{"id":"F2022L01334","name":"Smoky Cape Lighthouse Heritage Management Plan 2022","slug":"smoky-cape-lighthouse-heritage-management-plan-2022","collection":"legislative_instrument","jurisdiction":"commonwealth","status":"in_force","isInForce":true,"actNumber":null,"makingDate":null,"administeringDepartment":null,"currentVersion":{"id":102743,"registerId":"commonwealth-F2022L01334-current","compilationNumber":null,"startDate":"2026-04-03","status":"InForce","reasons":null,"registeredAt":null},"sections":[{"sectionNumber":"Policy 3 — Monitor possible impacts to t","sectionType":"section","heading":"Policy 3 — Monitor possible impacts to the site resulting from tourism and control appropriate access to the lighthouse for contractors and visitors.","content":"##### Policy 3 – Monitor possible impacts to the site resulting from tourism and control appropriate access to the lighthouse for contractors and visitors.\n\nSmoky Cape Lighthouse attracts thousands of visitors each year. Its location and layout allows relatively easy public access, day or night. Although access inside the lighthouse is restricted to authorised personnel, such as contractors and AMSA employees, official tour groups also oversee admittance of tourists from sunrise to sunset.\n\nAMSA personnel and contractors require easy access inside the lighthouse precinct and tower for periodical site visits to carry out inspections and routine maintenance. The maintenance of the light holds priority over official tours inside the lighthouse and some delays in the tour guide service may be required during inspections and routine maintenance.\n\nImplementation strategy:\n\n AtoN Maintenance contractor to ensure control on access to all buildings within AMSA’s lease area is maintained by periodically inspecting restricted access areas on the precinct during maintenance visits every 6 months.\n\n AtoN Maintenance contractor to inspect lighthouse for signs of wear and tear attributed to visitor intake during biannual maintenance visit, and note changes in Heritage Asset Condition Report.\n\n AMSA Asset Management and Preparedness to ensure access to the lightstation complies with workplace health and safety measures.\n\n AMSA Asset Management and Preparedness to ensure contractors are made aware of the heritage values of the lighthouse.\n\n AMSA Asset Management and Preparedness to ensure general admittance inside the lighthouse is monitored by NPWS.\n\n AMSA Asset Management and Preparedness to ensure access to site is available for Indigenous people to maintain cultural traditions.\n\nInterpretation\n\nPolicy 4 – Accurate and relevant interpretation of the history and significance of the place should be made available to site users/visitors and for offsite external research.\n\nAMSA will continue to make information available through the maintenance of site interpretive signage and its website.\n\nImplementation strategy:\n\n All relevant information concerning the history and significance of the place will be checked for accuracy and updated appropriately.\n\n Information will be primarily presented in online resource files accessible to both relevant personnel and the general public. On-site interpretative signage will be utilised when funding is available and where appropriate.\n\n This information will be maintained and updated in accordance with changes to the history and significance of the place.","sortOrder":0},{"sectionNumber":"Management","sectionType":"section","heading":"Management","content":"##### Management\n\nPolicy 5 – AMSA will continue to conserve the lighthouse in accordance with Commonwealth and NSW State heritage listing requirements.\n\nFor works requiring heritage approval, AMSA will obtain permission from any relevant state or federal authorities. Continuous and as-needed conservation works will be undertaken as required.\n\nImplementation strategy:\n\n Liaise with the Department of Agriculture, Water and the Environment (Heritage Branch) and the NSW Heritage Council when proposing major work on the site.\n\n Approval in writing must be granted for any development proposals.\n\nPolicy 6 – The cultural significance of the lightstation will be the basis for deciding how to manage it.\n\nThe heritage values or cultural significance of the place must be conserved. This heritage management plan includes relevant background information to support this policy (see ‘Section 3 History’).\n\nImplementation strategy:\n\n Conserve the lightstation to protect its heritage values (cultural significance).\n\n When possible, strive to maintain the original fabric of the lightstation.\n\n Use the Burra Charter as the primary guide for treatment of fabric.\n\n Engage appropriately qualified heritage consultants when making decisions regarding impact on heritage values.\n\n Assess impacts on the heritage values of the place when considering proposed alterations or adaptations.","sortOrder":1},{"sectionNumber":"Policy 7 — Monitor, review and report th","sectionType":"section","heading":"Policy 7 — Monitor, review and report the Commonwealth heritage values of the lightstation every five years or sooner if major changes to the lightstation occur.","content":"##### Policy 7 – Monitor, review and report the Commonwealth heritage values of the lightstation every five years or sooner if major changes to the lightstation occur.\n\n![](image.124.png)The Commonwealth heritage values of the lighthouse are to be monitored and reported on a regular basis. A Heritage Asset Condition Report is updated for Smoky Cape Lighthouse every two years. The report records historical information, condition, and maintenance requirements for fabric within the lighthouse to ensure a gain and/or loss of heritage value is identified.\n\nImplementation strategy:\n\n AMSA Asset Management and Preparedness to regularly monitor the lighthouse for possible impacts on the identified Commonwealth heritage values.\n\n AMSA Asset Management and Preparedness to review the current Commonwealth heritage values at least once every five years and assess any gain or loss of values.\n\n This review must be undertaken in the event of any major alterations to the lightstation.\n\n AMSA Asset Management and Preparedness to report any changes to the Commonwealth heritage values of the lightstation to the Department of Agriculture, Water and the Environment (Heritage Branch).\n\n AMSA Asset Management and Preparedness to update AMSA’s heritage strategy and this plan to reflect any changes identified.\n\n AMSA AtoN Maintenance Contractor to review and update Heritage Asset Condition Report biennially.\n\nPolicy 8 – Maintain historical, management and maintenance records within AMSA and make available these records.\n\nAs part of the proper process for managing change in significant places, the Burra Charter points out the importance of making records before any change, and advocates placing records in a permanent archive and making them available where this is appropriate. AMSA’s collection of records, which include documents pertaining to heritage intervention, management and maintenance, are subject to this process. Heritage Asset Condition Reports are routinely generated for each heritage lighthouse and stored in AMSA’s record-keeping system. AMSA will continue to practice such processes via their records management systems (RMS).\n\nImplementation strategy:\n\n AMSA to maintain, review and update records through existing AMSA RMS as required.\n\n AMSA to ensure records are made available to the relevant personnel and parties as required.\n\nPolicy 9 – Provide appropriate training and resources to all relevant AMSA staff, contractors and licensees.\n\nIn order to ensure best practice management of AMSA-operated lighthouses, all staff, contractors and licensees are required to have access to the appropriate training and resources in order to provide best practice conservation of the site.\n\nImplementation strategy:\n\n Provide staff personnel involved with the management and maintenance of Smoky Cape Lighthouse access to up-to-date versions of the AMSA heritage strategy, heritage management plans and fabric registers.\n\n When funds are made available, AMSA Asset Management and Preparedness staff and contractors will undertake relevant training to ensure comprehension of the Commonwealth heritage and EPBC Act statutory requirements.\n\n Contractors engaged with heritage sites will undertake appropriate training to ensure comprehension of the Commonwealth heritage and EPBC Act statutory requirements.\n\n AMSA representatives will attend Commonwealth-run heritage workshops, programs and conferences for up-to-date information on statutory requirements and best- practice management of sites of national and state heritage significance.\n\n All current and incoming tour guides operating within AMSA lighthouses will be required to take the Lighthouse Tour Guide Safety Induction e-Learning module once every two years to stay informed on heritage values, visitor safety and lighthouse duty-of-care.\n\nPolicy 10 – Use contractors and service providers with appropriate experience.\n\nAMSA is to ensure parties carrying out work have appropriate knowledge and use effective methods to ensure conservation of the lighthouse.\n\nImplementation strategy:\n\n Engage staff and contractors with the relevant experience and expertise concerning conservation of the lightstation.\n\n Develop and provide the appropriate training on heritage conservation matters for AMSA Asset Management and Preparedness staff and other relevant parties who hold responsibility for heritage management.\n\nPolicy 11 – Seek heritage advice and apply best heritage practice.\n\nAMSA will continue to use in-house heritage expertise, external consultancy, or a combination of both as required in order to successfully apply best heritage practice. Should in-house heritage expertise be limited in responding to a requirement, external heritage expertise will be engaged to address the issue.\n\nImplementation strategy:\n\n Apply in-house heritage expertise when required.\n\n Use tools such as the Burra Charter and Working Together: Managing Commonwealth Heritage Places1 to measure the likely impact of proposals.\n\n Seek external heritage expertise in the event of limited in-house capability.\n\nPolicy 12 – Appropriate protocol in the event of unforeseen discoveries or disturbances of heritage within the AMSA site.\n\nAMSA’s scope of work rarely involves excavation. Should such work need be undertaken, AMSA will implement a suitable discovery plan and seek advice from suitably qualified personnel as required. In the event of any unforeseen discovery or disturbance of heritage- related items on the AMSA site, notification to the appropriate organisation will occur in accordance with the conditions of the discovery plan. This plan will also be updated accordingly.\n\nNote: In most cases, AMSA’s leases are limited to the immediate vicinity of the lighthouse and therefore this scenario is not anticipated as a likely occurrence.\n\nImplementation strategy:\n\n Alert NSW NPWS and Kempsey Local Aboriginal Land Council in the event aboriginal heritage is found or suspected.\n\n Seek appropriate heritage advice and apply best practice in the event of unforeseen discoveries/disturbances.\n\n Comply with lease conditions in the event of discovery or disturbance.\n\nPolicy 13 – Make this heritage management plan available to all persons involved in decision- making on the management of the lighthouse and its setting.\n\nThe plan will be made available to all personnel intrinsic to management of the lighthouse and its setting, for example AMSA maintenance contractors, staff and other relevant parties.\n\nImplementation strategy:\n\n Provide links to this plan via the AMSA publicly accessible website.\n\n Provide copies to all relevant personnel and parties.\n\nFuture Developments\n\nPolicy 14 – Adaptation of the place using methods or processes that minimise impact on heritage values and significance in accordance with the Burra Charter principles.\n\nIt is likely that over time the lighthouse will house new equipment as technology changes and improves. The Burra Charter principles will be used as the basis for decision-making.\n\nImplementation strategy:\n\n Assess the likely impacts of changes on the heritage values and significance of the place.\n\n Preserve the original fabric of the place and do only what is necessary for the continued use and care of the place.\n\n Engage expert heritage advice and use the Burra Charter in adapting the place.\n\nPolicy 15 – When required, engage with adjacent landowners to maintain an appropriate setting for the lighthouse in its visual and natural context.\n\nAny changes to the surrounding land, or AMSA leased area, requires careful consideration. AMSA will liaise with all adjacent landowners in the event of any proposed changes that may affect the setting and attempt to influence a positive outcome.\n\nImplementation strategy:\n\n AMSA Asset Management and Preparedness to engage with adjacent landowners through consultation when changes are proposed regarding the wider visual and natural context.\n\n Consultations will take the form of online correspondence where in-person engagement is not possible.\n\nPolicy 16 – In the event of adaptive re-use or divestment (instance(s) which would no longer place the lighthouse under AMSA control), AMSA will strive to ensure the Commonwealth and NSW State heritage values of the site are recognised and preserved in accordance with s 341ZE of the EPBC Act.\n\nIn the event Smoky Cape Lighthouse is no longer identified as a working AtoN, AMSA will withdraw its standing as lessee and hand over all authority to the lessor. This process must be conducted in line with section 341ZE of the EPBC Act.\n\nImplementation strategy:\n\n AMSA will negotiate with lessor to have site lease terminated.\n\n All available heritage information within AMSA’s collection, including this heritage management plan, will be shared with the relevant parties to ensure the Commonwealth and NSW State heritage values of the site are recognised and preserved.\n\nCommunity Involvement\n\nPolicy 17 – Consult with indigenous and community stakeholders in the preparation of the management plan.\n\nAMSA will give community and Indigenous groups, as well as the general public, an opportunity to review and comment on this management plan through a public consultation process.\n\nImplementation strategy:\n\n AMSA Asset Management and Preparedness to undertake community consultation when preparing the heritage management plan in accordance with EPBC Regulations, including advertisement of the plan in a national newspaper for a period of 20 working days.\n\n Consultations will take the form of online correspondence where in-person engagement is not possible. Feedback received during consultation to be included in the plan.\n\n Seek advice from any relevant Indigenous communities and refer to Engage Early— Guidance for proponents on best practice Indigenous engagement for environmental assessments under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act)[\\[xxxi\\]](#_edn31) to guide consultations.\n\nReview\n\nPolicy 18 – Review this plan within five years of its adoption or sooner if major changes are needed.\n\nThis plan will be reviewed every five years. This review should:\n\n \\- Assess the content of the plan.\n \\- Determine its effectiveness in protecting the identified heritage values.\n \\- Provide any necessary recommendations for updating or re-writing of the plan. If major changes occur at the site in the interim, this plan will be reviewed and updated earlier than the specified five years.\n\nImplementation strategy:\n\n Review this heritage management plan at least five years after its adoption.\n\n Review and update this heritage management plan in the event of a major change to the lightstation.\n\n Submit revised plan for approval.\n\n \n\n![Decorative title page with text that reads \"8. Policy implementation plan\"](image.125.jpeg) \n\n 8 Policy implementation plan\n\n 8.1 Plan and schedule\n\n```html\n

Key Issue

Management Action/Task

Policies

Responsibility

Priority

Timeframe

Conservation and preservation

Conserve the lighthouse.

1, 2, 3, 5, 6, 10, 11, 14,

AMSA, Asset Management and Preparedness

High

Ongoing

Review the heritage management plan every five years.

18

AMSA, AtoN Heritage Coordinator

Medium

2027 (5 years from registration)

Make available this plan to all relevant personnel.

7, 13

AMSA, Asset Management and Preparedness

High

Ongoing

Liaison dealings

If applicable, ensure communication is maintained with adjacent landowners. Discuss any issues relating to management of lighthouse with NPWS.

15

AMSA, Asset Management and Preparedness

Medium

As required

Consult with Indigenous and community stakeholders in preparing the management plan.

17

AMSA, AtoN Heritage Coordinator

Medium

As required

Heritage values

Review Commonwealth Heritage values every five years

7

AMSA, AtoN Heritage Coordinator

High

2027

Ensure process of re-use/divestment of the site recognises and preserves heritage values.

16

AMSA, Asset Preparedness and Management

High

As required

Consider heritage values when proposing new planning and/or developments.

5, 6, 14

AMSA, AtoN Heritage Coordinator and Project Managers

High

Ongoing

Ensure process of re-use/ divestment of the site recognises and preserves heritage values.

16

AMSA, AtoN Heritage Coordinator

High

As required

Conduct heritage monitoring site visit and review Heritage Asset Condition Report every two years.

1

AMSA, Asset Management and Preparedness

High

Ongoing

Staff and community awareness

Provide relevant training and awareness for management personnel (contractors and site- users).

9

AMSA, Asset Management and Preparedness

Medium

As required

Ensure the availability of accurate and relevant information on the history and significance of the lightstation for site- users/visitors.

4

AMSA, AtoN Heritage Coordinator

Medium

Ongoing

Record-keeping/ access

Maintain adequate record-keeping of historical, management and maintenance documents (make available these records).

8

AMSA, Asset Management and Preparedness

High

Ongoing

Expert heritage advice

Ensure knowledge and advice of heritage experts is utilised.

10, 11

AMSA, Asset Management and Preparedness

Medium

Ongoing

Lighthouse maintenance

Schedule periodic maintenance.

1

AMSA, Asset Management and Preparedness

High

Ongoing, every 6 months

The implementation of unforeseen discovery or disturbance processes in the event of an accidental discovery.

12

AMSA, Asset Management and Preparedness

Medium

As required

Lightstation access

Secure appropriate access to lightstation for contractor and visitors. Inform lease holders of AMSA activities on site.

3

AMSA, Asset Management and Preparedness

Medium

Ongoing

\n```\n\n 8.2 Monitoring and reporting\n\nAs stipulated by Schedule 7A of the EPBC Regulations, the outlined implementation plan and associated policies listed above are required to be monitored and updated accordingly. The below review process timetable will be adhered to over the next five years:\n\n| Timeframe | Review step | Responsibility |\n| --------- | ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- | --------------------------------------- |\n| 2025 | Plan’s half-life internal review:Assess strengths and weaknesses of existing planAddress any known impact to the lighthouse’s heritage values | AMSA, Asset Management and Preparedness |\n| 2027 | Plan’s full-life review:Consult with internal and external stakeholders on existing planPrepare updated draft plan and consult with the Heritage BranchSubmit reviewed plan to the Minister | AMSA, Asset Management and Preparedness |\n\nOther key actions in monitoring and reporting include:\n\n Ensuring the implementation plan and policies are readily available for all relevant personnel,\n Delegating AMSA staff to periodically check the implementation plan is up-to-date and being utilised appropriately by the relevant personnel,\n Ensuring the timeframes outlined within the plan are followed,\n Delegating AMSA Response staff to review this plan and the associated policies at least every five years and determine whether its contents are relevant and effective in terms of continuing to conserve the place.\n\n \n\n![Decorative title page with text that reads \"9. Appendices\"](image.126.jpeg) \n\nAppendix 1. Glossary of heritage conservation terms\n\nThe Burra Charter, from its first (1979) version and its current version, defined a set of terms that have since been widely adopted in Australian heritage conservation practice.\n\nWhere the following terms are used in their heritage management plan, the particular meanings defined in the charter are intended. The definitions are quoted from Article 1 of the most recent revision of the charter[\\[xxxii\\]](#_edn32).\n\nA\n\nAdaptation means modifying a place to suit the existing use or a proposed use.\n\nAssociations mean the special connections that exist between people and a place.\n\nC\n\nCompatible use means a use which respects the cultural significance of a place. Such a use involves no, or minimal, impact on cultural significance.\n\nConservation means all the processes of looking\n\nafter a place so as to retain its cultural significance.\n\nCultural significance means aesthetic, historic, scientific, social or spiritual value for past, present or future generations. Cultural significance 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 or groups.\n\nF\n\nFabric means all the physical material of the place including components, fixtures, contents, and objects.\n\nI\n\nInterpretation means all the ways of presenting the cultural significance of a place.\n\nM\n\nMaintenance means the continuous protective care of a place, and its setting. Maintenance is to be distinguished from repair which involves restoration or reconstruction.\n\nMeanings denote what a place signifies, indicates, evokes or expresses to.\n\nP\n\nPlace means a geographically defined area. It may include elements, objects, spaces and view. Place may have tangible and intangible dimensions.\n\nPreservation means maintaining a place in its existing state and retarding deterioration.\n\nR\n\nReconstruction means returning a place to a known earlier state and is distinguished from restoration by the introduction of new material.\n\nRelated object means an object that contributes to the cultural significance of a place but is not at the place.\n\nRelated place means a place that contributes to the cultural significance of another place.\n\nRestoration means returning a place to a known earlier state by removing accretions or by reassembling existing elements without the introduction of new material.\n\nS\n\nSetting means the immediate and extended environment of a place that is part of or contributes to its cultural significance and distinctive character.\n\nU\n\nUse means the functions of a place, including the activities and traditional and customary practices that may occur at the place or are dependent on the place.\n\n \n\nAppendix 2. Glossary of historic lighthouse terms relevant to Smoky Cape Lighthouse\n\nA\n\nAGA\n\nSvenska Aktiebolaget Gasaccumulator, company founded by Nobel Physics laureate, Gustaf Dalén in 1929. Swedish manufacturer of optical apparatus, lanterns, lightships and other lighthouse components.\n\nApron paving\n\nThe concrete paving surrounding the base of the lighthouse tower.\n\nAstragal\n\nThe bars which support the glazing of a lantern. They may also support the roof. Simply a framing member between the glazing bars in the lantern glazing. In its true meaning an astragal is a moulding that has a rounded profile. In lanterns this is almost never the case\n\nB\n\nBalcony\n\nA walkway around the outside of the lantern, used for maintenance and, when lighthouses were manned, for observing ships. Principal parts are the balcony floor and the balcony balustrade. (Synonym: gallery deck).\n\nBalcony floor\n\nFloor of the balcony. Smoky Cape has a granite slab balcony floor.\n\nBalcony balustrade\n\nA handrail together with its supports. The supports are called balusters. Simply a railing or wall on the outer perimeter of the balcony to prevent people from falling off the balcony. Generally made of metal stanchions and rails, as found at Smoky Cape.\n\nC\n\nChance Bros\n\nEnglish manufacturer of optical apparatus, lanterns, cast iron stairs, cast iron towers, and other lighthouse components. The Chance family established a glass- making business in Smethwick, England in 1824\n\nand is often described as ‘near Birmingham’. The business was absorbed into the Pilkington group of companies in 1951 and now ceases to exist.\n\nCharacter\n\nPattern of flashes of light emitted by a lighthouse,\n\ndesigned to identify that particular lighthouse.\n\nE\n\nExternal catwalk\n\nA landing around the external face of the tower complete with hand rail. Smoky Cape’s external catwalk is composed of 1891 Chance Bros cast iron lattice floor panels supported on openwork cast iron brackets bolted to the lantern base.\n\nG\n\nGlazing bar\n\nRebated bars of metal which retain the panes of glass in a window. Often consist of vertical angled steel members joining between done support ring and murette. Often the glazing bar has a tenon that matches a mortise in the murette. Astragals are arranged helically. Helical and trapezoidal glazing bars were used where a fixed light was in use (flashing or non-rotating) as vertical bars cut off portions of the light. In comparison, a helical bar design crosses the light source at an angle, obscuring part of it.\n\nI\n\nIncandescent kerosene\n\nA light fuel once utilised by lighthouses to ignite and fuel the lantern. Smoky Cape used kerosene to fuel its lantern before its introduction to electricity.\n\nIntermediate floors\n\nLevels found mid-way up a building. Smoky Cape’s intermediate floor is composed of cast iron plate on rolled iron beams built into tower walls.\n\nInternal catwalk\n\nAn open landing inside the tower complete with handrail. Smoky Cape’s internal catwalk is composed of cast iron lattice floor panels supported on solid cast iron brackets bolted to the upper section of the lantern base.\n\nL\n\nLantern\n\nThe glazed enclosure at the top of a lighthouse, which surrounds and protects the optical apparatus. It contains the optical apparatus, made up of the lantern roof, lantern glazing and murette sections.\n\nLantern floor\n\nThe level in a lighthouse at which the lantern is installed, and by which access may be gained to the optical system and to the inside and outside of the lantern glazing. The lantern floor is generally at or near the same level as the catwalk and cane be made from steel, concrete, or timber.\n\nLantern glazing\n\nThe middle section of the lantern, circular or polygonal in plan, between the lantern roof above and the lantern base below, made up of glass panes held in a framework of glazing bars. On the landward side there may be blank panels in place of glass, or other opaque construction. Types of lantern glazing include: flat and curved trapezoidal panes and curved diamond/triangular panes. The Smoky Cape Lightstation uses flat trapezoidal glass panes.\n\nLantern roof\n\nRoof of the lantern. Usually made of copper sheeting over a framework of rafters.\n\nLens assembly\n\nA transparent optically refracting element of glass. The surface is usually spherical in form.\n\nLight source\n\nElectric lamps and LEDs now illuminate most lighthouses.\n\nLighthouse\n\nThe principal structure of a lightstation, generally made up of a lantern, balcony and tower.\n\nLightstation\n\nA precinct containing a lighthouse structure and other related buildings, for example. Keepers’ cottages, Store room, Flag locker.\n\nO\n\nOptical apparatus\n\nEquipment to provide, direct and control the light emitted by the light source. Comprised of light source, lens assembly, and pedestal.\n\nOrder\n\nA shorthand expression of the size of an optical apparatus or lantern. At the time the system of orders was established, when kerosene burners were used, longer range lights needed larger burners, and larger burners needed lens assemblies of longer focal length to ensure a sharply defined beam. Thus in turn, the lantern rooms were required to be larger to house these lens assemblies. AMSA’s historic lantern rooms range from 1st to 4th order.\n\nP\n\nPane\n\nAn individual piece of glass in the lantern glazing. Often original supply was 3/8” thick polished plate but in later years this changed to 5/16”.\n\nPavilion\n\nA building or similar structure built for a specific\n\npurpose.\n\nPedestal\n\nPart of the optical apparatus, consisting of a metal column or base standing on the balcony floor inside the lantern and supporting the lens assembly and light source. Some later Chance documentation, such as their tariffs 1908, also refer to the lantern base as a pedestal.\n\nT\n\nTower\n\nStructure to support the lantern at a sufficient height\n\nabove the ground. The most common types are the masonry tower, timber-framed tower, cast iron tower, and lattice tower.\n\nAppendix 3. Smoky Cape light details\n\nSmoky Cape Main Light (AN382-01)\n\n| IALA AVAILABILITY CATEGORY: | 2 |\n| --------------------------- | ------------------------------------------------------------------------------- |\n| POSITION: | Latitude: 30° 55.3744’ SLongitude: 153° 05.2469’ EDatum: WGS84 |\n| CHARTS: | Aus 811 |\n| BA LIST OF LIGHTS: | K2796 |\n| DAYMARK: | White 8-sided concrete tower and lantern, 17 metres high. |\n| CHARACTER: | Flashing (3) in: 20.00 sFlash: 0.24 sShort Eclipse: 7.46 s Long Eclipse: 13.14s |\n| LENS: | 920mm f.r. 9 panel Catadioptric |\n| LIGHTSOURCE: | Lamp: LED Array Sealite SL324 |\n| LANTERN: | Chance Bros. 12” 1½” dia. |\n| LENS SPEED: | One revolution every 60 seconds (1 RPM) |\n| INTENSITY: | 1,025,000 cd |\n| STRUCTURE: | White octagonal concrete tower 10 metres high to base of lantern. |\n| ELEVATION: | 128 metres |\n| RANGE: | Nominal: 26 NmGeographical: 28 Nm |\n\n \n\nAppendix 4. Table demonstrating compliance with the EPBC Regulations\n\nEnvironment Protection and Biodiversity Conservation Regulations 2000 (Cth) Schedule 7A – Management Plans for Commonwealth Heritage Places\n\n```html\n

Legislation

Satisfied within

A management plan must:

(a) Establish objectives for the identification, protection, conservation, presentation and transmission of the Commonwealth Heritage values of the place; and

Section 1 – Introduction

(b) Provide a management framework that includes reference to any statutory requirements and agency mechanisms for the protection of the Commonwealth heritage values of the place; and

Section 1 – Introduction

(c) Provide a comprehensive description of the place, including information about its location, physical features, condition, historical context and current uses; and

Section 2 – Smoky Cape Lightstation site

Section 3 – History

Section 4 – Fabric

(d) Provide a description of the Commonwealth heritage values and any other heritage values of the place; and

Section 5 – Heritage significance

(e) Describe the condition of the Commonwealth heritage values of the place; and

Section 5 – Heritage significance

(f) Describe the method used to assess the Commonwealth Heritage values of the place; and

Section 5 – Heritage significance

(g) Describe the current management requirements and goals including proposals for change and any potential pressures on the Commonwealth heritage values of the place; and

Section 6 – Opportunities and constraints

(h) Have policies to manage the Commonwealth heritage values of a place, and include in those policies, guidance in relation to the following:

  1. The management and conservation processes to be used;

Section 7 – Conservation management policies (Policy 1, 2, 3, 5, 6, 10, 11, 14)

ii. The access and security arrangements, including access to the area for indigenous people to maintain cultural traditions;

Section 7 – Conservation management principles and policies (Policy 3)

iii. The stakeholder and community consultation and liaison arrangements;

Section 7 – Conservation management principles and policies (Policy 15, 17)

iv. The policies and protocols to ensure that indigenous people participate in the management process;

Section 7 – Conservation management principles and policies (Policy 17)

v. The protocols for the management of sensitive information;

N/A

vi. The planning and management of works, development, adaptive reuse and property divestment proposals;

Section 7 – Conservation management principles and policies (Policy 16)

vii. How unforeseen discoveries or disturbances of heritage are to be managed;

Section 7 – Conservation management principles and policies (Policy 12)

viii. How, and under what circumstances, heritage advice is to be obtained;

Section 7 – Conservation management principles and policies (Policy 10, 11)

ix. How the condition of Commonwealth heritage values is to be monitored and reported;

Section 7 – Conservation management principles and policies (Policy 5, 6, 7, 14)

x. How records of intervention and maintenance of a heritage places register are kept;

Section 7 – Conservation management principles and policies (Policy 8, 13)

xi. The research, training and resources needed to improve management;

Section 7 – Conservation management principles and policies (Policy 9)

xii. How heritage values are to be interpreted and promoted; and

Section 7 – Conservation management principles and policies (Policy 4)

(i) Include an implementation plan; and

Section 8 – Policy implementation plan

(j) Show how the implementation of policies will be monitored; and

Section 8 – Policy implementation plan

(k) Show how the management plan will be reviewed.

Section 7 – Conservation management principles and policies (Policy 18)

Section 8 – Policy implementation plan

\n```\n\n \n\nAppendix 5. Design plan for Smoky Cape keepers’ cottages\n\n![Blueprint design drawings of houses with blue roofs and chimneys. Drawings show the floorplans and interior and exterior design of buildings. Handwriting, signatures and measurements are spread amongst the drawings. ](image.127.jpeg)\n\nFigure 18. Design plan for Smoky Cape keepers’ cottages, 1880. Image courtesy of the National Archives of Australia. NAA: A9568, 1/17/3 (© Commonwealth of Australia, National Archives of Australia)\n\n \n\nReference List\n\nAustralian Maritime Safety Authority. AMSA Heritage strategy 2022-2025. 2022, https://www.amsa.gov.au/amsa-heritagestrategy-2022-2025.\n\nAustralian Maritime Safety Authority. Annual Report 2020-21. https://www.amsa.gov.au/about/corporatepublications/annual-report-2020-21.\n\nAMSA, Interactive heritage lighthouse map, Google, 2021, https://www.operations.amsa.gov.au/lighthouses.\n\nAsk First: a guide to respecting Indigenous heritage places and values. Australian Heritage\n\nCommission, 2002.\n\nAustralian Heritage Database. Smoky Cape Lighthouse, Lighthouse Rd, South West Rocks, NSW, Australia. Department of Agriculture, Water and the Environment, http://www.environment.gov.au.\n\nAustralian Heritage Database. Smoky Cape Lighthouse (Commonwealth), Lighthouse Rd, South West Rocks, NSW, Australia. Department of Agriculture, Water and the Environment, http://www.environment.gov.au.\n\nBrewis, C.R.W. Preliminary Report on the Lighting of the North Coast of Australia. Department of Trade and Customs, Commonwealth of Australia, 1912.\n\nBrooks, G. and Associates PTY LTD. Smoky Cape Lighthouse Conservation Management and Cultural Tourism Plan. NPWS Lighthouses, 2001.\n\nThe Burra Charter: The Australia ICOMOS Charter for Places of Cultural Significance’. Australia ICOMOS, 2013.\n\nCommonwealth of Australia. Engage Early—Guidance for proponents on best practice Indigenous engagement for environmental assessments under the Environment Protection and Biodiversity Conservation Act 1999 (EPBC Act). 2016.\n\nLucas, Stapleton and Partners PTY. LTD. Smoky Cape Lightstation Conservation Management Plan, 1994.\n\nMarquis-Kyle, P., Heritage Lighthouse Report: Smoky Cape. Australian Maritime Systems Group, 2007.\n\nNational Archives of Australia: Australian Maritime Safety Authority; A9568, Drawings and Plans of Lighthouses and of Associated Buildings and equipment, 1833-1968; 1/17/1, Proposed Lighthouse: Smoky Cape: Plan of site showing position of Buildings: Area of Excavation: Levels etc \\[James Barnet - NSW Colonial Architect\\], 1888-1888.\n\nNational Archives of Australia: Australian Maritime Safety Authority; A9568, Drawings and Plans of Lighthouses and of Associated Buildings and equipment, 1833-1968; 1/17/2, Proposed Lighthouse: Smoky Cape \\[James Barnet - NSW Colonial Architect\\], 1888-1888.\n\nNational Archives of Australia: Australian Maritime Safety Authority; A9568, Drawings and Plans of Lighthouses and of Associated Buildings and equipment, 1833-1968; 1/17/3, Smoky Cape Lighthouse: Plan of Keepers Quarters \\[James Barnet - NSW Colonial Architect\\], 1888-1888.\n\nNational Archives of Australia: Department of Infrastructure, Regional Development and Cities, Central Office; A6247, Glass plate copy negatives of Australian coastal lighthouses, 1917-; 13/2, Lighthouses and Beacons - Smoky Cape, New South Wales, 1917-1917.\n\nNSW National Parks and Wildlife Service. Hat Head National Park: Plan of Management. NSW NPWS, 1998.\n\nNSW National Parks and Wildlife Service. Smoky Cape Walking Track. NSW NPWS, 2019. https://www.nationalparks.nsw.gov.au/things-to-do/walking-tracks/smoky-cape-walking-track/map.\n\nNSW State Heritage Register. Smoky Cape Lightstation. Department of Premier and Cabinet. https://www.environment.nsw.gov.au/heritageapp/ViewHeritageItemDetails.aspx?ID=5045071.\n\nReid, G. From Dusk till Dawn: A History of Australian Lighthouses, Aus: Macmillan Co., 1988. Searle, S., First Order: Australia’s Highway of Lighthouses. Glenelg, SA: Seaside Lights, 2013.\n\nSerle, G. First Order: Australia’s Highway of Lighthouses. Glenelg, SA: Seaside Lights, 2013.\n\nTomlinson, C. Tomlinson’s Cyclopaedia of Useful Arts. 1854.\n\nWorking Together Managing Commonwealth Heritage Places: a guide for Commonwealth agencies. Commonwealth of Australia, 2019.\n\n“Wreck of the Annie Ogle,” The Sydney Mail and New South Wales Advertiser, March 20, 1875, https://trove.nla.gov.au/newspaper/article/162488354.\n\n“The Wreck at Smoky Cape,” Macleay Argus, Nov 21, 1903, https://trove.nla.gov.au/newspaper/article/233738336.\n\n“Smoky Cape Light,” The Sun, May 6, 1928, https://trove.nla.gov.au/newspaper/article/223216257\n\n“Launch founders at Smoky Cape: Man bitten by shark,” Macleay Argus, Feb 12, 1937, https://trove.nla.gov.au/newspaper/article/234352865.\n\n“Smoky Cape Tragedy,” The Manning River Times and Advocate for the Northern Coast Districts of New South Wales, Sept 6, 1947, https://trove.nla.gov.au/newspaper/article/172283536.\n\n \n\nEndnotes","sortOrder":2}],"analysis":{"flash_summary_failed":{"failed":true,"reason":"A positive credit balance is required for all requests, including BYOK, so fallback providers remain available. Add credits at https://vercel.com/d?to=%2F%5Bteam%5D%2F%7E%2Fai%3Fmodal%3Dtop-up to continue.","source":"analysis-cron"},"flash_summary":{"complexity_score":5,"scope_assessment":{"changed":false,"description":"The document remains within the original scope of a Commonwealth Heritage management plan as required by Schedule 7A of the EPBC Regulations: it sets out objectives, management framework, policies, implementation steps, monitoring and review processes that directly map to the statutory requirements (see Appendix 4). While it addresses divestment and adaptive reuse (Policy 16) and operational details (access control, tour priority), these elements are consistent with the expected functions of a heritage management plan rather than a substantive expansion beyond its heritage‑management purpose."},"complexity_factors":["18 distinct policy provisions with associated implementation strategies (Policy 1–18)","Multiple monitoring cadences: 6‑monthly inspections, biennial Heritage Asset Condition Report, 5‑year heritage value review, plus 2025 and 2027 checkpoints","Cross-references to external instruments: EPBC Act s 341ZE, Schedule 7A of EPBC Regulations, Burra Charter, NSW heritage authorities","Operational delegations across multiple bodies: AMSA Asset Management & Preparedness, AtoN maintenance contractor, NPWS, Department Heritage Branch, NSW Heritage Council, Indigenous stakeholders","Funding and contingency language: several actions conditional on availability of funds (e.g. signage, training)","Record-keeping and reporting obligations linked to AMSA records management system (RMS)","Glossaries and appendices providing specialised defined terms (Burra Charter glossary, lighthouse technical glossary, compliance table)","Implementation plan table with multiple columns (Policies, Responsibility, Priority, Timeframe) requiring coordination","Procedural requirement for heritage approvals for proposed works and for divestment processes (adds conditional legal steps)","Reliance on both in‑house and external heritage expertise with decision thresholds for when to procure consultants"],"plain_english_summary":"**What this document does (mechanics first)**\n\n- Establishes a management regime for Smoky Cape Lighthouse that sets 18 explicit policies and associated implementation tasks covering: access control, conservation and maintenance, interpretation (visitor information), monitoring and reporting, record-keeping, training, stakeholder consultation (including Indigenous engagement), and processes for adaptive reuse or divestment (Policy 1–18; Section 7–8).\n- Allocates decision‑making and operational responsibilities primarily to the Australian Maritime Safety Authority (AMSA) — specifically AMSA Asset Management and Preparedness and the AtoN (Aids to Navigation) maintenance contractor — with roles for NSW National Parks & Wildlife Service (NPWS), the Department of Agriculture, Water and the Environment (Heritage Branch), the NSW Heritage Council and Indigenous representatives where relevant (Implementation strategies throughout Policies 1–18; Policy implementation plan, Section 8).\n- Specifies timing and frequency for key actions: routine maintenance/inspections every 6 months by the AtoN maintenance contractor, a Heritage Asset Condition Report updated every two years, a review of Commonwealth heritage values at least every five years (or sooner if major change occurs), and an internal/ external review timetable with checkpoints in 2025 and 2027 (Policy 3; Policy 7; Section 8.2).\n- Sets access rules: general public access to the precinct is allowed day and night but internal access to the lantern/ tower is restricted to authorised personnel and guided tours (sunrise–sunset). Maintenance and safety inspections take priority over tours and may delay visitor admittance (Policy 3; Policy implementation plan table).\n- Requires AMSA to obtain heritage approvals for works that need them, to follow the Burra Charter principles when intervening on fabric, to keep and make records available, and to involve qualified heritage consultants where internal capacity is limited. It also commits AMSA to consult Indigenous and community stakeholders when preparing or revising the plan (Policy 5, 6, 8–11, 16, 17; Appendix 4 links the plan to EPBC Regulations Schedule 7A).\n- Provides for continuity in the event of divestment: if the lighthouse is no longer an AMSA aids‑to‑navigation, AMSA will seek termination of its lease and transfer heritage information to the new authority, following s 341ZE of the EPBC Act (Policy 16).\n\n**Official rationale (as stated)**\n\n- The plan’s stated purpose is to identify, protect, conserve, present and transmit the Commonwealth and NSW State heritage values of Smoky Cape Lighthouse and to meet the requirements of Schedule 7A of the Environment Protection and Biodiversity Conservation Regulations 2000 (Appendix 4; Section 1 and 7).\n\n**Testing the stated purpose against incentives, costs and trade‑offs**\n\nWho pays and who decides\n- AMSA (its Asset Management and Preparedness branch) is the primary decision‑maker and payer for AMSA‑led actions such as maintenance, reporting and training, subject to available funding (implementation strategies across Policies 1–11, 14). The AtoN maintenance contractor performs inspections and maintenance tasks under AMSA direction (Policy 3; implementation plan table). Where major works are proposed, state and federal heritage authorities must provide approvals (Policy 5).\n\nWho is affected and how behaviour changes\n- Visitors and tour operators: tours may be delayed or limited during maintenance; on‑site interpretation depends on funding (Policy 3; Policy 4). General visitor access is permitted but internal access is restricted to authorised persons and official guided tours.\n- Contractors and maintenance providers: must coordinate with AMSA, follow workplace health and safety measures and heritage guidance, and may be required to undertake heritage training (Policy 3, 9, 10).\n- Leaseholders/adjacent landowners: will be informed of AMSA activities and consulted on changes affecting the site setting (Policy 15, lightstation access in implementation plan table).\n- Indigenous communities: the plan preserves access for cultural traditions and requires consultation and notification processes in the event of discoveries of Aboriginal heritage (Policy 3, 12, 17).\n\nDirect costs and funding dependencies\n- Many items are explicitly conditional on funding availability (on‑site signage, training, some conservation works). That creates implementation risk: interpretive signage, regular staff training and contingency for major conservation works are all subject to AMSA budget decisions (Policy 4; Policy 9).\n\nRegulatory and compliance burdens\n- Works that affect heritage fabric must obtain relevant state and federal approvals (Policy 5). The plan maps to Schedule 7A obligations (Appendix 4) and requires record‑keeping in AMSA’s records management system (Policy 8), producing recurring administrative workloads (biennial and five‑year reporting and plan reviews).\n\nTrade‑offs and opportunity costs\n- Prioritising maintenance and navigation function over public tours can reduce immediate tourism utility but protects the operational integrity and heritage fabric (Policy 3). Funds spent on conservation, monitoring and training are not available for other AMSA activities or local tourism promotion; conversely, inadequate funding risks deferred maintenance and potential heritage loss.\n\nImplementation risks and discretion\n- The plan relies heavily on AMSA’s internal processes, contractor performance and periodic reviews (biennial reports; five‑year reviews). Where AMSA lacks in‑house heritage expertise, the plan depends on procurement of external consultants (Policy 11), which introduces time and cost uncertainty. Several commitments (signage, additional training) are explicitly contingent on available funding, creating variability in on‑the‑ground outcomes.\n\nEffects on private enterprise, competition and individual choice\n- The plan creates modest operational constraints for commercial tour operators (scheduling changes, access limits) and for potential developers or lessees in the event of adaptive reuse or divestment (heritage approvals and recognition obligations under EPBC s 341ZE; Policy 16). It does not create new fees or regulatory instruments directly affecting market pricing, but it does impose procedural requirements (approvals, consultation) that can slow or increase the cost of development or reuse proposals.\n\nConcentrated benefits and diffuse costs\n- The benefits of preservation (heritage value retained, research resources, cultural access) are concentrated among heritage agencies, historians, local community and Indigenous groups. The costs (maintenance, administrative burden, possible restrictions on tourist operations) are largely borne by AMSA and by private operators or contractors who must comply with AMSA’s regimes.\n\nBottom line (mechanical summary)\n- This is a practical, operational management plan that assigns AMSA responsibility for conserving Smoky Cape Lighthouse’s Commonwealth and state heritage values, sets inspection and reporting cadences (6‑monthly inspections, biennial asset reports, five‑year value reviews), constrains internal access to authorised personnel and guided tours, requires heritage approvals for major works, mandates record‑keeping and stakeholder consultation, and leaves several discretionary items subject to AMSA funding and external approvals (Policies 1–18; Section 8; Appendix 4)."},"kimi_summary":{"content_quality":"ok","complexity_score":4,"scope_assessment":{"changed":false,"description":"The document appears to be a standard heritage management plan prepared under the EPBC Regulations. It covers the expected scope for managing a Commonwealth Heritage place: conservation, access, monitoring, reporting, and community consultation. There is no evidence of scope creep beyond the original purpose of heritage management for this specific lighthouse."},"complexity_factors":["18 distinct policies with nested implementation strategies and specific timeframes (e.g., biennial reports, 5-year reviews)","Multiple statutory frameworks referenced: EPBC Act, EPBC Regulations Schedule 7A, NSW State heritage listings, and the Burra Charter","Cross-referencing between policies and appendices (e.g., Policy 7 references Section 5, Appendix 4 maps compliance to 12 regulatory requirements)","Defined terms in Appendix 1 (heritage conservation) and Appendix 2 (technical lighthouse terminology) totaling approximately 40+ specialized definitions","Conditional logic for unforeseen discoveries (Policy 12) and divestment scenarios (Policy 16)","Multiple responsible parties identified across policies (AMSA Asset Management, AtoN Maintenance Contractor, AtoN Heritage Coordinator, NPWS, external consultants)"],"plain_english_summary":"Smoky Cape Lighthouse Heritage Management Plan directs AMSA to conserve the 19th‑century lighthouse as operational maritime infrastructure and a Commonwealth heritage place, guiding upkeep, guided public access, Indigenous and community consultation, and future changes or divestment. It affects AMSA staff and contractors, visitors and tour operators, nearby land managers and Indigenous stakeholders, ensuring the site’s continued function, heritage protection, and legal compliance."}},"importantCases":[],"_links":{"self":"/api/acts/smoky-cape-lighthouse-heritage-management-plan-2022","history":"/api/acts/smoky-cape-lighthouse-heritage-management-plan-2022/history","analysis":"/api/acts/smoky-cape-lighthouse-heritage-management-plan-2022/analysis","conflicts":"/api/acts/smoky-cape-lighthouse-heritage-management-plan-2022/conflicts","importantCases":"/api/acts/smoky-cape-lighthouse-heritage-management-plan-2022/important-cases","documents":"/api/acts/smoky-cape-lighthouse-heritage-management-plan-2022/documents"}}