Cultural Heritage Strategy 2008 – 2011 Preserving and promoting our cultural heritage Before unveiling the plaque From MMBW to at the offi cial opening of the Upper Yarra Dam, the Governor Melbourne Water acknowledged the motto of the Metropolitan Board ‘Public health is my reward’ and added… “I think you will agree that our Melbourne and Metropolitan Board of Works has never let us down in the past. It certainly has not let us A motto is a phrase describing the motivation or intention of an organisation. The crest of the down today and I know it will MMBW bears the motto, ‘salas mea publica merces’ not let us down in the future.” (‘public health is my reward’). 1891 Melbourne and Metropolitan Board of Works (MMBW) was established with a charter to build and maintain an underground sewerage system and operate Melbourne’s water supply. 1991 MMBW merged with the Mornington Peninsula District Water Board, Dandenong Valley and Western Port Authorities, Dandenong- Springvale Water Board, Pakenham Water Board, Lang Lang Water Board and Emerald Water Board to form Melbourne Water. At this time, Melbourne Water has three operational regions – Maribyrnong, Yarra and South East. 1995 The Victorian Government split Melbourne’s water industry into three retail water businesses (City West Water, Yarra Valley Water and South East Water). Melbourne Water was established as the wholesale water business and Melbourne Parks and Waterways (the predecessor to Parks Victoria) was set up to manage parks. Melbourne Water retains responsibility for the collection, storage and wholesaling of water and for the treatment and disposal of sewage, as well as responsibility for regional drainage and waterways within the Melbourne Water operational boundary. 2004 The Victorian Government White Paper, Securing our Water Future Together, resulted in Melbourne Water becoming responsible for regional drainage, waterway management, fl oodplain management and caretaker of river health across the whole of the Port Phillip and Westernport region. Melbourne Water would like to thank Aboriginal Affairs Victoria, Department of Planning and Community Development for providing some of the images featured in this publication. Table of contents 1. Foreword 4 2. Executive Summary 6 3. Introduction 8 3.1 Understanding cultural heritage 8 3.2 The Importance of cultural heritage 10 3.3 Melbourne Water’s commitment to cultural heritage management 10 3.4 Melbourne Water’s cultural heritage aims 11 4. Our heritage 12 5. Strategy development and communication 14 5.1 Background 14 5.2 Professional development program 14 5.3 Managing places of cultural heritage signifi cance 14 5.3.1 Community Environment Public Health Assessment 14 5.3.2 Heritage interpretation 14 5.4 Engaging key stakeholders 15 5.5 Work plan to implement cultural heritage strategy 15 5.6 Actions 15 6. Strategy framework 16 6.1 Legislative requirements and industry standards 16 6.2 Corporate policy context 16 6.3 Strategy objectives 16 6.4 Strategy principles 17 6.5 Strategy statements 17 7. Indigenous Heritage 19 7.1 Victorian Government policy framework 19 7.2 Managing Indigenous heritage 19 7.2.1 Places of Indigenous heritage signifi cance 20 7.2.2 Indigenous communities within Melbourne Water area 21 7.2.3 Indigenous resources within Melbourne Water area 21 7.2.4 Collecting and managing information 22 7.3 Managing the impact of Melbourne Water 22 7.4 Developing protocols and cultural heritage agreements 23 7.5 Actions 23 8. Non-Indigenous Heritage 24 8.1 Victorian Government policy framework 24 8.2 Managing non-Indigenous heritage 24 8.3 Actions 25 9. Implementation of the Cultural Heritage Strategy 26 9.1 Professional Development 26 9.2 Management of the strategy 26 9.2.1 Communicating the strategy 26 9.2.2 Heritage Focus Group 26 9.2.3 Accountabilities 27 9.3 Actions 27 10. Action Plan 28 10.1 Year 1: July 2008 – June 2009 28 10.2 Year 2: July 2009 – June 2010 28 10.3 Year 3: July 2010 – June 2011 29 Appendices 30 A. Corporate and Interpretive Material 30 B. Registered Aboriginal Parties 31 C Waterway – Cultural Heritage (Indigenous) Framework (Draft) 2007 33 D Process/Guidelines for Waterway Works 35 E. Melbourne Water Assets Listed on Victorian Heritage Register or 38 Local Government Heritage Overlays 3 1 Foreword “During its century of operation, the Melbourne and Metropolitan Board of Works has been responsible for a massive investment in urban infrastructure. It is an integral part of Melbourne life. Its initials (MMBW) can be seen on pipes, on manhole covers in the street and in many other places. All Melburnians seem to have either worked for the Board at some time or know someone who has.” The above words come from a 1991 documented and protected for future publication marking Melbourne Water’s generations to appreciate. centenary year and remind us of the But our commitment goes beyond built signifi cant role that the MMBW played heritage. in the growth and development of Melbourne. It extends to respecting the cultural heritage places of the traditional owners Today, Melbourne Water is the of the land, rivers and creeks that we care custodian of water supply and sewerage for today, and that we are ever mindful infrastructure built in the formative years of the importance they have for our of Melbourne’s settlement. Indigenous communities. Melbourne Water’s heritage portfolio is Melbourne’s waterways are important signifi cant, both in terms of its size and to all members of the community, diversity. From infrastructure such as the particularly the Aboriginal people. Main Outfall Sewer, Western Treatment They are places of spiritual and Plant, Yan Yean Reservoir, Thomson Dam community activity. They are birthplaces, and aqueducts to the thousands of burial sites, places of ceremony, transport kilometres of natural waterways we routes – in many cases less tangible than manage. This is our heritage. our built assets, but no less signifi cant. At present, we have more than 20 places Melbourne Water has developed and assets listed on the Victorian this Cultural Heritage Strategy to set Heritage Register, with a number of sites its heritage management direction. yet to be assessed. It provides a systematic basis for It is our responsibility to not only determining whether signifi cant heritage effectively maintain and protect these values might be affected by any project valuable assets, but when such or works, and explains how we will adopt infrastructure no longer remains in active consistent approaches to managing all use, to ensure heritage values are cultural heritage matters. 4 Central to this is continuing to balance core business and resources with community expectations and our heritage obligations. This can be at times a diffi cult balance to maintain, but we feel this strategy goes beyond our legislative obligations. It also provides the framework for working in partnership with our key stakeholders in Heritage Victoria, Aboriginal Affairs Victoria, the respective Indigenous communities across Victoria, other agencies and the broader community, ensuring a coordinated approach to heritage management. While this strategy has been prepared in response to legislative requirements, We believe that heritage conservation makes sense. It makes sense because it contributes to valuing and preserving our traditions and culture. It enhances and provides context to our working and living environments. It helps promote our public image. And, most importantly, it strengthens relationships with our stakeholders as partners in heritage management. Melbourne Water is committed to preserving and promoting cultural heritage and we look forward to working with the community and other heritage managers to implement this strategy. Melbourne Water wishes to acknowledge the traditional owners of the land on which we operate, the Kulin Nations and ROB SKINNER the Gunai/Kurnai people, and their elders MANAGING DIRECTOR past and present. 5 2 Executive Summary While a large percentage of This strategy has been prepared the general public understand primarily to set in place a management framework paving the way for an Melbourne Water’s role in organisational shift from an adhoc providing water, sewerage project by project approach to planned and drainage services, very heritage management. few understand its heritage With a focus on educating staff and management role. contractors to better understand heritage values, and ensure positive Melbourne Water is responsible for a rich heritage outcomes in line with our and diverse portfolio of Indigenous and corporate goals, this strategy recognises non-Indigenous heritage places and that the assets we manage today are objects, largely inherited from its an integral part of our future heritage, predecessor, the MMBW. The MMBW and indeed the fabric of our history constructed a vast water supply network, as an organisation and the communities and a drainage and sewerage we serve. infrastructure that continues to serve Melbourne today. Additionally, through improved management of our own heritage, Additionally, in its role as waterway Melbourne Water will endeavour to manager within the Port Phillip and relate the stories of men and women Westernport Catchments, Melbourne who have contributed to the success Water is the caretaker of river health and of our organisation over generations. is committed to protecting the natural It will enable us to connect with and cultural values of waterways traditions and celebrations that we may signifi cant to all communities. otherwise know little about. To date, Melbourne Water’s management From an organisational perspective, approach to heritage has largely been on heritage is about identity. The past a project by project basis, as determined contributes to our sense of who we are by stakeholders. While fulfi lling today and is an important factor in compliance requirements, quite often this determining our future aspirations. approach would result in missed Today, many from the older generations opportunities to achieve more sustainable continue to associate Melbourne Water heritage outcomes.