Where the method has been applied.

The challenge

Event waste was rarely measured, and no one could see how the infrastructure available in metropolitan, regional and remote areas shaped what happened on the day. Waste advice given at permit stage was often forgotten by event day.

What we did

Examined events across Queensland, from metropolitan to remote, to understand the relationship between local infrastructure and event waste. Reviewed the event waste mix, its components and the options for each. Observed attendee practices and interviewed attendees on their sentiment and willingness to help reduce waste, with observations and data spanning audiences of more than 200,000 attendees and 2,700 survey responses. Designed resources for event organisers, and worked directly with a council to identify what could change at local government level.

What it delivered

Queensland’s first event landfill versus diversion baseline, 14 recommendations and an event sustainability guide. The biggest levers sat with infrastructure, councils, container recovery, suppliers and funders, not only with organisers. Organics made up 512g of every kilogram of event general waste.

What it means for councils

Event outcomes depend on what council and the region make possible: infrastructure, conditions, processing and supplier access, alongside what organisers and attendees do.

The challenge

A portfolio of more than 100 sustainability initiatives within one department, all competing for limited resources. Waste, water and energy data was inconsistent across venues and regional contractors, and there was no way to separate a venue’s everyday operations from the load events placed on it.

What we did

Put common measures in place across venues and contractors, working with waste contractors in each region to bring data to one standard. Separated each venue’s base operating load from its event load, expressed per attendee, so future interventions could be monitored against a baseline. Used Ideas to Impact mapping to prioritise initiatives by likely impact.

What it delivered

The authority can now see the load events place on its venues, choose the interventions best suited to each, monitor them, and report to its board on sustainability KPIs. It can work with venue operators toward one common goal, so efforts are joined and resource needs reduced: more sustainable operations, less waste to landfill, and better use of cash and people.

What it means for councils

The same approach works for council venues, parks and precincts: know your everyday load, see what visitors and events add, and put limited resources where they make the most difference.

The challenge

Persistent littering and graffiti in a high-visitation precinct, with parklands and natural areas used by visitors and residents from many cultures, and resources going to clean-up.

What we did

Applied the three-layer method (people, programs and policy) to resident and visitor behaviour, recognising that different cultures and audiences respond to different prompts, norms and settings. Paired international evidence with innovation options, and set a roadmap.

What it delivered

A pathway from clean-up to prevention, with each intervention matched to the behaviour and audience driving the problem.

What it means for councils

Councils with tourist precincts, multicultural communities and busy public spaces face the same challenge: one message rarely reaches everyone, so the levers need to fit the audience.