ANNUAL REPORT ANNUAL REPORT 2011–2012 2011–2012
7 September 2012 ABN 87 537 598 625 Level 6, 8 Nicholson Street East Melbourne VIC 3002 The Hon. Ryan Smith MP PO Box 500 East Melbourne VIC 8002 Minister for Environment and Climate Change T: 03 9637 9642 PO Box 500 F: 03 9637 8024 EAST MELBOURNE VIC 3002 [email protected] www.arcc.vic.gov.au
Dear Minister
ALPINE RESORTS CO-ORDINATING COUNCIL 2011–12 ANNUAL REPORT
In accordance with the Financial Management Act 1994, I am pleased to present the Annual Report of the Alpine Resorts Co-ordinating Council for the year ending 30 June 2012.
The attached 2011–12 Annual Report highlights the key activities and programs undertaken by Council during the past year, and outlines the progress made on the tasks and projects outlined in our current Corporate Plan.
I trust that you find the enclosed report informative and useful.
Yours sincerely
Des Powell Chairperson Encl.
REFERENCE: NP/24/3041 ALPINE RESORTS CO-ORDINATING COUNCIL
Contents
Chairperson’s report 3 Summary of achievements in 2011–12 4 Key Activities and Programs 4 Performance Indicators 9 The Council 12 Organisational structure and corporate governance arrangements 14 Other information 20 Risk management attestation 24 Financial report 25 Comprehensive operating statement 26 Balance sheet 27 Statement of changes in equity 28 Cash flow statement 29 Notes to and forming part of the Financial Statements 30 Auditor-general’s report 41 Appendix 43 Disclosure Index – Report of operations 48 Disclosure Index – Financial report 50
In accordance with the relevant provisions of the Financial Management Act 1994, this report covers the period 1 July 2011 to 30 June 2012.
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Chairperson’s report
Victoria’s alpine resorts are visited by more Other key activities this year have been Council’s work than 1.2 million people per year and in 2011, they on an integrated alpine industry solution to the financial contributed over $600 million and 6,200 jobs to the sustainability of Lake Mountain and Mount Baw Baw Victorian economy in winter alone. Throughout the Alpine Resorts and finalising the winter component 2011–2012 year, Council has focused on activities that of the economic significance study, being conducted provide strategic advice, foster industry co-operation by the National Institute for Industry and Economic and expand our knowledge and understanding of Research, for the Australian Alpine Resorts. This study Victoria’s alpine resorts. is an interstate partnership with the Alpine Resort Management Boards, ski lift companies and other In June 2012, Council released the draft Alpine Resorts government and private industry partners. It builds Strategic Plan 2012 (draft Plan 2012) for public upon a successful study conducted in 2005–2006 and consultation. Since its release, the plan has been is great example of the benefits gained by acting in a well received. The draft Plan 2012 draws on research, co-operative and co-ordinated manner. knowledge and insight gained from the review of the previous plan (the Alpine Resorts 2020 Strategy) and I wish to acknowledge the contribution of all Council extensive consultation undertaken with stakeholders Members and staff to the successful operation of during its development. This review and the release the Council, particularly in the development of the of the draft Plan 2012 for public consultation was draft Alpine Resorts Strategic Plan 2012, as well as the the dominant activity in 2011-12. Finalising and then contribution of Boards and their staff to Council projects. implementing the plan will remain a priority for In the coming year I look forward to working with the Council, as it establishes the framework for investment, Council, the Boards, DSE and our other industry and promotion, management and use of Victoria’s alpine government partners, in finalising the Alpine Resorts resorts. This framework is critical towards ensuring that Strategic Plan for consideration by the Minister Victoria’s alpine resorts remain vibrant and sustainable for Environment and Climate Change, then, once places, and continue to contribute to the economic approved, commencing its implementation. Together development of regional Victoria. we can ensure that Alpine Resorts continue to be vibrant, growing and sustainable places.
Des Powell Chairperson
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Summary of achievements in 2011–12
Key Activities and Programs In the longer term, the success of Council’s activities The Council provides a focus for co-ordinated in contributing to its stated outcomes and objectives, discussion, advocacy and consultation on issues of as well as to the broader objectives of the Act, can be broad concern to Alpine Resort stakeholders, an assessed using a series of proxy indicators. A set of avenue through which co-ordinated action can occur outcome performance targets based on the strategic and a mechanism for consultation with the Minister directions of the current Alpine Resorts 2020 Strategy, for Environment and Climate Change and through are also reported on. which the Minister may seek advice and refer matters for consideration. Strategic Positioning Throughout the 2011–12 year, Council has been This work area is focused on the review of the focused on delivering the projects and tasks outlined Alpine Resorts 2020 Strategy and release of the in its business plan, as endorsed by the Minister, while draft Alpine Resorts Strategic Plan 2012 for public undertaking other tasks requested by Government consultation. Other ‘high level’ strategic activity has and responding to particular opportunities as they been focused on the positioning of the Victorian arise. A number of significant initiatives, activities Alpine sector and its functioning as an integrated and programs were completed, including the review industry with advocacy and communication that of the Alpine Resorts 2020 Strategy and release of enable the interests of the Victorian Alpine sector to the draft Alpine Resorts Strategic Plan 2012 for public be recognised. consultation. Alpine Resorts Strategic Plan With respect to its 2011–12 business plan and priority (Alpine Resorts 2020 Strategy) Review tasks and projects, Council adopted an approach The ‘Alpine Resorts Strategic Plan’ is the key statutory based around three key areas where it considered document and sets out the framework for the that it can really add value, together with a fourth development, promotion, management and use of area covering required governance tasks. These Victoria’s six alpine resorts: Mount Baw Baw, Lake areas being: strategic positioning; co-ordination Mountain, Mount Stirling, Mount Hotham, Falls Creek and co-operation; knowledge and understanding; and Mount Buller. The Alpine Resorts (Management) and corporate governance. A number of significant Act 1997 requires Council to conduct a five-yearly initiatives, activities and programs were completed. review of this plan and submit a proposed amended These achievements are grouped in accordance with plan to the Minister. In October 2011, as directed by these key areas. The performance indicators are those the Minister, Council assumed sole responsibility to included in the Council’s corporate plan, 2011–12 to complete the Alpine Resorts 2020 Strategy review 2013–14. and to submit a draft suitable for public consultation Council has again worked closely with the five by 30 March 2012. Following this direction, Council Victorian Alpine Resort Management Boards (the established a Project Control Board with membership Boards), the Department of Sustainability and from Council and DSE. Professor John Stanley was Environment (DSE), as well as with other key alpine appointed to manage the review, after his term on industry bodies. Emphasis has been placed on Council finished on 27 October 2011. publishing Council’s strategic, research and project work to ensure that it is available for the information and use of all.
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In order to reinvigorate the review and develop a Monitoring of Board Strategic Management Plans more robust draft Alpine Resorts Strategic Plan for In line with its legislative responsibility to monitor the public consultation, Council conducted extensive development and implementation of Board Strategic consultation between November 2011 and March 2012, Management Plans (SMPs), Council prepared a report with the Boards, lift companies, government agencies analysing and comparing the actions contained in the and other key stakeholders. The review of the Alpine endorsed SMPs to actions recorded in Resort 2010–11 Resorts 2020 Strategy identified areas where the Annual Reports. It is published as the Appendix of alpine resorts can do better, including paying more this Annual Report. Council also agreed that a more attention to their long term financial viability, focusing uniform reporting method would improve and make on the winter economic ‘engine’ and building on the SMP reporting more robust and enable Council to competitive strengths of individual resorts. In April better discharge its responsibilities. 2012, Council’s Executive Officer presented a broad Indigenous Participation overview of the work undertaken at the whole-of- Council has continued its involvement with Parks industry conference in Sydney. Following submission Victoria to progress Indigenous employment of the draft Alpine Resorts Strategic Plan 2012 (draft and respect for culture aligning with the Boards’ Plan 2012) to the Minister on 30 March 2012, Council Social KPI requirements. Through discussion with developed a robust communication and consultation Parks Victoria it has been determined that the program for the release of the draft Plan 2012. original proposal put forward by the Victorian Alps Draft Alpine Resorts Strategic Plan 2012 Public Traditional Owner Reference Group (VATORG) and Consultation supported by Council; to develop a Business and In May 2012, the Minister approved the release of the Economic Development Plan that would provide draft Plan 2012 for public consultation. The draft Plan culturally appropriate business tools, professional 2012 was released for public consultation at 2012 advice and development opportunities, was not fully snow season Opening Weekend events on 10 and 11 developed and will not proceed. To better identify June 2012, by the attending Ministers and Members of future opportunities, a working group, consisting Parliament. Formal public consultation commenced of Parks Victoria, VATORG and other interested on the 12 June 2012 and runs for a five week period, parties has been established that will identify further including workshops being held at or near each resort opportunities. Council has supported this decision and in Melbourne. The draft Plan 2012 proposes and will continue to work with Parks Victoria and a more co-operative and integrated approach to VATORG to progress indigenous employment and investment, promotion, management and use across respect for culture. the resorts. The draft Plan 2012 was well received at the five public consultation workshops and during this time Council also consulted with government agencies, major stakeholders and presented at the annual Joint Chambers of Commerce meeting. This will remain a key activity for Council in 2012–13. Integrated Alpine Industry Positioning In November 2011, Council was requested by the Minister to provide advice and recommendations on an integrated alpine industry solution to both the immediate and longer term financial sustainability confronting Lake Mountain and Mount Baw Baw. Working with consultants, Council recommended that new operating models may be required and that an Independent Task Group (ITG) be appointed to work closely with Boards whilst options were considered. The Minister accepted Council’s recommendations and subsequently appointed an ITG.
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Co-ordination and Co-operation Promotion of Alpine Resorts The Board for Alpine Resorts Tourism (‘BART’) This work program area has focused on matters that includes representatives of the Council, Boards and are of sector-wide importance, but more focused Tourism Victoria and brings together key groups to towards the support of operational activity. promote the Victorian Alpine Resorts. The Council Inter-resort Co-operation remains an active participant of BART, with Council Inter-resort co-operation remained a focus for Member Judy Dixon and the Executive Officer both Council, and it provided forums for promoting representing Council on the Board. BART’s continued capacity building and knowledge sharing between direction for winter marketing was through Snow the Alpine Resorts. In particular, the Council Australia to promote snow experiences across continued to support regular meetings of the Australia and in partnership with the Australian Ski Board Chairs and CEOs by way of acting as the Industry Association and Tourism New South Wales/ secretariat for the Co-operation Committee. A Parks Tourism Snowy Mountains. For the green season, Victoria representative also actively participated BART works through Tourism North East on its on this Committee throughout the year. Council, in green season promotion program, which focuses supporting inter-resort co-operation, has consciously on building awareness and growing visitation to sought to engage in projects that are seen as Victoria’s ‘7 Peaks’ as all-seasons destinations, beneficial to all Alpine Resorts, highlighting issues of including specific programs to position the ‘7 Peaks’ common interest. for road cycling. The promotion of snow and ski to All Resorts Season Entry Pass the international market and the domestic school Council again co-ordinated the delivery of an All Resorts market (‘Victorian Grade Five Ski Free’ program) Entry Pass in 2011. The Pass provides a cost effective remain key strategic directions. This year, a key mechanism for people wishing to visit multiple Alpine activity for Council has been working with Tourism Resorts during the snow season. The 2011 Pass was also Victoria and the Boards to develop a new strategic well accepted by visitors and Council has again worked framework that will improve the overall promotion of with each of the five Victorian Boards to offer for sale a Victoria’s Alpine Resorts. similar Pass for the 2012 winter season. National Landscapes Keep Winter Cool Following the announcement of the Australian Alps Completing its seventh year, the Keep Winter Cool as a designated National Landscape within the (KWC) program encourages skiers, snowboarders, Federal Government’s National Landscapes Program, visitors and their families – as well as Alpine area Council continued in its active support of this tourism managers and the snow industry – to reduce their initiative and Council Member Judy Dixon participates production of the greenhouse gas emissions that as a member of the Australian Alps National contribute to global warming. Council reconvened the Landscape Inc Management Committee. KWC Steering Committee and supported the agreed Infrastructure Improvement position that the KWC program should focus on A database of Alpine Resort infrastructure proposals encouraging others to take action to reduce greenhouse was maintained and used to prepare a consolidated gas emissions through ‘on-ground’ projects; this listing encompassing all Alpine Resorts as a resource sentiment was reinforced by the Boards Environmental for discussions with relevant decision makers and Managers. Council is positioning KWC to be the catalyst funding bodies. Council’s membership of the national to drive further environmental initiatives and promote industry body ‘Transport and Tourism Forum’, (TTF), engagement with our alpine partners by refreshing provided opportunities to interact with a number of the KWC website to support work currently being relevant Federal and State agencies and Ministers, undertaken and planned within the resorts. with the Council Chairperson and representatives of Boards attending a number of key stakeholder events promoting details of Resort infrastructure proposals provided to the TTF secretariat for inclusion in
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TTF submissions. The current list of Alpine Resort A complementary summer study of the economic Management Board infrastructure proposals are also significance of the Victorian Alpine Resorts has also part of the draft Alpine Resort Strategic Plan 2012. been undertaken. Whilst high level findings of the Environment Officer Forum winter study have been published, the studies were not Council has continued to foster the Environmental published during the reporting period, as a result of Officers Forum, an informal network of environmental competing work priorities. officers and managers working at Victoria’s Summer Visitation Survey alpine resorts. Now in its fifth year, the Forum To reflect the need for sound statistics to measure the has covered many key environmental issues and success of green season initiatives, Council together projects pertaining to Victoria’s alpine resorts with the Boards implemented a summer vehicle and continues to focus on the implementation of survey program in 2007–08, following the permanent the Environmental Key Performance Indicators of installation of automatic counters on the access Victoria’s Alpine Resorts. The success of the Forum roads of all six Victorian Alpine Resorts. In 2008–09 can be measured by the active participation of improvements to better estimate the number of Environmental Managers/Officers from all Victorian visitors and their reasons for visiting were made. The alpine resorts and new involvement from New survey continues to be conducted annually. Whilst South Wales, including: Thredbo, Perisher and the the survey was again conducted during 2011–12, the New South Wales National Parks & Wildlife Service. results were not published until after the reporting Council supports the collaboration of environmental period, as a result of competing work priorities. managers who may work autonomously in their role Visitor Satisfaction Survey to learn from each Resort’s environmental issues and The Council joined with the Boards and lift companies subsequent management. The forum has been a key to undertake a survey of visitor satisfaction. The survey, driver of the Keep Winter Cool Program, with most which builds on a previous survey undertaken by the Resorts now running several environmental initiatives Australian Ski Areas Association and incorporates and energy saving programs. questions derived from the Alpine Resorts 2020 Strategy, was first conducted at all resorts in the 2009 Knowledge and Understanding winter ski season and continues for the 2012 season. Additional support has been provided by BART and This work program area has focused on matters that a number of improvements to the ‘robustness’ of the contribute to sector research and assessment. Council survey have been implemented. The survey measures has developed a number of surveys that provide visitor satisfaction and also includes questions authoritative longitudinal data, and has a capacity to covering the demography of visitors and the nature of undertake targeted discrete projects to inform policy activities undertaken. The 2011 survey results were not development, grant applications and topical issues. published until after the reporting period, as a result of Priority has been given to tasks that are of sector- competing work priorities. wide benefit. Winter Visitor Counting Survey Economic Significance Study The Council continued its winter visitor counting A major and exciting study into the economic project, again incorporating a survey of season significance of the Australian Alpine Resorts was permit holders at all Alpine Resorts and standardised undertaken during the reporting period. The study, procedures to ensure the accurate counting of all being conducted by the National Institute for Economic visitors. Council worked closely with the Boards to and Industry Research, encompasses the collection collect, collate and publish weekly visitor statistics. The and analysis of winter surveys and other research data. results are published on Council’s website and are also Council has entered into an interstate partnership with available via a web-based self-select email system. As Alpine Resort Management Boards, ski lift companies, well as releasing weekly statistics, adjusted end of year snow and other government and private alpine statistics were produced, which took into account the industry partners. It builds upon a successful study results of the season permit holder survey. conducted for the Council and its partners in 2005–06.
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Snow Data Reporting Project Geographical Information System The Council again collected and collated the daily Visitor Profile Analysis snow reports produced by the Victorian Snow Council completed a pilot Geographical Information Reporting Service. Council also maintains the System (GIS) Visitor Profile study to further analyse historical records. The daily snow depth statistics are Lake Mountain Alpine Resort’s visitation data a vital tool for promoting visitation and long-term incorporating over 25,000 individual post code development planning of the Alpine Resorts. The entries. The use of GIS allows visitor location and collected data is included in Council’s Winter 2011 End numbers to be mapped, providing a state-wide of Season Report. profile of visitor location, distance travelled and Winter End of Season Report target regions (highest and lowest visitation rates). Using both historical and current information collected This data can also be tracked through time to allow by the Council on winter visitation and snow depth, the comparisons between seasons, providing yet another Council produced its sixth annual report, the Victorian layer of information to be recorded and analysed to Alpine Resorts Winter 2011 End of Season Report. As a better develop policy and enhance decision making result of competing work priorities it was not published throughout the Alpine Resort Management Boards until after the reporting period. The report consolidates (ARMBs). From the success of the pilot study, further into a readily accessible single document a wealth of requests have been forwarded to Council from other detailed information that will assist those involved ARMBs, requesting this analysis. in the planning, use and development of the Alpine Resorts – as well as being of great interest to snow Corporate Governance sports enthusiasts. It provides graphical representation of the 2011 season as well as 10-year trends at As a public sector entity, the Council is subject to a individual Alpine Resorts, with consolidated visitation range of governance standards and requirements. In statistics for Victoria and commentary. The headline addition, being a ‘public body’ for the purposes of the results of the 2011 economic significance study and Financial Management Act 1994, further requirements the annual snow reporting data were also included, must be met including those set out under the together with summary results from Council’s visitor Treasurer’s ‘Financial Management Compliance satisfaction survey. Framework’. Council has developed an annual corporate planning calendar setting out all of its corporate governance requirements and timing. Such matters were considered by Council in a timely manner consistent with good corporate governance principles. Council has also established a number of committees, including an Audit and Risk Management Committee, to assist it to manage its business.
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Performance Indicators Business Plan Outputs
Strategic Positioning
2011–12 Performance Indicator Achievement
Sign off on draft amendedAlpine Resorts Strategic Plan Achieved, as directed, Council submitted the draft Plan 2012 (draft Plan 2012) for consultation – by 30 March 2012. 2012 to the Minister on 30 March 2012 for approval to release the plan for public consultation.
Co-ordination and Co-operation
2011–12 Performance Indicator Achievement
Hold at least two Co-operation Committee meetings. Achieved.
Resort Infrastructure Indicative Bid Summary updated – Achieved, bid summary now forms part of draft Alpine by March 2012. Resorts Strategic Plan 2012.
Knowledge and Understanding
2011–12 Performance Indicator Achievement
Visitor satisfaction report prepared - by April 2012. The report was not published until after the reporting period, as a result of competing work priorities. Published in July 2012.
A report of the 2011 winter season published - by April The report was not published until after the reporting 2012. period, as a result of competing work priorities. Published in July 2012.
Report of summer visitation survey released – by June The report was not published until after the reporting 2012. period, as a result of competing work priorities.
Report of economic significance study released – by June The report was not published during the reporting period, 2012. as a result of competing work priorities.
Corporate Governance
2011–12 Performance Indicator Achievement
All Council functions and proceedings undertaken in Achieved. accordance with the requirements of the Alpine Resorts (Management) Act 1997.
Proposed corporate plan presented to the Minister by 31 Achieved. August 2011.
Annual report presented to the Minister by 1 September Achieved. 2011.
Financial Management Compliance Framework compliance Achieved. certificate provided to the Minister by 30 September 2011.
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Outcome Performance Targets
Alpine Resorts 2020 Strategy
Performance Target Achievement
Over time, an increase in visitor satisfaction, winter visitor Average winter and summer visitor trends remain positive numbers and summer visitor numbers. (see Figure 1, below). The results of visitor satisfaction surveys show that there continues to be a high level of visitor satisfaction at all Resorts.
Over time, upgraded roads, new road signage, year round Continued progress being made, with a range of new presence of emergency services and improved public works underway and completed. infrastructure.
Over time, increased number of events and off-season All Alpine Resorts now offer a program of events, with occupancy. trends in off-season occupancy positive, but with overall numbers still low.
Over time, improved water, energy, solid waste and There has been a dramatic improvement in the percentage biodiversity management. of waste recycled at most resorts through the introduction of new waste management procedures. Water treatment plants have been installed in most resorts and water reuse projects have provided improved Class A water.
Over time, reduced ‘per equivalent person’ greenhouse Whilst the methodology for calculating carbon emissions gas emissions within Resorts. resort-wide is still to be developed, most ARMBs have developed resort environmental management plans that include mitigating energy use and employ environmental management officers to implement them.
Over time, identified as a key advocate and spokesbody Council’s profile is now well established with on-mountain for the Victorian Alpine Resort sector. and government stakeholders, due in part to Council’s increased role in leading the review of the Alpine Resorts 2020 Strategy and Council representatives actively participating in conferences and policy-making forums.
Over time, the adoption of a revised Alpine Resorts Objective still being pursued. Council commenced public Strategic Plan by Government. consultation on the draft Alpine Resorts Strategic Plan 2012 on the 12 June 2012, after it was released at each mountain by Ministers and Members of Parliament attending the ‘Official Opening Weekend Ceremonies’ for the 2012 snow season.
Figure 1 All Resorts Winter and Summer Visitation (Past 10 years)
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Financial Summary of Operational Results and Financial Position The Council receives its funding mainly by way of contributions from the Boards. Its major expense items arise from the cost of the provision of administrative services (comprising salaries and on costs), Members fees and expenses, and projects.
Five Year Financial Summary
2011–12 2010–11 2009–10 2008–09 2007–08
Revenue from Board contributions 623,518 595,859 570,324 505,334 490,904
Other revenue 13,831 161,897 66,430 27,563 69,214
Total revenue 637,349 757,756 636,754 532,897 560,118
Operating expenses 759,317 648,146 579,405 609,022 615,258
Net operating result (121,968) 109,610 57,349 (76,125) (55,140)
Total assets 141,490 263,486 173,047 117,757 198,489
Total liabilities 9,814 9,842 29,013 31,072 35,679
In the financial year ending 30 June 2012, the The net operating result has enabled the accumulation Council’s result from ordinary activities was mainly of an enhanced prudential reserve. There were no affected by: other significant changes in financial position during • Increase in Board contributions, as per Minister’s the year. Detailed financial information about the Direction. performance of the Council is contained in the financial reports contained elsewhere in this report. • Operating activities exceeded total revenue due to the pre-payment by funding partners in 2010– Resource constraints, particularly the loss of the 11 for the Economic Significance Study which was project manager, at the end of his contract, who was finalised in 2011–12. helping Council with its review of the Alpine Resorts 2020 Strategy, has placed a resource pressure on • Increased expenses due to Council assuming Council over the reporting period. The particular direct control of the review of the Alpine Resorts impact has been a shift in work priorities and the 2020 Strategy. timing of deliverables. The potential non-replacement • Decreased expenses relating to the Australian of Council’s administrative support resource and role Alps National Landscapes Program and Keep in implementing the Alpine Resorts Strategic Plan, Winter Cool program. once finalised, are two known issues that may impact During 2011–12, Council supported the Australian Alps on Council’s future performance. Council may need to National Landscapes and the Board for Alpine Resorts adjust its work priorities in 2012–13, in this regard. Tourism. Revenue earned was as budgeted. Expenses There were no events occurring after the balance were 12 per cent less than budget, mainly due to fact date which may significantly affect the Council’s that part of the expenses for the Alpine Resort 2020 operations in subsequent reporting periods. Strategy review and Economic Significance Study (summer component) will be incurred in 2012–13.
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The Council
Establishment, Objectives and Functions In carrying out its functions and powers the Council The Council was established in accordance with the is subject to the general direction and control of the provisions of the Alpine Resorts (Management) Act Minister for Environment and Climate Change. 1997 (the Act) and is a statutory body corporate. The It provides a source of independent advice to responsible Minister for the period from 1 July 2011 to the Government, whilst working closely with 30 June 2012 was the Hon Ryan Smith MP, Minister for relevant Government departments and agencies. Environment and Climate Change. In undertaking its functions, Council works The purpose of the Council is to undertake the statutory collaboratively with the Alpine Resort Management functions as set out in Section 18 of the Act. In summary Boards for whole-of-industry benefit. they are to: Council’s Vision • plan for and facilitate the establishment, To inspire generations of Australians, and international development, promotion, management and use visitors, to experience and value the excitement, of alpine resorts; energy, splendour, tranquillity and heritage of the • undertake research into alpine resort issues; Victorian Alps. • liaise with and encourage the co-operation of all Council’s Mission State and local government authorities, industries, To drive responsible use of Victoria’s Alpine Resorts by: communities and other persons involved in the • strategic positioning of, and advocacy for, Alpine development, promotion, management and use Resorts and the broader alpine industry; of alpine resorts; • developing strong and co-operative stakeholder • review and co-ordinate the implementation of the partnerships, through programs and projects; Alpine Resorts Strategic Plan; • building knowledge of their unique values, assets • monitor the development and implementation and opportunities; of Strategic Management Plans for each alpine • promoting proactive environmental and cultural resort; stewardship; and, • attract investment for the improvement of alpine • working closely with individual Alpine Resort resorts; Management Boards and other land managers, • coordinate the overall promotion of the alpine including Parks Victoria. resorts, in conjunction with Tourism Victoria; and • make recommendations to the Minister on matters related to the provision of services within the alpine resorts; and matters as may be requested by the Minister.
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Services Provided Relationships The Alpine Resorts Co-ordinating Council addresses As a co-ordinating body, the development and key issues relating to the alpine resorts, including maintenance of stakeholder relationships is an strategic positioning and advocacy; co-operation; integral part of the Council’s work and essential to and research. It provides a focus for co-ordinated undertake its functions. discussion, advocacy and consultation on issues of Council has forged a range of public agency/private broad concern to Alpine Resort stakeholders, an partnerships with agencies and organisations within avenue through which co-ordinated action can occur Victoria and interstate. Such partnerships may be and a mechanism for consultation with the Minister for specific projects or be ongoing in nature. Formal and through which the Minister may seek advice and partnerships include those with DSE, Tourism Victoria refer matters for consideration. (Board of Alpine Resorts Tourism), the Australian It has an important strategic planning role to set the Ski Areas Association, Parks Victoria, the NSW Parks framework for investment, promotion, management and Wildlife Service and Australian Alps National and use of the Alpine Resorts and a monitoring Landscapes Inc. Council has also developed an array responsibility for the strategic planning of individual of informal relationships such as those with the Alpine Resorts. The Council also has the ability to Australian Alps Liaison Committee, Regional Tourism undertake communications, research and the seeking Boards, Local Government Shires, Snowsafe Inc, the of investment. It undertakes strategic research Victorian Snowsports Association, VicRoads, and so projects, policy analysis and communications; co- forth. Council also maintained a membership with ordinates marketing and promotion; conducts forums the Tourism and Transport Forum (TTF), which is and fosters co-operation. The Council does not providing the Victorian Alpine Resorts with access provide any services of an operational nature for the to TTF’s resources and high-level negotiation and Alpine Resorts. policy skills. The Council relies on the provision of a range of administrative support services by DSE – principally the allocation of staff. This relationship is formalised by a formal Memorandum of Understanding.
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Organisational structure and corporate governance arrangements
Organisational Structure The Council reports to the Minister for Environment and Climate Change and is led by a Chairperson appointed by the Governor in Council. The Council operates by holding regular meetings and undertaking work through a committee structure. It is supported by a small secretariat managed by an Executive Officer.
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Council Membership Ralph Booth Section 17 of the Act provides that the Council (1 July 2011 to present) consists of the Chairperson and four members Ralph is the Chairperson of Lake Mountain and Mount appointed by the Governor in Council and the Baw Baw Alpine Resort Management Boards. He Chairpersons of each Board. Current members of the is a member of the Alpine Resorts 2020 Strategy Council were appointed for three year terms, in either Reference Group and the Phillip Island Nature Park April 2010 or October 2011. There were three changes Board. Ralph has founded several corporate advisory in membership during the reporting period. businesses with a primary focus on public policy The Council members bring together considerable and administration. He worked for 13 years in the knowledge in relation to business management, Department of Treasury and Finance as a senior legal issues, the alpine tourism industry, resort executive in a variety of roles in financial, economic management and land management. and budgetary reform. Now an occasional cyclist and Des Powell – Chairperson lapsed cross country skier Ralph maintains a keen (1 July 2011 to present) research interest in tourism, cultural landscapes and Des Powell was appointed Chairperson of the ARCC environmental change. in April 2010. Des has held a range of senior executive Judy Dixon roles in both the private and public sectors in (1 July 2011 – present) Australia and Asia and operates his own consultancy Living in regional Victoria for its lifestyle advantages, business across a range of industries including, Judy is Deputy Manager Tourism and Economic transport, natural resources, water and education. Development for Mansfield Shire Council and has a Des is currently a Director of the Port of Melbourne public relations and communications business. Judy Corporation and Chair of Edmund Rice Education has a strong background in tourism, marketing, resort Australia. He has previously held positions of Chair management and education together with a passion of the National Maritime Safety Committee, Deputy for snow skiing and the high country in both summer Chair of the National Transport Commission and and winter. Formerly a Board Member for Mount director of a number of water authorities. Buller and Mount Stirling Alpine Resort Management Mark Anderson Board, she has lived and worked in alpine resorts (1 July 2011 to present) in Australia and overseas. Qualifications include a Mark is the Chairperson of the Falls Creek Alpine Bachelor of Education and Graduate Diploma of Resort Management Board and CEO at Doutta Management. Galla Aged Services, an aged care provider. He Nicole Feeney chairs the Victorian Auditor-General’s Office (1 July 2011 – present) Audit Committee and the Audit Committee of Nicole is a commercial disputes and construction Building Commission Victoria and is a member of lawyer at Lander & Rogers. She is the immediate the Melbourne Comedy Festival Board. Mark was past chair of the Law Institute of Victoria’s Litigation previously Director of Finance at Melbourne City Lawyers Section and a LIV representative on the Council and worked at the Department of Treasury Supreme Court Rules Committee and the County and Finance. He has extensive experience working Court’s Building Cases Users Group. She was on large projects including Federation Square and previously a director of UFS Dispensaries Ltd, a the 2006 Commonwealth Games. Mark is a Fellow of not for profit company which operates a number the Australian Institute of Company Directors and a of pharmacies in western Victoria. Nicole has been Fellow Certified Practising Accountant. a member of the Mount Hotham Alpine Resort Management Board since April 2007 and Chair since April 2010. She learnt to ski at Hotham and became a member of a lodge at Hotham in 2005.
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Jennifer Hutchison and Environmental Law Association (VPELA) when he (28 October 2011 – present) was presented with the ‘Paul Jerome’ award in 2008. Jennifer Hutchison is the Chairperson of Mount Buller He is also a member of the Victorian Coastal Council and Mount Stirling Alpine Resort Management Board and now runs his own planning consultancy business. and has come to the role following her appointment as Leigh has also been a regular visitor to Falls Creek. Deputy Chairperson of Lake Mountain Alpine Resort Geoffrey Provis Management Board. Ms Hutchison’s previous roles (1 July 2011 – 27 October 2011) include Chairman at the Australian Regional Tourism Geoff was Chairperson of the Mount Buller and Mount Network and Chief Executive Officer of Yarra Valley Stirling Alpine Resort Management Board, having and The Dandenongs Marketing. She holds a Bachelor previously been Chairperson of the Mount Hotham of Arts (Economics) and a Diploma of Education. Her Alpine resort Management Board for 9 years from strengths lie in marketing, finance and governance, 2001. He is a solicitor and has worked in worker’s relationships, community engagement, industry and compensation and insurance litigation. Geoff has product development. taken a keen interest in legal organisations over many Lincoln Kern years and remains a member of the Victorian Council (1 July 2011 – 27 October 2011) of Law Reporting and the Law Council of Australia Lincoln is a trained ecologist with a keen interest Personal injuries and Compensation Committee. He in natural history, nature conservation, ecological is a past Director of the Lord Mayors Charitable Fund restoration and land use planning. Lincoln has worked and the Law Aid Trust, and has served two terms as for Greening Australia, the National Trust’s Save the President of the Law Institute of Victoria. Bush Program and the Shire of Wellington. He started Rob Spargo his own company, Practical Ecology P/L, in 1993, and is (28 October 2011 – present) currently its manager and principal consultant. Lincoln Rob Spargo has been involved in the ski industry grew up in the American Midwest and acquired an for many years at Falls Creek as a business owner affinity for mountains through travels in the Western and keen skier in all disciplines. He has held USA and the Himalayas. After almost 19 years as a various positions on the Falls Creek Alpine Resort Victorian, he now spends a lot of time in the Victorian Management Board, including the role of Chairperson. Alps in all seasons. Rob was involved in the Falls Creek Chamber of Kerrie Lavey Commerce and Joint Resort Chamber, Ski Vic and the (28 October 2011 – present) Board of Alpine Resorts Tourism. Rob is currently the Kerrie is a strategic corporate communications and SES controller at Falls Creek and Justice of the Peace corporate governance professional with over 20 years and is a member of the Rotary and CFA. experience in the industry. She has worked across a Professor John Stanley number of sectors, including manufacturing, mining, (1 July 2011 – 27 October 2011) investment banking, international trade and property. John Stanley is a Melbourne-based Adjunct Professor Kerrie has also been a strong supporter of the non-for- at the Institute of Transport and Logistics Studies, profit sector. Kerrie holds a Masters of International University of Sydney. He spent nine years as Business from Melbourne University and is a Graduate Executive Director of Bus Association Victoria, after Member of the Australian Institute of Company Directors. eight years as Deputy Chair of the National Road Leigh Phillips Transport Commission. John is also a Board member (1 July 2011 – present) of VicUrban, the Victorian Government’s development Leigh has over 30 years experience with the Victorian agency, and chairs the Monash University Institute Planning system. He has held a number of senior of Transport Studies Advisory Board. He has been planning positions in various State Government an active member of the Committee for Melbourne’s departments with a particular focus on regional Transport and Climate Change Task Forces and was land use, project facilitation and management of awarded a Centenary Medal for services to public the planning system. His contribution to planning in transport and conservation. His skiing is getting Victoria has been recognised by the Victorian Planning slower each year!
16 annual report 2011–2012
Council Meetings Co-operation Committee The Council meets on a bi-monthly basis and held six Council meetings during the reporting period. In Meetings addition members met on an as required, informal Attended basis to progress specific issues, such as the review Nicole Feeney (Chairperson, Mount 2 of 2 of the Alpine Resorts 2020 Strategy and Council’s (Chairperson) + Hotham Board) Communications Plan. During the reporting period, Mark Anderson + (Chairperson, Falls 2 of 2 members attended meetings as follows: Creek Board) Council Meetings Jim Atteridge + (CEO, Mount Hotham 2 of 2 Meetings Attended Board)
Des Powell (Chairperson) + 6 of 6 Ralph Booth + (Chairperson, Lake 1 of 2 Mountain Board and Mark Anderson + 6 of 6 Chairperson, Mount Ralph Booth + 6 of 6 Baw Baw Board)
Judy Dixon + 5 of 6 David Herman + (CEO, Falls Creek 1 of 2 Nicole Feeney + 6 of 6 Board)
Jennifer Hutchison + 4 of 4 John Huber + (CEO, Mount Buller and 1 of 2 Mount Stirling Board) Kerrie Lavey + 4 of 4 Jennifer (Chairperson, Mount 0 of 1 Leigh Phillips + 5 of 6 Hutchison + Buller and Mount Rob Spargo + 4 of 4 Stirling Board)
Lincoln Kern 2 of 2 Peter Jacobs + (Chief Ranger – Alps, 1 of 2 Parks Victoria) Geoffrey Provis 2 of 2 Stuart Ord + (CEO, Mount Baw Baw 1 of 1 John Stanley 2 of 2 Board)
+ members as at 30 June 2012 Paul Squires + (CEO, Lake Mountain 2 of 2 Committees Board)
Council has formed three Committees to assist it Geoffrey Provis (Chairperson, Mount 1 of 1 carry out its functions. Further information about Buller and Mount the purposes of each Committee is available on the Stirling Board) Council’s website. Each operates under an adopted Term of Reference or Charter. The Members of, and Leona Turra (CEO, Mount Baw Baw 1 of 1 regular invitees to, these Committees and attendance Board) over the year ending 30 June 2012, are as follows: + members as at 30 June 2012
Audit and Risk Management Committee
Meetings Attended
Mark Anderson (Chairperson) 5 of 5
Ralph Booth 5 of 5
Des Powell 5 of 5
Note: All members satisfy the criteria for ‘independent member’ as laid down in the Guidelines of the Financial Management Compliance Framework issued by the Department of Treasury and Finance in June 2003.
17 ALPINE RESORTS CO-ORDINATING COUNCIL
Research, Strategy and Planning Committee Membership of External Groups – as at 30 June 2010
Meetings Attended Australian Alps National Landscapes Committee
Leigh Phillips (Chair) + 2 of 2 Judy Dixon
Kerrie Lavey + 1 of 1 Board of Alpine Resorts Tourism
Rob Spargo + 1 of 1 Judy Dixon
Des Powell (ex officio) + 5 of 5 Council’s Executive Officer
Ralph Booth 3 of 4 Human Resource Management and Public Lincoln Kern 2 of 4 Administration Values John Stanley 4 of 4 The Council does not directly employ any on-going
+ members as at 30 June 2012 staff. Secretariat support is provided by officers of the Public Land Division of DSE attached to the From time to time, the Council may establish Council. The salary and on-cost of these officers is working groups or steering committees for specific reimbursed to DSE by the Council. Council had three purposes. Council established membership of the Executive Officers of the Council for the reporting Project Control Board (PCB) from the members of period, including Sean Daugherty (9 January 2012 to the Research, Strategy and Planning Committee and 30 June 2012), Alex Shilton (acting from 8 July 2011 to an Executive from DSE for the review of the Alpine 8 January 2012) and Brad Miles (1 July 2011 to 7 July Resorts 2020 Strategy. An ‘ad-hoc’ Communications 2011). The Council has no executives employed as a Sub-Committee was also established. public service body head or other executive under Part PCB Alpine Resorts 2020 Strategy Review 3, Division 5 of the Public Administration Act 2004. As at 30 June 2012, the Council secretariat consisted Meetings Attended of four staff: Des Powell (Chair) + 8 of 8 • Sean Daugherty – Executive Officer Leigh Phillips + 8 of 8 • Alex Shilton – Principal Policy Officer Peter Watkinson, Executive 8 of 8 • Eddie Wilson – Project Officer Director, Public Land, DSE + • Rebecca Hartnett – Project Support Officer (part Ralph Booth 1 of 1 time)
+ members as at 30 June 2012 There has been one change in the number of ongoing staff positions in the secretariat from the previous Communications Sub Committee financial year, as the Executive Officer is now appointed for a three year fixed term rather than on Meetings Attended an ongoing basis. Kerrie Lavey (Chair) 1 of 1 During the year, Council enjoyed the services of Jennifer Hutchison 1 of 1 Peter Sizeland, an officer of the Department of Sustainability and Environment, who acted as the Judy Dixon 0 of 1 Council’s Finance Manager. Representatives of Council also participated in various external groups and processes to further the achievement of Council’s objectives.
18 annual report 2011–2012
Council’s operations are managed in accordance with Community Inclusiveness DSE procedures and guidelines for human resource The Council is committed to policies, programs and management, code of conduct, occupational health strategies servicing all Victorians, including culturally and safety, employment policies, dispute resolution and linguistically diverse communities, seniors, people processes, and industrial relations. In addition, Council with disabilities, women, youth and Indigenous has adopted a ‘Financial Code of Practice for Staff’ Victorians, in the management, use and enjoyment which all staff working for the Council are required to of Victoria’s Alpine Resorts. All staff are required to meet. Staff selection processes ensure that applicants complete cultural awareness training, which assists in are assessed and evaluated fairly and equitably on the developing a greater awareness of the issues facing basis of key selection criteria and other accountabilities Indigenous communities. Council has continued to without discrimination. A formal induction program work with the Boards as they implement actions is provided for each new staff member. Council is of the Alpine Resorts 2020 Strategy which aim to committed to the fair and reasonable treatment of obtain positive Indigenous cultural outcomes. Council staff. Staff have availed themselves of ergonomic continues to work with Boards and contribute to assessment, health check and vaccination services the further development of social equity and social arranged by DSE. Regular office safety audits are capital outcomes within the Resorts. undertaken, including annual testing of electrical appliances and the Council’s vehicle has a set of recovery and safety equipment that is checked prior, and subsequent, to each snow season. There were no industrial accidents or industrial disputes in the 12 months ending 30 June 2011.
19 ALPINE RESORTS CO-ORDINATING COUNCIL
Other information
Statement of Availability of Other Information Consultant Gresham Advisory Partners Ltd All of the following additional information is retained by the Accountable Officer (the Executive Officer) Purpose of Develop an integrated alpine and can be made available on request to the relevant consultancy industry solution to the financial Ministers, Members of Parliament and the public, sustainability of Lake Mountain and subject to the provisions of the Freedom of Information Mt Baw Baw alpine resorts. Act 1982, as outlined under FRD 22C. The reported Start date November 2011 information has been compiled as at 30 June 2012. End date November 2011 Compliance with the Building Act 1993 In accordance with the requirements of the Directions Total approved fee $30,000 of the Minister for Finance, the annual report must (excl. GST) include a statement about compliance with the Expenditure 2010– $30,000 building and maintenance provisions of the Building 11 (excl. GST) Act 1993, for publicly owned buildings under Council’s Future expenditure $0 control. The Council makes use of buildings and (excl. GST) facilities controlled by DSE to perform its functions and does not own or control any government buildings. Consultancies Details of consultancies under $10,000 Details of consultancies over $10,000 In 2011–12, Council engaged three consultancies where the total fees payable to the consultants were Consultant National Institute of Economic less than $10 000, with a total expenditure of $17,515 and Industry Research (excl. GST). Purpose of Assessment of the economic Declarations of Pecuniary Interests consultancy significance of Australian Alpine Declarations of pecuniary interests have been duly Resorts in Winter and Summer completed by all relevant officers. RegisterA of Start date January 2011 Pecuniary Interest Declarations is retained by the Executive Officer (the Council’s Accountable Officer) End date Estimated September 2012 and is available on request to the relevant Ministers, Total approved fee $177,900 Members of Parliament and the public, subject to the (excl. GST) provisions of the Freedom of Information Act 1982.
Expenditure 2010– $35,849 Details of Changes in Contributions 11 (excl. GST) Details of changes in contributions to Council’s operations are reported in Note 3 of the Financial Expenditure 2011– $106,472 Reports. 12 (excl. GST)
Future expenditure $35,579 (excl. GST)
20 annual report 2011–2012
Details of Major Public Relations and Promotional Details of Shares Held Activities No shares are held by senior officers as nominee or held There were no major promotional, public relations and beneficially in the statutory authority or subsidiary. marketing activities undertaken by the entity to develop Disclosure of Major Contracts community awareness of the Council and its services Government policy requires disclosure of all contracts undertaken during the reporting period. An adopted greater than $10 million dollars in value. No major communications plan provides a framework for ensuring contracts were entered into by Council during the that information about the Council and Council projects reporting period. are made available to relevant stakeholders and target audiences in a strategic, timely and effective manner. Disclosures under the In line with the Communications Plan, Council operates Whistleblowers Protection Act 2001 its own website: www.arcc.vic.gov.au. The website The Whistleblowers Protection Act 2001 encourages provides the public with direct access to information and assists people in making disclosures of improper about the activities of Council. It has been maintained conduct by public officers and public bodies. The Act and continuously kept up to date during the reporting provides protection to people who make disclosures period. in accordance with the Act and establishes a system for the matters disclosed to be investigated and The Council has also been proactive in obtaining media rectifying action to be taken. The protected disclosure coverage for its activities, with coverage obtained in coordinator for DSE acts as an agent for the Council both regional and metropolitan media. A significant to receive disclosures under the Act, and applies DSE activity in 2011–12 was the release of the draft Alpine procedures in managing disclosures. No disclosures Resorts Strategic Plan for public consultation. This have been made to, or referred by, the Council during activity attracted significant media interest and Council the reporting period. ran a robust program of print and online communication activities to support its release and inform stakeholders Disclosures of improper conduct or detrimental of the public consultation program. action by Council or its staff, may be made to the DSE protected disclosure officer: Other promotional and marketing activity undertaken by the Council included working with Tourism Victoria Jennifer Berensen and the Alpine Resort Management Boards on the Manager Privacy and Legislation Projects conduct of a marketing program for Victoria’s Alpine PO Box 500, East Melbourne Vic 8002. Resorts. This program was co-ordinated through the Telephone: 9637 8697. Facsimile: 9637 8113. Email: Board of Alpine Resorts Tourism (BART). The Council [email protected]. contributed $15,000 to this program. Alternatively, disclosures of improper conduct or Details of Publications Produced detrimental action by Council or its staff may also be Publications produced by the Council during the made directly to the Ombudsman: reporting period were: The Ombudsman Victoria • Draft Alpine Resorts Strategic Plan 2012 Level 3, 459 Collins Street (June 2012); Melbourne Vic 3000. • Alpine Resorts Co-ordinating Council 2010–2011 Telephone: 9613 6222 Annual Report (September 2011); Toll free: 1800 806 314 • Corporate Plan 2011/12 – 2013/14 – as approved for Internet: www.ombudsman.vic.gov.au publication (October 2011 and revised March 2012). Email: [email protected]. These publications are available to the public in hard Further information copy form (where noted above) from the Council at Written guidelines outlining the system for reporting its contact address, as well as electronically through disclosures of improper conduct or detrimental action the Council’s website. by the Council or its staff are available on the DSE website – www.dse.vic.gov.au.
21 ALPINE RESORTS CO-ORDINATING COUNCIL
Freedom of Information Reporting Requirements under Part II of the The Freedom of Information Act 1982 allows the Freedom of Information Act 1982 public a right of access to documents held by the The organisational arrangements and functional Council. Freedom of Information requests are made responsibilities of the Council are shown above. The in writing describing the documents requested Council’s powers are drawn from the Alpine Resorts and including payment of the $25.10 application (Management) Act 1997. The Council held and fee. Further charges may be payable. FOI fees maintained the following categories of documents: and charges are not subject to GST. The Council • correspondence files; has determined that its authorised officer is DSE’s • minutes of the various meetings held by the Freedom of Information Manager. Applications are to Council; and be sent to: • project reports and related statistical information. Freedom of Information Unit, DSE PO Box 500 East Melbourne, Victoria, 8002 Project reports and general information related to the Council are available for inspection at the Council’s Telephone: 9637 8186. Facsimile: 9637 8128. contact address. This literature is also available by Email: [email protected] mail at a minimal charge. The Council’s Annual Report No requests for information were received in the and key policy documents and project reports can reporting period. also be found on the Council’s website – www.arcc. vic.gov.au. Any person seeking access to a particular document produced by the Council should write to the Council describing in as much detail as possible, the nature of the document required.
22 annual report 2011–2012
Information Privacy Office-based Environmental Impacts The Information Privacy Act 2000 deals with The Government’s aim of improved environmental the manner in which public and private sector management is supported by a requirement that organisations may record, use, store and disclose Departments disclose their ongoing performance in information collected from individuals. The Council managing and reducing the environmental impacts of is committed to upholding and implementing the their office-based activities. The Council makes use of Privacy Principles set out in the legislation. The full DSE offices and facilities to perform its functions and Council acts as a Privacy Committee. No complaints the reporting requirement of the office is met by DSE. were handled by the Privacy Committee during the The Council secretariat participates fully in a range of reporting period. environmental programs undertaken by DSE including: Major External Reviews • separation of reusable, recyclable, compostable There were no major external reviews carried out on and landfill waste; the Council during the reporting period. • use of Green Power and use of a three-point- Major Research and Development Activities five star Green Vehicle Guide rated four cylinder A major (i.e. costing over $100,000) research project vehicle; to assess the economic significance of Australian • use of flow restricted taps and waterless urinals; Alpine Resorts continued during the 2011–12 financial • use of recycled paper and use of duplex printing; year. During the reporting year, the Council, in close • environmentally sustainable fitouts; and collaboration with the five Victorian Alpine Resort Management Boards, undertook a summer vehicle • regular use by staff of public transport, cycling or counting survey, continued its surveys of snow season walking to and from work. performance and, with the respective resort lift Overseas Visits Undertaken companies, undertook a visitor profile and satisfaction No overseas visits were undertaken as part of the official survey. All of these activities are reported elsewhere business of the Council during the reporting period. in this Annual Report. Victorian Industry Participation Policy National Competition Policy In October 2003, the Victorian Parliament passed the In 1995, all Australian Governments (Federal, State Victorian Industry Participation Policy Act 2003 which and Territory) agreed to a ‘National Competition requires public bodies and Departments to report Policy’. The Council adheres to the principles of on the implementation of the Victorian Industry the National Competition Policy to ensure that any Participation Policy (VIPP). Departments and public business competition with private entities takes bodies are required to apply VIPP in all tenders over place in an environment where the Council has no $3 million in metropolitan Melbourne and $1 million competitive advantages. in regional Victoria. The Council did not have any tenders over $1 million during the reporting period.
23 ALPINE RESORTS CO-ORDINATING COUNCIL
Risk management attestation
To ensure that risks are being managed in a consistent manner, public sector entities are required to attest in annual reports that: • entities have in place risk management processes consistent with the Australian/New Zealand Risk Management Standard (or equivalent designated standard); • these processes are effective in controlling the risks to a satisfactory level; and • a responsible body or audit committee verifies that view. The Council has a risk management policy and strategy in place that is reviewed by the Audit and Risk Management Committee and updated annually. The attestation for 2011–12 follows.
Attestation for compliance with the Australian/New Zealand Risk Management Standard We, Des Powell and Mark Anderson, certify that the Alpine Resorts Co-ordinating Council has risk management processes in place consistent with the Australian/New Zealand Risk Management Standard and an internal control system is in place that enables the executive to understand, manage and satisfactorily control risk exposures. The Council’s Audit and Risk Management Committee has verified this assurance and that the risk profile of the Alpine Resorts Co-ordinating Council has been critically reviewed within the last 12 months.
Des Powell Mark Anderson Chairperson Chairperson, Audit and Risk Committee Alpine Resorts Co-ordinating Council Alpine Resorts Co-ordinating Council 6 August 2012 6 August 2012
24 FINANCIAL report 2011–2012
Financial report
Statement by the Alpine Resorts Co-ordinating Council Chairperson and Accountable Officer
We hereby certify that the financial report of the Alpine Resorts Co-ordinating Council has been prepared in accordance with Standing Direction 4.2 of the Financial Management Act 1994 and applicable Australian Accounting Standards and other mandatory professional reporting requirements. In our opinion, the Financial Report, comprising the Comprehensive Operating Statement, Balance Sheet, Statement of Changes in Equity, Cash Flow Statement and Notes to the Financial Statements present fairly the financial transactions for the year ended 30 June 2012 and the financial position of the Council as at 30 June 2012 and of its operations and its cash flows for the year. At the date of signing, we are not aware of any circumstances which would render any particulars included in the financial statements to be misleading or inaccurate.
Des Powell Sean Daugherty Chairperson Accountable Officer 6 August 2012 6 August 2012
25 ALPINE RESORTS CO-ORDINATING COUNCIL
Comprehensive operating statement For the financial year ended 30 June 2012
Note 2012 2011 $ $
Revenue from Transactions 3 637,349 757,756
Expenses from Transactions 4 759,317 648,146
Net Result from Transactions (121,968) 109,610
Comprehensive Result (121,968) 109,610
The above Comprehensive Operating Statement should be read in conjunction with the accompanying notes.
26 FINANCIAL report 2011–2012
Balance sheet As at 30 June 2012
Note 2012 2011 $ $
Current Assets
Cash and cash equivalents 5 & 14 95,325 180,013
Receivables 6 & 14 46,165 83,473
Total Current Assets 141,490 263,486
TOTAL ASSETS 141,490 263,486
Current Liabilities
Payables 7 & 14 9,814 9,842
Total Current Liabilities 9,814 9,842
TOTAL LIABILITIES 9,814 9,842
NET ASSETS 131,676 253,644
Equity Accumulated Surplus 131,676 253,644
TOTAL EQUITY 131,676 253,644
The above Balance Sheet should be read in conjunction with the accompanying notes.
27 ALPINE RESORTS CO-ORDINATING COUNCIL
Statement of changes in equity For the financial year ended 30 June 2012
Accumulated Surplus Total Equity $ $
2012
As at 1 July 2011 253,644 253,644
Comprehensive Result (121,968) (121,968)
Equity as at 30 June 2012 131,676 131,676
2011
As at 1 July 2011 144,034 144,034
Comprehensive Result 109,610 109,610
Equity as at 30 June 2011 253,644 253,644
The above Statement of Changes in Equity should be read in conjunction with the accompanying notes.
28 FINANCIAL report 2011–2012
Cash flow statement For the financial year ended 30 June 2012
Note 2012 2011 $ $
Operating Activities
Contributions Received 690,763 695,915
Interest Received 14,067 8,283
GST received from ATO 23,670 32,886
Payments to Suppliers and Council Members (785,052) (689,174)
GST paid to ATO (28,136) (2,684)
Net cash inflow (outflows) from Operating Activities 8 (84,688) 45,226
Net (Decrease)/ Increase in Cash Held (84,688) 45,226
Cash at beginning of Financial Year 180,013 134,787
Cash at end of Financial Year 5 95,325 180,013
The above Cash Flow Statement should be read in conjunction with the accompanying notes.
29 ALPINE RESORTS CO-ORDINATING COUNCIL
Notes to and forming part of the Financial Statements
Note 1: Significant accounting policies d) Cash and Cash Equivalents a) General – Statement of Compliance For the purposes of the Cash Flow Statement, These financial statements are a general purpose cash includes short term deposits at call which financial report and have been prepared in are readily convertible to cash on hand and are accordance with the Financial Management Act subject to an insignificant risk of changes in value, 1994 and the Directions issued by the Minister net of any outstanding bank overdraft. for Finance under this Act, the Alpine Resorts e) Receivables (Management) Act 1997 and applicable Australian Debtors are carried at amounts due. There is no accounting standards and other mandatory interest levied on overdue debts. The Council’s reporting requirements. stated terms in respect of amounts receivable are The financial report has been prepared to meet the payment in full within 30 days. requirements of Australian Accounting Standards. f) Payables Basis of preparation Liabilities are recognised for amounts to be paid The financial report is compiled on an accrual in the future for goods or services received, basis and a going concern basis adopting the whether or not billed to the Council. The carrying principles of historical cost accounting, except amount of accounts payable approximates net where otherwise stated. fair value. Creditors are payable within 30 days. b) Recognition of revenue g) Employee Costs and Entitlements Contribution payments are recognised as revenue The Alpine Resorts Co-ordinating Council does when the Council gains control over the assets not directly employ staff. Staff are seconded to comprising the contributions. the Council from the Department of Sustainability All other revenue is brought to account as it and Environment and the costs of these staff is earned and where the services have been and all leave entitlements are included in the provided. Administrative Services in Note 4. Council c) Contribution Payments Members are paid an annual fee in accordance with Government policy. Council members who Payments are made by the Mt. Buller and Mt Stirling are employees of the Victorian Public Service are Alpine Resort Management Board, Mt. Hotham not eligible to receive an annual fee for being a Alpine Resort Management Board, Falls Creek member of the Council. Alpine Resort Management Board, Lake Mountain Employee costs and entitlements are recognised Alpine Resort Management Board and Mt Baw Baw when incurred. Alpine Resort Management Board to contribute to and support the operation of the Council. Contribution payments are recognised when received.
30 FINANCIAL report 2011–2012
h) Goods and Services Tax l) Commitments Revenues, expenses and assets are recognised Commitments for future expenditure include net of the amount of goods and services tax operating and capital commitments arising from (GST), except where the amount of the GST contacts. These commitments are disclosed by incurred is not recoverable from the Australian way of a note (refer to Notes 9 and 10) at their Tax Office (ATO). In these circumstances the GST nominal value and inclusive of the goods and is recognised as part of the cost of acquisition of services tax (GST) payable. In addition, where it the asset or as part of an item of the expense. is considered appropriate and provides additional Receivables and payables are stated inclusive of GST. relevant information to users, the net present The net amount of GST recoverable from, or payable values of significant individual projects are to, the ATO is included as part of receivables or stated. These future expenditures cease to be payables in the Balance Sheet. The GST component disclosed as commitments once the liabilities are of a receipt or payment is recognised on a gross basis recognised in the balance sheet. in the Cash Flow Statement. m) Contingent assets and contingent liabilities i) Going Concern Basis Contingent assets and contingent liabilities are The Alpine Resorts Co-ordinating Council is not recognised in the balance sheet, but are dependent on the support of the Mt. Buller disclosed by way of a note (refer to Note 11) and, and Mt Stirling, Mt. Hotham, Falls Creek, Lake if quantifiable, are measured at nominal value. Mountain and Mt Baw Baw Alpine Resort Contingent assets and liabilities are presented Management Boards under the provisions inclusive of GST receivable or payable respectively. of section 38 (af) of the Alpine Resorts n) Events after reporting date (Management) Act 1997 to ensure that the Council Assets, liabilities, income or expenses arise from is able to meet its obligations as and when they past transactions or other past events. Where the are due. In 2011–12 this obligation was given force transactions result from an agreement between by Ministerial Direction under s36 of the Act and the entity and other parties, the transactions are it is anticipated that a similar Direction will be only recognised when the agreement is irrevocable made for 2012–13. Accordingly, the accounts have at or before the end of the reporting period. been prepared on a going concern basis. Adjustments are made to amounts recognised in j) Rounding the financial statements for events which occur Unless otherwise stated, amounts in the Statements after the reporting date and before the date the have been rounded to the nearest dollar. financial statements are authorised for issue, where those events provide information about k) Comparatives conditions which existed in the reporting period. Where practicable, comparative amounts are Note disclosure is made about events between presented and classified on a basis consistent with the balance date and the date the statements the current year. No items have been reclassified are authorised for issue where the events relate from the previous year in the Financial Statements. to condition which arose after the end of the reporting date and which may have a material impact on the results of subsequent years.
31 ALPINE RESORTS CO-ORDINATING COUNCIL
o) Australian Accounting Standards issued that are not yet effective Certain new Australian Accounting Standards (AASs) have been published that are not mandatory for the 30 June 2012 reporting period. DTF assess the impact of all these new standards and advises the entity of their applicability and early adoption where applicable. As at 30 June 2012, the following AASs that may be relevant to the Alpine Resort Coordinating Council have been issued by the AASB but not yet effective. They become effective for the first financial statements for reporting periods commencing after the stated operative dates as indicated.
Standard Summary Applicable Impact on public sector entity /Interpretation for annual financial statements reporting periods beginning on
AASB 9 This standard simplifies requirements for the 1 Jan 2013 Detail of impact is still being Financial instruments classification and measurement of financial assessed. assets resulting from Phase 1 of the IASB’s project to replace IAS 39 Financial Instruments: Recognition and Measurement (AASB 139 Financial Instruments: Recognition and Measurement).
AASB 13 This Standard outlines the requirements 1 Jan 2013 Disclosure for fair value Fair Value Measurement for measuring the fair value of assets and measurements using liabilities and replaces the existing fair value unobservable inputs definition and guidance in other AASs. are relatively onerous AASB 13 includes a ‘fair value hierarchy’ compared to disclosure for which ranks the valuation technique inputs fair value measurements into three levels using unadjusted quoted using observable inputs. prices in active markets for identical assets Consequently, the Standard or liabilities; other observable inputs; and may increase the disclosures unobservable inputs. for public sector entities that have assets measured using depreciated replacement cost.
AASB 119 In this revised Standard for defined benefit 1 Jan 2013 Not-for-profit entities are Employee Benefits superannuation plans, there is a change not permitted to apply to the methodology in the calculation of this Standard prior to the superannuation expenses, in particular mandatory application date. there is now a change in the split between While the total superannuation superannuation interest expense (classified expense is unchanged, the as transactions) and actuarial gains and revised methodology is losses (classified as ‘Other economic flows – expected to have a negative other movements in equity’) reported on the impact on the net result from comprehensive operating statement. transactions of the general government sector and for those few Victorian public sector entities that report superannuation defined benefit plans.
32 FINANCIAL report 2011–2012
Standard Summary Applicable Impact on public sector entity /Interpretation for annual financial statements reporting periods beginning on
AASB 1053 This Standard establishes a 1 July 2013 The Victorian Government Application of Tiers of differential financial reporting is currently considering the Australian Accounting framework consisting of two impacts of Reduced Disclosure Standards tiers of reporting requirements Requirements (RDRs) for for preparing general purpose certain public sector entities financial statements. and has not decided if RDRs will be implemented in the Victorian public sector.
AASB 2010–2 This Standard makes amendments to 1 July 2013 The Victorian Government Amendments to Australian many Australian Accounting Standards, is currently considering the Accounting Standards including Interpretations, to introduce impacts of Reduced Disclosure arising from Reduced reduced disclosure requirements to the Requirements (RDRs) for Disclosure Requirements pronouncements for application by certain certain public sector entities types of entities. and has not decided if RDRs will be implemented in the Victorian public sector.
AASB 2011–4 This Standard amends AASB 124 Related 1 July 2013 No significant impact Amendments to Australian Party Disclosures by removing the disclosure is expected from these Accounting Standards to requirements in AASB 124 in relation to consequential amendments Remove Individual Key individual key management personnel (KMP). on entity reporting. Management Personnel Disclosure Requirements [AASB 124]
AASB 2011–9 The main change resulting from this Standard 1 July 2012 This amending Standard Amendments to Australian is a requirement for entities to group items could change the current Accounting Standards presented in other comprehensive income presentation of ‘Other – Presentation of Items (OCI) on the basis of whether they are economic flows- other of Other Comprehensive potentially reclassifiable to profit or loss movements in equity’ that will Income subsequently (reclassification adjustments). be grouped on the basis of [AASB 1, 5, 7, 101, 112, 120, These amendments do not remove the whether they are potentially 121, 132, 133, 134, 1039 & option to present profit or loss and other reclassifiable to profit or 1049] comprehensive income in two statements, nor loss subsequently. No other change the option to present items of OCI significant impact will be either before tax or net of tax. expected.
AASB 2011–11 This Standard makes amendments to AASB 1 July 2013 The Victorian Government Amendments to AASB 119 119 Employee Benefits (September 2011), to is currently considering the (September 2011) arising incorporate reduced disclosure requirements impacts of Reduced Disclosure from Reduced Disclosure into the Standard for entities applying Tier 2 Requirements (RDRs) and has Requirements requirements in preparing general purpose not decided if RDRs will be financial statements. implemented in the Victorian public sector.
33 ALPINE RESORTS CO-ORDINATING COUNCIL
Note 2: Financial risk management b) Financial Risk Exposures objectives and policies The Council is exposed to the following financial a) General risks: The Council’s activities expose it to some financial i) Interest rate risk risk. This note presents information about the The Council has exposure to interest rate risk on Council’s exposure to financial risk and the its short-term deposits in a Cash Management objectives, policies and processes for managing Account held with the Council’s bank. The Council this risk. considers that this risk is low as it does not The Council has the overall responsibility for the impact significantly on its operations. A sensitivity establishment and oversight of the Council’s analysis of a 0.5% increase or decrease movement risk management framework. Risk management in interest rates would result in a movement of is carried out under policies and a framework $500 which is considered a negligible impact on adopted by the Council. The Council’s Audit the annual financial position. and Risk Management Committee monitors ii) Liquidity risk implementation. Liquidity risk is the risk that the Council will not be able to meet its financial obligations as they fall due. The Council’s policy is to meet its financial obligations within 30 days of a valid tax invoice being provided. The liquidity risk exposure is due to income from contributory bodies not being received by Council in a timely manner to meet Council’s financial obligations. This is managed through the maintenance of a level of working capital, tight cash flow management and obtaining a Ministerial Direction under the Alpine Resorts (Management Act) 1997 specifying contributions to be made during the financial year. c) Credit Risk Exposure. Credit risk represents the loss that would be recognised if counter parties fail to perform as contracted. The risk on financial assets of the Council, which have been recognised on the Balance Sheet, is the carrying amount. d) Fair Valuation Measurements The carrying value of assets and liabilities is a reasonable approximation of their fair values due to the inherent short-term nature of trade receivables.
34 FINANCIAL report 2011–2012
Note 3: Revenue from transactions
2012 2011 $ $
Contribution Payments 623,518 595,859
Alpine Sustainability Forum – 5,268
Keep Winter Cool Program – 1,000
Economic Significance Study – 133,100
Other Income 2,825 14,253
Interest 11,006 8,276
Total Revenues from Operating Activities 637,349 757,756
Note 4: Expenses from transactions
2012 2011 $ $
Administration Services paid to the Department of Sustainability and Environment 390,597 413,515
Alpine Sustainability Forum – 10,000
Annual Report 2,040 1,230
Audit fees 6,200 6,000
Council Members Fees 74,123 77,572
Council Members Expenses 6,965 4,445
General Expenses 22,012 26,946
Insurance 3,325 4,683
Economic Significance Study 106,472 35,849
Keep Winter Cool Program 541 5,226
Promotion of Alpine Resorts (Board of Alpine Resort Tourism) 15,000 15,000
Special Projects 107,042 22,680
Tourism and Transport Forum Membership Subscription 25,000 25,000
Total Expenses from Operating Activities 759,317 648,146
Notes: Administration Services paid to the Department of Sustainability and Environment relate to the provision of Secretariat support to the ARCC. Total Expenses from Operating Activities exceeds Total Revenues from Operating Activities during the reporting period due to the pre-payment by funding partners in 2010–11 for the Economic Significance Study which was finalised in 2011–12.
35 ALPINE RESORTS CO-ORDINATING COUNCIL
Note 5: Cash and cash equivalents Cash at end of the year, as shown in the Cash Flow Statement, is reconciled to the related items in the Balance Sheet as follows:
2012 2011 $ $
Cash at Bank 3,884 3,678
Cash Investments 91,441 176,335
Cash at Bank and on hand 95,325 180,013
Note 6: Receivables
2012 2011 $ $
GST Receivable 46,057 31,709
Accrued Revenue 108 393
Debtors – 51,371
Total 46,165 83,473
Note 7: Payables
2012 2011 $ $
Trade creditors and accruals 9,814 9,842
Total 9,814 9,842
Note 8: Reconciliation of net result from operating activities to net cash flows from operating activities
2012 2011 $ $
Comprehensive Result (121,968) 109,610
Change in operating assets and liabilities
(Increase) Decrease in Receivables 37,307 (45,213)
(Increase) Decrease in Prepayments –
Increase (Decrease) in Unearned income (20,000)
Increase (Decrease) in Payables (27) 829
Net Cash Inflow/(Outflow) from Operating Activities (84,688) 45,226
36 FINANCIAL report 2011–2012
Note 9: Lease commitments As at 30 June 2012 there were no operating or financial lease commitments (2011: $Nil).
Note 10: Commitments As at 30 June 2012 there were no future expenditure commitments by Council (2011: $Nil).
Note 11: Contingent assets and liabilities As at 30 June 2012 there were no contingent assets or liabilities. (2011: $ Nil).
Note 12: Superannuation The Council contributes in respect of the Council members to the following superannuation schemes:
Type of Scheme 2012 2011 $ $
Australian Retirement Fund Accumulation 420 1,260
Legal Industry Superannuation Fund Accumulation 840 1,260
Powell Superannuation Fund 1,080 1,260
Vic Super Accumulation 1,890 1,995
Vision Super Accumulation 630 630
R&B Spargo Superannuation Accumulation 420 –
KML Super Accumulation 420 –
TIBMIN Superannuation Accumulation 420 –
Total Contribution to all funds 6,120 6,405
There are no unfunded liabilities associated with the above schemes as they are accumulation schemes. The employer contribution rate to these schemes is 9% of salary. There are no loans from any of the above funds to the Council as at 30 June 2012 (2011: $Nil). At 30 June 2012 there were no outstanding amounts owed to the Superannuation Funds (2011: $Nil).
37 ALPINE RESORTS CO-ORDINATING COUNCIL
Note 13: Responsible persons and related party disclosures i) Responsible Persons The names of the persons who were responsible persons at any time during the financial year were: Responsible Minister The Hon Ryan Smith MP Minister for Environment and Climate Change Council Members Mr D Powell, Chairperson Mr M Anderson Mr R Booth Ms J Dixon Ms N Feeney Ms J Hutchison (28 October 2011 to 30 June 2012) Mr L Kern (1 July 2011 to 27 October 2011) Ms K Lavey (28 October 2011 to 30 June 2012) Mr L Phillips Mr G Provis (1 July 2011 to 27 October 2011) Mr R Spargo (28 October 2011 to 30 June 2012) Prof J Stanley (1 July 2011 to 27 October 2011) Accountable Officer Mr S Daugherty (9 January 2012 to 30 June 2012) Mr A Shilton (acting from 8 July 2011 to 8 January 2012) Mr B Miles (1 July 2011 to 7 July 2011)
38 FINANCIAL report 2011–2012
ii) Remuneration The remuneration received or due and receivable by the Responsible Persons in connection with the management of the Council during the reporting period was:
2012 2011 $ $
74,123 77,572
The number of Responsible Persons whose remuneration from the Council was within the specified bands are as follows:
2012 2011 No. No.
$0 – $9,999 11 8
$10,000 – $19,999 1 1
The relevant amounts relating to the Minister are reported separately in the Financial Statements of the Department of Premier and Cabinet. The remuneration of the Accountable Officer is as follows:
2012 2011 No. No.
$120,000 – $129,999 – 1
$100,000 – $119,999 – –
Less than $100,000 3 –
2012 2011 No. No.
FTE 1 1
The ARCC had three Accountable Officers during the course of the year that were each paid less than $100,000. The amounts paid to the Accountable Officer are paid by the Department of Sustainability and Environment which is reimbursed by the Council. The salary for the Accountable Officer is included in Administrative Services paid to the Department of Sustainability and Environment disclosed in note 4. iii) Other Related Party Transactions The Contribution Payments in Note 1(c) and 3 are related party transactions. Other than those transactions, there are no other related party transactions to disclose. iv) Executive Remuneration There were no executive officers other than those disclosed under Responsible Persons.
39 ALPINE RESORTS CO-ORDINATING COUNCIL
Note 14: Financial instruments Interest Rate Exposure The Council’s exposure to interest rate risk and the effective weighted average interest rate for each class of financial assets and liabilities is set out in the table. The Council considers that the impact of changes in interest rates is not material.
Fixed Interest Maturing In
Floating 1 year or Over 1 to 5 More than Non- Total Interest less years 5 years Interest Rate Bearing
Notes $ $ $ $ $ $
30 JUNE 2012
Cash and cash equivalents 5 95,325 95,325
Receivables 6 108 108
Total 95,325 108 95,433
Weighted Average Interest Rate 3.27%
Financial Liabilities
Payables 7 9,814 9,814
Total 9,814 9,814
30 JUNE 2011
Cash and cash equivalents 5 180,013 180,013
Receivables 6 51,763 51,763
Total 180,013 51,763 231,776
Weighted Average Interest Rate 3.5%
Financial Liabilities
Payables 7 9,842 9,842
Total 9,842 9,842
Note: The Financial Instruments table excludes statutory taxes such as GST receivable.
40 FINANCIAL REPORT 2011–2012
41 ALPINE RESORTS CO-ORDINATING COUNCIL
42 FINANCIAL REPORT 2011–2012
Appendix
Alpine resorts strategic management Method plans 2010–2011 monitoring report* This Monitoring Report analyses and compares actions Context contained in endorsed SMPs to actions recorded in the relevant ARMB annual report for 2010–2011. The SMPs The Council has a statutory responsibility to monitor consist of a series of actions the ARMBs have committed the development and implementation of endorsed to and address the six strategic directions articulated Alpine Resort Strategic Management Plans (SMPs). in the Alpine Resorts 2020 Strategy. These are: Climate The Minister for Environment and Climate Change Change, Resort Use and Visitation, Development of the endorsed the Falls Creek, Mount Hotham and Mount Resorts, Vibrant Resorts, Environmental Management Buller & Mount Stirling SMPs in June 2007. The Mount and Stewardship of Public Land. Baw Baw SMP was endorsed in 2011 and has yet to be Individual SMP actions are described as ‘progress implemented, for this reason it is not included in this reported’, where an action has been reported but is report. The Alpine Resort Management Board of Lake not completed, ‘action completed’, where an action Mountain has also prepared a SMP; but to date, it has has been reported as complete or ‘not reported’ not been endorsed. where the annual report is silent. The 2010–2011 Annual Reporting cycle is the fourth Each ARMB was offered the opportunity to provide a year the Alpine Resorts Co-ordinating Council (ARCC) comment on their Monitoring Report. has had the opportunity to report on the Alpine Resorts Management Boards (ARMBs) progress Analysis in implementation of their endorsed SMPs. During Overview of all endorsed this period, the ARMBs continued to work towards Strategic Management Plans fulfilling the vision and strategic actions outlined Figure 1 shows the percentage of all SMP actions in their SMPs. This report details the progress the that have been reported as underway, completed ARMBs have made since the first SMP monitoring or not reported. It can be seen that over half the report prepared in 2009. total number of SMP actions have been reported on within the ARMB’s 2010–2011 annual reports. The higher percentage of actions completed compared to previous years can be attributed to the completion of the five year SMP.
Figure 1 SMP Actions Reported to October 2011, by percentage of total.
Falls Creek
Mt Hotham
Mt Buller & Mt Stirling
0% 10% 20% 30% 40% 50%60% 70%80% 90%100%
Progress reported Action completed Not reported
*The reporting cycle for Alpine Resort Management Boards is from 1 November until 31 October, in the following calendar year.
43 ALPINE RESORTS CO-ORDINATING COUNCIL
Figure 2 shows the total number of SMP actions the ARMBs have committed to and their progress towards achieving those actions. Progress has been reported and actions completed for all six strategic directions indicating the ARMBs have implemented many of the actions defined in theAlpine Resorts 2020 Strategy.
Figure 2 SMP Actions Reported to October 2011, by total number.
Stewardship of public land
Environmental management
Vibrant resorts
Development of the resorts
Resort use and visitation
Climate change
0102030 40 50 60 70 80 90
Total number of SMP actions
Progress reported Action completed Not reported
A large number of SMP actions are identified as ‘progress reported’ and ‘not reported’ across all resorts. This is because a number of SMP actions describe environmental projects or actions to develop stakeholder relationships or other long-term projects that are either ongoing or which are scheduled to conclude after the five year SMP reporting period has ended. Other actions previously reported as complete and not mentioned in subsequent years are marked as ‘not reported’. Irrespective of the level of activity undertaken, such actions are unlikely to ever achieve the status of ‘action completed’.
44 FINANCIAL REPORT 2011–2012
Falls Creek Alpine Resort Management Board Figure 3 shows the progress the Falls Creek ARMB has made towards delivering their endorsed SMP actions against the six Strategic Directions defined in theAlpine Resorts 2020 Strategy. Falls Creek exhibited a large number of completed resort development actions and has the highest percentage of reported actions in total at 70%.
Figure 3 Falls Creek – Reported SMP Progress to October 2011.
Stewardship of public land
Environmental management
Vibrant resorts
Development of the resorts
Resort use and visitation
Climate change
010203040
Total number of SMP actions
Progress reported Action completed Not reported
ARMB comment: The Falls Creek ARMB is pleased to report on establish its credentials as a world class altitude its progress against the Falls Creek Strategic training destination (having hosted numerous leading Management Plan. During the period of review, athletes and sporting franchises in the Resort over the Falls Creek has implemented a range of initiatives last 12 months). Additionally, the ARMB has developed addressing key strategic issues and supporting a business case to establish an activity base on the the Resort’s desire to improve the overall guest Rocky Valley Lake and to expand the Resort’s road experience. Our efforts recognise the significant cycling potential. economic contribution made by the Resort during Most importantly in 2011, the ARMB finalised and is the Snow Season, our unique potential to develop a now progressively implementing, its cutting edge successful green season operation, our desire to drive Biodiversity Management Strategy to protect and improved delivery of services and a commitment to enhance the key ecological value of the Resort. increase the safety of all guests. Additionally, a major review of the Resort Master Our wealth of natural attributes continues to Plan has been instigated to better support the underpin the Resort’s pursuit to develop into a existing business/investment base of Falls Creek, to viable and successful all year round destination. plan for long term infrastructure needs, address the This development strategy is not only considered activity base of a changing market and evaluate key necessary in order to manage the risks associated community needs within the Resort. with climate change but practical given the natural Many actions contained in the Falls Creek SMP require potential of Falls Creek. significant relationship building and will remain as The Falls Creek ARMB has identified the need to shift ‘progress being made’ through the life of the SMP. the Resort’s green season focus from an events based These actions continue to underpin the significant strategy to an activity based strategy (augmented progress being made by the Board. by key summer events). To this extent, the ARMB Finally, the Falls Creek ARMB appreciates being is pleased to report on the successful initial staged involved in the development of the new Victorian rollout of its mountain bike and walking trail project, Alpine Resorts Strategy 2012. We equally look partially funded by Regional Development Victoria. forward to developing the next Falls Creek Strategic The ARMB has also taken considerable steps to Management Plan in 2013.
45 ALPINE RESORTS CO-ORDINATING COUNCIL
Mount Buller and Mount Stirling Alpine Resort Management Board Figure 4 shows the progress the Mount Buller & Mount Stirling ARMB has made towards delivering their endorsed SMP actions against the six Strategic Directions defined in theAlpine Resorts 2020 Strategy. Mount Buller & Mount Stirling has the largest number of SMP actions at 144. The majority of its SMP actions are in the ‘Development of the Resorts’ and ‘Resort Use and Visitation’ strategic directions. 55 actions in total were marked as completed in 2010–2011, with 22 within the ‘Resort Use and Visitation’ strategic direction.
Figure 4 Mount Buller and Mount Stirling – Reported SMP Progress to October 2011.
Stewardship of public land
Environmental management
Vibrant resorts
Development of the resorts
Resort use and visitation
Climate change
0510 15 20 25 30 35 40 45 50
Total number of SMP actions
Progress reported Action completed Not reported
ARMB comment: In July 2011 the Resort Master Plan (RMP), received in The objectives identified in the SMP are consistent principle support from the Minister for Environment with the Mount Buller and Mount Stirling ARMB’s and Climate Change and the Minister of Planning. The 2009 - 2012 Corporate Plan, which outlines a three- RMP will augment the ARMB’s successful performance, year vision for the management, development and guiding future development that is economically use of the Resorts in an environmentally sustainable feasible and environmentally sustainable. manner. As this is the conclusion of the five year SMP The Board welcomes the new Victorian Alpine Resorts period, the number of completed actions has grown Strategic Plan 2012 and developing the next Mt Buller with many achievements met from the large number Strategic Management Plan. of ambitious goals set by the ARMB. 2010–2011 saw an expanded summer events and activity schedule, completion of the mountain bike trail network and several substantial capital works that focussed on improving the public amenity. Strong environmental management saw the ‘Living Bin’ Program continue to expand throughout the mountain’s private and commercial properties.
46 FINANCIAL REPORT 2011–2012
Mount Hotham Alpine Resort Management Board Figure 5 shows the progress the Mount Hotham ARMB has made towards delivering their endorsed SMP actions against the six Strategic Directions defined in theAlpine Resorts 2020 Strategy. Mount Hotham has the lowest number of total actions at 42 with only one quarter of actions not reported. The ARMB has completed 11 SMP actions which is a significant increase from previous years.
Figure 5 Mount Hotham – Reported SMP Progress to October 2011.
Stewardship of public land
Environmental management
Vibrant resorts
Development of the resorts
Resort use and visitation
Climate change
0246810
Total number of SMP actions
Progress reported Action completed Not reported
ARMB comment: The goals and strategies in the Board’s SMP have been The new Alpine Resorts Strategic Plan 2012 will based on a five year horizon taking us up until 2012. allow the resort to continue to grow through the Many actions are now completed with others planned implementation of a fresh set of actions that will to continue beyond the five year period. The increase provide a framework from which ARMB will develop in completed actions is testament to the ARMB, its next SMP. management team and staff who are committed to delivering best practice outcomes for the resort. The ARMB made strong progress in projects that will improve the village amenity and lead the way forward in achieving environmental planning objectives,. The implementation of new and innovative technology to improve the Mt Hotham visitor experience was a key highlight; the new resort entry system - Alpine Easy Access - and SMS resort updates has been extremely well received by visitors. Capital works have improved resort infrastructure and facilities including an upgraded recycling waste management and processing facility.
47 ALPINE RESORTS CO-ORDINATING COUNCIL
Disclosure Index – Report of operations
The annual report of the Council is prepared in accordance with all relevant Victorian legislations and pronouncements. This index has been prepared to facilitate identification of the Council’s compliance with statutory disclosure requirements.
Legislation Requirement Page No. MINISTERIAL DIRECTIONS Report of Operations Accountable Officer’s declaration SD 4.2(j) Sign off requirements 1 Charter and purpose FRD 22C Objectives, functions, powers and duties 12 FRD 22C Manner of establishment and responsible Minister 12 FRD 22C Nature and range of services provided 13 Financial information FRD 22C Operational and budgetary objectives 4 & 11 FRD 22C Summary of the financial results 11 FRD 22C Major changes or factors affecting performance 11 FRD 22C Subsequent events 11 FRD 22C Significant changes in financial position during the year 11 Governance and organisational structure FRD 22C & SD2.2(f) Organisational structure 14 FRD 22C Occupational health and safety policy 19 FRD 22C Employment and conduct principles 19 FRD 29 & 22C Workforce Data disclosures 18 FRD 15B Executive officer disclosures 20 Financial and other information FRD 10 Disclosure index 48 FRD 25 & 22C Victorian Industry Participation Policy disclosures 23 FRD 22C Details of consultancies in excess of $10,000 20 FRD 22C Details of consultancies under $10,000 20 FRD 12A Disclosure of major contracts 21 FRD 22C Application and operation of Freedom of Information Act 1982 22 FRD 22C Compliance with Building Act 1993 20 FRD 22C Statement on National Competition Policy 23 FRD 22BC Application and operation of the Whistleblowers Protection Act 2001 21 FRD 24C & 22C Reporting of office-based environmental impacts 23 FRD 22C Statement of availability of other information 20 SD 4.5.5 Risk management compliance attestation 24 SD 4.2(g) General information requirements Entire document
48 FINANCIAL REPORT 2011–2012
Legislation Requirement Page No. Legislation Alpine Resorts (Management) Act 1997 12 Building Act 1983 20 Financial Management Act 1994 1 Freedom of Information Act 1982 22 Whistleblowers Protection Act 2001 21 Victorian Industry Participation Policy Act 2003 23 Print and design FRD 30 Standard requirements for the design and print of annual reports Entire document
49 ALPINE RESORTS CO-ORDINATING COUNCIL
Disclosure Index – Financial report
Legislation Requirement Page No. Financial Report Financial statements required under Part 7 of the FMA SD 4.2(a) Statement of Changes in Equity 28 SD 4.2(b) Operating Statement 26 SD 4.2(b) Balance Sheet 27 SD 4.2(b) Cash Flow Statement Other requirements under Standing Directions 4.2 SD 4.2(c) Compliance with Australian accounting standards and other authoritative pronouncements 30 SD 4.2(c) Compliance with Ministerial Directions 30 SD 4.2(d) Rounding of amounts 31 SD 4.2(c) Accountable officer’s declaration 25 SD 4.2(f) Compliance with Model Report Other disclosures as required by FRDs in notes to the financial statements FRD 9A Departmental disclosure of administered assets and liabilities n/a FRD 11 Disclosure of ex-gratia payments n/a FRD 13 Disclosure of parliamentary appropriations n/a FRD 21A Responsible person and executive officer disclosures 38 FRD 102 Inventories n/a FRD 103D Non-current physical assets n/a FRD 104 Foreign currency n/a FRD 106 Impairment of assets n/a FRD 109 Intangible assets n/a FRD I07 Investment properties n/a FRD 110 Cash flow statements 29 FRD 112C Defined benefit superannuation obligations n/a FRD 113 Investments in subsidiaries, jointly controlled entities and associates n/a FRD I14A Financial instruments – General Government Entities and public non-financial corporations 40 FRD 119 Contributions by owners n/a
50 ANNUAL REPORT 2011–2012
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52 Cover: 300gsm Revive Laser Text: 140gsm Revive Laser is Published by Alpine Resorts Designed by haildesign.com.au is 70% Recycled, and Certified 100% Recycled, and Certified Coordinating Council, Printed by Bambra Press Carbon Neutral by the DCC&EE Carbon Neutral by the DCC&EE Melbourne, Victoria under the National Carbon under the National Carbon September 2012. Cover Photo: Mount Buller & Offset Standard (NCOS), Revive Offset Standard (NCOS), Revive Copyright State of Victoria 2012. Mount Stirling Alpine Resort Laser also supports Landcare Laser also supports Landcare This publication is copyright. Management Board Australia. Made in Australia by Australia. Made in Australia by No part may be reproduced an ISO 14001 certified mill. No an ISO 14001 certified mill. No by any process, except in ISSN 1838-3866 chlorine bleaching occurs in the chlorine bleaching occurs in the accordance with the provisions recycling process. recycling process. of the Copyright Act 1968.