Federal Register of Legislation - Australian Government

Primary content

Plans/Management of Sites & Species as made
This instrument provides for the future management of Kingston and Arthur’s Vale Historic Area (KAVHA). It establishes strategic principles for conservation and protection of the outstanding universal value and other heritage values of KAVHA. It seeks to improve connections with the local community to demonstrate how heritage can benefit local people, including private landholders, to improve visitor experiences and to address resourcing and management issues.
Administered by: Agriculture, Water and the Environment
Registered 09 Dec 2016
Tabling HistoryDate
Tabled HR07-Feb-2017
Tabled Senate07-Feb-2017

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Text Box: Section 9: Priority Programs

 

 

129


 

9.1 Priority Setting

Effective implementation of this Heritage Management Plan (HMP) will require committed leadership with a strong focus on major priority areas. This section of the HMP identifies the major programs that will apply the strategic management principles and implement the conservation policies. These programs and actions include some relevant recommendations from Section 10. This section of the HMP seeks to distil the implementation process into a series of practical actions with associated priorities and target timeframes.

Under each of the five strategic principle areas, priority programs and the actions needed to implement them are identified. As this HMP is a strategic document, further work will be required to scope, plan, resource, implement and monitor these programs. The nominated priorities and timing may be affected by other events and circumstances, and may therefore change over time.

For convenience, within each strategic principle, the relevant conservation and management policies are identified; some policies apply to more than one principle. The proposed programs are summarised in the diagram on the following page. For each individual activity, priority and suggested timing are as follows:

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Text Box: KAVHA Board


Essential	2016
		
Use and Development Guidelines

High	2017

Community Partnerships

High	2016–2018
		
Events Calendar


Medium	2016

  Text Box: Tourism Industry Consultative Group

High	2016	
		
Tourism Industry Support

High	2016	
		
Commercial Development EOI Process

Medium	2016–2017
		
New Tourism Products

Medium	2017–2018

 Text Box: Website


High	2016
		
Consultation Forums

High	2016
		
Museum and Research Centre

High	2017
		
Interpretation Plan

Medium	2016–2018

 Text Box: Government Agreement

Essential    2016–2017
		
KAVHA Manager and Team Restructure

Essential    2016–2017
		
Resources


High	2016–2019
		
Funding Sources


High	2016–2019


 


Text Box: 9.2 Heritage Conservation

 

 


9.3 Life in the Community

Policy 5: Knowledge and living cultural traditions will be respected and celebrated as an integral and significant aspect of the KAVHA site’s heritage value.

Policy 6: The heritage values of the KAVHA site will be sustainably managed and utilised to meet the needs of present and future generations.

Policy 10: Effective and inclusive communication with the community and stakeholders will foster information sharing and support for a common vision for the conservation of the KAVHA site.

 

KAVHA Advisory Committee

Essential              2016

 

Conservation and management of the KAVHA site should be informed through an advisory group which includes both representative interests and appropriate skills.

·            Australian Government and Norfolk Island administration to establish a new KAVHA Advisory Committee, including both local representation and relevant expertise.

·            KAVHA Advisory Committee to include Norfolk Island community members, landholder representation, and skills in place management, heritage, cultural tourism and/or collections.

·            KAVHA Advisory Committee to provide advice to KAVHA Manager, Norfolk Island administration and, if necessary, the Australian Government.

·            KAVHA management to be open and accountable, actively engaging with the Norfolk Island community.

 

The KAVHA site is at the heart of Norfolk Island community life and there should be clear, consistent and transparent understanding of the rules and processes that apply to site use or new development.

·            Assemble and review relevant documentation relating to land use, and development controls, guidelines and processes.

·            Identify areas of inconsistency or ambiguity and methods to resolve them.

·            Conduct an open consultative process to identify landholder and community issues and aspirations.

·            Provide advice to the Australian Government and Norfolk Island administration on desirable regulatory changes.

·            Consider KAVHA site planning controls and potential heritage incentives as part of the next review of the Norfolk Island Plan.

·            Prepare, publish and distribute a written and graphic Development Control Plan (DCP) which provides use and development guidelines for the KAVHA site, in hardcopy and digital form.

·            Apply these guidelines and the associated controls and processes equally and equitably to every person, property and organisation.

Communication, collaboration and partnerships with the Norfolk Island community should guide management of the KAVHA site.

·            Open up communication channels between those employed to manage the KAVHA site and the wider Norfolk Island community using creative and engaging methods.

·            Consider establishing a regular landholder forum and/or community consultative committee.

·            Invite volunteer community participation in on-site activities and works programs.

·            Draw community expertise into site management and interpretation by inviting advice and welcoming knowledge.

·            Share learnings that arise from site management with the community through forums, open days, hands-on skills sharing and in other ways.

Traditional cultural practices within the KAVHA site should be supported and encouraged through publication of an events calendar.

·            Identify existing cultural traditions and uses of the KAVHA site which are important to Norfolk Islanders.

·            Engage with Norfolk Island residents to help identify these traditions and their meanings.

·            Design, publish and distribute an engaging Norfolk Islander events calendar in hardcopy and digital forms to support wider participation in and transmission of traditions and values.


 


Text Box: 9.4 Sustainable Tourism

 

 


 


Text Box: 9.5 Education and Information

 

 


 


Text Box: 9.6 Governance and Capacity

 

 


 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Text Box: Section 10: Recommendations

 

 

137


 

10.1               Introduction

The Heritage Management Plan (HMP) is an overarching document which will guide the conservation and management of the KAVHA site over a five-year period. The following recommendations present an agenda for the Australian Government, the KAVHA Heritage Manager and all those involved in the care, control and management of the KAVHA site.

The recommendations had been arranged according to the conservation policies of the HMP. They set out a program of specific actions and projects that are recommended to implement the HMP policies. They are presented in a practical form which should facilitate use by KAVHA staff and other personnel involved in strategic planning, resource allocation and the development of annual programs. It is recognised that the program and priorities for these actions will change over time and that the specific recommendations do not include all the necessary tasks, as many such tasks are accounted for in the detailed policy statements. However, for the sake of completeness, and to facilitate effective planning, there is some repetition of the preceding Priority Programs section.

10.2               Natural Environment

 

Recommendation

Priority

Suggested Timing

Resources/Responsibilities

1.     Regular monitoring and annual reporting on water quality should be undertaken and made publicly available.

Essential

1 year

KAVHA Manager and/or external consultant

2.     An appropriate grazing and watering regime for cattle should be developed to protect water quality, public health and safety, and significant features. Management of cattle should be informed by Stock and Waterways: A Managers Guide, published by Land and Water, Australia.

Essential

1 year

KAVHA Manager and/or external consultant

3.     A comprehensive survey of biodiversity should be undertaken.

High

1 year

KAVHA Manager and/or external consultant

4.     Sand mining should cease within the KAVHA site.

High

1 years

KAVHA Manager and KAVHA staff

5.     A program should be prepared to develop KAVHA staff skills and capacity in the management of natural values.

High

2 years

External consultant or university department

6.     An environmental management strategy should be prepared for the KAVHA site to include slope and dune stabilisation, weed management, waste management, and opportunities for community engagement in land management.

Medium

1–2 years

KAVHA Manager and KAVHA staff and/or external consultant

7.     Natural and cultural values at risk from climate change should be identified and data collected and maintained so change can be measured over time.

Medium

3–5 years

KAVHA Manager and KAVHA staff

 

 


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

8.     The KAVHA site Landscape Management Plan should be reviewed and updated as a ‘cultural landscape plan’. Initiatives such as reducing mown areas, reinstating agricultural field boundaries and patterns, interpretive garden planting and design, and watering systems should be considered.

Essential

2 years

KAVHA Manager and/or external consultant

9.     Review of the KAVHA site Landscape Management Plan should include analysis of archival and field evidence for the potential reintroduction of agriculture, and consider practical implications including risks, costs, labour and ongoing management.

High

2 years

KAVHA Manager and/or external consultant

10.  A program should be established to monitor the success and health of cultural plantings and gardens.

Essential

1 year

KAVHA Manager and/or external consultant

11.  A seed bank or plant cutting system should be established and maintained for plants historically appropriate and suitable for the site conditions. (Seeds and stock should be provided to landholders within the KAVHA site at no charge.)

High

2 years

KAVHA and other Norfolk Island gardeners.

12.  The Government House and Quality Row Residences Gardens Conservation Management Plan should be reviewed and updated and should include plant lists for the gardens.

Medium

1–2 years

Australian Government and KAVHA Manager, in consultation with KAVHA staff

13.  A register should be established of significant trees and vegetation of heritage significance within the KAVHA site.

Medium

1–2 years

KAVHA Manager, in consultation with KAVHA staff, or contractor

14.  Potential subdivision and rezoning of freehold and leasehold lots along the boundary KAVHA site should be considered, having regard to potential heritage impacts, benefits for landholders and applicable planning controls.

Medium

2–3 years

KAVHA Manager and/or external consultant, in consultation with landholders

15.  The formal leases for government owned residences within the KAVHA site should be reviewed to ensure occupants are required to maintain or allow maintenance of gardens in accordance with this HMP and associated plans.

Medium

3–5 years

KAVHA staff in consultation with KAVHA Manager

16.  Other convict settlements on Norfolk Island, particularly Longridge and Cascades, should be assessed for potential National Heritage values as a first stage of any wider cultural landscape considerations, including conservation and interpretation.

Medium

3–5 years

KAVHA staff in consultation with KAVHA Manager, Norfolk Island administration and relevant landowners

 

 


10.4 Structures and Objects

 

Recommendation

Priority

Suggested Timing

Resources/Responsibilities

17.  A program should be established for preparing, reviewing and updating detailed conservation management plans and/or inventory records for individual buildings and features.

Essential

1 year

KAVHA Manager

18.  A prioritised five-year forward plan should be prepared for fabric conservation works to identify urgent works, catch up works and cyclical works. Priority should be afforded to critical infrastructure, such as electricity and fire protection services.

Essential

1 year

KAVHA Manager, KAVHA Works Team

19.  A skills training and trades program should be developed for conservation works to ensure the KAVHA Works Team develop and transfer skills and experience.

Essential

1 year

KAVHA Manager, KAVHA works crew and/or external consultant

20.  A panel of specialist providers should be established for the supply of materials, goods and services to the KAVHA site to complement existing Australian Government Heritage and Environment panels. Where possible, preference should be given to local suppliers and providers.

High

1 year

KAVHA Manager

21.  A technical advice or support service should be established to provide KAVHA staff and landholders with best practice guidance regarding conservation management and fabric conservation.

High

2 years

KAVHA Manager and/or external consultant

22.   Further non-invasive ground penetration radar survey work should be undertaken to identify the extent and location of burials in the cemetery.

High

2 years

KAVHA staff, in conjunction with university department

23.  An ongoing program should be developed for the identification, documentation, storage, interpretation, and display of movable heritage objects. This program should, where necessary, include determination of ownership.

Medium

3–5 years

KAVHA Manager, Norfolk Island Museum

24.  A research strategy should be prepared to support and encourage historical research and scholarship at the KAVHA site. The strategy should identify priorities for non- invasive research into structures, objects, conservation techniques, family and other historical research.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                                                                         

Medium

3–5 years

KAVHA Manager, Norfolk Island Museum, Research Centre, in conjunction with relevant teaching institutions and historical societies


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

25.  A ‘Code of Practice’ should be developed for all archaeological investigations at the KAVHA site, including both research investigations and conservation and development programs.

Essential

1 year

KAVHA Manager and/or external consultant

26.  Written guidelines for ground disturbance should be prepared for the design and management of works in a way which avoids or minimises impact on archaeological resources.

Essential

1 year

KAVHA Manager and/or external consultant

27.   An integrated GIS-based ‘Archaeological Zoning Plan’ should be prepared for the KAVHA site, incorporating the existing CAD plan and other data, to document all known sites and predicted areas of archaeological sensitivity. This plan should be updated as new information becomes available.

High

2 years

External consultant or university department

28. A research prospectus should be prepared which identifies priorities for archaeological investigation within the KAVHA site.

Medium

1–2 years

KAVHA Manager and KAVHA staff

29.  Information gathered through archaeological investigation— including reports, artefact catalogues and raw data—should be collated within a single database and made accessible online.

Medium

3–5 years

KAVHA Manager and KAVHA staff

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

30.  Free access should continue to be available to the KAVHA site for the Norfolk Island community to encourage and support traditional cultural practices.

High

Immediate

Australian Government, KAVHA Manager

31.  All traditional activities and uses that exist at the KAVHA site should be documented, and the opportunities for their transmission to future generations assessed. Some of these may include work practices and skills.

High

2 years

KAVHA Manager, Norfolk Island Museum, external consultant

Norfolk Island Cultural Strategic Plan: 2014–2018

32.  A program designed to pass on traditions and the associated cultural knowledge should be developed and implemented.

 

 

KAVHA Manager, Norfolk Island Museum, external consultant

Norfolk Island Cultural Strategic Plan: 2014–2018

33.  Cultural traditions and traditional uses and activities that were once present on the KAVHA site or that could assist in interpreting aspects of the history and local culture should be identified along with opportunities to progressively accommodate them on the site. This should be linked to the Norfolk Island Cultural Strategic Plan: 2015–2018 and to tourism recommendations in this HMP.

High

3–5 years

External consultant, KAVHA Manager, Museum

Norfolk Island Cultural Strategic Plan: 2014–2018

34.  A program should be developed to introduce and convey Norfolk Island cultural traditions to visitors, using the KAVHA site as a focus.

Medium

3–5 years

Norfolk Island Tourism Bureau

 

 

 

 

 

 

 

 

 

 

 

 


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

35.  A simple pro forma process should be developed to allow assessment of heritage impact, compliance with the conservation policies of the HMP, and permissibility under the Norfolk Island Plan for proposed activities, including the annual KAVHA works program.

Essential

1 year

KAVHA Manager, KAVHA works crew

36.  An independent monitoring program should be established for unstable structures, ruins, structural timber and rainwater disposal systems.

Essential

1 year

KAVHA Manager, external consultant

37.  An annual independent monitoring program should assess the state of the heritage values and condition of the fabric of the KAVHA site. The results should be presented in an annual ‘State of Heritage’ report. This report should inform the Australian Government's compulsory periodic reporting to the World Heritage Committee.

High

1 year

KAVHA Manager, external consultant

38.  Lease and tenancy agreements should be reviewed and revised as necessary to include requirements to protect heritage values.

High

1 year

KAVHA Manager and Australian Government as property owner

39. A detailed schedule of traditional, compatible and incompatible uses should be compiled for each area and structure within the KAVHA site.

High

1 year

KAVHA Manager, external consultant, Norfolk Island administration planners

40.  The licensing policy should be reviewed to ensure that it provides guidance on allowable uses, fees and other arrangements for both commercial and community activities.

High

1 year

KAVHA Manager, KAVHA staff, Norfolk Island administration

41.  A written and graphic Development Control Plan (DCP) should be prepared for the KAVHA site which identifies compatible uses and potential locations, and provides design guidelines for new developments within the KAVHA site. The DCP should be published in hardcopy form and online.

High

2 years

KAVHA Manager, external consultant, Norfolk Island administration planners

42.  Incentive clauses that promote desired heritage outcomes (such as those in the standard NSW Local Environmental Plan) should be included within the heritage provisions of the Norfolk Island Plan when it is next reviewed.

Medium

2 years

Norfolk Island administration

43.  Guidelines should be developed which define townscape character and significant views that should be retained. These guidelines should become part of the proposed DCP.

Medium

3–5 years

KAVHA Manager and/or external consultant

44.  Guidelines should be established for new commercial activities within the KAVHA site, including an open and transparent ‘Expression of Interest’ process.

Medium

3 years

KAVHA Manager, Norfolk Island administration and/or external consultant

45.  An information package should be assembled for development proponents on the development approvals process, including information on heritage values and heritage impact assessment.

Medium

3 years

KAVHA Manager, Norfolk Island administration planners

46.  Information about heritage significance and archaeological potential should be incorporated within the Norfolk Island administration land information system.

Medium

3–5 years

KAVHA Manager, external consultant, Norfolk Island administration planning/registry section


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

47.  The Australian Government and KAVHA Manager should participate in and contribute to the strategic development of the tourism industry on Norfolk Island and the implementation of the Norfolk Island Strategic Plan, as part of their roles in the conservation and management of the KAVHA site.

High

Immediate

Australian Government, KAVHA Manager

48.  A tourism consultative group should be convened comprising representatives from the KAVHA site and the tourism industry. This group should meet at least every six months.

High

1 year

KAVHA Manager, plus KAVHA Tourism and Museum staff, Norfolk Island Tourism Board

Norfolk Island Tourism Strategic Plan

49. A financial contribution should be introduced for commercial tourism activities within the KAVHA site, in consultation with the tourism industry.

High

1 year

Tourism Consultative Group, KAVHA Manager and Norfolk Island administration

50.  A new food and beverage outlet should be provided within the KAVHA site.

High

1 year

KAVHA Manager to manage EOI process with external consultant

51.  A Code of Conduct should be prepared for tourism industry operators and visitors to the KAVHA site which specifies appropriate visitor behaviour and industry practices.

High

2 years

KAVHA Manager or external consultant

52.  Relevant information including the Code of Conduct should be collated and made available for visitors, online and through tourism operators, prior to their visit.

High

2 years

KAVHA Manager, KAVHA Tourism staff and Norfolk Island Tourism Board

53.  A program should be developed for the training of tourism industry personnel in the history, heritage value and management of the KAVHA site so as to facilitate the delivery of consistent, accurate messages.

High

2 years

KAVHA Manager, KAVHA Tourism staff and Norfolk Island Tourism Board

54.  Community events (such as weddings) should be encouraged within the KAVHA site and financial contributions should only be sought on a cost recovery basis.

Medium

2 years

KAVHA Tourism and Norfolk Island Museum staff

55. As additional resources are available, the opening hours and availability of tourist attractions within the KAVHA site should be extended.

Medium

2 years

KAVHA Manager, KAVHA Tourism and Norfolk Island Museum staff

56.  A prospectus should be prepared which identifies new types of tourism products that are desirable within the KAVHA site, particularly including appropriate cultural traditions and activities.

Medium

3 years

KAVHA Manager, Tourism Consultative Group, plus KAVHA Tourism and Museum staff, Norfolk Island Tourism Board

Norfolk Island Tourism Strategic Plan

57.  Provision should be made for including the KAVHA site as part of the proposed Great Norfolk Walk.

Medium

2–4 years

KAVHA Manager, Tourism Consultative Group, Norfolk Island administration and Great Norfolk Walk proponents

58.  Visitor satisfaction should be monitored through an ongoing survey program.

Medium

3 years

KAVHA staff, in conjunction with Norfolk Island Tourism Board


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

59.  The KAVHA site Heritage Interpretation Strategy should be reviewed and updated to become a full Interpretation Plan.

Essential

1 year

KAVHA Manager and/or external consultant

60.  The KAVHA site should be branded and presented as one of the 11 sites which comprise the Australian Convict Sites World Heritage property.

Essential

1 year

KAVHA Manager and/or external consultant

61.  An updated suite of visitor maps, site plans and brochures should be prepared for the KAVHA site.

Essential

1 year

KAVHA Manager and/or external consultant

62.  The KAVHA Museum and the Research Centre should be integrated to provide a single and coordinated collections management, and interpretive and research program. Consideration should be given to the appropriate venue or venues for the integrated Museum and Research Centre.

High

1–2 years

KAVHA Manager, KAVHA staff and Norfolk Island Museum

63.  The three Norfolk Island Museum collections should be brought within a single set of management arrangements (subject to consultation with stakeholders, including the Norfolk Island Museum Trust and specific arrangements with donors).

Medium

2–3 years

KAVHA Manager, KAVHA staff and Norfolk Island Museum

64.  A digital interpretive experience should be developed as part of a KAVHA site website.

High

1–2 years

KAVHA Manager and KAVHA staff

65.  A coordinated strategic plan should be prepared for collections, research, exhibitions and interpretive activities.

High

2 years

KAVHA Manager, KAVHA staff and Norfolk Island Museum

66.  Access should continue to be provided to publicly owned significant buildings. The Government House open days should be continued, and extended if and where possible.

High

Immediate

KAVHA Manager, KAVHA staff and Norfolk Island Museum Administrator

67.  A public events program should be developed to communicate the heritage values of the KAVHA site.

Medium

2 years

KAVHA Manager, KAVHA staff and Norfolk Island Museum

68.  An educational program with accompanying kits should be developed for local and Australian schools to support increased educational use of the KAVHA site.

Medium

2 years

KAVHA staff, external consultant

 

 


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

69.  The HMP should be approved by the interim KAVHA Steering Group based on input provided by the KAVHA Advisory Committee, and advice provided by the Minister for the Environment that it is consistent with World Heritage Principles under the Environment Protection and Biodiversity Conservation Act 1999.

Essential

Immediate

KAVHA Steering Group, KAVHA Advisory Committee, Department of the Environment, Minister for the Environment

70.  Governance and site management arrangements should address the need for collaboration between governments and the community, sharing information and improving accountability and transparency.

Essential

Immediate

Australian Government and Norfolk Island administration

71. The Australian Government should develop proposals for the long-term governance and funding of KAVHA.

Essential

Immediate

Australian Government and Norfolk Island administration

72.  DIRD should prepare a Position Description for the KAVHA Manager.

Essential

Immediate

DIRD

73.  All operating units and KAVHA staff should report to the KAVHA Manager and reporting lines should be adjusted in accordance with the new organisational structure and operating management units.

Essential

Immediate

KAVHA Manager, Norfolk Island administration and Australian Government

74.  The roles and responsibilities of the Australian Government and Norfolk Island administration, the KAVHA Manager, all                        KAVHA staff and others (as relevant) should be clearly presented in a readily available document and reflected in position descriptions and delegations.

Essential

1 year

Australian Government

75.  Following endorsement of this HMP, implementation workshops should be conducted for KAVHA staff and other relevant stakeholders.

High

Immediate

KAVHA staff, Norfolk Island administration staff and external consultant

76.  The KAVHA Advisory Committee should be appointed by the interim KAVHA Steering Group. It should include a minimum of five members with no less than two Norfolk Island community members (including landholder representation), no less than two expert members (with skills in place management, heritage, cultural tourism and /or collections), and a senior Australian Government official as Chair.

Essential

Immediate

Australian Government

77.  A mechanism should be established to provide the Australian Government with expert and stakeholder advice on matters relating to KAVHA, including governance. Opportunities should be provided for the community and landholders to have their opinions considered, including through consultative forums.

Essential

 

Australian Government, KAVHA Advisory Committee and KAVHA Manager


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

78.  An HMP implementation plan should be prepared and regular reports provided to the Australian Government and the community on the progress of actions identified in the HMP.

Essential

Immediate

KAVHA Manager

79.  An audit should be undertaken of existing and required site facilities, and plant and equipment.

Essential

2 years

KAVHA Manager

80.  An audit should be undertaken of existing and required heritage trades and professional skills within the KAVHA staff.

High

2 years

KAVHA Manager or external consultant

81.  Opportunities should be identified to facilitate the intergenerational transfer of traditional heritage skills.

High

2–3 years

KAVHA Manager and KAVHA staff, in consultation with the Australian Government

82.  Where necessary, statutory/regulatory reform should occur to enable the new KAVHA site organisational structure and operating management units.

High

2 years

Australian Government and Norfolk Island administration

83.           The funding base for the KAVHA site should be broadened through consideration of:

·            eligibility for either government or non- government grant funding;

·            opportunities for financial returns from commercial and tourism uses and developments, and a per capita visitor fee; and

·            philanthropy and corporate sponsorship.

High

3 years

Australian Government, Norfolk Island administration and KAVHA Manager

84.  Records related to the KAVHA site should all be retained, catalogued, conserved and progressively transferred to electronic media and made available online for legitimate management and research purposes.

Medium

3 years

KAVHA staff and/or external consultant

85.  The existing KAVHA site Heritage Inventory should be reviewed and updated now and on an annual basis, and should include records of management decisions and works undertaken. KAVHA staff and others should be trained in its use.

Medium

2 years

KAVHA staff and/or external consultant

86.  The Planning Act 2002 (NI), associated regulations and the Norfolk Island Plan should be reviewed, revised and updated to reflect the new governance arrangements for KAVHA and this HMP.

Medium

2 years

Norfolk Island administration


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

87.           Operational documents should be reviewed, revised and updated to reflect the new governance arrangements for KAVHA and this HMP. These documents include but are not limited to:

·            Plans of Management for the ‘Public Reserves’ within the KAVHA site;

·            Government House Norfolk Island: Conservation and Management Plan;

·            Landscape Management and Conservation Plan;

·            Kingston Cemetery Study and Management Plan;

·            Recreation Management Plan;

·            Conservation Management Plan: Government House and Quality Row Gardens; and

·            Water Quality Management Plan.

Medium

4 years

KAVHA staff and/or external consultant

88.  Existing KAVHA site management documentation should be reviewed and amalgamated into an overall ‘Site Operations Manual’.

High

2 years

KAVHA Manager and KAVHA staff

89.  KAVHA should continue to participate in the Australian Convict Sites Steering Committee and operate in accordance with the Australian Convict Sites Strategic Management Framework.

High

Immediate

KAVHA Manager

90.  A review of the HMP should occur in 2020. As changes to the site’s governance arrangements will be ongoing during this time, they should be reported annually.

Essential

4 years

Australian Government, KAVHA Advisory Committee and KAVHA Manager


10.11                 Communication and Engagement

 

Recommendation

Priority

Suggested Timing

Resources/Responsibilities

91.  A succinct plain-English brochure should be prepared summarising the key principles, policies, programs and recommendations of this Heritage Management Plan. This brochure should be readily available in hardcopy form on Norfolk Island and online.

High

Immediate

KAVHA Manager and HMP consultant team

92.  A database of all KAVHA site stakeholders should be established, kept up-to-date and used as a basis for communications and engagement.

Essential

Immediate

KAVHA staff

93.   A new KAVHA site website should be developed that offers information about visiting the site, its history, conservation and community connections, the Museum and Research Centre, tours, events and activities, and opportunities to get involved. It should offer links to the other properties which comprise the Australian Convict Sites.

Essential

1 year

Australian Government, external consultant, with input from KAVHA Manager

94.  The KAVHA site website should be developed collaboratively and in consultation with Norfolk Island Tourism.

Essential

1–2 years

KAVHA Manager

95.           A program of regular discussion forums should be established with the following stakeholders:

·            landholders within the KAVHA site;

·            occupiers of buildings within the KAVHA site;

·            tourism operators delivering tourism services on Norfolk Island;

·            the Council of Elders; and

·            Norfolk Island National Park.

Essential

1 year

KAVHA Manager and participants

96.  An electronic and hardcopy resources library should be established to provide an easily accessible and comprehensive source for all heritage and conservation activities at the KAVHA site. It should include all studies, research, maps and plans, works programs, monitoring reports, management plans and KAVHA Advisory Committee reports and minutes. It should be publicly available and include a searchable index.

High

2–3 years

KAVHA Project Officer and Research Centre and external consultant

 

 

 

 

 

 

 


Recommendation

Priority

Suggested Timing

Resources/Responsibilities

97.  A Communications and Engagement Policy and Plan should be developed to guide external communications and community engagement. It should have regard to best practice principles and guidance, and the draft should be subject to community and stakeholder review. It should include consideration of regular discussion forums.

High

1–2 years

KAVHA Manager and KAVHA staff

98.  Skills in communication and conflict resolution should be developed across the KAVHA team, especially at a management level. This would involve external training opportunities, combined with policies and internal training for all staff.

High

1–5 years, ongoing

KAVHA Manager, KAVHA staff and external training provider

99.  A program designed to expand skills in, and the use of the Norf’k language across the site should be developed and implemented. The program should include language development across the KAVHA team (if needed) and visitor exposure to more opportunities to hear and read Norf’k language.

Medium

1–3 years

KAVHA Manager, external advisor/consultant