Alpine Resorts Strategic Plan 2020 – 2025

ALPINE RESORTS STRATEGIC PLAN 2020 – 2025 Responding to a changing climate Authorised and published by the Alpine Resorts Co-ordinating Council 8 Nicholson Street East Melbourne, Victoria 3002 Copyright © The State of Victoria, Alpine Resorts Co-ordinating Council 2020.

This works is licensed under a Creative Commons Attribution 4.0 Australia. You are free to re-use the work under that licence, on the condition that you credit the State of Victoria as author. The licence does not apply to any images, photographs or branding, including the Victorian Government logo and the Alpine Resorts Co-ordinating Council logo. To view a copy of this licence, visit http://creativecommons.org/licenses/by/3.0/au/deed.en

ISBN 978-1-76105-020-6 (Print) ISBN 978-1-76105-021-3 (pdf/online/MS word)

A PDF copy of this document is available at www.arcc.vic.gov.au For further information on this publication contact the Alpine Resorts Co-ordinating Council, phone (03) 9637 9642.

Acknowledgements: Images courtesy of Falls Creek, Lake Mountain, Mt Baw Baw, Mt Buller, Mt Stirling and Mt Hotham Alpine Resort Management Boards.

Disclaimer: This publication may be of assistance to you but the State of Victoria and the Alpine Resorts Co-ordinating Council and their employees do not guarantee that the publication is without ﬂaw of any kind or is wholly appropriate for your particular purposes and therefore disclaims all liability for any error, loss or other consequence which may arise from you relying on any information in this publication. ALPINE RESORTS STRATEGIC PLAN 2020-2025 1

Aboriginal Acknowledgement

The Gunaikurnai, Taungurung We recognise the strength of We acknowledge that the land is and Wurundjeri are the First Aboriginal people despite the of spiritual, cultural and economic People of much of Victoria’s negative inter-generational importance to Aboriginal people. alpine resorts country. For impacts of past practices and We also recognise the intrinsic generations they have owned policies, some of which continue connection of Traditional Owners and managed the land. to be experienced today. to Country and acknowledge The Victorian Government their contribution in the We recognise and value acknowledges all the Traditional management of land, water, the the ongoing contribution Owners of Victoria’s alpine natural landscape and the built of Aboriginal people and resorts and pays its respects to environments. communities to Victorian life, their Elders past, present and and how this enriches us all. We We embrace the spirit of emerging. recognise that Aboriginal cultures reconciliation, working towards and communities are diverse, and the equality of outcomes and the value we gain in celebrating ensuring an equal voice. We have these cultures and communities. distinct legislative obligations to Traditional Land Owner groups that are paramount in our responsibilities in managing Victoria’s resources.

The artist, Tom Day worked closely with the DELWP Aboriginal Staff network to create DELWP’s Aboriginal Cultural Identity Mirring – Country.

Mirring represents the diverse Countries and landscapes across Victoria and the “scars that have been left within the landscape by our people” while at the same time reminding us of “our inherent responsibility to protect Country.” 2 ALPINE RESORTS CO-ORDINATING COUNCIL

Minister’s Foreword

The alpine resorts are a significant The current and future impacts part of our visitor economy, of climate change on our alpine drawing people from our cities resorts are well described in and towns, interstate and “The Potential Impacts of Climate overseas into the Victorian High Change on Victorian Alpine Country. In 2018-19 Victoria’s Resorts” study prepared for the alpine resorts generated over Alpine Resorts Co-ordinating 1.7 million visitor days, resulting Council in 2016. This study in over $1 billion in economic identifies that the short to output for the state. This activity medium-term future for Victoria’s created over 10,000 full time alpine resorts should still be job equivalents, making the based around snow visitation, alpine resorts major contributors with snow making supplementing Victoria’s alpine resorts are to regional investment and decreasing natural snowfall. nestled within the Alpine, employment. Yarra Ranges and Baw Baw In the medium to long-term, National Parks, providing As the population of greater Victoria’s alpine resorts must visitors with a unique and Melbourne continues to grow have a compelling and financially memorable experience unlike towards eight million, the demand viable visitor offering that is not any other in the state. The natural for safe, well-managed access entirely dependant on snow- environment continues to be to our natural environment will based visitation. The Victorian identified by visitors as the most grow with it. Victoria’s alpine Government recognises this is a important value associated resorts, with their high-quality significant challenge, a challenge with our alpine resorts and infrastructure, are uniquely that requires investigation and is fundamental to the alpine placed to help meet this demand. collaboration across government, experience. The challenge is to Those resorts located closest to business, Traditional Owners ensure that the unique alpine Melbourne have already seen and the community to ensure environmental values are significant increases in day the resorts continue to provide conserved for current and future visitation, which brings specific significant economic and generations, while allowing for challenges, as well as future social benefits to the state and the use and enjoyment of the opportunities. Managing the surrounding communities. impacts of increased visitation resorts by all Victorians. The vision presented in this requires long-term planning strategic plan, The Victorian As well as places of natural across government to ensure that alpine resorts achieve their beauty, the Victorian Alps are as community needs change, potential as thriving and places of cultural significance government response continues sustainable destinations for to Aboriginal people. This plan to be appropriately targeted. outlines our commitment to mountain activities and partner with the Traditional The United Nations Sustainable nature-based tourism, reflects Owners of Victoria’s alpine resorts Development Goals (SDGs) is an an ongoing need to support the land and to work collaboratively important framework for change, alpine resorts to deliver a high in a way that is consistent with identifying opportunities and quality, snow-based snow season the principle of self-determination guiding growth. Through this plan experience while continuing to and the terms of current the alpine resorts are contributing transition to being year-round and future Recognition and to achieving the SDGs by destinations that are resilient and Settlement Agreements. addressing the challenges of adaptive to a changing climate. inequality, climate change, environmental degradation and economic prosperity. Lily D’Ambrosio MP Minister for Energy, Environment and Climate Change ALPINE RESORTS STRATEGIC PLAN 2020-2025 3

Contents

Aboriginal Acknowledgments 1 Minister’s Foreword 2 Executive Summary 4 Vision Statement: 6 Strategic Objectives 6 Background 7 About the Alpine Resorts Strategic Plan 7 Implementation of the Alpine Resorts Strategic Plan 10 Victoria’s alpine resorts 10 Context for this plan 14 Economic significance of Victoria’s alpine resorts 16 How this plan was prepared 18 Climate Change Risk Disclosure and Scenario Analysis 19 Our commitments and obligations to our Traditional Owner partners 23 Strategic Objective 1 – Enable investment that drives sustainable businesses within a prosperous regional economy 26 Strategic Objective 2 – Protect and enhance the mountain environment 28 Strategic Objective 3 – Enhance the visitor experience 30 Strategic Objective 4 – Implement practical policy and regulatory reform 32 Developing and strengthening partnerships through collaboration and communication 36 Monitoring, reporting and review 38 Abbreviations 39 Recommended reading 40 4 ALPINE RESORTS CO-ORDINATING COUNCIL

Executive Summary

Our alpine resorts hold a special snowfall. Snow making and other and resort transport are the place in the hearts of Victorians. snow management techniques most constrained, with further During the 2018/19 year over provide a buffer against these investment required if the resorts 1.4 million people visited at impacts but cannot completely are to effectively meet this least one of the six resorts, with address all the risks associated increased demand. around 75% of those being with a changing climate. Managing the impact of visitation Victorian residents. Interstate The Alpine Resort Management on the natural environment is also and international visitors are also Boards (ARMBs), that manage the a priority. About one third of the enjoying our resorts in increasing resorts on behalf of the Victorian state’s total rare and threatened numbers, bringing significant Government, have an obligation species are found in the Victorian economic benefits to regional to disclose these risks and what Alps, including the Mountain economies. This level of visitation is being done to manage them, to Pygmy Possum and Baw Baw is comparable with many of investors and other stakeholders. Frog. Biodiversity 2037 is the Victoria’s world-famous visitor This will be a priority action over Victorian Government’s policy to attractions, with the dual benefits the 5-year term of this strategic ensure Victoria’s biodiversity is of being regionally based and plan, starting in 2020. healthy, valued and actively cared with a winter high-season. for. The ARMBs, in partnership Growing non-snow dependant The Gross State Product (GSP) with the Traditional Owners, visitation (referred to as green- contribution for the 2018/19 will deliver Caring for Country season visitation) has long period by the alpine resorts to the works that support the delivery been an aspiration of the alpine Victorian economy is estimated of Biodiversity 2037, including resorts, however success has at $1.22 billion (cf pg 17). This the protection of sites of high been limited. To ensure that level of expenditure results in a biodiversity value. contribution to total Victorian any future investment in green- employment in annual equivalent season visitation has the best The partnership with the terms of approximately 10,000 chance of success the Alpine Traditional Owners of Victoria’s direct and indirect jobs, with most Resorts Co-ordinating Council alpine resorts will extend beyond of these jobs situated in regional (ARCC) will form a Victorian Caring for Country activities, with Victoria. Government Taskforce to holistic partnership plans to be investigate how to address developed between the resorts Our alpine resorts also play a some of the current barriers and the Traditional Owners. These significant role in supporting to green-season visitation. The partnership plans will reflect the social and cultural cohesion, taskforce will report its findings Native Title, Recognition and and health and wellbeing, of the within the first year and that Settlement Agreements, Country community. The resorts are places information will be used to Plans, Manganin-Gadhaba, as well that bring people together to inform further work through as other relevant strategies, goals share their passion for the alps, the term of this strategic plan. and aspirations. to engage in mountain sports and to escape the pressures of As Melbourne’s population The development and use of land everyday life. The financial health continues to grow the demand in the alpine resorts is controlled and wellbeing benefits associated for nature-based recreation and by the Alpine Resorts Planning with the alpine resorts has been tourism will also grow. This brings Scheme, whilst the leasing of estimated at $27 million per annum.1 tremendous opportunities for land at the resorts is controlled ongoing investment at Victoria’s by the Alpine Resorts Leasing Protecting these attributes as alpine resorts but also comes with Policy and Implementation Details our climate changes is our most some challenges. Overcrowding, 2002 (Leasing Policy). Both significant challenge. The climate especially during peak winter instruments are over 15 years old over Australia’s southern slopes is times, is having a negative and need to be reviewed and expected to become warmer and impact on visitor experience with updated. drier over the coming decades, critical infrastructure stretched resulting in reductions in natural to capacity. Roads, parking

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Executive Summary continued

At the time of the development This action plan contains a This vision will be enabled by of this strategic plan the framework and 12 actions delivering on four strategic review of the Leasing Policy designed to deliver improved objectives: had commenced while the engagement across the Victorian • Enable investment that drives Department of Environment, alpine sector. sustainable businesses within a Land, Water and Planning prosperous regional economy By working together, the sector (DELWP) has committed to a review of the planning scheme can achieve this strategic plan’s • Protect and enhance the by 2024. Updating both planning vision, which is: mountain environment instruments is expected to have • Enhance the visitor experience benefits for investors, visitors, “The Victorian resort management and the • Implement practical policy and natural environment. alpine resorts regulatory reform All this activity will be enabled achieve their To maintain a flexible and by a strengthened approach to responsive approach to the stakeholder engagement. A 2018 potential as inevitable changes that will occur review of current engagement thriving and over the life of the strategic plan, practices found that there is much a separate Action Plan has been to be proud of, as well as areas for sustainable prepared. The Action Plan will be improvement – at both sector and regularly monitored and adapted board level. As a demonstration destinations to ensure the most effective and of the sector’s commitment to for mountain efficient actions are delivered and improvement, a Victorian Alpine will maintain alignment with the Resorts Stakeholder Engagement activities and strategic objectives. Action Plan2 has been published. nature-based tourism”.

(GSP) contribution to Victorian economy for 2018/19 by the alpine resorts estimated at $1.22b

in 2018/19 1.4m People visited at least one of the 6 Alpine Resorts

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Vision Statement

“The Victorian alpine resorts achieve their potential as thriving and sustainable destinations for mountain activities and nature-based tourism”.

To achieve this vision, we need cultural and financial barriers to overarching principle of climate healthy ecosystems, businesses create a future that maximises change adaptation, supported and local economies. Achieving opportunities for the alpine sector by strengthened stakeholder our full potential requires and minimises the impacts of partnerships. actively planning pathways climate change. We will achieve together to a new future. This this through delivering four may mean overcoming physical, strategic objectives, with an

STRATEGIC OBJECTIVES

PATHWAYS TO A SUSTAINABLE ALPINE FUTURE

Enable investment Protect and Enhance our Implement that drives sustainable enhance the visitors’ practical policy businesses within a mountain experience and regulatory prosperous regional environment reform economy

DEVELOP AND STRENGTHEN PARTNERSHIPS THROUGH COLLABORATION AND COMMUNICATION ALPINE RESORTS STRATEGIC PLAN 2020-2025 7

Background - Victoria’s Alpine Resorts

Victoria’s alpine resorts Resort Management Board has for which any land in each Victoria has six declared alpine identified that the future of these alpine resort that is reserved resorts: Falls Creek, Lake resorts should be based around or deemed to be reserved Mountain, Mt Baw Baw, Mt Buller, providing a year-round, nature- under the Crown Land Mt Stirling and Mt Hotham. based experience, but that the (Reserves) Act 1978 is so current lack of key infrastructure, reserved. They lie in the east and northeast including quality access roads The object of the Act is to make of Victoria, between 120 and power, and ageing lifting provision in respect of alpine kilometres and 380 kilometres and accommodation assets is resorts— from Melbourne. A detailed profile inhibiting this transition. (a) for the development, of each of the alpine resorts can promotion, management be found on their respective About the Alpine and use of the resorts on a websites. Resorts Strategic Plan The legislative and policy sustainable basis and in a The characteristics of the larger, settings in which the alpine manner that is compatible more developed resorts (Falls resorts operate underpin the with the alpine environment, Creek, Mt Buller and Mt Hotham) development of the Alpine having regard to – and the smaller, less developed Resorts Strategic Plan (i) environmental and resorts (Lake Mountain, Mt (Strategic Plan). The Alpine ecological considerations, Baw Baw and Mt Stirling) Resorts (Management) Act in particular, climate are becoming increasingly 1997 (the Act) provides the change; and differentiated. The larger resorts management framework for (ii) economic considerations; are sites of significant private all six Victorian alpine resorts. (iii) cultural heritage investment and deliver around 92 It also establishes the ARCC considerations, in per cent of the value-added Gross and the four Alpine Resort particular, aboriginal State Product (GSP) associated Management Boards (ARMBs). with Victoria’s alpine resorts cultural heritage sector.3 This Strategic Plan is prepared considerations; and under section 33F1(b) of the Act. (b) for the use of the resorts— The smaller resorts provide The Act requires that the strategic (i) primarily for alpine an entry level, lower-cost plan must set out: recreation and tourism; opportunity to access the • the strategic objectives that and Victorian alps and a pathway are to be achieved in relation for people to take up alpine (ii) in all seasons of the year; to alpine resorts; sports. These resorts also make and a significant contribution to • the main directions and (iii) by persons from varied meeting the demand for safe principles that are to be cultural and economic and affordable access to the alps followed to achieve the groups. for people of varied cultural and objectives; The Act also requires the ARMBs economic groups. • the strategic actions that may be taken to implement the to prepare an Alpine Resorts This differentiation has presented Strategic Plan. Strategic Management Plan (SMP) challenges for the smaller resorts, for each resort. The Act states in particular Lake Mountain and The Act also requires that the that a SMP must be consistent Mt Baw Baw, with the absence Strategic Plan must be: with the Strategic Plan and as of key infrastructure at these (a) consistent with, and seek to a result needs to be reviewed resorts resulting in financial achieve, the object of the Act; and updated whenever a new losses that are currently met by (b) consistent with the purposes Strategic Plan is made. government. The Southern Alpine 8 ALPINE RESORTS CO-ORDINATING COUNCIL

Background - Victoria’s Alpine Resorts continued

The previous Strategic Plan (2012) Traditional Owner Legislation Gunaikurnai, Taungurung and required the resorts to prepare and Policy Wurundjeri have Registered Alpine Resort Master Plans, which The nature of the State of Aboriginal Party status under were permitted to function as Victoria’s relationship with the Aboriginal Heritage Act 2006 a SMP (on the proviso it met Traditional Owners is binding over the majority of Victoria’s the requirements of the Act). and based on a meaningful alpine resorts land. This arrangement will remain in partnership founded on mutual There are several groups that place and as a result the terms respect. The Gunaikurnai (Mt Baw identify as Traditional Owners in Strategic Management Plan Baw and part of Mt Hotham), the the greater north-eastern alpine and Master Plan are often used Taungurung (Mt Buller, Mt Stirling, area (including Falls Creek resort interchangeably. part of Lake Mountain and part of and the northern section of Mt The development of the Strategic Mt Hotham) and the Wurundjeri Hotham resort): this area is not Plan has also been guided by the people (part of Lake Mountain) currently within Native Title, following: are the recognised Traditional Recognition and Settlement Owners of a majority of Victoria’s Climate Change Legislation Agreements nor Registered alpine resorts land. and Policy Aboriginal Party boundaries. The Climate Change Act 2017 Gunaikurnai achieved legal Biodiversity Legislation and lays the foundations for Victoria recognition of connection to Policy Country and rights as Traditional to achieve net zero emissions Biodiversity 2037 is Victoria’s plan Owners in 2010 when it was and enable a climate resilient to stop the decline of our native granted Native Title by the community and economy. It plants and animals, and improve Federal Court of Australia. As places obligations on Victorian our natural environment so it part of the native title settlement Government decision makers is healthy, valued and actively package, Gunaikurnai also entered and provides guidance to all cared for. Biodiversity 2037 is into a Recognition and Settlement stakeholders on responding to the underpinned by the Flora and Agreement with the State of impacts of climate change. Fauna Guarantee Act 1988 and Victoria. Victoria’s Climate Change the Native Vegetation Clearing Adaptation Plan 2017–2020 In addition to the Settlement Regulations and together these is helping the State, including Agreement with Gunaikurnai, the instruments ensure that Victoria the alpine resorts, prepare for State of Victoria has also entered has a modern and effective the impacts of climate change. into a Recognition and Settlement approach to protecting and It establishes the following Agreement with the Taungurung managing our biodiversity principles for good adaptation: people. The Recognition and The Environment Protection and • Informed decision-making; Settlement Agreements, executed Biodiversity Conservation Act under the Traditional Owner • Integrated decision-making; 1999 (EPBC Act) is the Australian Settlement Act 2010, afford • Risk management; Government’s key piece of Traditional Owners certain rights environmental legislation. The • Complementarity; relating to the use of public land EPBC Act enables the Australian • Equity; and within their Agreement area, Government to join with the including alpine resorts land. • Community engagement. states and territories in providing a national scheme of environment and heritage protection and biodiversity conservation. ALPINE RESORTS STRATEGIC PLAN 2020-2025 9

Background - Victoria’s Alpine Resorts continued

Public Participation in Community Charter. The purpose • collaborative consultation with Government Decision-making: of the Community Charter is to all key stakeholders in order Better Practice Guide guide DELWP and its entities to build a collective approach The Public Participation in (including the ARCC) in delivering to and stakeholder ownership Government Decision-making: meaningful, inclusive and effective over plan implementation; Better practice guide (Better stakeholder engagement. • development of high-level Practice Guide) was released Review of the Alpine Resorts strategic priorities and by the Victorian Auditor- Strategic Plan – 2012 guidance; General’s Office in 2017. The The ARCC led a review of the • alignment with relevant process of developing this guide 2012 Alpine Resorts Strategic strategies, policies and involved extensive research Plan in 2017. Five of the 12 strategy documents; and consultation. It highlighted recommendations made following • strengthening of monitoring, recurring challenges that this review related to future reporting and review public sector agencies face in strategic planning in Victoria’s processes; and undertaking public participation alpine sectors, and these exercises. • strengthening of the recommendations informed the representation of Traditional In addition to the Better Practice development of this strategic Owners in alpine resorts Guide, DELWP has developed a plan, including: governance.

THE DEVELOPMENT OF

THE ALPINE RESORTS Climate Change STRATEGIC PLAN HAS Legislation and Policy BEEN GUIDED BY:

Traditional Regional Tourism Owner Review Legislation and Policy

STRATEGIC PLAN

Review of the Alpine Resorts Biodiversity Strategic Plan – Legislation 2012 and Policy

Public Participation in Government Decision-making: better practice guide 10 ALPINE RESORTS CO-ORDINATING COUNCIL

Background - Victoria’s Alpine Resorts continued

Regional Tourism Review Implementation of Several of the activities that will At the time of consultation and the Alpine Resorts be delivered in this time will finalising this ARSP, the Victorian Strategic Plan provide information that will Government announced a The Strategic Plan informs inform decision making during the Regional Tourism Review. several strategic and business remaining term of the plan. The review will take a broad planning processes. To enable this level of flexibility, look at regional tourism in the Strategic Plan has been Victoria with a range of goals These processes in effect divided into two components: to help build on what has “operationalise” the Strategic • The first component (this already been established by Plan and provide the framework document) contains the the businesses and communities for delivery and reporting. These Vision, Strategic Objectives of Victoria’s local towns. include: and Strategic Actions that will • Alpine Resort Corporate Plans; guide decision making and The findings and • Alpine Resort Strategic behaviours for the life of the recommendations from this Management Plans; plan. review may result in changes to the way Victoria manages and • ARCC Corporate Plan; • The second component is the invests in its regional tourism • Alpine Resorts Planning Action Plan, which will contain sector. This could include: Scheme; and the actions, measures, targets and outcomes we are seeking • the structure and function of • DELWP Business Plans. to achieve. The Action Plan regional tourism bodies; Following the release of the will be a “live” document – • the way regional tourism Strategic Plan, DELWP will update it will be reviewed to ensure marketing is funded and the Alpine Resorts Corporate we are delivering the most delivered; Planning Guidelines to ensure effective and efficient • the delivery of regional resort-level business planning is activities. New actions may tourism infrastructure; aligned. The ARCC will also review be added as priorities are • an increased focus on natural its Corporate Plan to ensure a identified and existing and cultural sites to grow similar level of alignment. actions may be rescheduled visitation; and or removed if they are no In addition, DELWP will ensure longer a priority. • improved co-ordination that its business plans enable the between public sector entities. delivery of the commitments it The Strategic Plan will be flexible has made in the Strategic Plan. and adaptative in responding to In the medium-term, DELWP will changes in the regional visitation also update the Alpine Resorts sector and will be reviewed and Strategic Management Plan updated (if necessary) following Framework. the Government finalising its This Strategic Plan focuses on response to the review. the first 2-3 years of delivery, to maintain flexibility and responsiveness to changes in the policy and operating environment.

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“Victoria’s Alpine Resorts contribute $1.22 billion per annum to Victoria’s gross state product and create approximately 10,000 direct and indirect jobs.” 12 ALPINE RESORTS CO-ORDINATING COUNCIL

Background continued

Role of Ministers and Departments The Minister for Energy, Environment and Climate Change is responsible for the alpine resorts on behalf of the State. DELWP is responsible for advising the Minister on alpine resort matters. This includes policy and strategic planning, legislation and regulatory reform, environmental matters and governance oversight of the ARCC and ARMBs. The Minister for Planning is the Responsible Authority and the Planning Authority for the alpine resorts. DELWP administers the Alpine Resorts Planning Scheme on behalf of the Minister for Planning.

Role of the Alpine Resorts Co-ordinating Council The role of the ARCC is to undertake the statutory functions as set out in Section 18 of the Alpine Resorts (Management) Act 1997. Some of these functions are prescriptive while others are broader. The prescriptive functions are:

Coordinate, monitor and review the Monitor the development and implementation Coordinate, in conjunction with Visit Victoria (formerly implementation of the Strategic Plan of SMPs for each alpine resort Tourism Victoria, established under the Tourism Victoria Act 1992), the overall promotion of alpine resorts

Some of the broader functions include: • Plan for and facilitate the establishment, development, promotion, management and use of alpine resorts in accordance with the objective of the Alpine Resorts (Management) Act 1997; • Undertake research into alpine resort issues; • Liaise with and encourage the cooperation of all state and local government authorities, industries, communities and other people involved in the development, promotion, management and use of alpine resorts; • Make recommendations to the Minister on matters related to the provision and improvement of services and facilities in alpine resorts.

Role of the Alpine Resort Management Boards The alpine resorts are permanent Crown land reserves4, each managed by an ARMB appointed by, and responsible to, the Minister for Energy, Environment and Climate Change. The ARMBs are also deemed to be Crown land managers under the Crown Land (Reserves) Act 1978 and have the same powers and functions as a Crown land reserves Committee of Management. The ARMBs are responsible for the development, promotion, management and use of each alpine resort in an environmentally sound manner, having regard to: • Environmental and ecological considerations, in particular climate change; and • Economic considerations; and • Cultural heritage considerations, in particular, aboriginal cultural heritage considerations; and • For the use of the resorts: (i) primarily for alpine recreation and tourism; and (ii) in all seasons of the year; and (iii) by persons from varied cultural and economic groups.

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Background continued

They also provide or arrange services and utilities including:

Water and energy supply Bushfire prevention emergency Destination marketing and industry promotion management and response

Sewerage and garbage disposal Natural resource management Product development

Resort roads and parking Ski and bike patrol (some resorts) Resort transport

Civic maintenance and beautification Snow making Crown land administration and leasing

ARMBs also deliver resort level strategic and operational planning, including the development of SMPs as required under the Act. ARMBs are also responsible for the management of Crown leases of alpine resort lands.

Role of private business Many of the day-to-day services that underpin the visitor experience are provided by private business (although the Southern Alpine Resort Management Board currently delivers a number of these services at Mt Baw Baw and Lake Mountain). This includes services such as:

Ski lifting Snow making Equipment sale and hire Ski instruction

Ski patrol (some resorts) Food and beverage Accommodation Transport

Waste recycling and processing Medical practices and triage services Marketing and promotion 14 ALPINE RESORTS CO-ORDINATING COUNCIL

Context for this plan

The alpine resorts have made to determine the likely climatic Snow Making a significant contribution changes in alpine regions, the New and improved snow making to Victoria’s economy, researchers produced projections technology has allowed several recreation and tourism for for the Australian alps by the resorts to offer snow guarantees, decades. However, our resorts end of the century (based on providing certainty to both are changing, mainly due the scenario of ongoing high operators and visitors that snow to pressures from broader emissions of greenhouse gases). will be available. There are likely factors such as climate change, In 2017, DELWP applied the to be continued improvements population growth and changing in snow making technology as findings of the ACE CRC potential visitor demographics. The climate change impacts alpine climate impacts study to deliver Victorian Government, the resorts around the world. The the Alpine Resorts Climate alpine resort industry and local sector will of course need to be Change Vulnerability Assessment communities all understand mindful of both the resource Report.6 This project assessed the that climate change presents a (water and power) and financial climate change vulnerability of significant and unprecedented constraints of snow making when Victoria’s alpine resorts and how challenge. The sector must adapt making investment decisions. this could affect the economic, to these changes and embrace social and cultural value of the opportunities to grow the resorts as climate change regional economies, nurture occurs. The project identified environmental assets, and build and recognised the substantial partnerships. economic, social and cultural Every 5-year strategic plan value the alpine resorts currently helps build the foundation for contribute to Victoria. a long-term sustainable alpine The vulnerability assessment resort sector. The next 5 years found that the snow season in will be a period of practical the alpine resorts will continue building of the sector into In addition to snow making the to be impacted by climate sustainable destinations for alpine industry also applies other change through changes to alpine activities and nature-based snow management techniques natural snow fall conditions and tourism. This will be achieved to offset the impacts of climate patterns, including reductions through partnerships between change. Snow fences are used to in natural snow fall over time. government, Traditional Owners, capture snow during storm events The project also found that the which are usually associated with industry and local communities. green season will be impacted by high winds. These fences are used Climate Change climate change through increased to deposit drifts on the leeward This strategic plan follows bushfire risk. The vulnerability side which is subsequently several years of investment by assessment states that if harvested and redistributed over the sector in obtaining robust adequate adaptive responses the adjoining slopes. are deployed, most of Victoria’s climate change information. In Snow grooming machines resorts should be able to offer 2016 the ARCC commissioned the are used to harvest and push adequate snow to support snow Antarctic Climate and Ecosystems snow from snow fences and activities for quite some time. Cooperative Research Centre other natural locations onto (ACE CRC) to deliver the Potential slopes that would otherwise be Impact of Climate Change on bare or thin. Snow groomers Victorian Alpine Resorts Study.5 equipped with winches are used Using high-resolution models to redistribute snow pushed to

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Context for this plan continued

the bottom of slopes by skiers In assisting the response to the and snowboarders back up the growth of Melbourne, any growth hill. This technique is called and development in alpine resorts rebuilding and is used extensively also has a direct positive impact throughout the resorts. on their regional economies. The latest technological Investment development has been the The Victorian Government introduction of satellite-controlled recognises the fundamental GPS systems into grooming importance of the private sector machines. This enables the partners in making the alpine before any further significant snowpack beneath the machine resorts what they are today. Most to be viewed and mapped investment is made by the Alpine of the investment in infrastructure which informs both pushing and Resorts Management Boards and services that resort visitors snowmaking decision making. (ARMBs) into infrastructure enjoy has been delivered by This has resulted in significant or services only for the green private business. It is crucial improvements in the efficiency of season. that alpine resort businesses are both snowmaking and grooming financially sustainable and that operations. Growth of Melbourne Plan Melbourne7 is a 35-year barriers to further investment Green Season Visitation blueprint to ensure Melbourne are minimised so that our resorts The other primary adaptation grows more sustainable, can continue to thrive into response is to increase non-snow productive and liveable as its the future. This strategic plan dependent visitation. Increasing population approaches 8 million. contains several actions aimed to green season visitation has long It is a long-term plan designed reduce disincentives to private been an aspiration for Victoria’s to respond to the state-wide, investment and to explore new alpine resorts and has been a regional and local challenges avenues for ARMBs to attract mainstay of successive strategic and opportunities Victoria faces funding. plans. While visitor numbers between now and 2050. during the green season continue Climate Change Plan Melbourne contains strategic Adaption Planning to increase, commercial returns actions related to liveability Long-term resort level adaptation for alpine resort operators are and the demand for tourism, planning led by the ARMBs is below those necessary to support recreational and nature-based the next step in successful sector further private investment. experiences in close proximity to the Melbourne metropolis adaptation. The primary vehicle Visitors in the green season tend for this planning is through the to be short-stay visitors, often and peri-urban areas. Alpine resorts and recreational land SMPs that set out the future spending little money within the management and development resorts, before returning home or managed by Parks Victoria aspirations for each alpine resort to adjoining townships. Without represent significant assets which can contribute to meeting and are required to align with this snow, the alpine resorts lose these needs. Alpine resorts can strategic plan. their unique selling point and grant leases over crown land for must compete with established private investment in services and destinations on the coast, and in activities, which can add to the cities and towns, and National resort’s ability to expand offerings Parks. This strategic plan and capacity to increase year- recommends a more complete round visitation in a planned and picture of the future potential of orderly manner. the green season be established

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Economic significance of Victoria’s alpine resorts

The Victorian alpine resorts generate significant economic activity for the state through the attraction of Victorian, interstate and international visitors.

The Victorian Alpine Resorts visitation trends and changes in resorts help boost economic Economic Contribution Study economic conditions. activity in regions and that (April 2017) provides estimates of regional unemployment could The report identifies the value the economic contribution of the grow if the alpine industry and of the resorts to both state and Victorian alpine resorts (summer, resorts were to decline in quality regional economies and the or green, and winter, or snow, and appeal. state of Victoria. This analysis seasons), taking into account demonstrates that the alpine

Since the original estimates provided for the 2016/17 period, the ARCC has continued to publish estimates on the economic contribution of both the snow and green seasons to Victoria’s economy.

The GSP contribution of the and the 2018 snow season to the Victorian 2019 green economy is estimated at season at $1.076b $146m

This combined level of expenditure would result in a contribution to total Victorian employment in annual equivalent terms of approximately 10,000 direct and indirect jobs

While these figures demonstrate that the snow season remains the engine of the alpine resort’s economy, the contribution from the green season is notable.

During the 2018 snow season, Victorian alpine resorts received 982,003 visitors and 1.7 million visitor days. This level of visitation represents a 33 per cent increase in visitors and a 25 per cent increase in visitor days compared with the 10-year average from 2008 to 2017. Visitation for 2018 was up by 4 per cent and visitor days were up by 7 per cent compared with the 2017 season.

The 2018/19 green season saw a 2.3 per cent increase in vehicle numbers compared to the previous year with just over 219,000 vehicles entering the resorts. There was a 4 per cent increase in visitor numbers compared to the previous year, with almost 454,000 visitors to the resorts. ALPINE RESORTS STRATEGIC PLAN 2020-2025 17

Economic significance of Victoria’s alpine resorts continued

The economic performance of can do this in winter, usually the With a total of 1.4 million annual the alpine resorts becomes more quietest time for regional tourism, visitors Victoria’s alpine resorts significant when considered in is also noteworthy. In fact, it is compare favourably to Victoria’s a regional context. The alpine likely that the alpine resorts are top regional attractions. In resorts draw significant numbers the number one tourist attraction its annual report of visitation of people to regional Victoria in regional Victoria in the period to Victorian attractions the and keep them there, resulting between June and October each Department of Jobs, Precincts in a transfer of spending from year, creating jobs and economic and Regions (DJPR) reported the the capital cities into regional activity for their regional below visitation numbers.8 Victoria. The fact the resorts communities.

STATE VISITATION NUMBERS

At a state level this would see Victoria’s alpine resorts within the top 15 attractions, above the MCG and National Gallery of Victoria. Bendigo Full copies of all economic and 1.3m Region visitation reports are available from the ARCC website.

Alpine 1.4m Resorts Ballarat / 1.5m Sovereign Hill

Great Ocean Road / Phillip Island / 2.8m Twelve Apostles 1.3m Penguin Parade

8 For comparison purposes only. The methodology used by DJPR and the Alpine Resorts to measure visitors are likely to differ. https://www.business.vic.gov.au/tourism-industry-resources/research/teve-research 18 ALPINE RESORTS CO-ORDINATING COUNCIL

How this plan was prepared

The development of this strategic The ARCC needs to develop an • Divergent views on the likely plan was informed by the findings Alpine Resorts Strategic Plan that impact of climate change on from the review of the 2012 outlines a vision and strategic the ability of alpine resorts to Alpine Resorts Strategic Plan, priorities for alpine resorts while offer snow (be that natural or namely that: also responding to the effects of made) in the medium to long climate change.10 term; “Future strategic planning should be focused on establishing a What does the Alpine Resort of • Divergent views on the flexible and collective approach the future look like to you and scale of the impact that any among alpine sector stakeholders how would you like to be a part reduction in the availability to implement the strategic of it? of snow will have on resort priorities for alpine resorts set visitation and financial by the Victorian Government. The approach to stakeholder sustainability; engagement (both online This must be underpinned by a • A lack of information on and place-based) applied the consultation process that is truly the viability of an increased collaborative and re-establishes Pathways Planning approach, reliance on snow making; buy-in and ownership among key encouraging participants to government and non-government visualise Victoria’s alpine resorts • Divergent views on the stakeholders” 9 in 2040 and to identify pathways potential for commercially to achieving this, while taking viable green-season use of the Achieving this level of stakeholder account of the current and resorts; buy-in was the primary goal in • Divergent views on who developing this strategic plan and projected impacts of climate should be responsible for is reflected in the stakeholder change and the importance of engagement plan and stakeholder economic viability. The agreed investing in green-season promise published on the ARCC pathways are subsequently visitation initiatives, given the website prior to engagement reflected in the four strategic current absence of commercial commencing. At the conclusion objectives. returns; and of the stakeholder engagement • Policy and governance Having developed these process the ARCC had received barriers that constrain certain objectives, participants were then 381 online submissions and hosted adaptation pathways. asked to identify what actions 200 people at its workshops. should be carried out in the The identification of these The requirement to respond to next 5 years and what actions obstacles is an important step the impacts of climate change, should remain front of mind in the sector’s climate change and the principles contained and considered over the longer adaptation process. Several in Victoria’s Climate Change term.11 These actions became the of these obstacles will be Adaptation Plan 2017–2020, also activities in the Action Plan, with the focus of a Green-Season guided the development of the a focus on the first three years of Taskforce (Action 1.1.1) that will be strategic plan. To bring together delivery. established following the release the twin goals of a collaborative of this plan, while others will be approach to stakeholder In working with stakeholders to addressed through the next phase engagement and responding to develop the agreed pathways of climate change adaptation the impacts of climate change, several obstacles were planning (which will include the ARCC presented the following encountered, including: climate change risk disclosure and remit, and posed the following question, to its stakeholders: scenario analysis).

9 https://www.arcc.vic.gov.au/uploads/publications-and-research 10 https://www.arcc.vic.gov.au/uploads/publications-and-research 11 https://engage.vic.gov.au/index.php?cID=2330 ALPINE RESORTS STRATEGIC PLAN 2020-2025 19

Climate Change Risk Disclosure and Scenario Analysis

Climate change is widely Scenario analysis and planning The complexity of the alpine accepted and recognised as a is a method for understanding resorts system creates a challenge financial problem, not purely risks and opportunities around for climate change adaptation an ethical or environmental climate change and for informing planning. As part of the Alpine issue. Given that climate change strategic responses. A scenario Resorts Vulnerability Assessment now presents material risks refers to a plausible and often a detailed map of the alpine (and opportunities) it is best simplified description of how the resorts’ system was developed, considered and managed in the future may develop, based on a with input from alpine resort context of business strategy, coherent and internally consistent stakeholders. The system map scenario analysis and risk set of assumptions about driving depicts the interaction of all management. forces and key relationships.12 the forces that influence the successful operation of an alpine The purpose of climate Scenario analysis and planning resort in Victoria. The systems risk disclosure is to inform involves the development map is a useful tool in supporting stakeholders as to the manner and use of representations of climate change scenario analysis in which the organisation is plausible futures and pathways and planning. managing climate change risk, to inform strategic decision including mitigation (reducing making and planning in a range Please see the Alpine Resorts greenhouse gas emissions) and of organisational and policy Systems Map on pages 20 and 21.13 adaptation (responding to the making contexts. It is increasingly The next step for Victoria’s alpine impacts of climate change). These used by private and public sector resorts in responding to climate stakeholders include government, organisations to identify risks, change is to prepare “climate private operators, lessees, opportunities and strategic change risk disclosure statements investors, insurers, policy-makers, options in the context of complex and model reports”, informed by regulators and the Victorian and uncertain future conditions climate change scenario analysis community. and events. and planning.

12 (IPCC, 2007b) 13 https://realsustainability.kumu.io/victorian-alpine-resort-sector 20 ALPINE RESORTS CO-ORDINATING COUNCIL

Regional community Adjacent Alpine Resorts Systems Map towns School services

Permanent resident Police Media& community Communications

Elite athletic CFA training & events Links to nearby + communities Links to & LGAs Economic Melbourne contribution On-mountain community Market + + forces Leisure tourism

Indigenous + Birdwatching culture

+ Diversifying Recreation demographics Seasonality economy Elite snow Extreme Walkin Wildflowers tours + sports sports + 4wd Ecology/ History/heritage National & Globalisation research seekers international of skiing / Camping competition snow sports

Fishing Bush walking + Sight + Horse / trail running Students Public health riding Naturalists seeing / state health system Events + Road Through Wellbeing Art& + - Mountain cycling traffic trips Artists - - bikers + + + + Perception + Businesses + + + + of future outlook + + + + - + + Regional + + Green Season Green Season Visitation Jobs - - On Resort Drivers + visitation + + Activities + + + + + + + - - + - - - Bushfire + + - management - Finance&insurance Private sectors, willingness policies Long term horizon + Investment to lend/insure business models + + + + + + - + + + Emergency + Bushfire + Management Profit + opportunity + + ++ + - Region/Resort Visitation + Nature-based Drivers + culture The + + + Tenure Environment + Crown Traditional + arrangements Land + land Owners (leasing) + Visitor + Community building Expenditure + + + Extreme weather + Increasing + events cross subsidisation Food&Beverage of seasons Feedback ++ Site rental Retail

- + - - - - + + + + + + + + + + Commercial imperative Alpine ecology Alpine Climate/ - + + Land Biodiversity + + Resort + (species & environment + change + Activity-based Outdoor Gate entry Private/club Management communities) -+ + - Community - - Precipitation Activity Wellbeing Inclusion + Visitation culture education + + / lodge accommodation + + - + + + -+ - - + + + ++ + + + + Social&Cultural Values ARMB service + + Loop + charges + Commercial + + + ARMB-provided Costs + + Accommodation Increasing - Temperature infrastructure + Carbon CO2 - & services - + + sequestration + Accessibility + + + + Commercial + + - ++ + + Infrastructure + TRADITIONAL + Lifts OWNER SETTLEMENT + + - ACT 2010 Humidity 457 visas & + + + ++ holiday working visitor + (immigration experience Other private + + Snow laws) Snow + + + Diversifying + Visitor infö infrastructure Families culture recreation winter sports centre + + + + + + Crown Lands (Reserves) Act Consumption NRM & leasing regulation

Social + + infrastructure

+ + Ski school Operating expenditure Letter of (public) + comfort +

+ - + Legislation & Governance Water - State Gov + + Investment Public Reliance on + government + - - - + infrastructure $ + + + + + + + - + + - SNOW + White season Financial Dump Natural snow + Capital COVER + management Competition fall + expenditure + ++ for water (public) difficulties + Alpine Resorts + + + (Management) + ARMBs Wash out + + Act 1997 Environmental - - + + regulation - + + Lift + + Strategic snow Legend Water + management Companies Snowmaking + + Supply - + Opposite + + + + + - Super Force Shorter season + Advancing for snow tech Force Governance ARCC Run of bad +Non-renewable + Ecosystem service + seasons energy + Infrastructure Governance Snowmaking $ flow infrastructure Social Value Economic Value Governance Cultural Value review

Changin+ g attitudes re use of resources ALPINE RESORTS STRATEGIC PLAN 2020-2025 21

Regional community Adjacent The Alpine Resorts Systems Map included here is intended to towns illustrate the complex nature of the alpine resorts system only. Due to the limitations of a printed format this diagram may School services not be suitable for practical use.

Visit https://realsustainability.kumu.io/victorian-alpine-resort-sector Permanent resident Police for an interactive version of the alpine resorts systems map. Media& community Communications

Elite athletic CFA training & events Links to nearby + communities Links to & LGAs Economic Melbourne contribution On-mountain community Market + + forces Leisure tourism

Indigenous + Birdwatching culture

Social + + infrastructure

+ + Ski school Operating expenditure Letter of (public) + comfort +

Changin+ g attitudes re use of resources 22 ALPINE RESORTS CO-ORDINATING COUNCIL

Climate Change Risk Disclosure and Scenario Analysis continued

To ensure climate change risk Climate Change Climate Change Action disclosure and scenario analysis Action 1: Develop an 2: Prepare climate risk is conducted in a consistent alpine resorts climate disclosure statements manner across all resorts a change risk disclosure and model reports. climate change risk disclosure and scenario analysis Following the development of the and scenario analysis framework framework. will be developed. climate change risk disclosure and The ARCC will lead the development scenario analysis framework the This framework will be informed of a climate change risk disclosure ARMBs will prepare climate risk by the Climate Change Risk and scenario analysis framework disclosure statements and model Disclosure and Director Due to ensure a consistent approach reports for inclusion in their Diligence Guidance Note14 to the following: annual reports. These disclosure released by the ARCC in March • The scenario/s that should be statements will be consistent with 2018. considered; the climate change risk disclosure and scenario analysis framework. • The assumptions that will be used to conduct the analysis; • The principles that will inform decision making; • An agreed data set to inform the analysis; • Inclusions and exclusions; • The requirements for stakeholder engagement (including collaboration between ARMBs); • A structure and process for reporting; and • The approach to reviewing/ updating scenario analysis and planning.

14 https://www.arcc.vic.gov.au/publications-and-research/ ALPINE RESORTS STRATEGIC PLAN 2020-2025 23

Our commitments and obligations to our Traditional Owner partners

Primary amongst our partners have never surrendered their Alpine resorts, although are the Traditional Owners of connection to their Country; significantly developed and the Victorian alps. This is the the cultural connection to the modified in parts, rest within first Alpine Resorts Strategic land has always been strong this culturally rich landscape. Plan to commit the sector to and continues to grow. As Resort areas contain culturally working in partnership with Traditional Owners they have sensitive areas, with many sites Traditional Owners. We are the responsibility to protect their registered for protection through proud of the Aboriginal history Country and the cultural heritage the Aboriginal Heritage Act 2006. of our alpine regions and will it contains – including tangible ARMBs have a responsibility to honour our commitments under and intangible cultural values. respect and protect Aboriginal the Recognition and Settlement cultural heritage through this Act The greater alpine area is an Agreements of Gunaikurnai and and its regulations. important cultural landscape. Taungurung. It is a place of creation stories, In 2018 the ARCC led a review For thousands of years the song-lines, artefacts, sacred of stakeholder engagement Gunaikurnai, Taungurung and sites and intangible heritage. practices across the sector, and Wurundjeri people have owned It is also shared Country, where specifically with Traditional through customary right the land neighbouring traditional owner Owner partners. The following of the high Country, protecting groups came together for partnership actions were the health of Country and ceremony, trade and sharing of identified as being the next steps managing the land and resources resources. in strengthening our relationship. sustainably. Traditional Owners

Gunaikurnai people travelled from the high country to the lowlands; visiting the mountains for food, water and other resources. The southern slopes of Victoria’s alpine ranges are where the Gunaikurnai creation story began and where ancestors travelled for trade, gatherings and seasonal food sources. As custodians of the land that includes part of Mt Hotham and Mt Baw Baw alpine resorts, the Gunaikurnai people have a cultural obligation to protect the cultural and natural values. 24 ALPINE RESORTS CO-ORDINATING COUNCIL

Our commitments and obligations to our Traditional Owner partners continued

Partnership Action 1: The framework will contain Partnership action 2: Develop and implement sector-wide policies, guidelines Develop partnership a framework for and commitments to support plans between ARMBs Traditional Owner a consistent approach to and relevant Traditional partnerships. engagement. Some of the Owner groups sector-wide actions that would be Together with the Gunaikurnai appropriate at this level include: These partnership plans will Land and Waters Aboriginal reflect Native Title, Recognition • Guidelines for appropriate Corporation, Taungurung Land and Settlement Agreements, use of acknowledgement of and Waters Council and the Country Plans, Manganin- recognised Traditional Owners Wurundjeri Tribe Council, the Gadhaba, as well as other relevant and Welcome to Country; ARCC will develop and implement strategies, goals and aspirations. a framework to guide genuine • A commitment for ARCC and The plans will be developed and meaningful partnerships. ARMB Directors and staff to by ARMBs and will reflect The framework will include a undertake cultural awareness agreed processes and actions vision and principles (including and safety training; with Gunaikurnai Land and the principles of free, prior and • Regular leadership meetings Waters Aboriginal Corporation, informed consent) for an ongoing with Gunaikurnai Land and Taungurung Land and Waters partnership on alpine resort- Waters Aboriginal Corporation, Council and the Wurundjeri Tribe related matters. Taungurung Land and Waters Council, including: Council and the Wurundjeri • Facilitating access to Country; Tribe Council; • Developing interpretive • Processes to engage information at alpine resorts; Traditional Owners in decisions • Signage at entry/exit points of that affect them; and alpine resorts, recognising the • A commitment to maximising Traditional Owners of the land; procurement from Aboriginal • Partnership arrangements businesses, consistent with to deliver Caring for Country Tharamba Bugheen, the activities; Victorian Aboriginal Business Strategy 2017-2021. • Regular meetings and communication between Traditional Owner groups and ARMBs; • The use of Aboriginal place names, where appropriate and as approved with Traditional Owner groups, at alpine resorts; • Identification and protection of sites of cultural significance, in partnership with Traditional Owners, at alpine resorts; and • Together explore tourism, business and employment opportunities. ALPINE RESORTS STRATEGIC PLAN 2020-2025 25

The Taungurung people inhabited the area along the Goulburn River as far as Alexandra, through to the Howqua, Delatite and Jamieson rivers and the mountains like Mt Stirling and Mt Buller that shed their waters into those rivers. On the mountains there were small marsupials, alpine plants such as yam daisies and the plentiful Bogong moths were important food sources. Ceremonies would take place when Bogong moths came in, there would be a lot of negotiations and corroboree and business taking place between the clans during those times of plentiful food. 26 ALPINE RESORTS CO-ORDINATING COUNCIL

Strategic Objective 1 Enable investment that drives sustainable businesses within a prosperous regional economy

Economic sustainability Efforts to expand the offerings In 2017, the ARCC commissioned a underpins the viability of of green season have yielded low limited study on the green season Victoria’s alpine resorts. It is vital economic returns and these will to further develop its potential. to secure support to develop continue to be more economically The study noted that the green a broad range of tourism and challenging than snow-based season offering is ad hoc and recreation activities and events activities for the foreseeable disjointed across resorts. Green in the alpine region to support future (see below for examples season activities relate to trail and a thriving mountain experience. at Mt Hotham). mountain biking, running, four- Recent investments by the For ARMBs, the absence of wheel driving, and other sporting Victorian Government at Mt resort entry fees in summer and recreational events. Study Buller (expanding water storage means resorts are operating at a findings include: capacity) and Falls Creek/Mt loss and need to be subsidised • Low awareness is a barrier to Hotham (Falls to Hotham walk) by revenues generated during visitation; are examples of this support. the short winter period. These • Short getaways are best suited winter operating surpluses are There are opportunities to to the region; under increasing pressure from diversify offerings in the snow asset maintenance requirements • The snow season skews season to include activities less and are highly susceptible to perceptions of the green dependent on traditional snow downturns in winter visitation. season; cover, and to continue to invest in • The main, unique attraction is For private business, the high efficient snow making and snow the natural beauty; management. Investment in new operating costs in the alpine • For event goers, there is assets to boost sustainability of resorts mean that certainty of a need to capitalise on green season activities, without visitation in the green season is existing visitation to increase impacting continued investment needed before businesses will expenditure; and in the snow season, remains a be confident to invest. Whereas winter visitors often stay for challenge that we must address. • For non-event goers, increase multiple nights; visitors in summer expenditure on daytrips, and are more likely to stay for one encourage overnight stays. night (or not stay overnight at all). A different financial and operating model may be needed to make green season growth possible.

Scenic chair lift rides over numerous PREVIOUS ATTEMPTS AT GREEN SEASON ACTIVATION summers from 1997 – 2011 Having appropriate staffing levels AT MT HOTHAM. onsite in summer for lift evacuation is an issue with most staff residing away Onsen Retreat and Spa Dinner Plain Mountain Biking with chairlift from the mountain during this period Large spa facility with outdoor Onsen, access via Village Chair – Heated lap pool, Gym, spa treatment Mt Hotham Circa 1999 – 2002 Tube Park at Dinner Plain 2014-2019 rooms and Pilates Studio. Assisted MTB riders to access Village Operated in summer as it is a synthetic Open Year round 2006 to circa 2011 Chair from trails developed down surface – two slides with a rope tow for Business not viable due to low Slalom Gully and Davenport Access. return to the top. visitation outside peak holiday Ceased operating as evident it This park has been removed as it periods and long weekends despite would need onsite medical was not viable to operate even efforts to attract retreat business. support to assist with injuries. during peak holiday periods. ALPINE RESORTS STRATEGIC PLAN 2020-2025 27

Strategic Objective 1 continued Enable investment that drives sustainable businesses within a prosperous regional economy

Strategic Action 1.1: Strategic Action 1.2: Strategic Action 1.3: Identify new, and Seek opportunities Work with infrastructure enhance current, for diverse sources of and service providers year-round experiences development funding. to maintain, upgrade, that attract investment. replace, and provide the Increased private sector optimum suite of assets This strategic action is two- investment as well as targeted for a sustainable, climate fold: optimisation of the snow government support are required ready alpine region. season to maximise visitation and to enable the alpine resorts to revenue throughout the snow be financially sustainable. These The entire alpine resort visitor season and optimising green would likely be augmented experience begins at home and season activities to promote a with a focus on increasing involves an interaction with vibrant market that can also be visitor spending, engagement a wide range of assets and activated in low-snow seasons. with destination partners and services before visitors arrive This should be informed by up engagement with new and at the resort. Roads, rest stops, to date research to identify the expanded market segments. public toilets and mobile phone investment required, determine communications are just some To have the best chance of real green season potential, of the assets and services that gaining targeted government financial viability, and sundry influence the overall visitor investment, the sector will need issues such as alpine resorts experience. These assets need to clearly demonstrate the net operation and remit. to be resilient to the impacts of benefits of that investment to the climate change and able to meet As tourist activity outside the community. The sector should our growing population. winter season is relatively also identify new opportunities untapped, there are opportunities to seek grant funding for cases It will also be important to better use ‘lazy assets’ (e.g. where net benefit is clearly to demonstrate financial physical assets, human capital, demonstrated. sustainability and net community regional investment) to encourage benefit in order to secure support year-round recreational activities for the development of a broad and events in the alpine resorts. range of tourism and recreation Although many facilities that activities to support a thriving cater for green season are already community and region. This in place, effort is required to includes targeted investment create a market, put facilities to in new assets – including resort better use, and offset any impacts infrastructure and assets that of a shorter snow season. Efforts support resorts – to boost to activate the green season sustainability of the green season, should not come at the expense without impacting continued of the financial sustainability of investment in the snow season. resort operations. The Regional Tourism Review15, being conducted by the Victorian Government, will investigate how to improve the delivery and management of regional infrastructure that supports the visitor economy. The Strategic Plan will respond to the findings of that review.

15 https://www.rdv.vic.gov.au/resources/regional-statement/regional-review’ 28 ALPINE RESORTS CO-ORDINATING COUNCIL

Strategic Objective 2 Protect and enhance the mountain environment

Victoria’s alpine resorts are Alpine resorts have an Strategic Action 2.1: nestled within the Alpine, Yarra opportunity to actively manage Sustain and protect Ranges and Baw Baw National ‘business-as-usual’ activities to the biodiversity of the Parks, which contains some of contribute to a state-wide target alpine ecosystems. Victoria’s most spectacular, and of 100 per cent change in suitable fragile, natural country. About habitat (CSH). 100% CSH is Biodiversity 2037 establishes a one third of Victoria’s native defined as“100% positive change state-wide target of 100 percent plant species, more than half in the outlook for threatened CSH to achieve the following of the terrestrial bird species, species in 50 years, with outcomes: and 40 per cent of the state’s co-benefits for non-threatened 1. no vulnerable or near mammal species are found in the species, measured across threatened species will Great Alpine National Park area18. Victoria”. become endangered; About one third of the state’s 2. critically endangered and Biodiversity 2037 also seeks to total rare and threatened species endangered species will have build people’s understanding are also found there, including at least one option for being that their personal wellbeing and species such as the Mountain conserved in the wild; and Victoria’s economic wellbeing Pygmy Possum and Baw Baw are dependent on the health of 3. net gain in the overall extent Frog. the natural environment. The and condition of habitats. 16 Biodiversity 2037 provides the alpine resorts provide safe, well- As custodians of the alpine policy framework to guide the managed access to the alpine environment, all alpine resorts delivery of on-ground actions to environment that generates a stakeholders have a responsibility ensure Victoria’s biodiversity is deep connection through repeat to contribute to these goals, led healthy, valued and actively cared visitation as well as a broad by the ARMBs. for. As public land managers, connection (over 1.7 million visitor the ARMBs, working with their days per year). The alpine resorts Biodiversity Response Planning17 stakeholders, are responsible will maximise the opportunities (BRP) is the government’s for managing their resources that this connection with the area-based planning approach to contribute to delivering natural environment provides to biodiversity conservation the state-wide targets under by engaging with resort users in Victoria. BRP is designed Biodiversity 2037. on matters of environmental to strengthen alignment, importance. collaboration and participation The impacts of climate change on among government agencies, Victoria’s biodiversity are already Traditional Owners, non- being felt, with alpine species government organisations among the most affected. As and the community. temperatures continue to rise and rainfall decreases, the suitability ARMBs and their stakeholders can of habitat for alpine-dependent participate in BRP to align and species will contract and become coordinate actions and resources increasingly fragmented. to achieve the greatest gain in habitat.

16 https://www.environment.vic.gov.au/biodiversity/biodiversity-plan 17 https://www.environment.vic.gov.au/biodiversity/biodiversity-response-planning 18 https://www.parliament.vic.gov.au/file_uploads/Greater_Alpine_National_Parks_Management_Plan_2016_9FyDnQMt.pdf ALPINE RESORTS STRATEGIC PLAN 2020-2025 29

Strategic Objective 2 continued Protect and enhance the mountain environment

Strategic Action 2.1: Strategic Action 2.2: Strategic Action 2.3: Sustain and protect Connect people with Reduce the the biodiversity of the the alpine environment environmental alpine ecosystems. and enable low-impact footprint of the Continued visitation. alpine resorts. Management interventions to Connecting people with nature is With the alpine environment achieve a net gain in habitat a strength of the alpine resorts. being on the frontline of the are informed and prioritised More than 1.4 million people battle against the impacts of by Strategic Management currently visit the resorts each climate change, it is important Prospects, a decision-making year, many of them passing that the sector shows leadership tool developed by DELWP. this tradition on through the in reducing its environmental Strategic Management Prospects generations. The alpine resorts footprint. Victoria’s alpine resorts ensures the most efficient and are one of the few sectors that have made efforts to reduce their effective management actions keeps this connection going environmental footprint through are delivered through BRP. Pest through the winter months and a range of waste and recycling herbivore, predator and weed therefore plays an important initiatives, water efficiency control, revegetation, and private role in delivering against the programs, and an increasing use land protection in priority areas “Victorians Value Nature” goal of renewable energy. are examples of effective and under Biodiversity 2037 on behalf There is an opportunity to do efficient management actions. of the Victorian Government. more, including an increased Continuous improvement and As more people visit the alpine focus on sustainable transport our ability to demonstrate resorts, and as those visitation to and within the resorts, achievement against the Victorian patterns change to include a waste minimisation, continued Government’s biodiversity goals greater proportion of day visitors, investment in more energy and targets will be informed there is a need for everyone efficient plant and equipment and by best-practice monitoring to reduce their environmental generation of renewable energy, and reporting standards19. The impacts. The ARMBs and and decreasing per capita water alpine resorts will report against partners will investigate ways to consumption. DELWP’s standard outputs. deliver high quality educational information to all resort visitors so that they can minimise their impacts on the alpine environment.

19 https://www.water.vic.gov.au/waterways-and-catchments/our-catchments/integrated-reporting/output-data-standard 30 ALPINE RESORTS CO-ORDINATING COUNCIL

Strategic Objective 3 Enhance the visitor experience

It is important to balance the increasing quantity of visitors with the quality of visitor experience. The potential for large numbers of visitors to travel to a small number of areas in the snow season is an ongoing challenge for resort operators as well those managing surrounding infrastructure and services.

The current and forecast growth in Melbourne’s population presents both opportunities and challenges for Victoria’s alpine resorts. The 2019 snow season saw a noticeable shift in the demographic of visitors to the resorts, with many more This increased visitation also visitors from culturally diverse creates challenges for the backgrounds staying on the resorts, with roads and carparks mountain. congested and many first-time It is likely that many of these visitors to the resorts being Visitors to Victoria’s alpine visitors have progressed from unfamiliar with travelling in alpine resorts have expressed high single day visitation over the last conditions. During weekends levels of satisfaction with their several years and may not be as and school holidays the resorts experience over recent seasons. sensitive to low-moderate snow are frequently full and over- Surveys of visitors to resorts levels as traditional resort visitors. crowding can become a problem. from 2015 to 2018 indicate scores This new visitation pattern, should Maximising the use of public for overall visitor satisfaction of it continue, provides opportunities transport and providing real-time 7 out of 10 on average across all for resorts during periods of resort information are two ways resorts and all years. low snowfall. Meeting the needs to help address these issues. and expectations of new visitor cohorts, while continuing to cater for traditional resort visitors, is a priority for resort operators. ALPINE RESORTS STRATEGIC PLAN 2020-2025 31

Strategic Objective 3 continued Enhance the visitor experience

Strategic Action 3.1: There is also an opportunity This will involve catering Deliver the optimum to look at ways to provide real for different visitor cultural visitor experience by time information to alpine resort behaviours, attitudes and matching infrastructure visitors, in particular when roads backgrounds and planning and services with and resorts need to be closed due infrastructure and facilities that visitor needs. to weather, congestion or other are multi-purpose. It will also incidents. involve enhancing inclusiveness Infrastructure needs to be aligned and multi-culturalism for with visitor experience and visitor Strategic Action 3.2: domestic and overseas visitors needs, climate change adaptation, Deliver a resort by improving awareness of sustainability, and public safety. experience that is the changing ethnicity of the Specifically, work is required mindful of cultural population. Consideration should to improve roads and parking, needs and continue to also be given to social equity management and connectivity improve access for all and providing opportunities for of transport. abilities. people of all income levels. With increasing extreme weather As the demographic of the due to climate change, there Victorian public and alpine is a greater need to prioritise resorts visitors evolves it will be public safety and improve important to improve awareness communication mechanisms. of diverse cultures and broaden Co-ordination across resorts the appeal of mountain activities, could improve public awareness, so they respond to and meet with wide and clear information the needs of changing visitor and education to help people expectations. understand safety measures. 32 ALPINE RESORTS CO-ORDINATING COUNCIL

Strategic Objective 4 Implement practical policy and regulatory reform

Development and use of Strategic Action 4.1: Strategic Action 4.2: land in the alpine resorts is Review and update Review and update controlled by the Alpine Resorts the Alpine Resorts the Alpine Resort Planning Scheme. The Minister Leasing Policy. Strategic Management for Planning is the planning Plan Framework. authority and the responsible There is a need to review and authority for the scheme, which update the Alpine Resorts Leasing Victoria’s alpine resort is administered on their behalf Policy to: management boards are required by DELWP. • Reflect current strategic under the Alpine Resorts objectives, including (Management) Act 1997 to The leasing of land at the resorts climate change; sustainable prepare an SMP for each resort. is controlled by the Alpine development principles, The SMPs must be consistent Resorts Leasing Policy and environmental considerations with the Strategic Plan. On the Implementation Details 2002 and the maximising of public publishing of the Strategic Plan (Leasing Policy). The Leasing benefit; the ARMBs will be required to Policy has a significant influence review and update their SMPs. For • Incentivise appropriate over alpine resort development Lake Mountain, development and remove outcomes. Mt Baw Baw and Mt Stirling the current provisions that resorts, SMPs will be required Both instruments have not discourage smaller or more to be developed. To support the been updated in more than modest developments; and review of the SMPs, DELWP will 15 years and present a barrier • Provide guidance to assist issue revised SMP Guidelines. to investment and effective decision making regarding environmental protection and appropriate lease terms; climate change adaptation. These return on investment; land instruments need to be reviewed release; and minimising public and updated to provide the risks associated with climate best land use and development change, including the potential decision-making framework for for stranded assets. the future. ALPINE RESORTS STRATEGIC PLAN 2020-2025 33

Strategic Objective 4 continued Implement practical policy and regulatory reform

Strategic Action 4.3: Strategic Action 4.4: To support the review of the Develop Alpine Resort Improve the planning scheme the ARCC will Siting and Design effectiveness and conduct a desktop review of Guidelines. efficiency of the the NSW Office of Environment and Heritage “Carrying Capacity The design and siting of buildings Alpine Resorts Review” of NSW alpine resorts. plays an important role in Planning Scheme. Carrying capacity is becoming an contributing to the alpine resort A review of the Alpine Resorts character, ‘sense of place’, and increasingly important concept Planning Scheme presents an as alpine resort infrastructure in protecting the environment. opportunity to remove outdated Improving the physical and services become stressed at provisions and update broader attractiveness of alpine resort times of peak visitation and as the villages enhances the visitor strategic planning policy to ensure resorts seek to balance visitation experience and has been raised alignment with contemporary with best practice environmental by stakeholders as a current policy relating to climate change, management. It is also likely that barrier to increased green season optimising the green season the resorts will have a different visitation. opportunities, environmental, carrying capacity in summer landscape and sustainability To support best practice building when compared to winter. The matters, governance, economic design, comprehensive Alpine findings from this review should development, tourism and Resorts Siting and Design be used to inform the update Guidelines should be incorporated infrastructure investment. of the Alpine Resorts Planning into an updated planning scheme. There are also inefficiencies and Scheme. The siting and design guidelines inconsistencies in the drafting of should (but not be limited to): current policies and provisions • Require excellence in siting within the planning scheme that, and design; if addressed, will streamline • Respond to a changing climate approval processes, reduce costs based on current scientific of development and enhance the knowledge, and addresses management of the alpine resorts’ adaptation requirements; unique environmental values. A • Complement and integrate more efficient planning scheme with the alpine landscape and would have a positive flow-on setting, in all seasons; effect of reducing the volume of • Incorporate environmentally permit applications and overall sensitive design that administrative burden. minimises development impact and footprint, minimises disturbance to indigenous flora and fauna, and incorporates energy and materials efficiency and water sensitive design; • Avoid, to the extent practicable, disturbance to native flora and fauna; and • Incorporate, to the extent practicable, the needs of accessibility and inclusion of people with varied levels of ability or physical capacity. 34 ALPINE RESORTS CO-ORDINATING COUNCIL

Strategic Objective 4 continued Implement practical policy and regulatory reform

The review of the planning Stage 2: • Consider whether a snow scheme should be delivered in Stage 2 will comprise of season and green season two stages: integrating the SMPs and Design carrying capacity for each resort should be identified; Stage 1: Guidelines into the planning scheme, as well as a more • Consider how the planning • A general update to improve fulsome review of the provisions scheme could enable the operation of the scheme; within the planning scheme. alpine resort workers to be and accommodated on mountain; • Complete the Planning Some specific areas of the • Update the Environmental Policy Framework translation planning scheme that require Significance Overlay and (SMART Planning). review include (but not be limited to): mapping to include the research and findings by • Incorporate strategic policy DELWP regarding alpine fauna; directions for the resorts having regard to changing • Update the Erosion economic, social and Management Overlay (EMO) environmental conditions, and so that ‘low risk’ buildings the latest Strategic Plan and and works are exempt from SMPs for the resorts; requiring a planning permit under the EMO; • Have the scope to review and include additional specific • Remove complex processes permit exemptions to increase and unnecessary provisions efficiencies, such as under the (anomalies and duplication) Comprehensive Development and clarify problematic Zone, overlays (including the provisions and requirements Erosion Management Overlay) (demolition, outbuildings, and Clause 52.17 – native minor utility installations); vegetation; • Acknowledge the alpine resorts as a premier tourist destination for all season activities; and • Include a Significant Landscape Overlay to recognise significant landscapes. ALPINE RESORTS STRATEGIC PLAN 2020-2025 35

“The design and siting of buildings plays an important role in contributing to the alpine resort character, ‘sense of place’, and in protecting the environment.”

Photo credit: Andrew Railton & Mt Buller 36 ALPINE RESORTS CO-ORDINATING COUNCIL

Developing and strengthening partnerships through collaboration and communication

In 2018, the ARCC conducted a To support improved engagement review of engagement across the the ARCC developed the Victorian alpine resorts sector, including Alpine Resorts Stakeholder consideration of current policies Engagement Action Plan.20 This and practices. The review found action plan contains a framework that there is much to be proud for action as well as 12 actions of, with each ARMB engaging designed to deliver improved with their stakeholders on a engagement across the Victorian variety of subjects using various alpine sector, with underpinning mechanisms. activities and timeframes for implementation. The review also highlighted areas for improvement – at both sector and board level – particularly in capability to apply recognised engagement principles, consistent understanding of the purpose of engagement, and leveraging collaboration opportunities.

At a high level the alpine resort sector’s approach to stakeholder engagement will be guided by the principles outlined in the Better Practice Guide, and by the International Association for Public Participation (IAP2). These principles are based on the premise that those who are affected by a decision have a right to be involved in the decision- making process. The level at which a stakeholder is engaged is determined by considering the impact on stakeholders or their interest in the matter, the decision to be made and the goal to be achieved.

20 https://www.arcc.vic.gov.au/uploads/publications-and-research ALPINE RESORTS STRATEGIC PLAN 2020-2025 37

Actions summary

Climate Change Partnership Action Action

CC 1 TO 1 Climate change risk Develop and implement disclosure and scenario a framework for analysis framework. Traditional Owner partnerships. CC 2 Prepare climate risk TO 2 disclosure statements Develop partnership and model reports. plans between ARMBs and Traditional Owners.

Strategic Action

SA 1.1 SA 2.1 SA 3.1 SA 4.1 Identify new, and Sustain and protect Deliver the optimum Review and update enhance current, the biodiversity of the visitor experience by the Alpine Resorts year-round experiences alpine ecosystems. matching infrastructure Leasing Policy. that attract investment. and services with SA 2.2 visitor needs. SA 4.2 SA 1.2 Connect people with Review and update Create opportunities the alpine environment SA 3.2 the Alpine Resort for diverse sources of and enable low-impact Deliver a resort Strategic Management development funding. visitation. experience that is Plan Framework. mindful of cultural SA 1.3 SA 2.3 needs and continue SA 4.3 Work with infrastructure Reduce the to improve access Develop Alpine Resort and service providers environmental for all abilities. Siting and Design to maintain, upgrade, footprint of the Guidelines. replace, and provide alpine resorts. the optimum suite of SA 4.4 assets for a sustainable, Improve the climate ready alpine effectiveness and region. efficiency of the Alpine Resorts Planning Scheme. 38 ALPINE RESORTS CO-ORDINATING COUNCIL

Monitoring, reporting and review

Monitoring Reporting Review The ARCC will monitor the The ARCC will lead an annual In 2022, the ARCC will lead a mid- delivery of the strategic plan Strategy Implementation term Strategy Implementation through its existing Council Co-ordination meeting involving review with input from all partner meeting process. Twice a year all partner organisations with organisations with delivery (October and April) ARMB Chairs delivery responsibility. The ARCC responsibility. The findings of this will provide a progress report on will report the outcome of this review will be used to inform the the delivery of that year’s actions meeting in its Annual Report design and delivery of actions for that are assigned to the ARMBs, with focus on the progress to the remainder of the term of the as will the Chair of the ARCC for achieving the desired 5-year Strategic Plan. actions assigned to it. The ARCC outcome, highlighting any risks will also provide an update on the or requirements. At this annual progress of any actions assigned Strategy Implementation to other organisations (such as Co-ordination meeting delivery DELWP). partners will also review the actions for the upcoming 12 This information will be published months and consider whether on the ARCC website within a changes are required. fortnight of each meeting. The ARMBs will also report on the delivery of their commitments through their annual report. ALPINE RESORTS STRATEGIC PLAN 2020-2025 39

Abbreviations

ACE CRC: Antarctic Climate and Ecosystems GSP: Gross State Product Cooperative Research Centre IAP2: International Association of Public Participation ARCC: Alpine Resorts Co-ordinating Council RDV: Regional Development Victoria ARIAG: Alpine Resorts Industry Advisory Group RTB: Regional Tourism Boards ARMB: Alpine Resort Management Board SMP: Strategic Management Plan BRP: Biodiversity Response Planning VAGO: Victorian Auditor-General’s Office DELWP: Department of Environment, Land, VARDP: Victorian Alpine Resorts Development Program Water and Planning DJPR: Department of Jobs, Precincts and Regions

Photo credit: Andrew Railton & Mt Buller 40 ALPINE RESORTS CO-ORDINATING COUNCIL