Montague Island Lighthouse Heritage Management Plan 2020
In ForceCTH
Jurisdiction
Commonwealth
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legislative instrument
Plain English Summary
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This is a heritage management plan prepared by the Australian Maritime Safety Authority (AMSA) to govern the conservation, operation and maintenance of the Montague Island Lighthouse under the EPBC Act and Regulations. It sets policies, monitoring requirements, maintenance schedules and approval processes for works on the lightstation.
It affects AMSA, its maintenance contractor(s), NSW National Parks & Wildlife Service, Indigenous stakeholders, approved tour operators and the Minister for approvals. It matters because it ties navigational operation and equipment changes to heritage approvals, assigns who carries and funds maintenance, and restricts actions that could alter significant fabric.
This Heritage Management Plan (the plan) documents how the Australian Maritime Safety Authority (AMSA) will manage the Montague Island Lightstation’s Commonwealth and State heritage values while maintaining the site as an operational aid to navigation (AtoN). The document performs three mechanical functions.
First, it records the site description, history, fabric and statutory status required by the Environment Protection and Biodiversity Conservation Regulations 2000 (EPBC Regs), Schedule 7A and 7B. The plan explicitly states it was prepared to satisfy those schedules (Section 1.4 Status; Appendix 4) and cross‑references the Commonwealth Heritage List and NSW State Heritage Register entries (Section 2.4, Section 5.1-5.2).
Second, it sets out governance and operational requirements for AMSA and its contractors. That includes a set of conservation policies (Section 7), monitoring and reporting routines (biennial Heritage Asset Condition Reports and five‑year plan reviews, Sections 5.3, 7 Policy 7, 8.2), an implementation schedule linking responsibilities, priorities and timeframes (Section 8.1), and obligations to obtain heritage approvals from relevant state or federal authorities for works (Policy 5; Section 6.1 Referral and approvals of action).
Third, the plan operationalises the dual roles AMSA carries here: operator of an IALA Category 2 AtoN (operational performance and availability target 99 per cent, Appendix 3) and Commonwealth custodian of heritage fabric and values (obligations under the EPBC Act/Regs and AMSA’s own heritage strategy). The plan therefore prescribes behavioural rules: AMSA must conserve fabric identified in the fabric register (Section 4.1), maintain the light as an AtoN (Sections 6.4, 6.5), schedule preventative maintenance (Section 6.5; implementation table in Section 8.1), control public access and tourist impacts (Policy 3), consult Indigenous stakeholders (Policy 17), and ensure recordkeeping and training (Policies 8 and 9).
Current sections
Direct links to the current provisions in Montague Island Lighthouse Heritage Management Plan 2020.
135
Contents
Contents
Contents
Executive Summary
Executive Summary
Executive Summary
1. Introduction
1. Introduction
1. Introduction
1.1
Background and purpose
1.1 Background and purpose
AMSA is the Commonwealth agency responsible for marine AtoN. Our network includes the Montague Island Lighthouse in NSW built in 1881.
The EPBC Act 1999 requires the preparation of management plans that satisfy the obligations included in Schedule 7A and 7B of the EPBC Regulations 2000. The principal features of this management plan are:
• a description of the place, its heritage values, their condition and the method used to assess its significance
• an administrative management framework
• a description of any proposals for change
• an array of conservation policies that protect and manage the place
• an implementation plan
• ways the policies will be monitored and how the management plan will be reviewed.
We have commissioned this heritage management plan to guide the future conservation of the place.
This plan provides the framework and basis for the conservation and best practice management of the Montague Island Lighthouse in recognition of its heritage values. The policies in this plan indicate the objectives for identification, protection, conservation and presentation of the Commonwealth heritage values of the place. Figure 2 shows the basic planning process applied.
1.2
Heritage management plan objectives
1.2 Heritage management plan objectives
The objectives of this heritage management plan are to:
• protect, conserve and manage the Commonwealth
heritage values of the Montague Island Lighthouse
• interpret and promote the Commonwealth heritage values of the Montague Island Lighthouse
• manage use of the lightstation
• use best practice standards, including ongoing technical and community input, and apply
best available knowledge and expertise when considering actions likely to have a substantial impact on Commonwealth heritage values.
1.3
Methodology
1.3 Methodology
The methods to prepare this plan are consistent with the recommendations of The Burra Charter. The plan addresses:
• The history of the site based on information sourced from archival research, expert knowledge and documentary resources.
• The description of the site based on information sourced from site inspection reports and fabric registers.
• The Commonwealth heritage criterions satisfied by Montague Island as set out by the EPBC Act 1999 and EPBC Regulations (2000).
The EPBC Regulations (2000) Schedule 7A
(h) (i-xiii) was used to develop the necessary policies for management of the Montague Island Lighthouse, and the Department of the Environment and Energy advised on best practice management approaches.
The draft management plan was advertised in accordance with the EPBC Act 1999 and EPBC Regulations (2000). A response was received proposing the placement of a concessionaire on the Island. This request was passed onto NSW NPWS and was not incorporated into the final document.
The Wagonga Local Aboriginal Land Council (WLALC) was consulted with in April 2020, and information on the Island’s history, and
aboriginal associations were incorporated into the management plan. The Council’s request to erect a symbol on the island was also incorporated in this management plan and will be included within the Fabric Register section in future versions of this plan.
Consultations with the WLALC are still currently ongoing and we anticipate further feedback. This feedback will be included in an amended version of the plan.
The New South Wales National Parks and Wildlife Service was consulted with in March 2020 and provided AMSA with feedback on the plan as a whole. Their edits relating to the history of the Island, the site’s current uses, and policies on management were incorporated into the final document.
A developed draft was submitted to the Minister through the Department of Agriculture, Water and the Environment where advice was sought from the Australian Heritage Council. On 26 August 2020, the Australian Heritage Council advised that the plan was not inconsistent with the Commonwealth Heritage Management Principles, and gave approval..
No updates or amendments have been made in this version of the plan. Future updates and
amendments will be listed here in later versions.
1.4
Status
1.4 Status
This plan has been adopted by AMSA in accordance with Schedule 7A (Management plans for Commonwealth Heritage places) and Schedule 7B (Commonwealth Heritage management principles) of the EPBC Regulations (2000) to guide the management of the place and for inclusion in the Federal Register of Legislative Instruments.
1.5
Authorship
1.5 Authorship
This plan has been prepared by AMSA. At the initial time of publication, Australian Maritime Systems Group (AMSG) is the contracted maintenance provider for the Commonwealth Government’s AtoN network including Montague Island Lighthouse.
1.6
Acknowledgements
1.6 Acknowledgements
AMSA acknowledges the professional assistance of
Peter Marquis-Kyle, heritage architect.
1.7
Language
1.7 Language
For clarity and consistency, some words in this plan such as restoration, reconstruction, and preservation, are used with the meanings defined in the Burra Charter 1. See Appendix 1 Glossary of heritage conservation terms. Also see Appendix 2 Glossary of lighthouse terminology relevant to Montague Island Lighthouse, which sets out the technical terminology used in this plan.
1.8
Previous reports
1.8 Previous reports
A Supplementary Information Report (NPWS Lighthouses – Conservation Management and Cultural Tourism Plan) was completed by Graham Brooks and Associates Pty Ltd in November 2001 for the NSW NPWS.
A Heritage Lighthouse Report was completed for AMSA by heritage architect Peter Marquis-Kyle in 2007.
1.9
Sources of information and images
1.9 Sources of information and images
This plan has incorporated a number of sources including the National Archives of Australia (NAA), National Library of Australia (NLA), as well as the AMSA heritage collection.
Photos with no credit are solely owned by AMSA.
Website URLs are referenced via superscript (for example Montague Island Reportx) and located at the end of the document (See Website Links).
2. Montague Island Lightstation site
2. Montague Island Lightstation site
2. Montague Island Lightstation site
2.1
Location
2.1 Location
The Montague Island lighthouse is located on Montague Island, a protected nature reserve found offshore from the South Coast region of New South Wales. The lighthouse and island are approximately
10 kilometres south-east of Narooma, NSW, and approximately 350 kilometres south of Sydney, NSW.
Lighthouse coordinates: 36° 15.1143 ‘S, 150°
13.6035 ‘E
2.2
Setting and landscape
2.2 Setting and landscape
The lighthouse is located on the Montague Island
Nature Reserve, a protected reserve approximately
82 ha in size. The island is outlined with rugged, steep cliffs with landing only possible at two sheltered locations on the western side of the island. Montague Island is a gazetted Aboriginal Place.
Fauna and flora
Fauna and flora
Fauna and flora
Classified as a nature reserve by NPWS, Montague Island is recognised for its abundance of unique fauna and flora.
The island supports NSW’s largest colony of Eudyptula minor (or little penguin) that breeds on the island. Additionally, Australian fur seals and New Zealand fur seals are regular visitors to the Island with up to 10,000 counted along the shores during peak season.
Humpback whales are frequently spotted passing Montague Island during spring, with some Orcinus orca, or killer whales, occasionally seen in nearby waters.
The island has approximately 90 bird species that migrate to the area throughout the year. Of these, 12 species are known to nest on the island including short-tailed shearwaters, wedge-tailed shearwaters, Gould’s kites, peregrine falcons, swamp harriers, crested terns, and silver gulls.
Over 200 plant species have been identified on Montague Island.2 Whilst many are introduced to the island, the majority of the island is covered by Lomandra longifolia (mat-rush). Other flora recorded includes:
• tussock grass, found along the Island’s northern
slopes
• Westringia fruticosa
• Pelargonium austral
• Melaleuca armillaris
• Correa alba, found along the cliff edges
• coastal wattle
A Montague Island Nature Reserve Plan of Management was published in 1996 and offers additional information on the environmental management of the reserve.b NPWS is currently undertaking a review of this plan.
2.3
Lease and ownership
2.3 Lease and ownership
The Montague Island lighthouse and surrounding land is managed by the New South Wales State Government. AMSA lease the lighthouse and land from NPWS.
The AMSA lease consists of one parcel of land (Lot 1) which encompasses the lighthouse tower alone.
The current lease was signed on 9 July 1998, commencing on 1 July 1997 and terminating on 30 June 2022, with an option to renew for a further 25 years. The lease stipulates that AMSA must comply with any applicable management plan and state environmental laws.
Due to public interest in Montague Island and the lighthouse, a tourism license was signed between AMSA and the NSW Minister for the Environment commencing 1 July 1997, ceasing on 30 June 2022 with a renewal option for a further 25 years.
Montague Island is a gazetted Aboriginal Place and a Native Title claim application is currently active under the South Coast People.
The first lighthouse to be constructed along Australian soil was Macquarie Lighthouse, located at the entrance to Port Jackson, NSW. First lit in 1818, the cost of the lighthouse was recovered through the introduction of a levy on shipping. This was instigated by Governor Lachlan Macquarie, who ordered and named the light.
The following century oversaw the construction of hundreds of lighthouses around the country. Constructing and maintaining a lighthouse were costly ventures that often required the financial support of multiple colonies. However, they were deemed necessary aids in assisting the safety of mariners at sea. Lighthouses were firstly
managed by the colony they lay within, with each colony developing their own style of lighthouse and operational system. Following Federation in 1901, which saw the various colonies unite under one Commonwealth government, lighthouse management was transferred from state hands to the Commonwealth Lighthouse Service.3
Lighthouse technology has altered drastically over the centuries. Eighteenth century lighthouses were lit using parabolic mirrors and oil lamps.
Documentation of early examples of parabolic mirrors in the United Kingdom, circa 1760, were documented as consisting of wood and lined with pieces of looking glass or plates of tin. As described by Searle, “When light hits a shiny surface, it is reflected at an angle equal to that at which it hit.
With a light source is placed in the focal point of a parabolic reflector, the light rays are reflected parallel to one another, producing a concentrated beam”4.
In 1822, Augustin Fresnel invented the dioptric glass lens. By crafting concentric annular rings with a convex lens, Fresnel had discovered a method
of reducing the amount of light absorbed by a lens. The Dioptric System was adopted quickly with Cordouran Lighthouse (France), which was fitted with the first dioptric lens in 1823. The majority
of heritage-listed lighthouses in Australia house dioptric lenses made by others such as Chance Brothers (United Kingdom), Henry-LePaute (France), Barbier, Bernard & Turenne (BBT, France) and Svenska Aktiebolaget Gasaccumulator (AGA
of Sweden). These lenses were made in a range of standard sizes, called orders—see ‘Appendix 2. Glossary of lighthouse Terms relevant to Montague Island Lighthouse’.
Early Australian lighthouses were originally fuelled by whale oil and burned in Argand lamps, and multiple wicks were required in order to create a large flame that could be observed from sea. By the 1850s, whale oil had been replaced by colza oil, which was in turn replaced by kerosene, a mineral oil.
In 1900, incandescent burners were introduced. This saw the burning of fuel inside an incandescent mantle which produced a brighter light with less fuel
within a smaller volume. Light keepers were required to maintain pressure to the burner by manually pumping a handle as can be seen in Figure 12.
In 1912, Swedish engineer Gustaf Dalén, was awarded the Nobel Prize in physics for a series of inventions relating to acetylene-powered navigation lights. Dalén’s system included the sun valve,
3.2
The Commonwealth lighthouse service
3.2 The Commonwealth lighthouse service
When the Australian colonies federated in 1901, it was decided that the new Commonwealth Government would be responsible for coastal
lighthouses. This included only the major lights used by vessels travelling from port to port, not the minor lights used for navigation within harbours and rivers. There was a delay before this new arrangement came into effect and the existing lights continued to be operated by the states.
Since 1915, various Commonwealth departments have managed lighthouses. The Australian Maritime Safety Authority (AMSA), established under the Australian Maritime Safety Authority Act 1990, is now responsible for operating Commonwealth lighthouses and other marine aids to navigation, along with its other functions.
3.4
Montague Island: a history
3.4 Montague Island: a history
Indigenous history
Indigenous history
Indigenous history
Vivienne Mason, Chairperson of Wagonga Local Aboriginal Land Council, Elder and Knowledge Holder of the Yuin Tribe shared knowledge of the land the light house sits on:
“A Dreamtime Story of my people, the Yuin, is that Barranguba (Montague Island) is the son of Gulaga, the mother mountain, (Mt Dromedary). Barranguba being the eldest son wanted to leave his mother, Gulaga. Gulaga agreed that Barranguba could move, but only on the condition that she would
be able to watch over him. Barranguba went off- shore to live, far enough away from his mother but close enough for her to watch over him. Gulaga’s youngest son, Nadjanuka also wanted to leave but Gulaga insisted he stayed close by on the land to protect the Budjarns (Birds). To this day Barranguba, Nadjanuka and Gulaga are connected through her umbilical cord (an Underwater Freshwater Stream running from Gulaga to Barranguba and Nadjanuka. There is a fresh water spring on Barranguba but the location has been lost.”
‘Also, we were told, many years ago, that Aboriginal paintings were found on Barranguba, but they are now hidden due to the changes to the land. Legend has it that Barranguba is a Men’s Place but this is debated, it depend on who you speak to.”
It is recorded in a newspaper article from the first settlers of Narooma (copy at the National Library), that a tragedy befell a group of young Aboriginal men and women, who were returning from their annual seabird egg gathering expedition from Barranguba. These young people were lost at sea when a freak wave hit them.
Early European history
Early European history
Early European history
In 1770, British navigator and cartographer James
Cook sailed along the New South Wales coast. Although recording the ‘camel-shaped mountain’ which he named Mount Dromedary, Cook did not recognise the island as separate to the mainland and mistakenly recorded it as part of the headland.
It was not until 1790 that the convict ship Surprise
determined Montague was in fact an island.
It is alleged the island was named after George Montague Dunk, the Earl of Halifax.
Research on the early European history of the island yielded little information. During the mid- 19th century, a gold rush occured in Nerrigundah, north of Narooma, and it is alleged sea bird eggs were collected from Montague to sell to the miners. Records indicate a number of fishing shacks existed at some point on the western shore of the island, however no substantial structures were built and no remains have been located.9
3.5 Planning a lighthouse
Why Montague Island?
Why Montague Island?
Why Montague Island?
Due to its offshore and elevated position, Montague Island offered the perfect vantage point for a light.
In 1873, the erection of a lighthouse on Montague Island (known then as Montagu) was first proposed during a conference between the principal officers of the Marine Departments of the Australian Colonies chaired by Captain Hixson. However, it was not until 1877 that funds were allocated by the New South Wales Government to carry out the project.10
Design
Design
Design
James Barnet, colonial architect for New South Wales, was placed in charge of designing the plans for a light at Montague Island. Barnet, alongside prospective tenders, visited the Island and assisted in
View image in the official sourceselecting the best location for a lightstation. His blueprints, which were created following this visit, featured a granite tower 12-m in height with tapering walls and one upper platform.
Construction
Construction
Construction
Tenders for the construction of a light at Montague Island were called October 1878. The initial successful contractor, J Musson and Co., had their offer of £13,900 accepted for an estimated 15-month construction period. The contract was signed on the 5 February 1879.
Work commenced with Mr John Kelly acting as foreman of works on behalf of the government, and Mr James Peters for the contractors.
However, poor management and inadequate materials hindered work running smoothly on- site. The lighthouse was to stand on a large boulder overlooking the Island, and Barnet strictly instructed the boulder not to be touched. Contrary
to these express orders, the contractor fired a shot at the boulder which detached a large mass and caused the position of the Tower to be altered by
Equipment when built
Equipment when built
Equipment when built
Following construction, Montague lighthouse stood as a 21 m tall circular granite tower with a light source powered by kerosene, providing an intensity of 45,000 cd.
The 910 mm focal radius, 8 panels, 1st Order Chance Bros. lantern and lens rotated on a roller pedestal which operated by clockwork mechanism and weights in the central tube within the tower.
The lens revolved every four minutes with:
“a steady flare for 30 seconds, then an eclipse for 13 seconds, and then a brilliant flash lasting four seconds, followed by another eclipse of 13 seconds’ duration.” 13
Figure 19. View of Montague Island Lighthouse, 1917 (NAA, 4746689)
3.6
Lighthouse keepers
3.6 Lighthouse keepers
Due to the island’s isolation, lightkeeping was
a demanding livelihood. The arrival of food and supplies from passing steamers lay at the mercy of
the weather and swell of the surrounding waters. In 1952, the lightkeepers and their families went without fresh food for 10 days, eventually resorting to hunting wild goats roaming the Island. 14
Tragedy was also a common theme on the island. The lack of medical assistance available, and the inability to traverse the passage separating the island from the mainland, meant deaths among lightkeepers and their families occured. Head keeper, John Burgess, lost two of his children in the 1880s, one to whooping cough and the other to an unknown illness, and an assistant keeper Charles Townsend died after being thrown from his horse in 1894.
Mrs John Burgess’s letter to the local newspapers exemplified the consequences of isolation in 1894:
I have been a lighthouse keeper’s wife for nearly fifteen years, both at South Solitary and Montague Islands.
During that period several deaths have occurred in my family and those of the assistants, also accidents. We never could procure assistance till too late; although steamers pass both north and south frequently, they do not seem to see when we have a distress signal flying from our flagstaff. 15
The graves of the Burgess children and Mr Townsend, which are located nearby the lighthouse and cottages, are a stark reminder of the dangers faced in taking up lightkeeping in isolated locations.16
The move to automate the lighthouse in the 1980s faced controversy among keepers and local communities who feared it would lead to its dilapidation.17
Eventually however, the lighthouse was officially de-manned in 1986 following the station’s automation.
The Montague Island Lighthouse has undergone minimal changes since its construction in 1901. Changes that have been made were largely in relation to the light source and electrical systems. The following sections detail the changes made to the lightstation.
The Brewis Report (1913)
The Brewis Report (1913)
The Brewis Report (1913)
In 1911, Commander CRW Brewis, retired naval surveyor, was commissioned by the Commonwealth Government to report on the condition of existing lights and to recommend any additional ones.
Brewis visited every lighthouse in Australia between June and December 1912 and produced a series of reports published in their final form in March 1913. These reports were the basis for future decisions.
Brewis’ recommendations for Montague Island included changing the character of the light, inserting a new clockwork mechanism and pedestal and installing new wireless telegraph equipment.
Alterations to the Light
Alterations to the Light
Alterations to the Light
View image in the official sourceDue to developments in technology, the Montague Island Lighthouse was modified multiple times to improve its use as an AtoN.
Figure 20. Evolution of Montague Island Lighthouse lens/
lanterns (Searle, 2013, pg. 209)
Conservation Works
Conservation Works
Conservation Works
The table below details the major rectification works carried out on the Montague Island Lighthouse.These works have been undertaken as proactive measures to preserve the tower’s fabric and materials.
Date
Works Completed
Circa 1980s
Lantern room refurbished
Sept 1986
Original lantern and lens removedfrom tower
3.9
Summary of current and former uses
3.9 Summary of current and former uses
From its construction in 1881, the Montague Island Lightouse has been used as a marine AtoN. Its AtoN capabilities remain its primary use.
The Montague Island Lighthouse as a key tourism site developed over recent decades following
the transferral of the Island to the NPWS, and the keepers’ cottages are now used for tourist accomodation.
The Montague Island Lightstation precint is now used:
• to house NPWS staff stationed on the island, as well as accomodating researchers and tour guides
• a key tourism site, with facilities.
3.10
Summary of past and present community associations
3.10 Summary of past and present community associations
Aboriginal associations
Aboriginal associations
Aboriginal associations
The Wagonga Local Aboriginal Land Council shared with AMSA the following:
“The language spoken is Dhurga. Both Walbunja Yuin and Djirridjan Yuin claim connection to Barranguba. Please note that all Yuin people have a connection to Barranguba, Nadjanuka and Gulaga as they forever protect their people.
Today our people are restricted from accessing our special places which is due to white man’s laws and regulations.”
AMSA is currently working to erect a symbol on the island to acknowledge the Yuin people’s Elders, past, present and future generation.
Local, National, and International assoc
Local, National, and International associations
Local, National, and International associations
Montague Island maintains firm state and national associations owing to its standing as a nature reserve under the NPWS. Montague Island Nature Reserve hosts one of the longest running seabird research programs in the world. This, combined with the unique species present, the accessibility of the island and its geographical location and significant size highlights the importance of Montague Island ecologically and scientifically.
The nature reserve offers a protective sanctuary to
species of local and national concern.
The lighthouse itself maintains strong associations with past lighthouse keeping families owing to
the significant period of time the lightstation was
manned.
3.11
Unresolved questions or historical
3.11 Unresolved questions or historical
conflicts
A number of dates are disputed amongst past research.
The year the lighthouse was de-manned is disputed. Some sources credit 1985, others credit 1986. There is also uncertainty over which year the island was handed over to the NPWS with sources citing 1987-89.
Despite much of its history being recorded, information on the lighthouse keepers of Montague Island is relatively limited. The list of names and years of service is incomplete and very little is known about the majority of those that occupied the site for more than 80 years.
3.12
Recommendations for further research
3.12 Recommendations for further research
Archaeological investigation of the site may reveal further information on prehistoric and historic uses of Montague Island to broaden understandings of the site’s intrinsic value.
4. Fabric
4. Fabric
4. Fabric
4.1
Fabric register
4.1 Fabric register
The cultural significance of the Montague Island Lighthouse resides in its fabric, and also in its intangible aspects, such as the meanings people ascribe to it, and its connections to other places and things. The survival of its cultural value depends on a well-informed understanding of what is significant, and on clear thinking about the consequences of change. The Burra Charter sets out good practice for conserving cultural significance. Criterion under ‘Heritage Significance’ refer to the criterion satisfied within the specific Commonwealth heritage listing (see section 5.1)
• Ribs – Chance Bros cast iron radial ribs
• Inner skin – none (removed)
• Ventilator – ball type with wind vane attached
• Lightning conductor – vertical pole mounted on dome, with four spikes at top, and two braces to roof sheets, eight vertical spikes attached near the gutter
• Gutter – circular ring of cast iron pieces bolted together. Drawings indicate the lantern roof may have been overhauled around 1981.
• Ladder rail – attached to underside of gutter
• Drip tray – copper dish suspended under ventilator, with central hole for heat tube
• Heat tube support – framework with four radial members of rolled ferrous T-section, attached to gutter and to central ring
Heritage significance: High
Heritage significance: High
Heritage significance: High
The lantern roof is both an original and essential part of the lighthouse, exhibiting one style of late- 19th century lighthouses (criterion a, criterion d).
Original catwalk decking removed and replaced with a new floor supported on the original openwork cast iron brackets bolted to the upper section of the lantern base.
• floor – sheet flooring in segments, supported on pre-fabricated aluminium radial beams and cross beams, supported on the original iron brackets on the outside, and on a fabricated steel column in the middle
• ladder – fixed aluminium ladder
Finish
painted
Condition
intact and sound
Integrity
medium
Significance
high
Maintenance
keep in service, prepare andrepaint at normal intervals
The South Solitary Island Lighthouse, first lit in 1880, bears the closest resemblance to the
Montague Island Lighthouse in design and style.
Designed by James Barnet, South Solitary Island Lighthouse stands as a mass concrete structure. Similar to Montague Island, South Solitary’s cylindrical tower was originally constructed to be slightly tapered in design with an outwardly sloping gunmetal balcony railing fitted around a Chance Bros. lantern room. The two lighthouses also share similar fittings such as the geometric cast iron stairs located within the tower. The lighthouses were both originally fitted with 1st Order Chance Bros. optical assemblies.
Unlike Montague Island, South Solitary’s tower was painted white and the base of the tower was enclosed by a small annex which contained the oil store.
The close stylistic resemblances of Montague Island and South Solitary Island, built one year apart, are indicative of James Barnet’s vision for NSW’s ‘highway of lights’. Despite some variation between the designs, both of the isolated island towers represent late-19th century craftsmanship and technical achievement.
5. Heritage Significance
5. Heritage Significance
5. Heritage Significance
5.1
Commonwealth heritage list — Montague Island Lighthouse
5.1 Commonwealth heritage list – Montague Island Lighthouse
Statement of Commonwealth heritage
Statement of Commonwealth heritage
Statement of Commonwealth heritage
significance
The following statement of significance is taken from the Montague Island Lighthouse listing on the Australian Heritage Database (Place ID: 105601)c
The Montague Island Lighthouse tower, opened in 1881, is significant for its long association with the development and provision of maritime aids along the New South Wales coast, and for its part in
the history of Australian shipping over a considerable period (criterion a). (Themes:
3.8.1 Shipping to and from Australian ports,
3.16.1 Dealing with hazards and disasters)
The granite tower, with tapering walls, outward curving platform and curved balustrade, is a well-proportioned structure displaying very fine elements of design and craftsmanship.
The tower is also a good example of a late- 19th century light tower on the NSW coast (criterion f, criterion d).
The Montague tower is one of the only two offshore island lighthouses along the NSW coast (criterion b).
Additionally significant is the fact that the tower was designed by NSW Colonial Architect James Barnet. Barnet played a seminal role into the development of the colony’s architecture over 25 years (criterion h).
The island and the lightstation are socially significant on account of the large numbers of visitors to Montague, the tower’s high visibility from the coast and the incorporation of the tower into local tourism (criterion g).
The tower’s fine design and granite stonework, its landmark status along this part of the coast, the lack of modern visual intrusions, and the tower’s contrast with the island’s rounded granite slabs and treeless topography are all responsible for the tower having considerable aesthetic qualities (criterion e).
Commonwealth heritage values — criteria
Commonwealth heritage values — criteria
Commonwealth heritage values – criteria
There are nine criteria for inclusion in the Commonwealth Heritage List and meeting any one of these is sufficient for listing a place. These criteria are similar to those used in other commonwealth, state and local heritage legislation, although thresholds differ. In the following sections, the Montague Island Lighthouse is discussed in relation to each of the criteria as based on the current Commonwealth Heritage Listing Place ID 105601.
5.2
NSW State heritage register — Montague Island Lighthouse
5.2 NSW State heritage register – Montague Island Lighthouse
The statement of heritage significance and the information from the table below was taken from the Montague Island Lightstation listing on the New South Wales State Heritage Register (SHR). Listing ID: 01000.d
NSW State heritage register — statement
NSW State heritage register — statement of
NSW State heritage register – statement of
heritage significance
Montague Island Lightstation and its setting
are highly significant as one of a collection of lighthouses which combine the natural values of a rugged coastal island with the cultural values of a prominent landmark and isolated outpost associated with the development of coastal shipping in the late 19th century.
<table cellspacing="0" cellpadding="0" style="margin-left:8.15pt; border-collapse:collapse"><tbody><tr style="height:22.55pt"><td rowspan="2" style="width:180.6pt; border-bottom:0.75pt solid #0b679b; vertical-align:top"><p class="TableParagraph" style="margin-top:6.15pt; font-size:9pt"><span style="font-weight:bold; color:#ffffff">SHR Criterion</span></p><p class="TableParagraph" style="margin-top:0.15pt; margin-left:0pt; font-size:8.5pt"><span style="font-weight:bold"></span></p><p class="TableParagraph" style="font-size:9pt"><span style="font-weight:bold">SHR Criterion A – Historical</span></p><p class="TableParagraph" style="margin-top:0.65pt; font-size:9pt"><span style="font-weight:bold">significance</span></p><p class="TableParagraph" style="margin-top:0.15pt; margin-left:0pt; font-size:10pt"><span style="font-weight:bold"></span></p><p class="TableParagraph" style="margin-right:27.35pt; line-height:106%; font-size:9pt"><span>An item is important in the course, or pattern, of NSW’s cultural or natural history.</span></p></td><td style="width:301pt; vertical-align:top; background-color:#4c7ba8"><p class="TableParagraph" style="margin-top:6.15pt; margin-left:5.8pt; font-size:9pt"><span style="font-weight:bold; color:#ffffff">Evidence/Explanation</span></p></td></tr><tr style="height:127.3pt"><td style="width:300.25pt; border-right:0.75pt solid #0b679b; border-left:0.75pt solid #0b679b; border-bottom:0.75pt solid #0b679b; vertical-align:top; background-color:#eff9fe"><p class="TableParagraph" style="margin-top:3.65pt; margin-right:7.9pt; line-height:106%; font-size:9pt"><span>Montague is a fine and intact example of a lightstation constructed in NSW during the late 19th century and part of the most productive phase of lighthouse construction during the 1880s.</span></p><p class="TableParagraph" style="margin-top:5.75pt; line-height:106%; font-size:9pt"><span>The light is an important part of the NSW network and the so-called ‘highway lights’ and offered protection to the intrastate traffic to Narooma, Tathra and Eden. It is one of only two major lighthouses in NSW located on off-shore islands.</span></p></td></tr><tr style="height:127.3pt"><td style="width:179.85pt; border:0.75pt solid #0b679b; vertical-align:top"><p class="TableParagraph" style="margin-top:3.65pt; font-size:9pt"><span style="font-weight:bold">SHR Criterion B – Associative</span></p><p class="TableParagraph" style="margin-top:0.65pt; font-size:9pt"><span style="font-weight:bold">significance</span></p><p class="TableParagraph" style="margin-top:0.15pt; margin-left:0pt; font-size:10pt"><span style="font-weight:bold"></span></p><p class="TableParagraph" style="margin-right:0.6pt; line-height:106%; font-size:9pt"><span>An item has strong or special association with the life or works of a person, or group of persons, of importance in NSW’s cultural or natural history.</span></p></td><td style="width:300.25pt; border:0.75pt solid #0b679b; vertical-align:top; background-color:#eff9fe"><p class="TableParagraph" style="margin-top:3.65pt; font-size:9pt"><span>No attributes identified</span></p></td></tr><tr style="height:141.45pt"><td style="width:179.85pt; border:0.75pt solid #0b679b; vertical-align:top"><p class="TableParagraph" style="margin-top:3.65pt; font-size:9pt"><span style="font-weight:bold">SHR Criterion C – Aesthetic</span></p><p class="TableParagraph" style="margin-top:0.65pt; font-size:9pt"><span style="font-weight:bold">significance</span></p><p class="TableParagraph" style="margin-top:0.15pt; margin-left:0pt; font-size:10pt"><span style="font-weight:bold"></span></p><p class="TableParagraph" style="margin-right:26.05pt; line-height:106%; font-size:9pt"><span>An item is important in</span><span style="letter-spacing:-1.4pt"> </span><span>demonstrating aesthetic characteristics and/or a high degree of creative or technical achievement in</span><span style="letter-spacing:-0.15pt"> NSW.</span></p></td><td style="width:300.25pt; border:0.75pt solid #0b679b; vertical-align:top; background-color:#eff9fe"><p class="TableParagraph" style="margin-top:3.65pt; margin-right:3.4pt; line-height:106%; font-size:9pt"><span>The Montague lighthouse, constructed of granite quarried on the island, with its tapering walls and outward curving upper platform and </span><span style="letter-spacing:-0.1pt">curved </span><span>balustrade,</span><span style="letter-spacing:-0.85pt"> </span><span>is</span><span style="letter-spacing:-0.85pt"> </span><span>a</span><span style="letter-spacing:-0.8pt"> </span><span>well-proportioned</span><span style="letter-spacing:-0.85pt"> </span><span>structure</span><span style="letter-spacing:-0.8pt"> </span><span>displaying</span><span style="letter-spacing:-0.85pt"> </span><span>very</span><span style="letter-spacing:-0.8pt"> </span><span>fine</span><span style="letter-spacing:-0.85pt"> </span><span>elements</span><span style="letter-spacing:-0.85pt"> </span><span>of design and</span><span style="letter-spacing:-0.45pt"> </span><span>craftsmanship.</span></p><p class="TableParagraph" style="margin-top:5.8pt; margin-right:15.45pt; line-height:106%; font-size:9pt"><span>The</span><span style="letter-spacing:-0.65pt"> </span><span>tower</span><span style="letter-spacing:-0.65pt"> </span><span>provides</span><span style="letter-spacing:-0.65pt"> </span><span>a</span><span style="letter-spacing:-0.65pt"> </span><span>strong</span><span style="letter-spacing:-0.6pt"> </span><span>visual</span><span style="letter-spacing:-0.65pt"> </span><span>contrast</span><span style="letter-spacing:-0.65pt"> </span><span>to</span><span style="letter-spacing:-0.65pt"> </span><span>the</span><span style="letter-spacing:-0.65pt"> </span><span>rounded</span><span style="letter-spacing:-0.6pt"> </span><span>granite</span><span style="letter-spacing:-0.65pt"> </span><span>slabs and sparse vegetation topography of the</span><span style="letter-spacing:-1.65pt"> </span><span>Island.</span></p><p class="TableParagraph" style="margin-top:5.7pt; margin-right:4.45pt; line-height:106%; font-size:9pt"><span>The</span><span style="letter-spacing:-0.7pt"> </span><span>white</span><span style="letter-spacing:-0.7pt"> </span><span>painted</span><span style="letter-spacing:-0.7pt"> </span><span>buildings</span><span style="letter-spacing:-0.7pt"> </span><span>with</span><span style="letter-spacing:-0.7pt"> </span><span>their</span><span style="letter-spacing:-0.65pt"> </span><span>collection</span><span style="letter-spacing:-0.7pt"> </span><span>of</span><span style="letter-spacing:-0.7pt"> </span><span>chimneys,</span><span style="letter-spacing:-0.7pt"> </span><span>pitched</span><span style="letter-spacing:-0.7pt"> </span><span style="letter-spacing:-0.1pt">roofs, </span><span>verandahs and enclosed courtyards clustered on the highest point of </span><span style="letter-spacing:-0.1pt">the </span><span>Island</span><span style="letter-spacing:-0.6pt"> </span><span>present</span><span style="letter-spacing:-0.6pt"> </span><span>a</span><span style="letter-spacing:-0.55pt"> </span><span>visual</span><span style="letter-spacing:-0.6pt"> </span><span>unity</span><span style="letter-spacing:-0.6pt"> </span><span>and</span><span style="letter-spacing:-0.55pt"> </span><span>harmony</span><span style="letter-spacing:-0.6pt"> </span><span>in</span><span style="letter-spacing:-0.6pt"> </span><span>form,</span><span style="letter-spacing:-0.55pt"> </span><span>style</span><span style="letter-spacing:-0.6pt"> </span><span>and</span><span style="letter-spacing:-0.6pt"> </span><span>materials.</span><span style="letter-spacing:-0.7pt"> </span><span style="letter-spacing:-0.1pt">The </span><span>residences</span><span style="letter-spacing:-0.6pt"> </span><span>are</span><span style="letter-spacing:-0.55pt"> </span><span>a</span><span style="letter-spacing:-0.55pt"> </span><span>strong</span><span style="letter-spacing:-0.55pt"> </span><span>reminder</span><span style="letter-spacing:-0.55pt"> </span><span>of</span><span style="letter-spacing:-0.55pt"> </span><span>the</span><span style="letter-spacing:-0.6pt"> </span><span>era</span><span style="letter-spacing:-0.55pt"> </span><span>of</span><span style="letter-spacing:-0.55pt"> </span><span>manned</span><span style="letter-spacing:-0.55pt"> </span><span>lightstations</span><span style="letter-spacing:-0.55pt"> </span><span>on</span><span style="letter-spacing:-0.55pt"> </span><span style="letter-spacing:-0.1pt">the </span><span>coast of</span><span style="letter-spacing:-0.95pt"> </span><span>Australia.</span></p></td></tr></tbody></table>
5.3
Condition and integrity of the commonwealth heritage values
5.3 Condition and integrity of the commonwealth heritage values
View image in the official sourceA heritage monitoring program was implemented in 2016. Each site is visited and reviewed every two years where the heritage fabric and values of the site are evaluated. Assessment of the condition and integrity of lighthouse’s values are derived from the
latest available Heritage Asset Condition Report
produced by AMSA’s maintenance contractor.
As a whole, the Montague Island Lighthouse demonstrates good condition. The lighthouse also demonstrates medium-high integrity. Some changes to the lighthouse, such as the removal of the original Chance Bros. lens and lantern and original internal catwalk, have had a slight impact on integrity.
5.4
Gain/loss of heritage values
5.4 Gain/loss of heritage values
Evidence for the potential gain or loss of heritage values will be documented within this section of future versions of this heritage management plan.
6. Opportunities and Constraints
6. Opportunities and Constraints
6. Opportunities and Constraints
6.1
Implications arising from
6.1 Implications arising from
significance
The Commonwealth statement of significance (see Section 5.1) demonstrates the Montague Island Lighthouse is a place of considerable heritage value due to its contribution to the establishment of New South Wales ‘highway of lights’, and its assistance to the east coast shipping at the turn of the twentieth century.
The implication arising from this assessment is that key aspects of the place should be conserved to retain this significance. The key features requiring conservation include:
• the continued use of the lighthouse as an AtoN
• the architectural quality of the building
• The interior spaces and features, which are notable for their design, details, and/or their original lighthouse function. These include:
– intermediate floors
– ground floor
– spiral staircase and weight tube
– lantern room
– entrance vestibule
• The external spaces and features, which are notable for their design, details, and/or their original lighthouse function. These include:
– lantern roof and glazing
– external catwalk and balcony, including fixtures
– lighthouse tower walls
– windows and doors
– walkway/walkway stairs
Referral and approvals of action
Referral and approvals of action
Referral and approvals of action
The EPBC Act (1999) requires approval from the Minister for Sustainability, Environment, Water, Population and Communities for all actions likely to have a significant impact on matters of National Environmental Significance (NES).
The Act provides that actions:
• taken on Commonwealth land which are likely to have a significant impact on the environment will require the approval of the Minister
• taken outside Commonwealth land which are likely to have a significant impact on the environment on Commonwealth land, will require the approval by the Minister
• taken by the Australian Government or its agencies which are likely to have a significant impact on the environment anywhere will require approval by the Minister.
The definition of ‘environment’ in the EPBC Act (1999) includes the cultural heritage values of places.
Heritage Strategy
Heritage Strategy
Heritage Strategy
If an Australian Government agency owns or controls one or more places with Commonwealth heritage values, it must prepare a heritage strategy within two years from the first time they own or control a heritage place (section 341ZA).
A heritage strategy is a written document that integrates heritage conservation and
management within an agency’s overall property planning and management framework. Its purpose is to help an agency manage and report on the steps taken to protect and conserve the Commonwealth heritage values of the properties under its ownership or control.
The heritage strategye for AMSA’s AtoN assets was completed and approved by the Minister in 2018.
6.2
Framework: sensitivity to change
6.2 Framework: sensitivity to change
A heritage asset condition report is a written document that details the heritage fabric of a site with an in-depth description of each architectural and structural element. The document includes: a brief history of the site, the Commonwealth Heritage statement of significance and value criteria, a heritage significance rating for each individual element, and a catalogue of artefacts on-site.
The document is also accompanied by up-to-date photos of each structural element.
This document operates as a tool for heritage
monitoring, and is reviewed and updated biennially.
Due to the site’s desired intactness and aesthetic qualities, the Montague Island Lighthouse is of high significance. Therefore, work actioned by AMSA
on the lighthouse’s fabric harnesses the potential to reduce or eradicate the significance of the site’s heritage values.
Conservation works, including restoration and reconstruction, or adaption works of the absolute minimum so as to continue the lighthouse’s usefulness as an AtoN are the only works that should be actioned by AMSA on Montague Island Lighthouse. Some exceptions are made for health and safety requirements, however any and all work carried out must be conducted in line with heritage considerations and requirements of the EPBC Act.
The table below demonstrates the level of sensitivity attributed to the various elements of the fabric register in the face of change. These are measured on a high-moderate-low spectrum depending on the action’s possible threat to the site’s heritage values (definitions listed below).
High sensitivity
High sensitivity
High sensitivity
High sensitivity to change includes instances wherein a change would pose a major threat to the heritage value of a specific fabric, or the lightstation as a whole. A major threat is one that would lead to substantial or total loss of the heritage value.
Moderate sensitivity
Moderate sensitivity
Moderate sensitivity
Moderate sensitivity to change includes instances wherein a change would pose a moderate threat to the heritage value of a specific fabric, or would pose a threat to the heritage significance of a specific fabric in another part of the building. A moderate threat is one that would diminish the heritage value, or diminish the ability of an observer to appreciate the value.
Low sensitivity
Low sensitivity
Low sensitivity
Low sensitivity to change includes instances wherein a change would pose little to no threat to the heritage value of a specific fabric, and would pose little to no threat to heritage significance in another part of the building.
6.3
Statutory and legislative requirements
6.3 Statutory and legislative requirements
View image in the official sourceBelow are listed the various Acts and Code that influence the management of the Montague Island Lighthouse in terms of heritage, navigation, and work health and safety.
<table cellspacing="0" cellpadding="0" style="margin-left:8.15pt; border-collapse:collapse"><tbody><tr style="height:22.55pt"><td rowspan="2" style="width:150.1pt; border-bottom:0.75pt solid #0b679b; vertical-align:top"><p class="TableParagraph" style="margin-top:6.15pt; font-size:9pt"><span style="font-weight:bold; color:#ffffff">Act or Code</span></p><p class="TableParagraph" style="margin-top:0.3pt; margin-left:0pt; font-size:8.5pt"><span></span></p><p class="TableParagraph" style="margin-right:3.85pt; line-height:97%; font-size:9pt"><span style="font-style:italic">Environment Protection and Biodiversity Conservation Act 1999</span></p></td><td style="width:331.5pt; vertical-align:top; background-color:#4c7ba8"><p class="TableParagraph" style="margin-top:6.15pt; margin-left:5.8pt; font-size:9pt"><span style="font-weight:bold; color:#ffffff">Description</span></p></td></tr><tr style="height:42.1pt"><td style="width:330.75pt; border-right:0.75pt solid #0b679b; border-left:0.75pt solid #0b679b; border-bottom:0.75pt solid #0b679b; vertical-align:top; background-color:#eff9fe"><p class="TableParagraph" style="margin-top:3.75pt; line-height:97%; font-size:9pt"><span style="font-style:italic">The Environment Protection & Biodiversity Conservation Act </span><span>(EPBC Act) requires agencies to prepare management plans that satisfy the obligations included in Schedule 7A and 7B of the EPBC Regulations 2000.</span></p></td></tr><tr style="height:323pt"><td style="width:149.35pt; border:0.75pt solid #0b679b; vertical-align:top"><p class="TableParagraph" style="margin-top:3.9pt; margin-right:32.1pt; line-height:97%; font-size:9pt"><span>Environment Protection and Biodiversity Conservation Regulations 2000</span></p><p class="TableParagraph" style="line-height:10pt"><span style="font-size:9pt">Schedule 7B</span></p></td><td style="width:330.75pt; border:0.75pt solid #0b679b; vertical-align:top; background-color:#eff9fe"><p class="TableParagraph" style="margin-top:3.65pt; line-height:10.15pt"><span style="font-size:9pt">The Commonwealth Department of the Environment and Energy has determined</span></p><p class="TableParagraph" style="line-height:10.15pt"><span style="font-size:9pt">these principles as essential for guidance in managing heritage properties.</span></p><p class="TableParagraph" style="margin-top:0.1pt; margin-left:0pt; font-size:8.5pt"><span></span></p><p class="TableParagraph" style="margin-right:22.5pt; margin-left:23.65pt; text-indent:-18pt; line-height:97%; font-size:9pt"><span><span>•</span></span><span style="width:14.85pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>The objective in managing Commonwealth heritage places is to</span><span> </span><span style="letter-spacing:-0.15pt">identify, </span><span>protect, conserve, present and transmit, to all generations, their Commonwealth Heritage</span><span style="letter-spacing:-0.15pt"> </span><span>values.</span></p><p class="TableParagraph" style="margin-top:4.15pt; margin-right:16.3pt; margin-left:23.65pt; text-indent:-18pt; line-height:97%; font-size:9pt"><span><span>•</span></span><span style="width:14.85pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>The management of Commonwealth heritage places should use the best available knowledge, skills and standards for those places, and include ongoing technical and community input to decisions and actions that may have a significant impact on their Commonwealth Heritage</span><span style="letter-spacing:-0.85pt"> </span><span>values.</span></p><p class="TableParagraph" style="margin-top:4.1pt; margin-right:13.85pt; margin-left:23.65pt; text-indent:-18pt; line-height:97%; font-size:9pt"><span><span>•</span></span><span style="width:14.85pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>The management of Commonwealth heritage places should respect all heritage</span><span style="letter-spacing:-0.25pt"> </span><span>values</span><span style="letter-spacing:-0.15pt"> </span><span>of</span><span style="letter-spacing:-0.25pt"> </span><span>the</span><span style="letter-spacing:-0.15pt"> </span><span>place</span><span style="letter-spacing:-0.25pt"> </span><span>and</span><span style="letter-spacing:-0.2pt"> </span><span>seek</span><span style="letter-spacing:-0.15pt"> </span><span>to</span><span style="letter-spacing:-0.2pt"> </span><span>integrate,</span><span style="letter-spacing:-0.2pt"> </span><span>where</span><span style="letter-spacing:-0.25pt"> </span><span>appropriate,</span><span style="letter-spacing:-0.2pt"> </span><span>any Commonwealth, State, </span><span style="letter-spacing:-0.15pt">Territory </span><span>and local government responsibilities for those</span><span style="letter-spacing:-0.05pt"> </span><span>places.</span></p><p class="TableParagraph" style="margin-top:4.1pt; margin-right:21.85pt; margin-left:23.65pt; text-indent:-18pt; line-height:97%; font-size:9pt"><span><span>•</span></span><span style="width:14.85pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>The management of Commonwealth heritage places should ensure</span><span style="letter-spacing:-1.6pt"> </span><span>that their use and presentation is consistent with the conservation of their Commonwealth Heritage</span><span style="letter-spacing:-0.15pt"> </span><span>values.</span></p><p class="TableParagraph" style="margin-top:3.9pt; margin-left:23.65pt; text-indent:-18.05pt; line-height:10.15pt"><span style="font-size:9pt"><span>•</span></span><span style="width:14.9pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span style="font-size:9pt">The</span><span style="font-size:9pt; letter-spacing:-0.6pt"> </span><span style="font-size:9pt">management</span><span style="font-size:9pt; letter-spacing:-0.6pt"> </span><span style="font-size:9pt">of</span><span style="font-size:9pt; letter-spacing:-0.55pt"> </span><span style="font-size:9pt">Commonwealth</span><span style="font-size:9pt; letter-spacing:-0.6pt"> </span><span style="font-size:9pt">heritage</span><span style="font-size:9pt; letter-spacing:-0.6pt"> </span><span style="font-size:9pt">places</span><span style="font-size:9pt; letter-spacing:-0.55pt"> </span><span style="font-size:9pt">should</span><span style="font-size:9pt; letter-spacing:-0.6pt"> </span><span style="font-size:9pt">make</span><span style="font-size:9pt; letter-spacing:-0.55pt"> </span><span style="font-size:9pt">timely</span><span style="font-size:9pt; letter-spacing:-0.6pt"> </span><span style="font-size:9pt; letter-spacing:-0.1pt">and</span></p><p class="TableParagraph" style="margin-left:23.65pt; line-height:10.15pt"><span style="font-size:9pt">appropriate provision for community involvement, especially by people who:</span></p><p class="TableParagraph" style="margin-top:2.65pt; margin-left:37.15pt; text-indent:-13.55pt; font-size:9pt"><span><span>(a)</span></span><span style="width:2.55pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>have a particular interest in, or associations with, the place;</span><span style="letter-spacing:-1.3pt"> </span><span>and</span></p><p class="TableParagraph" style="margin-top:2.65pt; margin-left:37.15pt; text-indent:-13.55pt; font-size:9pt"><span><span>(b)</span></span><span style="width:2.55pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>may be affected by the management of the</span><span style="letter-spacing:-0.4pt"> </span><span>place;</span></p><p class="TableParagraph" style="margin-top:4.15pt; margin-right:22.8pt; margin-left:23.65pt; text-indent:-18pt; line-height:97%; font-size:9pt"><span><span>•</span></span><span style="width:14.85pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>Indigenous people are the primary source of information on the value of their heritage and that the active participation of indigenous people in identification, assessment and management is integral to the effective protection of indigenous heritage</span><span style="letter-spacing:-0.3pt"> </span><span>values.</span></p><p class="TableParagraph" style="margin-top:4.1pt; margin-right:37.35pt; margin-left:23.65pt; text-indent:-18pt; line-height:97%; font-size:9pt"><span><span>•</span></span><span style="width:14.85pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>The management of Commonwealth heritage places should</span><span style="letter-spacing:-1.65pt"> </span><span>provide for regular monitoring, review and reporting on the conservation of Commonwealth heritage</span><span style="letter-spacing:-0.15pt"> </span><span>values.</span></p></td></tr><tr style="height:175.35pt"><td style="width:149.35pt; border:0.75pt solid #0b679b; vertical-align:top"><p class="TableParagraph" style="margin-top:3.65pt; font-size:9pt"><span>AMSA Heritage Strategy 2018</span></p></td><td style="width:330.75pt; border:0.75pt solid #0b679b; vertical-align:top; background-color:#eff9fe"><p class="TableParagraph" style="margin-top:3.65pt; line-height:10.15pt"><span style="font-size:9pt">As the custodian of many iconic sites, AMSA has long recognised the importance</span></p><p class="TableParagraph" style="line-height:10.15pt"><span style="font-size:9pt">of preserving their cultural heritage.</span></p><p class="TableParagraph" style="margin-top:5.55pt; line-height:97%; font-size:9pt"><span>This Heritage Strategy is in response to section 341ZA of the EPBC Regulations which obliges AMSA to prepare and maintain a heritage strategy, along with obliging AMSA to:</span></p><p class="TableParagraph" style="margin-top:5.3pt; margin-left:23.65pt; text-indent:-18.05pt; line-height:10.15pt"><span style="font-size:9pt"><span>•</span></span><span style="width:14.9pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span style="font-size:9pt">assist in identification, assessment and monitoring of places of</span><span style="font-size:9pt; letter-spacing:-1.45pt"> </span><span style="font-size:9pt">heritage</span></p><p class="TableParagraph" style="margin-left:23.65pt; line-height:10.15pt"><span style="font-size:9pt">value in its care;</span></p><p class="TableParagraph" style="margin-top:2.5pt; margin-left:23.65pt; text-indent:-18.05pt; font-size:9pt"><span><span>•</span></span><span style="width:14.9pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>prepare and maintain a register of its places of heritage</span><span style="letter-spacing:-0.75pt"> </span><span>value;</span></p><p class="TableParagraph" style="margin-top:2.5pt; margin-left:23.65pt; text-indent:-18.05pt; font-size:9pt"><span><span>•</span></span><span style="width:14.9pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span>protect the heritage value of places when they are sold or</span><span style="letter-spacing:-0.95pt"> </span><span>leased;</span></p><p class="TableParagraph" style="margin-top:2.45pt; margin-left:23.65pt; text-indent:-18.05pt; line-height:10.15pt"><span style="font-size:9pt"><span>•</span></span><span style="width:14.9pt; font:7pt 'Times New Roman'; display:inline-block"> </span><span style="font-size:9pt">provide this heritage strategy, and any subsequent major updates, to</span><span style="font-size:9pt; letter-spacing:-1.3pt"> </span><span style="font-size:9pt">the</span></p><p class="TableParagraph" style="margin-left:23.65pt; line-height:10.15pt"><span style="font-size:9pt">relevant minister.</span></p><p class="TableParagraph" style="margin-top:5.6pt; margin-right:14.4pt; line-height:97%; font-size:9pt"><span>The strategy derives from the AMSA Corporate Plan and achievements are reported through the AMSA Annual Report. The 2018-19 AMSA Annual report can be found online.</span><span style="line-height:97%; font-size:5pt; vertical-align:3pt">f</span></p></td></tr></tbody></table>
6.4
Operational requirements / occupier needs
6.4 Operational requirements / occupier needs
As a working AtoN, the operational needs of the Montague Island Lighthouse are primarily concerned with navigational requirements.
Operational details and requirements
Operational details and requirements
Operational details and requirements
Below are the operational details and navigational requirements of the Montague Island light as outlined by AMSA.
Navigational requirement for AMSA AtoN s
Navigational requirement for AMSA AtoN site
Navigational requirement for AMSA AtoN site
1
Objective/rationale
An AtoN is required on Montague Island, 30 miles south of Batemans Bay, to warn of the island itself and that it lies 3.8 miles off of the coast.This AtoN also warns of the unmarked Aughinish Rock which lies one mile to thesouth.This AtoN is required as a navigation mark for vessels transiting north–south along the eastern Australian coast.Ocean Data Acquisition System (ODAS) at depths of 15 metres are shown 3.1miles north and 4.2 miles north east of the island.
2
Required type(s) of AtoN
A fixed structure is required to act as a day mark.A distinctive light is required for use at night.
3
Priority/significance
An AtoN at this site is important for the navigation of commercial ships.
4
Required measure ofperformance
IALA Availability Target Category 2 (99 per cent).
5
Primary and secondary means (if any) of identification
The day mark must be conspicuous. The existing 21 m high grey granite tower at an elevation of 80 m meets this requirement.The light must comply with the requirements of rhythmic characters of light as per the IALA Navguide. The light must have distinct characteristics that are easy to recognise and identify. The present flashing white light every 15 seconds meets this requirement.
6
Visual range
During daytime, the AtoN structure should be visible from at least 5 nauticalmiles.At night, the white light must have a nominal range of at least 20 nautical miles.
7
Radar conspicuousness
As the island itself will provide a good radar echo, no additional radarenhancement is required for this site.
AMSA’s goals
AMSA’s goals
AMSA’s goals
Under the Navigation Act 2012, AMSA is responsible for maintaining a network of marine AtoN around Australia’s coastline assisting mariners to make safe and efficient passages. AMSA’s present network of 500 marine aids to navigation include traditional lighthouses (like the Montague Island Lighthouse), beacons, buoys, racons,
and automatic identification system stations,
broadcasting tide gauges and a current meter.
Technological developments in the area of vessel traffic management have also contributed to increase the safety of navigation and helped promote marine environment protection. AMSA aims to meet international standards for the reliability
of lighthouses set by the International Association of Marine Aids to Navigation and Lighthouse Authorities (IALA).
At the time of preparing this management plan, the major goal for the Montague Island Lighthouse primarily encompassed continuing its utilisation
as an AtoN, while up-keeping the appropriate maintenance to conserve and preserve the heritage values of the lightstation.
Lighthouse performance standards
Lighthouse performance standards
Lighthouse performance standards
AMSA aims to meet international standards for the reliability of lighthouses set by IALA. The Montague Island light is designated as an IALA Availability Category 2 aid to navigation (within a scale of Category 1 to Category 3, Category 1 aids are most critical). Category 2 aids have an availability target of 99.0 per cent.
Access to the Lighthouse
Access to the Lighthouse
Access to the Lighthouse
One practical effect of this performance standard is that the operational equipment and structure of the light need to be kept in good repair by regular preventative maintenance and equipment that fails is repaired quickly. Routine maintenance and emergency repairs are carried out by AMSA’s maintenance contractor. The contractor needs reliable access to the site for this work, and AMSA
officers also need access for occasional inspections
of the site including for auditing of the contractor’s performance.
6.5
Proposals for change
6.5 Proposals for change
Preventative maintenance works are carried out on the lightstation to maintain its status as a working marine AtoN and to assist in the site’s conservation.
View image in the official sourceA list of scheduled preventative maintenance work is identified within the 12/03/2020 AMSG maintenance inspection report. The information provided below was taken from this report:
A significant pressure that harnesses the potential to effect the Commonwealth heritage values of the place would be the obligation to remove or replace original fabric materials from the lightstation owing to unavoidable and irreversible deterioration.
Increasing tourism on Montague Island has potential to cause additional wear and tear to the precinct.
6.7
Process for decision-making
6.7 Process for decision-making
Processes for decision-making are required in the event of incidents that impact the heritage values of the site. The following incidents are included due to their likelihood of occurrence at the Montague Island Lighthouse.
7. Conservation management policies
7. Conservation management policies
7. Conservation management policies
Policies
Policies
Policies
Note: The management of sensitive information is not relevant to AMSA’s heritage strategy and therefore bears no relevance in this management plan.
Fabric and setting
Fabric and setting
Fabric and setting
Policy 1 – Protect and conserve the significant external and internal fabric of the lightstation, including existing buildings, layout and setting.
AMSA’s main purpose is to facilitate ongoing operation of the site as a marine AtoN while preserving the site’s heritage values. As part of a heritage monitoring program, Heritage Asset Condition Reports are produced for each site every two years which evaluates the condition of the heritage fabric and values. Routine servicing is also carried out by maintenance contractors.
Regular written reports from these visits will be sent to AMSA for review and any work requirements identified will be scheduled accordingly. Should
for some unforeseen reason the site no longer be viable as a marine AtoN, ownership will be passed to an appropriate state of federal authority to ensure preservation of the heritage assets.
Implementation strategy:
• Continue scheduled periodic maintenance of the lighthouse and marine aid to navigation to ensure its condition is monitored for early warning of deterioration.
• Continue the scheduled heritage monitoring visits to Montague Island and review Heritage Asset Condition Reports.
• Arrange for maintenance to be carried out on the lighthouse as required while continuing to operate as an AMSA marine aid to navigation.
• Continue replacement and upgrading of marine aid to navigation equipment in the lighthouse as required to meet AMSA’s service commitment, in a manner that preserves the original fabric of the lighthouse.
• Maintain information on the heritage fabric of the lighthouse including any and all actions, treatments and inspection outcomes within the heritage fabric register. See section 4.1 for fabric register.
• Conserve all the fabric elements identified as significant in the heritage fabric register.
Uses
Uses
Uses
Policy 2 – Install and operate equipment in the lighthouse, so that it continues to function as an effective marine aid to navigation, in such a way as to impose the least possible harm to the significant fabric.
Montague Island Lighthouse’s use as a working marine AtoN is a high priority. The carrying out of maintenance, including upgrades to navigational equipment, is necessary to its function and to the continuation of marine safety along the New South Wales coast. In the event of the installation and/or upgrade to AtoN equipment, proper precaution will be taken to ensure the least possible harm is done to significant fabric.
Implementation strategy:
• Monitor Montague Island’s AtoN equipment and propose maintenance in the instance of necessary installation or removal.
• Outline all possible risks to significant fabric, external and internal, associated with the installation, removal and operation of navigational equipment.
• Ensure works carried out are those that ensure
the least possible harm to significant fabric.
• When necessary, seek expert heritage conservation advice on best practice management of the site during installation, removal and operation of navigational equipment.
Policy 3 — Monitor possible impacts to t
Policy 3 — Monitor possible impacts to the site resulting from tourism, and control appropriate access to the lighthouse for contractors and visitors.
Policy 3 – Monitor possible impacts to the site resulting from tourism, and control appropriate access to the lighthouse for contractors and visitors.
The Montague Island Lighthouse attracts hundreds of visitors each year. Although access inside the lighthouse is restricted to authorised personnel only such as contractors and AMSA employees, official tour groups also oversee the admittance of tourists from sunrise to sunset. AMSA personnel and contractors require easy access inside the lighthouse precinct and tower for periodical
site visits to carry out inspections and routine maintenance.
Implementation strategy:
• Ensure control on access to all buildings within the precinct is maintained by periodically inspecting restricted access areas on the precinct and enforcing security checks.
• Inspect lighthouse for signs of wear and tear attributed to visitor intake.
• 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.
• Ensure access to the lightstation complies with workplace health and safety measures.
• Ensure general public access admittance inside the lighthouse is monitored and supervised by NPWS.
• Ensure access to lighthouse site is available for Indigenous people to maintain cultural traditions.
Interpretation
Interpretation
Interpretation
Policy 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.
AMSA will continue to have this information available through the maintenance of onsite interpretive signage and its website.
Implementation strategy:
• All relevant information concerning the history and significance of the place will be checked for accuracy and updated appropriately.
• Information will be presented in the form of
on-site interpretive signage and online resource files, accessible to both relevant personnel and the general public.
• This information will be maintained and updated in accordance with changes to the history and significance of the place.
Management
Management
Management
Policy 5 – AMSA will continue to conserve the lighthouse in accordance with Commonwealth listing requirements.
For works requiring heritage approval, AMSA will obtain permission from any relevant state or federal authorities. Continuous or as-needed conservation works will be undertaken as required.
Implementation strategy:
• Liaise with the relevant federal agencies when proposing work on the site.
• Approval in writing from the appropriate federal and/or state authorities must be granted for any proposals for development.
Policy 6 — The cultural significance of
Policy 6 — The cultural significance of the lightstation will be the basis for deciding how to manage it.
Policy 6 – The cultural significance of the lightstation will be the basis for deciding how to manage it.
AMSA’s lease encompasses land within a State Nature Reserve and gazetted Aboriginal Place, and the heritage, natural and cultural significance of the place are to be conserved. This heritage management plan includes relevant background information to support this policy (See Section 3. History).
Implementation strategy:
• Conserve the lightstation to protect its heritage
values and cultural and natural significance.
• When possible, strive to maintain the original
fabric of the lightstation.
• Use the Burra Charter as the primary guide for
the treatment of fabric.
• Engage appropriately qualified heritage consultants when making decisions regarding impact on heritage values.
• Assess impacts on the heritage values of the place when considering proposed alterations or adaptations.
• Assess impacts on the cultural and natural values of the Nature Reserve and gazetted Aboriginal Place when considering proposed alterations or adapations.
Policy 7 — Monitor, review and report th
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.
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.
The Commonwealth heritage values of the lightstation are to be monitored and reported on a regular basis. This is to ensure a gain and/or loss of heritage value is identified.
Implementation strategy:
• Regularly monitor the lightstation for possible impacts on the identified Commonwealth heritage values.
• Review the current Commonwealth heritage values at least once every five years and assess any gain or loss of values.
• This review must be undertaken in the event of any major alterations to the lightstation.
• Report any changes to the Commonwealth
heritage values of the lightstation.
• Update AMSA’s heritage strategy and this plan to reflect any changes identified.
• Review and update Heritage Asset Condition Report biennially.
Policy 8 — Maintain historical, manageme
Policy 8 — Maintain historical, management and maintenance records within AMSA and make available these records.
Policy 8 – Maintain historical, management and maintenance records within AMSA and make available these records.
As part of the proper process for managing change in significant places, the Burra Charter points out the importance of making records before any change.
It 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 lighthouse and are stored in AMSA’s recordkeeping system. AMSA will continue to practice such processes via their records management systems (RMS).
Implementation strategy:
• Maintain, review and update records through existing AMSA RMS.
• Ensure records can be made available to the relevant personnel and parties.
Policy 9 — Provide appropriate training
Policy 9 — Provide appropriate training and resources to all relevant AMSA staff, contractors and licencees.
Policy 9 – Provide appropriate training and resources to all relevant AMSA staff, contractors and licencees.
The management of a heritage place is outlined within the statutory requirements of the EPBC Act and EPBC Regulations. In order to ensure best practice management of AMSA-operated
lighthouses, all staff, contractors and licencees are required to have access to the appropriate training and resources in order to provide best practice conservation of the site.
Implementation strategy:
• Provide staff, contractors and licencees access to up-to-date versions of the AMSA heritage strategy, heritage management plans and fabric registers.
• 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.
• Inductions relating to AMSA’s Commonwealth Heritage obligations and the EPBC Act (1999) will be made available to relevant AMSA staff and contractors engaged with heritage sites.
• 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 visitor safety and lighthouse duty- of-care and the site’s heritage values.
• Training will also be achieved through: engagement with AMSA’s Heritage Strategy and Heritage Management Plans, ongoing consultation with heritage professionals and Traditional owners, and access to key best practice guides such as Ask First, the Burra Charter, and the EPBC Act (1999).
Policy 10 — Utilise contractors and serv
Policy 10 — Utilise contractors and service providers with appropriate experience.
Policy 10 – Utilise contractors and service providers with appropriate experience.
AMSA should ensure parties carrying out work have appropriate knowledge and use effective methods to ensure the conservation of the lighthouse.
Implementation strategy:
• Engage staff and contractors with the relevant experience and expertise concerning conservation of the lightstation.
• If and when necessary, provide the appropriate training on heritage conservation matters for AMSA staff and other relevant parties who hold responsibility for heritage management.
Policy 11 — Seek heritage advice and app
Policy 11 — Seek heritage advice and apply best heritage practice.
Policy 11 – Seek heritage advice and apply best heritage practice.
AMSA 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.
Implementation strategy:
• Apply in-house heritage expertise when required.
• Use tools such as the Burra Charter and Working Together: Managing Commonwealth Heritage Places (Commonwealth of Australia, 2019) in measuring the likely impact of proposals.
• Seek external heritage expertise in the event of limited in-house capability.
Policy 12 — Appropriate protocol in the
Policy 12 — Appropriate protocol in the event of unforeseen discoveries or disturbances of heritage within the AMSA site.
Policy 12 – Appropriate protocol in the event of unforeseen discoveries or disturbances of heritage within the AMSA site.
AMSA’s scope of work rarely involves excavation. Should extensive work need to be undertaken, AMSA will implement a suitable cultural heritage management plan (CHMP) and seek advice
from suitably qualified personnel as required. Assessments will be carried out on any potential impacts to the place’s cultural or natural significance as a nature reserve and gazetted Aboriginal
Place. In the event of any unforeseen discovery or disturbance of heritage-related items within the AMSA site, notification to the appropriate organisation will occur in accordance with the conditions of the CHMP. This plan will also be updated accordingly.
Note: In most cases generally AMSA’s leases are limited to the immediate vicinity of the lighthouse and therefore this scenario is not anticipated as a likely occurrence.
Implementation strategy:
• Carry out assessments on any potential impact to natural or cultural significance prior to any excavations.
• Seek appropriate heritage advice and apply best practice in the event of unforeseen discoveries or disturbances.
Policy 13 — Make this Heritage Managemen
Policy 13 — Make this Heritage Management Plan available to all persons involved in decision- making on the management of the Lighthouse and its setting.
Policy 13 – Make this Heritage Management Plan available to all persons involved in decision- making on the management of the Lighthouse and its setting.
The 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.
Implementation strategy:
• Provide links to this plan via the AMSA publicly accessible website.
• Provide copies to all relevant personnel and parties.
Future Developments
Future Developments
Future Developments
Policy 14 – Adaptation of the place using methods or processes that minimize impact on heritage values and significance in accordance with Burra Charter principles.
It 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.
Implementation strategy:
• Assess the likely impacts of changes on the
heritage values and significance of the place.
• Preserve the original fabric of the place and do only what is necessary for the continued use and care of the place.
• Engage expert heritage advice and utilise the
Burra Charter in adapting the place.
Policy 15 — When required, engage with a
Policy 15 — When required, engage with adjacent landowners to maintain an appropriate setting for the lighthouse in its visual and natural context.
Policy 15 – When required, engage with adjacent landowners to maintain an appropriate setting for the lighthouse in its visual and natural context.
As the site is a nature reserve and a gazetted Aboriginal Place, any 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.
Implementation strategy:
• Engage with adjacent landowners through consultation when changes are proposed regarding the wider visual and natural context.
Policy 16 — In the event of adaptive re-
Policy 16 — In the event of adaptive re-use or divestment (an instance(s) which would no longer place the lighthouse under AMSA control), AMSA will strive to ensure the
Policy 16 – In the event of adaptive re-use or divestment (an 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 the event the Montague Island Lighthouse is
no longer identified as a working AtoN, AMSA will withdraw their standing as lessee and hand over all authority to the lessor as required s 341ZE of the EPBC Act (1999).
Implementation strategy:
• AMSA will negotiate with lessor to have site lease terminated.
• All available heritage information within AMSA’s collection, including this plan, will be shared with the relevant parties to ensure the
Commonwealth and NSW State heritage values values of the site are recognised and preserved.
Community Involvement
Community Involvement
Community Involvement
Policy 17 – Consult with indigenous and community stakeholders in the preparation of the management plan.
AMSA 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.
Implementation strategy:
• Undertake community consultation when preparing the heritage management plan in accordance with EPBC Regulations (2000).
• 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).
Review
Review
Review
Policy 18 – Review this plan within five years of its adoption or sooner if major changes are needed.
This plan will be reviewed every five years. This
review should:
• Assess the content of the plan.
• Determine its effectiveness in protecting the identified heritage values.
• 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.
Implementation strategy:
• Review this heritage management plan at least five years after its adoption.
• Review and update this heritage management plan in the event of a major change to the lightstation.
• Submit revised plan for approval.
8. Policy implementation schedule
8. Policy implementation schedule
8. Policy implementation schedule
More sections below
Source text: opening excerpt
Sourced from the Federal Register of Legislation (legislation.gov.au), CC BY 4.0.
Contents Contents
Contents
Executive Summary Executive Summary
Executive Summary
1. Introduction 1. Introduction
1. Introduction
1.1 Background and purpose
1.1 Background and purpose
AMSA is the Commonwealth agency responsible for marine AtoN. Our network includes the Montague Island Lighthouse in NSW built in 1881.
The EPBC Act 1999 requires the preparation of management plans that satisfy the obligations included in Schedule 7A and 7B of the EPBC Regulations 2000. The principal features of this management plan are:
• a description of the place, its heritage values, their condition and the method used to assess its significance
• an administrative management framework
• a description of any proposals for change
• an array of conservation policies that protect and manage the place
• an implementation plan
• ways the policies will be monitored and how the management plan will be reviewed.
We have commissioned this heritage management plan to guide the future conservation of the place.
This plan provides the framework and basis for the conservation and best practice management of the Montague Island Lighthouse in recognition of its heritage values. The policies in this plan indicate the objectives for identification, protection, conservation and presentation of the Commonwealth heritage values of the place. Figure 2 shows the basic planning process applied.
1.2 Heritage management plan objectives
1.2 Heritage management plan objectives
The objectives of this heritage management plan are to:
• protect, conserve and manage the Commonwealth
heritage values of the Montague Island Lighthouse
• interpret and promote the Commonwealth heritage values of the Montague Island Lighthouse
• manage use of the lightstation
• use best practice standards, including ongoing technical and community input, and apply
best available knowledge and expertise when considering actions likely to have a substantial impact on Commonwealth heritage values.
1.3 Methodology
1.3 Methodology
The methods to prepare this plan are consistent with the recommendations of The Burra Charter. The plan addresses:
• The history of the site based on information sourced from archival research, expert knowledge and documentary resources.
• The description of the site based on information sourced from site inspection reports and fabric registers.
• The Commonwealth heritage criterions satisfied by Montague Island as set out by the EPBC Act 1999 and EPBC Regulations (2000).
The document also records discrete decision points that affect future private and public actors. It notes the AMSA lease (Lot 1) that covers the tower only, and the tourism licence arrangements, with both agreements expiring on 30 June 2022 but with an option to renew for another 25 years (Section 2.3). It sets out the process in the event AMSA ceases to operate the light (Policy 16 and reference to s 341ZE of the EPBC Act (1999) within that policy): AMSA will negotiate lease termination and transfer heritage information to the new custodian.
The plan claims its purpose is to protect and conserve Commonwealth heritage values while enabling the operational role of the site (Sections 1.1, 1.2; Policy 1 and Policy 2). Mechanically, it translates those aims into constraints on modification, mandatory monitoring cycles, approval pathways for actions affecting heritage values, contractor and training requirements, and formalised Indigenous and community consultation processes.
Main concepts
The plan rests on a small set of interacting legal and practical concepts, largely drawn from the EPBC Act/Regs and best practice heritage guidance (the Burra Charter). The core concepts are:
Commonwealth heritage values and their conservation. The plan reproduces the Commonwealth statement of significance drawn from the Australian Heritage Database (Place ID 105601) and uses the nine Commonwealth heritage criteria as the basis for evaluating values (Section 5.1; Section 5.2 for State values). It also applies the management principle language of Schedule 7B of the EPBC Regulations (Section 6.3).
Heritage as a limiting overlay on operational choices. The document treats the lighthouse’s continuing use as an AtoN as both a conservation objective and an operational imperative (Policy 1; Policy 2; Section 6.1). Where equipment installation or maintenance risks fabric, the plan requires minimisation of harm, expert heritage advice and formal approvals (Policy 2, Policy 11; Section 7).
Recordkeeping, monitoring and review. The plan institutionalises a monitoring rhythm: Heritage Asset Condition Reports every two years, a heritage values review at least every five years (Policy 7; Section 5.3; Section 8.2). These cycle tasks into AMSA’s contractor arrangements and the AMSA Heritage Strategy 2018 obligations (Section 6.3).
Integrated approvals and ministerial oversight. The EPBC Act framework requires ministerial approval for actions likely to have a significant impact on matters of national environmental significance, and the plan restates the obligation to refer actions and obtain approvals where relevant (Section 6.1). The plan also records that the Australian Heritage Council advised the draft was not inconsistent with Commonwealth Heritage Management Principles on 26 August 2020 (Section 1.3).
Relationship to other statutory regimes and lessees. The lighthouse sits on land managed as a NSW Nature Reserve and is a gazetted Aboriginal Place (Section 2.2-2.3). AMSA holds a lease only over the tower area and must comply with applicable state environmental laws per the lease terms (Section 2.3; Policy 16). The plan cross‑references the Navigation Act 2012 obligations and IALA standards (Section 6.4; Appendix 3).
Dual objectives and precedence rules. The plan contains explicit priority rules: maintenance and the AtoN performance standard has operational priority over tours (Policy 3; Section 6.4). Also, where work may be required for health and safety reasons, exceptions to conservation minimal intervention are acknowledged (Section 6.2).
Indigenous engagement and cultural values. The plan records consultation with Wagonga Local Aboriginal Land Council, recognises the island as a gazetted Aboriginal Place, commits to ongoing engagement and inclusion of Indigenous cultural practices in site management (Section 1.3; Policy 16; Policy 17).
Adaptive re‑use and divestment mechanics. Policy 16 outlines the pathway if the site stops being an AMSA AtoN: AMSA will seek lease termination, hand responsibility back to the lessor and share heritage information, referencing s 341ZE for handing back obligations (Policy 16).
These concepts interact as constraints and obligations on AMSA and on any contractors, consultants, or private parties seeking to use or modify the site. The plan’s mechanisms convert legal duties into schedules, approval steps, required expertise, reporting cycles and explicit priorities in the event of conflicting uses.
Who it affects
The plan identifies and binds a set of actors through its required processes and control settings. The principal affected parties are:
AMSA (the custodian and operator). AMSA is the author and the implementing agency (Section 1.5 Authorship; Section 1.4 Status). AMSA must maintain a heritage strategy (s 341ZA referenced in Section 6.1 and described in Section 6.1 Heritage Strategy), keep Heritage Asset Condition Reports, apply Policies 1-18 and report progress through its corporate reporting mechanisms (Section 6.3; Section 8.2). AMSA also has operational obligations to keep the AtoN meeting IALA Category 2 availability targets (Appendix 3; Section 6.4). Therefore AMSA bears the primary compliance and financial cost of conservation and servicing.
AMSA’s maintenance contractor(s) and service providers. The plan assumes regular servicing and emergency repairs will be performed by AMSA’s maintenance contractor (Section 6.4; Section 8.1 table). The contractor must comply with the plan, supply scheduled preventative maintenance per the inspection report items (Section 6.5), provide biennial condition reporting (Section 5.3, 8.2) and use appropriately experienced personnel (Policy 10). The contract yields predictable revenue to the contractor but also imposes access, logistical and skills burdens.
NSW National Parks and Wildlife Service (NPWS) and the State lessor. NPWS manages the island as a Nature Reserve; AMSA leases the tower from NPWS (Section 2.3). NPWS retains control of broader reserve management including visitor access and ecological conservation. AMSA must comply with state environmental laws in the lease and coordinate with NPWS on access and tourism matters (Section 2.3; Policy 15). NPWS’s decisions therefore materially affect tourism operations and any adaptive re‑use proposals.
Indigenous stakeholders. The Wagonga Local Aboriginal Land Council and local Yuin communities are identified consultees; the plan records consultations and commits to ongoing engagement and inclusion of Indigenous cultural knowledge in planning (Section 1.3, 3.4, Policy 17). Indigenous parties have standing for consultation and the plan acknowledges their primacy for Indigenous heritage information per Schedule 7B principles (Section 6.3).
Tour operators and concessionaires. The island is a tourism site with visitor access managed through approved contractors; private vessel landings are prohibited (Section 2.4 Access). The plan noted a public submission proposing placement of a concessionaire, which AMSA passed to NPWS and did not adopt (Section 1.3). Tour operators therefore have opportunities (visitor revenue) but face constraints: controlled access, AMSA priority for maintenance access, and NSW and AMSA heritage restrictions.
Researchers, NPWS staff, and authorised personnel. NPWS staff, researchers and AMSA personnel use the site for research and management; access is restricted to authorised vessels and authorised vehicles for certain landing points (Section 2.4). The plan requires AMSA to ensure access for research while controlling damage from visitors (Policy 3).
Potential future custodians / purchasers. Policy 16 contemplates adaptive re‑use or divestment and sets out AMSA’s obligation to transfer heritage records and negotiate lease termination (Policy 16). Any future lessee or owner would inherit heritage obligations and the fabric constraints.
Who pays and who decides: AMSA pays for AtoN maintenance and heritage monitoring, supported operationally by contracted providers (Section 6.4; Section 8.1). NPWS and Ministers retain approval roles for state and Commonwealth approvals respectively (Section 6.1; Policy 5). Community and Indigenous consultation are mandated steps in decision‑making processes (Policy 17; Section 6.3).
Behavioural effects on private choices: the access controls and heritage protections limit private landing, constrain commercial offers for on‑island activities, and raise compliance costs for any party seeking to alter or occupy the site. At the same time, the plan creates a defined process and information set that reduces regulatory uncertainty for contractors and potential transferees by documenting heritage values, maintenance schedules and approval pathways (Section 4, Section 6.5, Section 8.1).
Key duties and rights
The plan establishes duties on AMSA and related parties and identifies a limited set of rights or privileges. All duties described below are taken from the plan text and cross‑referenced where the plan does so.
Duties
Prepare and maintain a heritage strategy. The plan records the statutory requirement that an agency owning Commonwealth heritage places prepare a heritage strategy within two years of owning or controlling such a place (reference to s 341ZA in Section 6.1). AMSA’s heritage strategy was completed and approved in 2018 (Section 6.1).
Prepare and maintain this Heritage Management Plan to meet Schedule 7A obligations. The plan states it was adopted by AMSA in accordance with Schedule 7A and 7B of the EPBC Regulations and packaged for inclusion in the Federal Register of Legislative Instruments (Section 1.4 Status; Appendix 4).
Operate the light to international reliability standards and meet AtoN performance targets. The site is an IALA Category 2 AtoN with a 99.0 per cent availability target (Appendix 3; Section 6.4). AMSA must ensure routine and emergency maintenance to meet those standards (Section 6.4).
Conserve and prevent unnecessary loss of significant fabric. Policy 1 directs AMSA to protect and conserve identified significant fabric elements in the fabric register (Section 4.1; Policy 1). Policy 2 requires installations or upgrades to impose the least possible harm to significant fabric.
Monitor and report. The plan requires biennial Heritage Asset Condition Reports and five‑year reviews of heritage values (Policy 7; Section 5.3; Section 8.2).
Obtain approvals. For works requiring heritage approval, AMSA must obtain permission from the appropriate federal and/or state authorities (Policy 5; Section 6.1).
Consult with Indigenous and community stakeholders. Policy 17 and Section 1.3 describe consultative duties, referencing Engage Early guidance for Indigenous engagement (Policy 17; Section 1.3).
Maintain records and make them available. Policy 8 requires AMSA to maintain historical, management and maintenance records in its RMS and make them available to relevant parties.
Use appropriately qualified contractors and provide training. Policies 9 and 10 require AMSA to provide training, require contractors with suitable experience, and to engage heritage advice where necessary (Policies 9-11).
Rights and privileges
Right to occupy under lease. AMSA holds a lease of Lot 1 (tower) from NPWS, carrying rights of occupation subject to lease terms and conservation obligations (Section 2.3).
Operational prerogative over visitor access. The plan gives priority to maintenance and operational requirements over tour scheduling and access (Policy 3). AMSA and its contractors retain rights to access the site for servicing and emergency repairs (Section 6.4; Policy 3).
Ability to adapt equipment while conserving fabric. Policy 14 permits adaptation where it minimises impact on heritage values and is informed by the Burra Charter. AMSA therefore has discretion to update navigational equipment provided impacts are assessed and minimised (Policy 14).
Decision rights and escalation
Ministerial approvals for significant impacts. The EPBC Act framework requires Minister approval for actions likely to have significant impacts on matters of National Environmental Significance, including cultural heritage; the plan restates these referral and approval rules (Section 6.1).
Authority to hand back the site. Policy 16 sets out AMSA’s obligations if the lighthouse ceases to be an AtoN, including negotiating lease termination and transferring documentation and custody in accordance with s 341ZE (Policy 16).
Compliance mechanics are process‑oriented: maintain registers, produce reports, obtain approvals before undertaking works that might affect heritage values and ensure contractors and staff are trained. The plan converts high‑level statutory duties into specific operational steps and monitoring cycles.
Penalties and enforcement
The plan itself does not create new statutory penalties. It sets out enforcement and compliance mechanisms in procedural terms and reiterates existing approval pathways under the EPBC framework.
Mechanisms documented in the plan
Referral and ministerial approval obligations. Section 6.1 outlines the EPBC Act requirement to refer and obtain approvals for actions likely to have significant impacts on matters of national environmental significance, including cultural heritage. The plan restates the three circumstances where approvals are required: actions on Commonwealth land; actions outside Commonwealth land with significant impacts on Commonwealth land; and actions taken by the Commonwealth or its agencies anywhere that are likely to significantly impact the environment (Section 6.1). The plan therefore points to administrative review and ministerial decisions as principal enforcement levers.
Requirement to obtain state and federal approvals for works. Policy 5 states AMSA will obtain permission in writing from the appropriate federal and/or state authorities for proposals for development (Policy 5). That imposes an approval gate before work proceeds.
Monitoring and reporting cadence as a compliance tool. The plan requires biennial Heritage Asset Condition Reports, five‑year reviews of Commonwealth heritage values and ongoing reporting through AMSA’s corporate reporting (Policies 7, 8; Section 8.2). These processes create an evidentiary trail and administrative accountability, enabling oversight by Ministers and inspectors.
Contractual compliance for contractors. The plan requires use of appropriately experienced contractors and training for staff (Policies 9-11). Enforcement in practice will rely on contractual terms in maintenance agreements and AMSA’s contract management processes (Section 8.1 assigns responsibilities to AMSA and the maintenance contractor).
What the plan does not assert
The plan does not list monetary fines, criminal penalties, injunction powers or other sanctions. It also does not specify which statutory instrument enforces non‑compliance with the plan itself beyond the broader EPBC Act/Regs obligations. The plan refers to obtaining approvals and to ministerial oversight but does not set out explicit enforcement routes or penalty amounts.
Implication for practitioners
Enforcement will flow from the statutory regime (EPBC Act/Regs and relevant state laws) rather than from the plan. The plan functions as an internal compliance and management instrument that, if followed, should position AMSA and contractors to satisfy regulatory approvals and reduce the risk of post hoc enforcement actions. Where approvals are not obtained and works affect Commonwealth heritage values, the likely enforcement levers are the EPBC referral/approval process and state regulator powers, but specifics are not recorded in the plan and would require consulting the EPBC Act, relevant state heritage and environmental legislation and AMSA contractual documents.
How it interacts with other laws
The plan explicitly cross‑references and embeds a range of Commonwealth and state statutory regimes and standards. Interactions recorded in the document include:
EPBC Act 1999 and EPBC Regulations 2000 (Schedules 7A and 7B). The plan is structured to satisfy Schedule 7A’s requirements for management plans for Commonwealth heritage places (Appendix 4). It uses Schedule 7B heritage management principles (Section 6.3) as guidance for conservation decisions and community involvement. The plan therefore functions as AMSA’s instrument for EPBC compliance at Montague Island.
Navigation Act 2012 and international AtoN standards. AMSA’s operational obligations under the Navigation Act are referenced in the document (Section 6.4). The plan requires the light to meet IALA technical and reliability standards (Appendix 3; Section 6.4). These operational obligations can constrain heritage decisions: the need to meet a 99 per cent availability target may justify certain interventions prioritised in the plan.
NSW state environmental and heritage law and NPWS management. The island is a NSW Nature Reserve and a gazetted Aboriginal Place; NPWS manages the reserve and the lease to AMSA is governed by state law (Section 2.2-2.3). The lease requires AMSA to comply with applicable management plans and state environmental laws. The plan therefore operates as AMSA’s compliance document within a broader web of state obligations. Policy 15 explicitly commits to liaise with adjacent landowners and NPWS in the event of changes affecting visual and natural context.
Aboriginal heritage laws and policy guidance. The plan references Indigenous engagement obligations, including the Commonwealth guidance "Engage Early" for environmental assessments under the EPBC Act (Policy 17; Section 1.3). Because the island is a gazetted Aboriginal Place, Indigenous cultural heritage laws and protocols at state and Commonwealth level become relevant and the plan requires consultation with relevant Indigenous communities.
Burra Charter and heritage practice standards. The plan adopts the Burra Charter’s definitions and best practice approaches for restoration, reconstruction and preservation, and uses the Charter as the principal guide for treatment of fabric (Section 1.7; Policy 6; Policy 11). This locates technical conservation practice within accepted heritage professional standards.
Contract and property law. The plan refers to AMSA’s lease and tourism licences (Section 2.3). Lease and licence terms, which are contractual, limit AMSA’s rights and can impose duties such as compliance with state management plans. Policy 16 contemplates negotiating lease termination upon divestment in line with contractual obligations and statutory requirements (Policy 16).
Practical interactions and potential friction points
Operational vs conservation imperatives. The Navigation Act and IALA reliability obligations can require rapid access, equipment upgrades or emergency works that may conflict with heritage conservation principles or state approval processes. The plan attempts to manage these tensions by prescribing minimisation of harm and seeking heritage advice, but statutory requirements for navigation safety can have overriding operational urgency (Section 6.4; Policy 2).
Multi‑jurisdictional approvals. Works affecting both Commonwealth and state heritage values will likely require approvals from multiple decision makers (Section 6.1; Policy 5). This creates potential timing, duplication and coordination costs.
Lease and land tenure constraints. AMSA holds only the tower lease; NPWS controls the broader reserve. Any adaptive re‑use or concessionaire proposals will require NPWS agreement and may be constrained by state reserve management objectives (Section 2.3; Policy 15).
The plan therefore operates as a compliance node that links AMSA’s internal policies and contractors to multiple external statutory frameworks and standards; the practical task for AMSA is sequencing approvals, maintaining records and balancing operational safety with conservation obligations.
Amendment history
The document itself states there have been no updates or amendments in this version and commits to listing future updates in later versions (Section 1.3 Methodology; Section 1.4 Status). The plan records preparatory steps and consultations that led to adoption:
Preparation and consultation timeline. The draft was prepared by AMSA, with input from contractors and heritage consultants. The Wagonga Local Aboriginal Land Council was consulted in April 2020 and NPWS consulted in March 2020; their feedback was incorporated (Section 1.3). A public advertising process was conducted as required by the EPBC Act and Regulations (Section 1.3).
Australian Heritage Council advice. On 26 August 2020 the Australian Heritage Council advised the plan was not inconsistent with Commonwealth Heritage Management Principles and gave approval (Section 1.3). That communication is recorded as part of the adoption evidence.
Contractual and contractual history. The plan records that at the initial time of publication Australian Maritime Systems Group (AMSG) was the contracted maintenance provider for AMSA’s AtoN network, including Montague Island Lighthouse (Section 1.5). The operational maintenance inspection report dated 12/03/2020 underpins the maintenance schedule in Section 6.5 and the implementation table in Section 8.1.
What the plan commits to for future amendment
Biennial asset condition reporting will provide the empirical basis for any Plan updates (Section 5.3, Section 8.2).
The plan will be reviewed every five years or sooner if major changes occur (Policy 18; Section 7). The implementation schedule requires an AMSA delegate to periodically check that implementation plan policies are up to date and that timeframes are followed (Section 8.2).
Community and Indigenous input will be ongoing and any new feedback will be included in amended versions (Section 1.3 notes further feedback from Wagonga LALC is anticipated and will be included in an amended version).
Implication for practitioners
The documented consultation trail and the Australian Heritage Council advice provide an administrative history supporting the current version. However, the plan’s own amendment history is modest: the document is a snapshot intended to be updated on the schedule it mandates (biennial and five‑year cycles). Practitioners should therefore treat the plan as an active instrument needing periodic verification against subsequent approvals, lease renewals, maintenance contracts and any legislative changes to the EPBC Act or state heritage regimes.
Litigation history
The management plan does not record any litigation relating to the Montague Island Lightstation. The references and historical sources cited include newspaper reports and heritage studies (Reference List), but no court decisions, administrative review decisions or prosecutions are cited in the plan text.
What is recorded in the plan that could produce disputes
Lease and licence expiry and options. The lease and tourism licence noted in Section 2.3 have termination dates and renewal options (current lease signed 9 July 1998, commencing 1 July 1997 and terminating 30 June 2022 with an option for a further 25 years). If options are disputed or not renewed, contractual and administrative disputes could arise between AMSA, NPWS and the Minister for the Environment.
Community and tourism interest. The plan records a public submission proposing placement of a concessionaire, which AMSA passed to NPWS but did not adopt (Section 1.3). That episode signals competing private interests in concession rights that could produce administrative review or contractual disputes if pursued.
Indigenous cultural heritage and access. The island is a gazetted Aboriginal Place and a native title claim is active under the South Coast People (Section 2.3). Native title and Indigenous land rights processes can give rise to litigation or determination proceedings; the plan records consultation but does not discuss litigation. Practitioners should therefore check native title registers and NPWS/Indigenous parties’ engagement records for any legal contests.
Approvals under EPBC. The plan reiterates the EPBC Act referral/approval regime (Section 6.1). Should AMSA or third parties undertake actions without required approvals that affect Commonwealth heritage values, administrative review or civil proceedings under the EPBC Act could follow. The plan itself does not cite such cases.
For present purposes the plan provides no litigation record. Users requiring a litigation search should consult public court and tribunal databases, EPBC Act enforcement records and native title registers, none of which are included in the plan.
Gotchas
This plan contains several features that commonly trip up practitioners and operators if not actively managed. Each “gotcha” below cites the plan provision that creates the risk and describes the concrete mechanism by which the risk materialises.
Lease expiry and option mechanics (Section 2.3; Policy 16). The lease and tourism licence are recorded as terminating on 30 June 2022 with a 25‑year renewal option. If the option is not exercised or disputed, AMSA’s occupancy rights over the tower could lapse. Policy 16 requires AMSA to negotiate lease termination and handover if the site ceases to be an AtoN, but it does not set out detailed timelines or contingency funding for an abrupt loss of lease. Practitioners should verify current lease status and renewal actions well before expiry dates.
Priority of operational availability over conservation and tours (Section 6.4; Policy 3). The plan gives precedence to maintenance and meeting IALA availability targets over tourist access. This means scheduled or emergency maintenance may displace tours and commercial activity on short notice. Tour operators and concessionaires should expect operational interruptions; failure to anticipate these constraints can cause contractual disputes.
Multi‑jurisdictional approvals and timing (Section 6.1; Policy 5). Works that affect Commonwealth and State heritage values will often require both EPBC approvals and state heritage approvals (e.g. NPWS, NSW heritage mechanisms). The plan recognises this but does not provide an explicit joint approval workflow or guaranteed timelines. Practitioners must build approval lead times into project schedules.
Indigenous engagement is not optional and has procedural obligations (Section 1.3; Policy 17). The plan commits to ongoing consultation and references best practice "Engage Early" guidance. Late or inadequate indigenous consultation risks procedural challenges and reputational harm, particularly where the island is a gazetted Aboriginal Place and native title interests are active (Section 2.3).
Emergency works vs heritage approvals (Section 6.2). The plan allows health and safety measures and emergency repairs where necessary, but does not set out an emergency notification or post‑works approval process beyond the general requirement to apply heritage best practice. Practitioners should document emergency interventions carefully to avoid later regulatory challenges.
Contract dependence and skill requirements (Policies 9-11; Section 8.1). The plan mandates engaging contractors with appropriate heritage experience and training staff. Projects using generic contractors without demonstrable heritage capability risk fabric damage and non‑compliance with Policy 10 and 11. Procurement documents must embed heritage competence as a contract requirement.
Confined definition of AMSA’s lease area (Section 2.3). AMSA’s lease covers the tower alone. Many operational and conservation activities may affect the broader reserve under NPWS control, requiring parallel consents. Assuming AMSA control over the whole precinct is a practical mistake.
Tourism pressure and ecological sensitivities (Section 6.6). The island supports sensitive flora and fauna (largest little penguin colony in NSW, large seal haul‑outs, migratory birds). Increasing tourism can create diffuse wear and tear and ecological impacts; the plan requires monitoring, but increased visitor numbers can produce cumulative impact risks that require NPWS and AMSA coordination.
Document currency and amendments (Section 1.3; Section 8.2). The plan notes it will be updated, but this version records no amendments. Relying on an out‑of‑date plan for approvals or environmental assessment is a risk. Check the Federal Register of Legislative Instruments and AMSA RMS for the current version and any approval letters from the Minister or Australian Heritage Council.
Funding and resource risk implicit in monitoring obligations (Policies 7, 8; Section 8.2). The plan requires biennial condition reporting, five‑year reviews and ongoing maintenance. These create recurrent budget needs. AMSA’s corporate reports are the reporting channel (Section 6.3), but the plan does not guarantee specific funding. Practitioners should ensure budgets and contract pricing account for the monitoring cadence.
Each of these is a concrete procedural or contractual hazard rooted in the plan’s recorded obligations and operational realities. Addressing them requires early legal, procurement, and stakeholder coordination rather than retrospective remediation.
How to comply
This section translates the plan’s duties and schedules into a practical compliance checklist for AMSA staff, contractors, lessees and prospective transferees. Each compliance step cites the plan elements you must follow.
Confirm current legal and contractual status
Verify the current lease and tourism licence status (Section 2.3). Confirm whether the 25‑year renewal option was exercised or whether any termination or renegotiation has occurred since this plan version.
Check for any changes to EPBC approvals or Australian Heritage Council advice since the plan’s adoption (Section 1.3).
Maintain and use the fabric register and Heritage Asset Condition Reports
Keep the Section 4.1 Fabric Register current. Log all works, inspections and conservation treatments in AMSA’s records management system as Policy 8 requires.
Ensure biennial Heritage Asset Condition Reports are produced and reviewed (Section 5.3; Section 8.2). Assign responsibility to the maintenance contractor for the fieldwork component and to AMSA staff for review and archival.
Plan works with approvals sequence and lead times
For any work that may affect heritage values, follow Policy 5: identify the approvals required, obtain written permission from relevant state and/or federal authorities before starting work (Policy 5; Section 6.1).
Where actions could affect Commonwealth heritage values, prepare an EPBC referral if necessary, recognising the three circumstances set out in Section 6.1.
Use heritage expertise and minimise harm
Before interventions, obtain expert heritage advice (Policy 11) and prepare a heritage impact assessment tied to the Burra Charter principles (Policy 6, Policy 14).
Document alternatives considered and the measures taken to minimise fabric harm (Policy 2). Retain advice and design drawings in the RMS for future audits.
Integrate operational performance obligations
Align maintenance schedules with AtoN availability obligations (Appendix 3; Section 6.4). Prioritise repairs that affect the 99 per cent availability target and document decisions that suspend tourist activities for operational maintenance (Policy 3).
Contractor procurement and training
Include heritage competence requirements and evidence of prior experience in procurement documents (Policy 10).
Ensure contractors and tour guides complete the mandated safety and heritage induction e‑learning modules and that staff receive training per Policy 9. Keep induction records in the RMS.
Indigenous and community engagement
Engage Indigenous stakeholders early, follow the "Engage Early" guidance referenced in the plan and record consultation outcomes (Policy 17; Section 1.3).
Seek Indigenous input on interpretation materials and any proposals that may affect cultural values.
Access control and visitor management
Enforce access restrictions: no private landings; authorised vessels and operators only (Section 2.4).
Ensure NPWS and AMSA agree on visitor access controls and on how maintenance and inspections will be coordinated with tour schedules (Policy 3; Policy 15).
Emergency and safety interventions
Prepare an emergency response protocol that documents notification steps, post‑works heritage reporting and remedial action if emergency works alter fabric (Section 6.2). Keep chain of custody and photographic records for any emergency interventions.
Documentation, reporting and review
Keep a single authoritative version of the Plan accessible to contractors and staff (Policy 13). Provide links and distribute copies as indicated in Policy 13 and Section 8.2.
Submit required reports in AMSA’s normal corporate reporting cycle and ensure the five‑year review and earlier updates following major changes (Policy 7; Section 8.2).
Pre‑transfer or divestment checklist
If AMSA contemplates ceasing to operate the AtoN, follow Policy 16: negotiate lease termination, prepare and hand over all heritage documentation, and assist the lessor to ensure Commonwealth and NSW heritage values are recognised and preserved (Policy 16; s 341ZE reference).
Budget and procurement planning
Build the recurring costs of biennial condition reporting, scheduled preventative maintenance (Section 6.5), heritage advice and training into contracts and annual budgets. The Section 8.1 implementation schedule assigns ongoing priorities; use that schedule to forecast costs.
Practical documents and templates to have on hand
Current lease and licence copies, approval letters from the Minister or Australian Heritage Council.
Heritage impact assessment template aligned to the Burra Charter.
Contractor procurement addenda specifying heritage competence and reporting requirements.
Emergency works recording form (photographs, before/after, materials, approvals).
Consultation log and Indigenous engagement records.
A maintenance schedule derived from the 12/03/2020 AMSG inspection report items (Section 6.5).
Following the plan requires procedural discipline: early approvals, documented heritage advice, trained contractors, and scheduled monitoring. That combination mitigates regulatory risk and helps reconcile the lighthouse’s operational requirements with its conservation obligations.
(h) (i-xiii) was used to develop the necessary policies for management of the Montague Island Lighthouse, and the Department of the Environment and Energy advised on best practice management approaches.
The draft management plan was advertised in accordance with the EPBC Act 1999 and EPBC Regulations (2000). A response was received proposing the placement of a concessionaire on the Island. This request was passed onto NSW NPWS and was not incorporated into the final document.
The Wagonga Local Aboriginal Land Council (WLALC) was consulted with in April 2020, and information on the Island’s history, and
aboriginal associations were incorporated into the management plan. The Council’s request to erect a symbol on the island was also incorporated in this management plan and will be included within the Fabric Register section in future versions of this plan.
Consultations with the WLALC are still currently ongoing and we anticipate further feedback. This feedback will be included in an amended version of the plan.
The New South Wales National Parks and Wildlife Service was consulted with in March 2020 and provided AMSA with feedback on the plan as a whole. Their edits relating to the history of the Island, the site’s current uses, and policies on management were incorporated into the final document.
A developed draft was submitted to the Minister through the Department of Agriculture, Water and the Environment where advice was sought from the Australian Heritage Council. On 26 August 2020, the Australian Heritage Council advised that the plan was not inconsistent with the Commonwealth Heritage Management Principles, and gave approval..
No updates or amendments have been made in this version of the plan. Future updates and
amendments will be listed here in later versions.
1.4 Status
1.4 Status
This plan has been adopted by AMSA in accordance with Schedule 7A (Management plans for Commonwealth Heritage places) and Schedule 7B (Commonwealth Heritage management principles) of the EPBC Regulations (2000) to guide the management of the place and for inclusion in the Federal Register of Legislative Instruments.
1.5 Authorship
1.5 Authorship
This plan has been prepared by AMSA. At the initial time of publication, Australian Maritime Systems Group (AMSG) is the contracted maintenance provider for the Commonwealth Government’s AtoN network including Montague Island Lighthouse.
1.6 Acknowledgements
1.6 Acknowledgements
AMSA acknowledges the professional assistance of
Peter Marquis-Kyle, heritage architect.
1.7 Language
1.7 Language
For clarity and consistency, some words in this plan such as restoration, reconstruction, and preservation, are used with the meanings defined in the Burra Charter 1. See Appendix 1 Glossary of heritage conservation terms. Also see Appendix 2 Glossary of lighthouse terminology relevant to Montague Island Lighthouse, which sets out the technical terminology used in this plan.
1.8 Previous reports
1.8 Previous reports
A Supplementary Information Report (NPWS Lighthouses – Conservation Management and Cultural Tourism Plan) was completed by Graham Brooks and Associates Pty Ltd in November 2001 for the NSW NPWS.
A Heritage Lighthouse Report was completed for AMSA by heritage architect Peter Marquis-Kyle in 2007.
1.9 Sources of information and images
1.9 Sources of information and images
This plan has incorporated a number of sources including the National Archives of Australia (NAA), National Library of Australia (NLA), as well as the AMSA heritage collection.
Photos with no credit are solely owned by AMSA.
Website URLs are referenced via superscript (for example Montague Island Reportx) and located at the end of the document (See Website Links).
2. Montague Island Lightstation site 2. Montague Island Lightstation site
2. Montague Island Lightstation site
2.1 Location
2.1 Location
The Montague Island lighthouse is located on Montague Island, a protected nature reserve found offshore from the South Coast region of New South Wales. The lighthouse and island are approximately
10 kilometres south-east of Narooma, NSW, and approximately 350 kilometres south of Sydney, NSW.
Lighthouse coordinates: 36° 15.1143 ‘S, 150°
13.6035 ‘E
2.2 Setting and landscape
2.2 Setting and landscape
The lighthouse is located on the Montague Island
Nature Reserve, a protected reserve approximately
82 ha in size. The island is outlined with rugged, steep cliffs with landing only possible at two sheltered locations on the western side of the island. Montague Island is a gazetted Aboriginal Place.
Fauna and flora Fauna and flora
Fauna and flora
Classified as a nature reserve by NPWS, Montague Island is recognised for its abundance of unique fauna and flora.
The island supports NSW’s largest colony of Eudyptula minor (or little penguin) that breeds on the island. Additionally, Australian fur seals and New Zealand fur seals are regular visitors to the Island with up to 10,000 counted along the shores during peak season.
Humpback whales are frequently spotted passing Montague Island during spring, with some Orcinus orca, or killer whales, occasionally seen in nearby waters.
The island has approximately 90 bird species that migrate to the area throughout the year. Of these, 12 species are known to nest on the island including short-tailed shearwaters, wedge-tailed shearwaters, Gould’s kites, peregrine falcons, swamp harriers, crested terns, and silver gulls.
Over 200 plant species have been identified on Montague Island.2 Whilst many are introduced to the island, the majority of the island is covered by Lomandra longifolia (mat-rush). Other flora recorded includes:
• tussock grass, found along the Island’s northern
slopes
• Westringia fruticosa
• Pelargonium austral
• Melaleuca armillaris
• Correa alba, found along the cliff edges
• coastal wattle
A Montague Island Nature Reserve Plan of Management was published in 1996 and offers additional information on the environmental management of the reserve.b NPWS is currently undertaking a review of this plan.
2.3 Lease and ownership
2.3 Lease and ownership
The Montague Island lighthouse and surrounding land is managed by the New South Wales State Government. AMSA lease the lighthouse and land from NPWS.
The AMSA lease consists of one parcel of land (Lot 1) which encompasses the lighthouse tower alone.
The current lease was signed on 9 July 1998, commencing on 1 July 1997 and terminating on 30 June 2022, with an option to renew for a further 25 years. The lease stipulates that AMSA must comply with any applicable management plan and state environmental laws.
Due to public interest in Montague Island and the lighthouse, a tourism license was signed between AMSA and the NSW Minister for the Environment commencing 1 July 1997, ceasing on 30 June 2022 with a renewal option for a further 25 years.
Montague Island is a gazetted Aboriginal Place and a Native Title claim application is currently active under the South Coast People.
2.4 Listings
2.4 Listings
The table below details the various heritage listings of the Montague Island Lightstation.
Montague Island is only accessible to authorised vessels and approved contracted boat operators. No private vessel landing is permitted. Vehicular access from the landing site at Jetty Bay to the lighthouse is available for authorised vehicles only. Access trails, some of which are historically significant, are maintained on the southern section of the island. The Montague Island Lightstation features as a landmark on the Montague Island walking track which ensures pedestrian access to
the site. Access inside the lighthouse is restricted to authorised personnel and tour groups only.
Figure 10. Montague Island walking trail (NPWSf)
3. History 3. History
3. History
3.1 General history of lighthouses in Australia
3.1 General history of lighthouses in Australia
The first lighthouse to be constructed along Australian soil was Macquarie Lighthouse, located at the entrance to Port Jackson, NSW. First lit in 1818, the cost of the lighthouse was recovered through the introduction of a levy on shipping. This was instigated by Governor Lachlan Macquarie, who ordered and named the light.
The following century oversaw the construction of hundreds of lighthouses around the country. Constructing and maintaining a lighthouse were costly ventures that often required the financial support of multiple colonies. However, they were deemed necessary aids in assisting the safety of mariners at sea. Lighthouses were firstly
managed by the colony they lay within, with each colony developing their own style of lighthouse and operational system. Following Federation in 1901, which saw the various colonies unite under one Commonwealth government, lighthouse management was transferred from state hands to the Commonwealth Lighthouse Service.3
Figure 11. Early technology used in lighthouses 3
Lamps and optics — an overview Lamps and optics — an overview
Lamps and optics – an overview
Lighthouse technology has altered drastically over the centuries. Eighteenth century lighthouses were lit using parabolic mirrors and oil lamps.
Documentation of early examples of parabolic mirrors in the United Kingdom, circa 1760, were documented as consisting of wood and lined with pieces of looking glass or plates of tin. As described by Searle, “When light hits a shiny surface, it is reflected at an angle equal to that at which it hit.
With a light source is placed in the focal point of a parabolic reflector, the light rays are reflected parallel to one another, producing a concentrated beam”4.
In 1822, Augustin Fresnel invented the dioptric glass lens. By crafting concentric annular rings with a convex lens, Fresnel had discovered a method
of reducing the amount of light absorbed by a lens. The Dioptric System was adopted quickly with Cordouran Lighthouse (France), which was fitted with the first dioptric lens in 1823. The majority
of heritage-listed lighthouses in Australia house dioptric lenses made by others such as Chance Brothers (United Kingdom), Henry-LePaute (France), Barbier, Bernard & Turenne (BBT, France) and Svenska Aktiebolaget Gasaccumulator (AGA
of Sweden). These lenses were made in a range of standard sizes, called orders—see ‘Appendix 2. Glossary of lighthouse Terms relevant to Montague Island Lighthouse’.
Early Australian lighthouses were originally fuelled by whale oil and burned in Argand lamps, and multiple wicks were required in order to create a large flame that could be observed from sea. By the 1850s, whale oil had been replaced by colza oil, which was in turn replaced by kerosene, a mineral oil.
In 1900, incandescent burners were introduced. This saw the burning of fuel inside an incandescent mantle which produced a brighter light with less fuel
within a smaller volume. Light
This is an opening excerpt, not the complete document.