Guideline

Heritage

Conservation Management Plans

This guideline explains what a conservation management plan is and how to prepare and use one. This guideline has been
prepared under section 173 of the Queensland Heritage Act 1992.

Contents

Part 1 – Introduction ..........................................................................................................................2

Purpose ............................................................................................................................................2
Context .............................................................................................................................................2
What is a conservation management plan? ......................................................................................2
Why prepare a conservation management plan? ..............................................................................3
When should a conservation management plan be prepared?..........................................................3
Who should be involved? ..................................................................................................................3
Who uses a conservation management plan? ..................................................................................3
Part 2 – Preparing a conservation management plan .....................................................................4
Overview ..........................................................................................................................................4
Stage 1 – Understand the place........................................................................................................4
Stage 2 – Assess significance ..........................................................................................................5
Stage 3 – Identify issues ...................................................................................................................5
Stage 4 – Develop conservation policies ..........................................................................................5
Stage 5 – Prepare an action plan ......................................................................................................6
Part 3 – Using a conservation management plan ............................................................................7
Take action .......................................................................................................................................7
Keep records ....................................................................................................................................7
Test proposals for change ................................................................................................................7
Review..............................................................................................................................................8
Further information............................................................................................................................8
Appendix 1: CMP checklist ...............................................................................................................9
Appendix 2: A model brief ...............................................................................................................11
Appendix 3 Useful resources ..........................................................................................................15

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Part 1 – Introduction
Purpose
This guide is designed to help owners and managers of heritage places create and use a conservation
management plan (CMP). It is applicable to both private- and publicly-owned heritage places. While primarily
concerned with planning for Queensland Heritage Places (places entered in the Queensland Heritage Register),
the method set out here can guide planning for all types of heritage places and areas. Some places may also
have natural and indigenous heritage values and all values can be addressed within a single CMP.
Part 1 of the guideline outlines what a CMP is, why it is necessary, when it should be prepared, and who will
use it.
Part 2 looks at what goes into the CMP, steps to understand the place through an assessment and identification
process and finally prepare policies that will guide management actions.
Part 3 explains how to use the CMP, carry out the prescribed actions, keep records of actions and, ultimately,
review the document after a set period.

Context
Queensland’s heritage—embodied in its historic buildings, structures, gardens, cemeteries, archaeological sites,
streetscapes, townscapes and landscapes—is a unique, diverse and irreplaceable cultural resource. The
Queensland Heritage Act 1992 (Heritage Act) aims to protect Queensland’s heritage from incompatible
development and neglect, and conserve it for the benefit of the community and for future generations.
Places entered in the Queensland Heritage Register (the Register) can be small—a single structure or tree—
or large, such as a streetscape, townscape, landscape or a complex of buildings. Some places will also have
intangible aspects that are integral to their heritage value, including traditions, events, rituals and practices.
Heritage values are the reasons why a place is important. Cultural heritage significance is the sum of these
values.
The Heritage Act defines cultural heritage significance of a place or feature of a place, as its aesthetic,
architectural, historical, scientific, social, or other significance, to the present generation or past or future
generations. The cultural heritage criteria used for assessing a place for entry in the Register are set out in the
Heritage Act. The Guideline: Assessing cultural heritage significance – Using the cultural heritage criteria explains
how cultural heritage significance is determined.
Cultural heritage significance needs to be considered in all aspects of managing a heritage place—from routine
maintenance through to proposing changes. A CMP complements and enhances these routine activities by
clearly guiding maintenance and conservation priorities.

What is a conservation management plan?

A CMP is a practical tool that helps owners, managers and assessing authorities make sound decisions about
conserving and managing heritage places.
It identifies the place’s cultural heritage significance, sets out conservation policies to protect the cultural
heritage significance of the place in the light of change and provides a strategy for putting these policies into
action.
A CMP will help guide planning and expenditure when changes to a heritage place are proposed. It can reduce
delays when undertaking changes by ensuring that all heritage considerations and statutory obligations are
addressed at an early stage. Good planning is a wise investment in every type of property management.

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Why prepare a conservation management plan?

To protect the significance of the heritage place

A CMP will articulate the cultural heritage significance of a heritage place. It is embodied in the place itself, its
fabric, setting, use, associations, meanings, records, related places and related objects. Places may have a
range of values for different individuals and groups.
After clarifying the cultural heritage significance of a heritage place, a CMP then defines the actions needed to
protect that significance.

To make changes to the place

Changes to a heritage place are almost always needed if the place is to be retained and used into the future,
but these changes can have unintended impacts. A CMP will define the kinds of changes that can be made
without compromising the cultural heritage significance of the place. The policies in a CMP will describe the best
way to make necessary changes.

To achieve approvals

Heritage places protected in the Register require formal approval before certain changes can be made. A well-
prepared CMP can give the assessing authority the information it needs to inform its decision-making and can
help reduce the number of applications that need to be made.

To assist grant applications

Some grant programs require a CMP for funded works to a heritage place.

When should a conservation management plan be prepared?

Having a CMP prepared before proposing development or applying for grant funding would be an advantage to a
heritage place owner. It would be prudent to commission a CMP soon after purchase, and it would be helpful to
have a CMP undertaken before selling a place. Potential purchasers will then be able to learn about the implications
of ownership and useful background information. It is not unusual for government agencies to commission a CMP
when preparing to dispose of a heritage-listed place for these reasons.
A CMP should be kept up to date, and may require a review every 5 to 10 years.

Who should be involved?

As the owner or manager, you can help by gathering and assembling information from your own records,
clarifying your needs and aspirations, and considering who else may have an interest in the place.
The specialist skills required will depend on the nature of the place. For some CMPs, a single consultant may
have the requisite skills to prepare the document while, for more complex places, a multi-disciplinary team may
be necessary. Skills may be required in archaeology, architecture, community engagement, engineering,
history, horticulture, interpretation, materials conservation, planning, research and surveying. It is usually best to
research potential consultants and seek fee proposals from a selective list. Appendix 2 offers a model brief for
commissioning a CMP that can be adapted to suit your needs.

Who uses a conservation management plan?

The CMP is essentially a guide for the owner, or the owner’s agents, about the care and use of the place.
Consultants engaged in planning change or adapting the place will be guided by the policies of the CMP and,

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similarly, the assessing authority will measure its assessment of the proposals against those policies.
Historians and other researchers will find the CMP a useful resource.

Part 2 – Preparing a conservation management plan

Overview
A CMP can be developed in stages, with each stage prepared in sequence. Even completing the first step will help
owners to make better management decisions about their heritage place.
A CMP may be long or short, depending on the complexity and significance of the place, and on the issues of
concern. It should be comprehensive but should not include unnecessary detail. Where circumstances demand
prompt action, a document based on the principles contained in this guideline, making use of available information,
may be prepared quickly to focus on immediate concerns. The department’s research files contain readily available
historical information about individual places in the Register.
A CMP is prepared in five stages:
1. understanding cultural heritage significance
2. assessing cultural heritage significance
3. identifying issues
4. developing policies
5. developing an action plan.
It is prudent to choose a heritage professional with experience in preparing CMPs. They will bring technical
skills, access to other specialists, and experience with similar projects. They should also understand relevant
legislation and, if necessary, be able to discuss the project with the assessing authority and other interested
parties on your behalf.
A good CMP will:
• be concise
• be thorough enough to provide an understanding of the place
• be written in plain English
• be well structured and easy to use
• contain clear policies that provide useful guidance
• be prepared with the specific place and users in mind.

Stage 1 – Understand the place

The work of this stage should only be as detailed as is needed to understand the place, its development and its
present form. A concise written history should be prepared that answers key questions about the place’s
development and succinctly addresses important associations the place has with people, with objects and with
other places. Using images, plans and diagrams will help communicate a necessary understanding of the place.
The CMP should record:
• the location of the place
• ownership and management responsibilities
• the entry in the Queensland Heritage Register
• other relevant legislation
• the history of the place and its development up to the present
• the physical nature of the place and its components.

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For more complex sites, data sheets for individual buildings or components, or room by room documentation
may be needed. To make the CMP readable, it may be best to put this detailed information in an appendix, with
a summary in the body of the document.

Stage 2 – Assess significance

Understanding and explaining the cultural heritage significance of a place, before making management decisions,
is fundamental. The cultural heritage significance of the place may have already been assessed—for example, in a
local heritage study or in the entry in the Register. A more detailed assessment, including an analysis of how the
place compares with other similar types of places, is often required for the CMP so that the cultural heritage
significance of all components of the place is understood.
The cultural heritage criteria are used to establish significance and a statement of cultural heritage
significance—a succinct explanation—will be prepared. Ensure that this takes account of any existing statutory
listing.
For some places, it will be useful to identify the relative significance of the different components of the place.
This information can be presented graphically or in written form.

Stage 3 – Identify issues

An effective and useful CMP will identify known issues, threats, operational and legal requirements and will
anticipate future circumstances. It will include a survey of the condition of the place that will be important to
establish the physical conservation needs for the place.
The effects of the following issues on the place should be considered:

• conservation requirements, including maintenance, repair, restoration or reconstruction

• new development, including additions, alterations and refurbishment of the heritage place or new
buildings/structures around the place
• proposed demolition or removal of part of the place
• proposed subdivision or consolidation
• changes to the use of the place, including the introduction of new uses or activities
• excavation in an area where archaeological material may be located
• access requirements, including disabled access and emergency exits
• fire safety
• occupational health and safety requirements
• hazardous material management
• introduction of new water or energy efficient systems and materials
• transfer of property from public to private ownership or use (or vice versa)
• risks from natural events such as fire, flooding, storms and drought
• site security, including potential for theft, arson or vandalism
• multiple ownership or management arrangements
• resource availability
• public use or tourism
• potential for interpretation to support or make more explicit the significance of the place.

Stage 4 – Develop conservation policies

Conservation policies identify what needs to be done to retain the significance of the place into the future. In Australia
the best practice standard for policies and principles for good conservation are set out in the Burra Charter: the

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Australia ICOMOS Charter for Places of Cultural Heritage Significance 2013.

Policies in a CMP should respond to the cultural heritage significance of the place and the specific issues
identified in Stage 3 above. Policies must be clear, reasonable and justifiable and may address the wider
legislative and planning framework that applies to the heritage place.
It is desirable to set out the policies as a series of aims or objectives, followed by a course of action to achieve
them. These can be cross-referenced to relevant photographs and drawings as a way of illustrating the
objective. It may be necessary to also provide a short statement that links the policies to the relevant parts of
the statement of significance to demonstrate clearly the rationale for the policies.
Policies are normally required for:
• routine maintenance, including how and when this will be done
• repairs, restoration and reconstruction—works that address problems revealed in the condition survey
and works that return a place to a known earlier state
• uses, including how the use of the place will be managed and how any proposed new uses will be
accommodated
• managing change, including how new uses, changes to existing buildings or features, and developing
new buildings will be managed
• interpretation—how the cultural heritage significance of the place will be communicated, potentially on-
site
• involving interested parties—how interested parties, including government agencies, neighbours and
people with significant associations with the place, will be involved
• monitoring—how actions taken under the CMP will be documented and how outcomes will be monitored
• management and decision making—how management structures, resources and decision-making
processes will be established or varied to ensure the CMP is effectively implemented.
Policies will be needed where major change is likely, such as development, reuse or major repairs. Such
policies should look at how and where future change can occur but they should not be overly prescriptive or
seek to stifle imaginative proposals and solutions. It is important to remember that the CMP sets out policies for
managing change in a broad sense, rather than addressing one single proposal for change.
Where there is a specific proposal for change, a heritage impact statement should be prepared. This will assess
a single proposal against the policies set out in a CMP (as shown in Part 3).

Stage 5 – Prepare an action plan

An action plan identifies how and when actions will be taken to implement the conservation policies, considers the
resources available (such as funds, technical skills, or human resources), sets priorities and establishes the
sequence of activities.
Action plans for Queensland Heritage Places may identify works that can be carried out without application
under a General Exemption, and for works that will have no more than a minor detrimental impact on the
cultural heritage significance for which an exemption certificate application will need to be made. The
Queensland Government website has information on the range heritage development approvals at
www.qld.gov.au/environment/land/heritage/
An action plan could contain:
• a maintenance plan or schedule that clearly sets out when routine maintenance works, such as gutter
clearance or painting of external joinery, should take place. For example, a garden or landscape will
need a maintenance schedule aligned with the seasons, the growth patterns of plants, and the need to
manage threats such as weeds or bushfire.

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• a prioritised conservation works plan or schedule that identifies the works required to remedy issues
identified in the condition survey, and any other recommended repairs, restoration or reconstruction. A
works schedule may form the basis for commissioning a contractor to undertake those works, although
detailed specifications and working drawings may need to be prepared, and development approval
obtained for Queensland Heritage Places, as separate projects after the CMP is completed.
• management protocols to address specific issues. For example, if a place contains very fragile and
unstable fabric, a protocol may be developed that limits the number of people who can access the place
over a period of time.

Part 3 – Using a conservation management plan

A CMP is a key tool for caring for heritage places. It will make management decisions easier and guide actions
from routine maintenance through to large-scale changes.

Take action
The CMP will have recommended actions, in priority order, that should now be undertaken.
Some actions may be integrated into existing management practices, such as in regular monitoring of the
condition of the place and in regular maintenance regimes.
Other actions may require additional preparatory work, including:
• developing specifications for contractors to undertake conservation works defined in the CMP
• preparing and lodging development applications for any specific actions that require heritage or
planning approval.
Keep records
Keeping records is a vital part of caring for a heritage place and implementing the CMP. You should also:
• keep a logbook of maintenance works—record the dates, actions taken, contractor used, estimated and
actual costs and results achieved
• use this valuable resource for planning and carrying out future maintenance. Further details of
maintenance plans can be accessed in the Heritage Technical note series available on the
Queensland Government website at www.qld.gov.au/environment/land/heritage/

• record regular inspections and condition monitoring—identify what was inspected, when the inspection
took place, what was found, and any actions required. An inspection schedule is available in the
Heritage Technical note series available on the Queensland Government website at
www.qld.gov.au/environment/land/heritage/

• log issues—record when new issues arise, what decisions were made, and what action was taken.
Test proposals for change
Managing change to a heritage place can be challenging. Proposals for change must be tested against the CMP
to assess both positive and negative heritage impacts.
Consider heritage impacts in a step-by-step approach:
• Proposal—examine the extent and nature of the change proposed, possible alternatives and assess the
impacts, both positive and negative
• Significance—consider the impacts against the statement of significance
• Statutory requirements and conservation obligations—consider the statutory requirements and the
conservation obligations defined in the CMP

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• Conservation policy—review the proposed change against the CMP policies. If the CMP does not
address the type of change proposed, assess the proposal against the significance of the place and
prepare a new policy
• Consultation—there may be interested parties who should be consulted.
• From a heritage perspective, the best option will be the one that minimises adverse impacts on the
heritage significance of the place. It is wise to test several options: for help, see Guideline: Preparing a
heritage impact statement on the Queensland Government website at
www.qld.gov.au/environment/land/heritage/

Review
A CMP needs to be current. Usually, a CMP has a life of five to 10 years before needing review. If
circumstances change, a CMP may need earlier review and revision if, for example, there is:

• new research or information about the significance of the place

• deterioration in the condition of the place
• impact from a catastrophic event such as fire or flood.
The understanding of the history and heritage values of the place can change over time; CMPs must
therefore be revisited periodically.
Plan to review and revise the CMP as part of its implementation. When a review is needed, it should build on the
existing CMP and the records kept. It is rarely necessary to start again from scratch.

Further information
• call 13 13 QGOV (13 74 68) and ask to speak to a Heritage Branch officer

• visit www.qld.gov.au/environment/land/heritage/

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Appendix 1: CMP checklist

This table lists a typical structure and content that would be included in a CMP. Adapt this contents list to suit
the place and its circumstances.

Key Possible topics Why it is needed

components

Introduction • background Sets the scene for the project,

• purpose, objectives explains the scope and study
area.
• study area
• scope
• method
• limitations
• acknowledgements

History • history relevant to the place Assists in understanding the

• chronology place as a whole; how it has
changed over time and what
• development sequence
factors have contributed to
• ownership and use change.
• significant people and groups
associated with the place

Description • landscape, setting, views Assists in understanding the

• natural environment: landform, elements that contribute to the
geology, vegetation, fauna place and the condition of these
elements, and the people who
• buildings and structures
have an interest in the place.
• cultural landscape, plantings, patterns

Significance • previous assessments Identifies the importance of the

• criteria place and its individual elements
at the national, state or local level.
• analysis
• assessment by criterion Significance expresses the values
of the place and assesses these
• statement of significance
against defined criteria.
• significance of components

Key issues • obligations and constraints arising Identifies current management

from significance principles, guidelines and
• opportunities and aspirations legislation and defines all of the
factors that are likely to present
• legislation and associated policies
opportunities or constraints.
• principles and guidelines

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Key Possible topics Why it is needed

components

• use
• visitor and public access
• views of external stakeholders
• condition and threats

Policy • policy structure Sets individual or collective

• place as a whole polices for all of the elements
identified in the statement of
• individual components
significance. Provides clear
• building and structures guidelines on management and
• uses and activities assists decision-making.
• visitors
• interpretation
• records, artefacts and collections
• monitoring and information systems
• management and decision-making
• adoption, implementation and review

Implementation • priorities Prioritises works or activities to be

• strategies carried out and provides guidance
as to how and when these works
• action plan
should be undertaken.
• works schedule

References • list of all source material that has been

referred to in the text

Appendices • any additional information

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Appendix 2: A model brief

A brief designed to enable a property owner or manager to commission a CMP is provided below.

Content Notes

Introduction This brief could be adapted to cover

just a heritage assessment,
(Client name) wishes to commission a consultant or
conservation policy or implementation
consultant team to prepare a conservation management plan
strategy.
for (place name).
Explain what is known about the
The cultural heritage significance of (place name) has/has not
significance of the place.
been assessed.
Refer to previous assessments and
(Place name) is currently listed on (name of register or
reports.
planning scheme). The key reports relevant to this brief are
listed below.

Study area Include helpful details about location.

Attach maps or plans.
The study area for the CMP is (describe the extent of place
and boundaries). The study area is shown on the attached
(plan or map).

Objectives Explain the objectives.

From the perspective of (client name), the objectives are: Provide examples.

• to enable (client name) to gain a better understanding Tell the consultants about the specific
of the significance of (place name) so that its heritage issues of concern. They can then
values can be managed consider these issues in shaping their
• to provide specific advice on potential future use approach and in selecting the skills
needed on the team.
• to involve the local community and other
stakeholders.

Requirements List any other specific components

needed for this particular project.
The CMP is to be prepared in accordance with the principles
and processes defined in The Burra Charter (1999) and
associated guidelines, including procedures for undertaking
studies and reports (1988).
The CMP will be prepared in five stages:

• understand the place

• assess cultural heritage significance
• identify issues
• develop conservation policies
• develop a prioritised action plan.

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Content Notes

The consultant is required to provide a draft report The

consultant documenting each stage for review by (client
name) before proceeding to the next stage.
The final CMP will be a fully integrated compilation of these
reports.
It is expected that the CMP will also include: (insert any
specific requirements).

Existing information List any reports or documents available

that are relevant to the task of the
consultant.
List the base plans or plans of the site,
area, buildings etc available to the
consultant.

Budget and timing Detail the milestones to be achieved or

just set the final date and let the
The budget available for the preparation of the CMP is ($ or in
consultants propose the milestone
the range $ - $) (ex GST). The available budget is to cover all
dates.
fees and expenses, including specialist sub-consultants,
overheads, insurances and disbursements including (travel, A payment schedule should reflect the
accommodation etc). work completed at each stage.
(Client name) can provide assistance with (list any resources These percentages are indicative only
or support you will provide). and align with the milestones above for
illustrative purposes.
The timing for the project is as follows:

• (date) consultants commissioned

• (date) project plan (or work plan) submitted
• (date) draft Heritage Assessment submitted for review
• (date) draft Policy submitted for review
• (date) draft Action Plan submitted for review
• (date) final CMP submitted.
Payments will be based on completion of each milestone.
The following schedule of payments is proposed:

• 10% at commencement of project (or submission of a

work plan)
• 25% at completion of the draft Heritage Assessment
• 25% at completion of the draft Policy
• 15% at completion of draft Action Plan
• 15% when draft CMP submitted
• 10% on submission of final CMP.

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Content Notes

Progress and final reports A specific number of copies should be

defined. Specifying an electronic copy
The consultant shall provide (number) copies of each of the
will reduce costs.
draft and final reports, including all component or progress
reports.
In addition, the final report will be supplied in PDF format on
CD.

Client liaison A specific number of meetings at key

review points in the project should be
The consultant shall meet with (client or steering committee)
defined.
at least (number) times during the course of the project.

Contract Some clients will have their own

standard contract.
The contract between (client name) and the appointed
consultants will be based on (name of standard contract). Alternatively the Australian Standard
AS4122- 2000: General conditions of
This brief and the proposal submitted by the appointed
contract for engagement of consultants
consultant will form part of the contract documentation.
can be used.

Confidentiality These clauses are designed to protect

the client and consultant and should be
The consultant agrees to keep confidential all materials
varied to suit the circumstances.
supplied by the client that are designated Commercial in
Confidence or have any confidential status. This applies to the
consultant’s key personnel and all sub-consultants.
The consultant warrants that all material used in the CMP
from sources other than the client will not breach any
confidentiality requirements.

Copyright Copyright provisions may also be

defined in a standard contract.
The content of the report is the responsibility of the
consultant. The content may not be amended without the The nature of a CMP makes the use of
agreement of the consultant, except for editing, format and a Creative Commons licence
design changes that do not alter the meaning. appropriate, whereby the author
maintains copyright but allows others to
Copyright and ownership of the report will be vested jointly
copy or distribute work provided the
with the client and consultant (include where applicable ‘and
author is given credit and the work is
any Indigenous organisation that represents their
not changed in any way or used
community’). The consultant will have a free, perpetual
commercially.
licence to use the report and the material contained within it,
with due acknowledgement.

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Content Notes

Intellectual property Intellectual property provisions may

also be defined in a standard contract.
Ownership of the primary materials created in the course of
the research remains the property of the consulting firm
and/or the named researchers.

Responding to this brief Highlight specific skills required for the

consultant team.
To respond to this brief, the consultant should prepare a short
fee proposal containing at least the following information:

• approach and methodology

• team, including skills, experience and proposed
project role
• a CV for each team member
• examples of similar projects undertaken by the team
or team members
• proposed budget and timing
• a breakdown of the total fee into professional fees
and expenses; and a breakdown of fees, expenses
and total time by project stage or component
• any variations to the terms and conditions contained
in this brief and the proposed contract.

(Number) copy/ies of the proposal are required Use postal, street or email address.
Proposals must be submitted by (date and time) to (person
and address).

For more information Ensure the person listed is available

during the proposal period.
For more information about this project, please contact
(person, title) on (phone) or (email).

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Appendix 3 Useful resources

Heritage legislation
Commonwealth: Environment Protection and Biodiversity Conservation Act 1999
Available from the Department of the Environment, Water, Heritage and the Arts
www.environment.gov.au

Queensland: Queensland Heritage Act 1992

Available from the Queensland Government Office of the Queensland Parliamentary Council
www.legislation.qld.gov.au

General references
Australia ICOMOS, The Burra Charter: the Australia ICOMOS Charter for Places of Cultural Significance 2013,
2013
Meredith Walker and Peter Marquis-Kyle, The Illustrated Burra Charter: Good Practice for Heritage Places,
2004. A casebook of examples that illustrate how the principles and processes in the Burra Charter can be
applied to real places. Available from Australia ICOMOS www.icomos.org/australia

James Semple Kerr, The Conservation Plan: a guide to the preparation of conservation plans for places of
European cultural significance, 6th edition, 2004, National Trust (NSW).
Available from the National Trust NSW www.nsw.nationaltrust.org.au/shop/index.htm#books

Guidelines, fact sheets and technical notes

The Queensland Government website has heritage technical notes, guidelines, and fact sheets on specific
conservation issues. All information can be accessed at www.qld.gov.au/environment/land/heritage/
The following publications are specific to CMPs:
Guideline: Preparing a heritage impact statement
Guideline: Assessing cultural heritage significance – Using the cultural heritage criteria

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© State of Queensland, 2015.

The Queensland Government supports and encourages the dissemination and exchange of its information. The copyright in
this publication is licensed under a Creative Commons Attribution 3.0 Australia (CC BY) licence.

Under this licence you are free, without having to seek our permission, to use this publication in accordance with the
licence terms.
You must keep intact the copyright notice and attribute the State of Queensland as the source of the publication.
For more information on this licence, visit http://creativecommons.org/licenses/by/3.0/au/deed.en

Disclaimer
This document has been prepared with all due diligence and care, based on the best available information at the time of
publication. The department holds no responsibility for any errors or omissions within this document. Any decisions made
by other parties based on this document are solely the responsibility of those parties. Information contained in this
document is from a number of sources and, as such, does not necessarily represent government or departmental policy.

If you need to access this document in a language other than English, please call the Translating and Interpreting Service
(TIS National) on 131 450 and ask them to telephone Library Services on +61 7 3170 5470.

This publication can be made available in an alternative format (e.g. large print or audiotape) on request for people with
vision impairment; phone +61 7 3170 5470 or email <[email protected]>.

August 2015

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