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Heritage StrategyThe History and

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Contents

1. EXECUTIVE SUMMARY........................................................................................... 52. PURPOSE OF STRATEGY...................................................................................... 63. GUIDELINES FOR USE............................................................................................ 64. BACKGROUND............................................................................................................ 65. STRATEGY CONTENT ............................................................................................. 86. BIBLIOGRAPHY ........................................................................................................ 18

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EXECUTIVE SUMMARYThe City of Gosnells’ Strategic Plan for the Future 2007-2010, lists as Goal 1 its aim “to enhance our natural and built environment”. Strategy 5 of this goal is to “develop a Heritage Strategy that promotes and protects history and heritage within the City.”

To enable the City to achieve its stated strategic aims, this strategy provides information which focuses on developing actions in three main directions:

Recording and promoting places and objects of significant heritage value.

Creating a sustainable future for significant heritage items within the City.

Involving the community in protecting and promoting the history and heritage of the City of Gosnells.

Staff involved in the development of the History and Heritage Strategy have included:

Heritage Services

Services Supervisor

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PURPOSE OF STRATEGYThe City of Gosnells’ Strategic Plan for the Future 2007-2010, lists as Goal 1 its aim “to enhance our natural and built environment”. Strategy 5 of this goal is to “develop a Heritage Strategy that promotes and protects history and heritage within the City.”

Strategy 5 also states that the strategy should:

and

GUIDELINES FOR USEThe History and Heritage Strategy contains a number of broad directions each of which is supported by potential actions. Responsibility for the implementation and monitoring of the History and Heritage Strategy rests with Heritage Services in conjunction with the relevant directorates. Any implementation of actions contained within the History and Heritage Strategy will be included in future operational budgets for Council’s consideration.

BACKGROUND

years collected, conserved, and interpreted a broad range of material relevant to the local area.

In developing the components of the strategy, it became evident that it was not just Heritage Services staff who needed to be involved in ensuring that the City’s history and heritage are conserved for future generations. Built heritage (houses, buildings, roads), natural heritage (significant trees and fauna), documentary heritage (photos, reports, memos), and moveable heritage (machinery and equipment, costumes and accessories, works of art, furniture, handicrafts, civic mementoes, indigenous objects, and so on) all form a part of the whole that gives a picture of what life was like in “the old days”. Therefore it was essential that staff from across the organisation were included in the development and implementation of the History and Heritage Strategy.

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Involving the community is essential to ensure a successful outcome for the History and Heritage Strategy. The 2006 Productivity Commission Inquiry Report into Conservation of Australia’s Historic Heritage Places explains that the community sees heritage as a “good thing to have”, as long as it’s not their responsibility. For example owners are generally negative about having their property heritage listed, fearing a loss in value, loss of development potential, or potential inability to renovate, redecorate, or on-sell, whereas research shows that the opposite is usually the case. Changing the community’s attitudes to the City’s heritage is a crucial part of ensuring that the heritage is still around for future generations to enjoy. Some of the options within the History and Heritage Strategy will endeavour to address this.

The options contained within this strategy provide a variety of ways in which the City can ensure its history is discovered, recorded, and preserved. The actions are based on

Heritage Places

related bodies

Staff involved in the development of the History and Heritage Strategy have included:

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STRATEGY CONTENTTo enable the City to achieve its stated strategic aims, the History and Heritage Strategy focuses on developing in three main directions:

Direction 1: Record and promote places and objects of significant heritage value

This direction provides for the identification of heritage places and objects which are historically significant to the local area, recording and conserving them appropriately, and promoting them if appropriate.

Action 1.1: Maintain and develop local collections

items, but as time passes, the quantity of material and objects will continue to increase, as will the overall value of the collections. This will increase the urgency for an archival quality storage facility for the larger items when they are not being displayed, and to cater for the growth of the collections.

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To conserve the City’s documentary heritage, staff must develop formal processes whereby the City’s relevant current corporate records become the public historic records of the future. Heritage Services staff have been working together with

“useful” as an historic record, and vice versa. For example, copies of Subdivision promotional brochures and maps can add much value to a historic collection many years down the track, whereas they are not of much use to Planning Branch staff once the subdivision is complete. This also means educating staff across the organisation to register their items to the

have added value to the community. These form extremely minor parts of the current collections, but have had major impacts on the City’s history, and should be recorded on a commensurate level.

Action 1.2: Regularly update the City’s Municipal Heritage Inventory

expanded to include a wider range of places as it is currently very biased towards Gosnells as a suburb and thus has distinct deficiencies, for example, Thornlie celebrated its 50th anniversary in 2007 and does not have a single site listed in the current Inventory. Community consultation as a means of acquiring new listings is standard practice.

Infrastructure directorates when considering development applications for listed sites, so input from these directorates during any review would be required. It would also be useful for Council to consider the adoption of a local law to enable

It should be noted that many owners of potentially significant sites present as opposing having their properties listed

development. Changing the community’s attitudes to the City’s heritage is a big but necessary part of ensuring that the heritage is maintained and managed effectively for future generations to enjoy.

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Action 1.3: Develop a heritage awareness campaign within the City

undertaking a Publishing Program, through the development of Heritage Trails, and through the further development of the

spaces will continue to be offered where appropriate.

train, and supervise the volunteers who provide such programs.

To further inform the public about local history, Heritage Services have developed a Publishing Program which plots a series of brochures and papers to be researched in the 2006-2010 period. Covering noteworthy places, objects, people, and events, the completed research will mainly be offered as a “print-on-demand” service to assist with enquiries and can also accompany displays within Heritage Services collections, libraries, and other City facilities where the public are welcomed.

Heritage Tourism is becoming quite popular in some areas, but its success does depend upon significant sites being recognised and promoted. There are only 8 heritage trails in the Perth metropolitan area so the potential for developing heritage tourism interest in the area is a distinct possibility and external grants are available for trail development. The City has several sites of interest that could be linked together and developed as a Heritage Trail.

Trails could be developed as either a walking tour or as a self-drive tour, with the potential for bus tours to be instigated by commercial tour operators. In addition, Heritage Services staff, and potentially volunteers, could be available as “tour

Partnership already lists the development of a heritage trail on its project list and Heritage Services staff are already involved with this project. The City’s Cultural Plan also lists the development of an Art Walk as one of its actions, and it may be possible to include this as one component of a possible Town Centre Heritage Trail.

construction, upgrading, and promotion, however, maintenance of the trails would need to be funded by the City.

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Action 1.4: Provide electronic access to the City’s history

recently collaborated on developing the Federated Search Project. The aim of this Project is to enable access to the entire community of Australian collecting institutions in one single search.

providing access to the City’s collection to people who don’t have the ability to physically visit the City’s facilities.

Action 1.5: Provide on-site recognition of the City’s historic placesSome local governments provide commemorative signs for sites of historic significance within their boundaries, although

sites are privately owned, the cost to the City of providing signage for all historic sites would be unwarranted. However, where the site is owned by the City it may be appropriate for some form of signage to be installed, to inform visitors of the significance of the site and the intrinsic value it has for the community.

be given the opportunity to apply for funding via the City’s Community Sponsorship Program with any funds received providing for the purchase and installation of commemorative signage. Standards of design and installation would need to be met by successful applicants.

Some form of signage would also need to be used for places on any Heritage Trails that may be developed, to pinpoint the actual point of interest shown on the Trail map. What form this takes can be considered during the operational development of any such Trail.

ACTIONS RESPONSIBILITY TIMELINE

Information then ongoing

1.3: Develop a heritage awareness campaign within the City Heritage Services 2009 then ongoing

Information Services

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Direction 2: Create a sustainable future for significant heritage items within the City

Heritage supports urban amenity by providing familiarity and the presence of landmarks, by underpinning our ‘sense of place’, and by enhancing the quality of our built environment generally. Heritage conservation can aid economic prosperity by contributing to the attractiveness of the living and working environment, and encouraging investment in a locality or region from homeowners, investors and tourists. The avoidable loss of buildings through demolition and neglect is a waste of economic as well as environmental resources.

Action 2.1: Create and implement appropriate planning, development, and conservation provisions for heritage sites within the City

the Town Planning Amendment Regulations 1999).

Heritage Council of WA

strategies

There is a need for consideration of the development of policy, particularly in relation to the requirements that should be applied as part of the submission and assessment of planning and building applications involving heritage places. These

documenting the features of the place, and copies of these reports should be lodged with the City.

Development concessions and covenants have been applied around the world in order to allow re-use of heritage sites in an appropriate way, rewarding sympathetic development of significant sites. The Productivity Commission Inquiry Report describes the use of concessions which have been used with great success in the Sydney CBD. They can also be used to require owners to conduct maintenance or undertake preservation activity as a part of their development approval.

Adopting covenants can assist the City to protect its heritage particularly where the benefits of doing so are not recognised by the owner. Care must be taken when developing such covenants to ensure fairness or there may be potential claims for

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heritage sites. The expectations of both parties must be clearly documented. Generally, agreements to maintain a site or particular features of a site result in some form of reward for its realisation. This could be in the form of discounts,

The City, leading by example, should prepare conservation plans for all City-owned “A- and B-level” buildings and sites

should be a condition report created with a section addressing the specific heritage conservation needs of the site.

Action 2.2: Provide relevant information for owners of heritage sites within the CityInformation about what owning a heritage listed property in the City of Gosnells means for the owner would be very useful. A list of benefits, concessions, and responsibilities for owners would be a useful tool and could also include recommended further reading and details of useful Heritage contacts.

It may be worthwhile for the City to instigate a guide on the correct way of undertaking additions, extensions, and renovations for the City’s older buildings, including details of suitable window styles, garages, fences, and so on. The focus should be on the information providing a sample of sympathetic styles that could be used in certain situations.

individuals submitting development applications, and other interested parties through mail-outs or on the City’s website, or

Heritage Services staff should be proactive in sending information to owners of Inventory listed sites on sources of grant

heritage sites.

As part of the ongoing series of workshops and learning sessions at the City’s libraries, Heritage Services staff could coordinate occasional sessions on heritage themes, utilising external expertise where necessary.

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Action 2.3: Provide financial assistance for owners of the City’s Municipal Heritage Inventory listed properties

Research shows that owners of heritage properties are often subject to higher costs for maintenance and renovation work due to the need to be considerate of the site’s heritage aspects.

method, particularly while loan rates are at a low level, there are other ways that owners of heritage properties can be assisted in maintaining these valued sites.

The Heritage Council of WA recommends the use of rates rebates as an effective mechanism of increasing the perceived value in owning a heritage property. In the Northern Territory all owners of heritage listed properties are eligible for a

$16,350.

The opportunity to receive a rate rebate can be tied to standards of maintenance for specific features of a property (including significant trees), but clear guidelines need to be set in advance and there would be a requirement that owners provide evidence of compliance prior to receiving the rebate. This is usually done on an annual basis with the owner being required to submit an application form and relevant documentary evidence.

Under the City’s Community Sponsorship Program (Policy 3.2.2) grants are available to incorporated groups in the local community to undertake heritage activities, which may include one-off conservation works. This opportunity should be promoted to owners of the City’s heritage listed properties, and ways of offering this to individuals for heritage activities should also be considered at an operational level.

provide them with information regarding possible donation of the heritage curtilage component of the site to the National Trust. This donation could help to offset any tax implications brought about through the development process, while ensuring the heritage site is preserved for future generations.

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Action 2.4: Investigate the development of a preservation fund for heritage sites within the CityBuildings provide the stages where things happen to people - individual experiences combine to form a collective memory, and would eventually make a place meaningful to a community*2. These “meaningful buildings” within the City which are under threat of being lost, either through neglect or through development, can be protected through the development of a preservation fund (a reserve fund).

The City of Christchurch, recognised in New Zealand for its unique heritage places, allocates 0.001% of its annual rates revenue each year into a fund to enable the retention of significant listed buildings under imminent threat of demolition. The “Historic Building Emergency Fund” is put aside for purchase of at-risk heritage sites. The sites are later re-sold with

For heritage places with less significance (that is, listed in Categories C and lower in the Inventory) it would be more appropriate merely to fully document the features of the site (which is covered in Direction 2 Action 1).

For sites likely to be lost because of neglect or lack of maintenance, funds from the general preservation fund could be utilised to undertake the documenting of the site (assuming the owner were to give permission).

2.1: Create and implement appropriate planning, development, Heritage Services, 2009and conservation provisions for heritage sites within the City Planning Implementation

2.2: Provide relevant information for owners of heritage sites Heritage Services 2009within the City Planning Implementation

Heritage Inventory listed properties Financial Services

heritage sites within the City Financial Services

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Direction 3: Involve the community in protecting and promoting the history and heritage of the City of Gosnells.

Action 3.1: Support and promote local interest groupsIn other countries, organisations involved with heritage are finding that partnerships with the community and local schools and business can make a big difference. Nationally and internationally, community groups (such as Friends of Heritage) provide valuable assistance in heritage conservation (including basic restoration tasks, or even researching the history of

them with professional knowledge, such as being given the opportunity to attend lectures on local history and heritage, visiting local heritage sites and historic buildings.

Policy 3.4.1. In addition, the formation of a Friends of Heritage group could be supported by the City through promotion to encourage new members to join, training and development of members, and provision of suitable projects, which could lead to the City having an active partner with which to undertake community heritage work, such as oral histories.

Schools and local businesses could also be involved in providing volunteers or funds to ensure work is continued. Students are now required to do voluntary community service hours in order to graduate, and some large businesses allow their staff some time off each month to volunteer in their community – or can “sponsor” an activity by providing funds. The City could capitalise on these potential resources.

Action 3.2: Develop a Local History Award and/or Heritage Recognition Award scheme.Several Australian local governments*1 offer annual awards for original historical research, photographs, and local

As an example, the City could offer one award each for

It would be proposed that as a condition of entry all submitted entries would automatically grant the City of Gosnells the

way, the City would acquire some valuable historical material for very little cost.

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ACTIONS RESPONSIBILITY TIMELINE

3.1: Support and promote local interest groups Heritage Services, 2008 initiation then ongoing

Heritage Recognition Award scheme. Planning Implementation

3.3: Investigate joining the Cultural Gifts Program Heritage Services 2008Financial Services

local community Financial Services

aspects other than research and show that the City places value on community members who value the City’s heritage.

Action 3.3: Investigate joining the Cultural Gifts ProgramThe Australian Government’s Cultural Gifts Program was set up in 1981 to foster the growth of collections of Australian cultural institutions by providing a financial inducement to private owners of cultural materials to donate them to public

program it would be able to offer the same financial inducement for potential donors.

Action 3.4: Develop heritage career opportunities within the local community.The introduction of unpaid Heritage Internships within the City in recent years has shown that interesting and useful research can be conducted by students when undertaken in partnership with a university. It would be a useful incentive to be able to upgrade the Intern position to a traineeship if the Intern’s work proved to be a useful acquisition to the City.

networks, and useful experience to include on their resume while the City benefits by keeping the research (and its rights) thus adding to the community’s collective knowledge at a lower cost than engaging a professional researcher.

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2006 Trails Grants Program, Department of Sport and Recreation, 2006.

Caring for your Community’s Heritage, Heritage Council of WA, 2000.

Conservation of Australia’s Historic Heritage Places: Productivity Commission Inquiry Report, Australian Government, 2006.

Cultural Gifts Program, Australian Government, 1998. http://www.dcita.gov.au/arts_culture/tax_incentives/cultural_gifts_program

Cultural Plan 2007-2010, City of Gosnells, 2006.

Heritage Rate Relief Scheme, City of Perth, 2006.

Local Government Heritage Working Party Findings: common standards & discussion papers for the Minister for Heritage and Minister for Planning and Infrastructure, 2005.

Making Heritage Happen: incentives and policy tools for conserving our historic heritage – summary report, National Incentives Taskforce for the Environment Protection and Heritage Council, 2004.

Revolving Funds for Historic Heritage: an information paper, National Incentives Taskforce for the Environment Protection and Heritage Council, 2005.

State Planning Policy 3.5 Historic Heritage Conservation, Western Australian Planning Commission, 2007.

Superscript Notes

*1 Town of Victoria Park and City of Subiaco, but Awards are much more prominent in New South Wales.

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