Other opportunities: • More/ better use of technology – holograms, projection • Tenure for Fort Scratchley Historical Society • Night tours, theatre productions (amateur groups) • Financial stability • Greater consideration for the Fort as a museum, rather than a venue for a museum – more than just display of artefacts. • Closer cooperation with Museum and Maritime Centre Marketing and Priorities: • Need more volunteers – mainly guides, younger people, dedicated promotion • Widespread publicity • Income from activities onsite used for operations • Use of social media to promote the Fort • Car parking fees • Council support to the Fort Scratchley Historical Society to tell stories in new ways i.e. website, social media • Council more involvement in site operations • Packaging of tours – information to wholesalers, information on the importance of having a tour • Federal Government – maintenance • “Tourism Circuit” – Fort, Museum, Maritime, Art Gallery etc. • Funding to maintain the site – grant funding/ alternative funding • Extensive advertising • Fort Scratchley Historical Society young member recruitment program • Detailed marketing strategy • Increased commercial activity • Publicity to the wider community Other opportunities: • Extensive advertising required • More information for wholesalers to build packages Visitor experience Priorities: • Information/ photo-board in the multi-purpose centre for guests who only attend for event or functions to promote activities at the Fort • Experiential events – searchlight, air raid shelter • Increased interaction with other City events • Better use of site for exhibitions, community groups etc (available for all to use) Education Priorities: • Pomp and ceremony (theatrics to encourage visitors) • School excursions (Primary and Secondary) keyed to the new National Curriculum requirements • Military meal experience – part of tour/ function etc. • Linked visits with the Fort, Museum, Maritime Museum and other Newcastle iconic sites by schools and the wider community. • Cafeteria and cheap food • School excursions – Fort, City history, environment • Coffee shop Community Use Priorities: • Package deal – three local museums • Improve community involvement • Add to the Fort Scratchley experience by using latest technology e.g. audio tours. • 2-3 picnic tables below the guns to encourage people to use the Fort. • Exploration of potential of the site for further activities e.g. dramatic performances, musical performance (e.g. Victorian and later Other opportunities: military band concerts), art workshops etc. • Better use of site for exhibitions and community groups Other opportunities: Infrastructure Priorities: • Overnight stays • Traffic management; parking, Nobbys Road, Fort Drive, Esplanade • Experiential events • Improve parking • More school involvement – school band recitals • Maintaining and improving all Fort infrastructure to optimum level so as to enhance the visual impact for visitors • On site photographer Other opportunities: • Day-time hot food and drink facility on site • Maintained to the maximum • Historic civic functions • More parking for both cars and buses • Better interaction with a more diverse audience • Weed removal around the northern side • More time for coaches and school groups • Traffic management – speeding along Nobbys road and Fort Drive • Ghost tours • Planned maintenance – anticipated not reactionary

Museum/ collection/ Priorities: interpretation • Completion of the museum to tell the story of the Fort • Restore Eastern Embrasure of casemate • Review Heritage Management Plan to open up non-specific Fort Scratchley activities • Restore original coal mines under the site

72 Fort Scratchley Plan of Management 2013 73 Achieving Opportunities for Fort Scratchley Museum/collection/interpretation Future opportunities were further discussed under each of the themes, in terms of how they might be achieved, the potential challenges and barriers and who could be involved in making them happen. These discussions are How might this opportunity be Are there potential challenges Who could be involved in Opportunity achieved? or barriers to making this making this happen? reflected in the table below. Getting started; Key steps happen? Partnerships; Roles

Broaden the story 1. Tell the whole story - acknowledge • Council needs to open to fact that the • Council to attract further all aspects of the site i.e. convict, building is a museum • Fort Scratchley Historical Society commonwealth, coal etc. visitation • Strong curatorial strategy • Museum Resources 2. Undertake additional research 3. Case studies – look at other facilities How might this opportunity be Are there potential challenges Who could be involved in 4. Fixtures and fittings meet requirements Opportunity achieved? or barriers to making this making this happen? of museum (i.e. remove energy efficient globes from tunnels) Getting started; Key steps happen? Partnerships; Roles 5. Interpretation of the buildings and how they were used Keep prices 1. Tiered, targeted pricing • Council 6. Guides/tours affordable 2. Annual pass • Fort Scratchley Historical Society 3. Sponsorship Review Heritage 1. The action should be more about • Access to broader range of experts Management broadening the story and providing for Gold coin 1. Honesty box Plan to open diverse activities at the site as opposed to donation or entry up non specific reviewing/ amending the Plan fee Fort Scratchley 2. Bring in further opportunities at the site for Coffee shop 1. Open cafe • Contractual issues activities people to enjoy. • Volunteers need to understand the importance

Visitor experience Infrastructure

How might this opportunity be Are there potential challenges Who could be involved in How might this opportunity be Are there potential challenges Who could be involved in Opportunity achieved? or barriers to making this making this happen? Opportunity achieved? or barriers to making this making this happen? Getting started; Key steps happen? Partnerships; Roles Getting started; Key steps happen? Partnerships; Roles

Education 1. Grant funding required to research similar • Resources (people and funding) • Theatre groups Access to the site 1. Transport (buggies) for aged/ physically • Licence to drive buggy • Sponsors initiatives overseas • Cruise ship impaired to take them around the site • Competent drivers • Fort Scratchley Historical Society to 2. Dressed in theme • Re-enactment group 2. Pick up from overflow parking at ‘former • Insurance costs manage 3. Ghost stories SES site’ 4. Recrea te day as a convict e.g. build a wall, Maintenance 1. Maintenance schedule • Community groups (Lions, Rotary) coal mining - Site appealing to 2. Regular inspections • Court enforced community service orders Social media 1. Multi-media • Fort Scratchley Historical Society more visitors • Sponsors empowered and sense of opportunity 3. Feedback card for visitors • Fort Scratchley Historical Society support Technology 1. More interactive 4. Address the visual impact – for example remove garbage bins from the entrance 2. Holograms 3. Put history into a live document Facilities 1. More picnic tables at the site • Lack of site security (perimeter) • Community groups (Lions, Rotary) 2. Sympa thetic garbage bins (blend into site • No regular garbage pick-up • Court enforced community service orders Marketing facilities) • Reduce graffiti • Sponsors 3. Shed protection for the Time Gun • Fort Scratchley Historical Society support How might this opportunity be Are there potential challenges Who could be involved in Opportunity achieved? or barriers to making this making this happen? happen? Getting started; Key steps Partnerships; Roles Community Involvement Packaging of 1. Combine the 3 museums – Regional, • The management of the three groups must • The three museums tours Maritime, Fort Scratchley talk and listen to one another • Cruise ship companies How might this opportunity be Are there potential challenges Who could be involved in “Tourism Circuit” 2. Approach cruise ship companies Opportunity achieved? or barriers to making this making this happen? Getting started; Key steps happen? Partnerships; Roles

1. Must be detailed • Professional help • Council in consultation with Fort Scratchley Social media Encourage 1. Enable temporary exhibitions to be held • Fees involved for the hire • Newcastle Museum • Financial assistance Historical Society 2. Marketed correctly community at the Fort • Opening hours 3. Plan strategy groups 2. Make available for community groups • Entry fees to use the site as well (it is not just for • Security of site military groups – although they are important as well) 3. Advertise through Newcastle Museum

74 Fort Scratchley Plan of Management 2013 75 Input received by the community via email (in response to workshop invitation) 4. Industry Workshop • The notion of putting effort into three to four key events, which brought together a number of An ‘Industry’ Workshop was held at Newcastle Theme Opportunities activities e.g. a dinner and theatre production was City Hall on the 24 July 2013 to discuss the Fort put forward as being more practical than trying to Resources • A director to develop and promote the Fort Scratchley Historic Site Plan of management 2008. do something all year round. • Obtain advice and assistance from the National Trust (possibly some on-going funding?) Local organisations, groups and/or individuals with an • Establish a souvenir shop of books etc about the Fort, military history of Newcastle and Newcastle generally • The need to better support the Fort Scratchley interest or involvement in historic/ cultural sites and/ • More souvenirs for children e.g. fridge magnets, pencils, rubbers, rulers etc. Historical Society to focus on their particular or museums were invited to the workshop. There were • Sponsored photographs throughout the Fort to raise funds interests at the Fort. It was noted that this support twelve attendees representing the Coal River Working • Approach an engineering company to assist in restoring the Disappearing Gun (Hunter Valley Training College have restored might not necessarily need to come from Council locomotives in a similar way). Party, National Trust, Fort Scratchley Historical Society, and that a broader governance model should be Newcastle Ghost Tours, Newcastle Museum, Hunter looked at. The potential for a Foundation was Surf Life Saving and Tantrum Theatre. put forward as one option or support from other organisations that care and have the skills. Visitor experience • Army-style sleepovers with night time competitive exercise in the tunnels Summary of outcomes • Candle lit tunnels, stage smoke and audio reproduction of gun fire Social • Shooting gallery in one of the tunnels to shoot at passing simulated submarines • Visiting marching bands to parade once a month/ school orchestras • Attractive to the community • Themed dinner Historic • Light and sound show • Interpretation of the story – multiple stories and • Make the place an interesting venue to visit, whether it’s an upmarket museum and charge $10 with a mock military style show, or dinner and show. multiple attractions • Establish a café at the Fort (with a liquor licence) • Connected to relevant sites – association with other • Introduce daily ceremonies such as firing a big gun at noon, changing the guard, rifle demonstrations etc. historical sites (visual and historic value • Host and cater for private functions in the Fort • Fire the guns more frequently Location • Audio simulation of enemy forces attacking e.g. headphones and movie show • Integration with the environment • More interaction with children e.g. storytelling, not just the facts. • More information about the soldiers eg. food rations, seeing in the dark tunnels There was some discussion regarding the unique • After dark tours to see what it was like for the soldiers in battle potential of Fort Scratchley to tell ‘other’ stories and • School excursions, especially for ANZAC Day link with other historical sites that are a part of the • A mock surprise by the enemy military story e.g. Shepherds Hill. It was also noted that • Sound and flashing lights appearing from the tunnels to entice more people to take a tour we should be cautious in trying to tell too many stories out of the Fort that should be told by other sites in the city. Museum/ collection/ • Volunteers dressed in uniform Opportunities interpretation • Faithfully restore the furnishings, equipment and contents to what was there when the Fort last operated The opportunities for Fort Scratchley from the • Seek to acquire some substantial military hardware to be displayed outside the walls of the Fort • Sandbags around the gates consultations undertaken to date (including email • An old army tank on site for kids to crawl over suggestions from the community) were presented to the group. Participants were invited to add further opportunities before identifying which of the opportunities they believed were most important by Marketing and • Secure the Fort as part of a multi-pass museum activity, with guided tours, theatrical performances and re-enactments “voting” with coloured dots. The total number of dots promotion • Mini-bus to link the museum sites or brochure showing map and parking for cars/ bikes between them. tallied for each opportunity and theme appears in • Printed t-shirts of the Fort to sell the message (including premium shirt “I fired the 6” gun at Fort Scratchley) brackets. • Contact every Rotary, Kiwanis, Lions Club and church group in Newcastle, Central Coast and Sydney to suggest a coach load visit with the cost of the tunnel tour built in. The highest priorities in terms of general theme were • A photographer to capture the “dress-up shots” to make sure they attract interest by showing their photos to others. associated with ‘resource’ opportunities (15 votes), • Feature articles in the local media followed by marketing and promotion (14 votes).

The individual opportunities given highest priority Community Use • Remove the requirement of Council caterers for bookings in the Multi Purpose Centre and Barracks – to provide a more affordable and flexible choice. were ‘completion of the museum’, ‘on-line distribution and bookings’ and ‘marketing plan, promotion and publicity for the site’, each receiving five votes. Infrastructure • An old troop carrier to collect pre-arranged groups from one of the Foreshore car parks to overcome some of the parking problems. A general discussion by participants regarding potential opportunities raised the following points:

76 Fort Scratchley Plan of Management 2013 77 Opportunities for Fort Scratchley Achieving opportunities for Fort Scratchley

Theme Opportunities Participants were invited to select those opportunities with the most votes, and in small groups identify how they might be achieved, who might be involved and the potential resources/ funding opportunities available. These Resources (15) New opportunities identified by the group: discussions are reflected in the tables below. • Support and advice from the community and specialists re: museum, marketing, tourism and graphics (4) • Forecast on-site expenses for five years to maintain and improve the site and visitors experience. Plan grants and sales/ marketing plan to meet costs at a minimum – it should make money (1) Resources • Educational resources (1) • The great story and a generous heart How might this opportunity be Who could be involved in • Pursue National Heritage status for further funding Are there potential challenges Opportunity achieved? or barriers to making this making this happen? • Raffle ($) for firing of the guns – 12 open days Getting started; Key steps happen? Partnerships; Roles Previous opportunities receiving votes: • More volunteers to undertake tours (1) Resources 1. Advisory Group/ stakeholder groups • The City of Newcastle • Time and commitment • Additional on-site resource (Council) (3) 2. Strong partnerships • Museum • Secure more grant funding (3) • Maritime Museum • Restore furnishing and equipment (2) • Fort Scratchley Historical Society

Visitor experience (12) New opportunities identified by the group: • Ceremonial firing of guns (paid) e.g. birthdays, anniversaries, memorials (3) • Restore coal mines on eastern side (2) Visitor Experience • Accommodation – Master Gunners/ NCO’s Quarters/ Commandants/ Servants Quarters (1) • Music festivals (1) • Symphony under the stars – theatre/ music performances (1) How might this opportunity be Are there potential challenges Who could be involved in achieved? making this happen? • Open days to highlight different historic eras – WWII, 1900s etc (1) Opportunity or barriers to making this happen? • Original theatre (professionally created) – tells the story/ uses the site/ shares the $ Getting started; Key steps Partnerships; Roles • Ghost tours, night time tours Ceremonial firing 1. Formulate the “performance” • Fort Scratchley volunteers • People pay to have a ceremonial firing • Light show – interpret coal fired beacon of the guns, photograph soldiers in full of the guns 2. Promote and advertise • Photographers • Camping – similar to Cockatoo Island uniform. 3. Have a classy after product • Design specialists • Artist in residence and exhibition • Themed dinners Café/ kiosk Older people want somewhere to have a cup • Contract let to provide this service Previous opportunities receiving votes of coffee and a cheap snack. • Experiential events – overnight stay (1) • Coffee shop (1) • Theatrics to encourage visitors (1) Museum/collection/interpretation Museum/ collection/ New opportunities identified by the group: interpretation (10) • List of soldiers that have served at Fort Scratchley (1) How might this opportunity be Are there potential challenges Who could be involved in • Light show – sky cannons (revisit the Coal River Precinct Conservation and Cultural Tourism Management Plan 2008 (1) Opportunity achieved? or barriers to making this making this happen? Previous opportunities receiving votes Getting started; Key steps happen? Partnerships; Roles • Completion of museum (5) • Acknowledge all aspects of site history (2) Acknowledge all 1. Support the National nomination for the • University CRWP expertise • Grants aspects of sites’ Coal River (Mulubinba) and Government • Hunter Heritage Network • Broaden national profile • Completion of collection management (1) Domain history • Federal Member for Newcastle 2. Once National significance acknowledged, Marketing and New opportunities identified by the group: • National Trust apply for grants on a National level promotion (14) • On-line distribution and bookings through Fort Scratchley website, third party websites and on-line distributors. Traditional travel distribution channels (5) 3. Improved prestige means greater visitor numbers • Combined and improved FSHS/ Council website (2) • Children like to shoot at things Completion of the 1. Budget • Fort Scratchley Historical Society • Grants Volunteers Previous opportunities receiving votes museum 2. Finalise the story • In-kind • Marketing plan, promotion and publicity for the site (5) (rooms 4,5 & 6) 3. Identify artefacts • Sponsorship • Revenue • Brochure linking museum sites and Fort (2) 4. Collate photographs 5. Graphic Design Education (2) New opportunities identified by the group: • Joint education with Newcastle Museum and the Maritime Centre about WWII (1) Previous opportunities receiving votes • School excursions linked to new National Curriculum requirements (1)

Infrastructure (2) Previous opportunities receiving votes • Improve and maintain infrastructure (2)

78 Fort Scratchley Plan of Management 2013 79 Marketing and promotion

How might this opportunity be Are there potential challenges Who could be involved in Opportunity achieved? or barriers to making this making this happen? Appendix E Getting started; Key steps happen? Partnerships; Roles Legislation Visitor tour 1. Technology – internet, Tourism Newcastle, • Fort Scratchley Volunteers • Agreement as who does the work through package upgrade Fort Scratchley Website • Museum sites in the vicinity the City of Newcastle Council 2. Dedicated CEO/ site manager (paid • Nobbys position) In accordance with 36D of the Local Government Act • Shepherds Hill Categorisation and Core Objectives 1993, community land comprising area of cultural 3. Tourism and Economic Services (NCC) • Newcastle NOW The Act (Section 36) requires that all Community Land significance: be categorised. A category describes the land and has Marketing and 1. Develop 5 year strategy – overarching • The City of Newcastle • Sponsorship 1. A plan of management adopted in respect of an a set of core objectives. All current and future uses of promotion and financial budget, site revenue and • Fort Scratchley Historical Society • Grants area of land, all or part of which is land to which the land must comply with the core objectives. long term tenure expenses. • A specialist manager • Revenue this section applies, is to apply to that land only, The core objectives for management of community • Destination NSW and not to other areas. land categorised as cultural significance are: 2. A plan of management to be adopted for an area of community land, all or part of which consists of 1. to retain and enhance the cultural significance Infrastructure land to which this section applies: of the area (namely its Aboriginal, aesthetic, (a) must state that the land, or the relevant part, is archaeological, historical, technical or research or social significance) for past, present or future How might this opportunity be Are there potential challenges Who could be involved in an area of cultural significance, and Opportunity achieved? or barriers to making this making this happen? generations by the active use of conservation Getting started; Key steps happen? Partnerships; Roles (b) must, in complying with section 36 (3) (a), methods. categorise the land, or the relevant part, as an Visitor tour 1. Additional and improved parking facilities • The City of Newcastle • Improved visitation area of cultural significance, and 2. Those conservation methods may include any or package upgrade (Multi Purpose Centre can hold 150 all of the following methods: patrons – there are only 38 car parking (c) must, in complying with section 36 (3) (b), (c) spaces). and (d), identify objectives, performance targets (a) the continuous protective care and 2. Additional area for coach and bus parking and other matters that: maintenance of the physical material of the land or of the context and setting of the area of cultural (i) are designed to protect the area, and significance,

(ii) take account of the existence of the features of (b) the restoration of the land, that is, the returning the site identified by the council’s resolution, and of the existing physical material of the land to a known earlier state by removing accretions or by (iii) incorporate the core objectives prescribed reassembling existing components without the under section 36 in respect of community land introduction of new material, categorised as an area of cultural significance, and (c) the reconstruction of the land, that is, the returning of the land as nearly as possible to a (d) must: known earlier state, (i) when public notice is given of it under section (d) the adaptive reuse of the land, that is, the 38, be sent (or a copy must be sent) by the council enhancement or reinforcement of the cultural to the Director-General of National Parks and significance of the land by the introduction of Wildlife, and sympathetic alterations or additions to allow (ii) incorporate any matter specified by the compatible uses (that is, uses that involve no Director-General of National Parks and Wildlife in changes to the cultural significance of the physical relation to the land, or the relevant part. material of the area, or uses that involve changes that are substantially reversible or changes that require a minimum impact),

(e) the preservation of the land, that is, the maintenance of the physical material of the land in its existing state and the retardation of deterioration of the land.

3. A reference in subsection (2) to land includes a reference to any buildings erected on the land 80 Fort Scratchley Plan of Management 2013 81 The core objectives for management of community land categorised as park are:

1. to encourage, promote and facilitate recreational, cultural, social and educational pastimes and Appendix F activities, and Key resource documents 2. to provide for passive recreational activities or pastimes and for the casual playing of games, and Coal River Precinct Conservation and Cultural Tourism Management Plan 2008. 3. to improve the land in such a way as to promote Boyce Pizzey Strategic. and facilitate its use to achieve the other core objectives for its management. Fort Scratchley Historic Site, Exhibition Strategy Moveable Heritage, 2008, International Conservation Services. The core objectives for management of community land categorised as general community use are: Fort Scratchley Historic Site Heritage Management Plan 2008, Australian Government Department of Finance and Deregulation, Suters and Dawbin. 1. to promote, encourage and provide for the use of the land, and to provide facilities on the land, Fort Scratchley Historic Site Plan of management 2008, to meet the current and future needs of the local The City of Newcastle. community and of the wider public: Fort Scratchley Historic Site Tour Guide 2008, 2. in relation to public recreation and the physical, International Conservation Services. cultural, social and intellectual welfare or development of individual members of the public, Fort Scratchley Historic Site Strategic Plan 2012–2016. and The City of Newcastle. 3. in relation to purposes for which a lease, licence Fort Scratchley Historical Society; Significance of the Collection October 2011, or other estate may be granted in respect of the Bill Storer. land (other than the provision of public utilities and works associated with or ancillary to public Heritage Interpretation Works Plan, Fort Scratchley, Newcastle, 2008, utilities). International Conservation Services.

Newcastle Heritage Policy 2013, The City of Newcastle.

82 Fort Scratchley Plan of Management 2013 83 84 Fort Scratchley