6. Challenges and actions Climate change 1919

6.1 Climate change 6.1.2 Impact of climate change on 6.1.3 Observed alpine trends since 1950 snow conditions Strategic direction A weak decline in maximum snow depths is The enhanced greenhouse effect has the Resorts will remain committed to a snow evident at three of the four Australian alpine potential to reduce snow cover in the sites for which approximately 50 years’ data tourism industry and proactively plan for Australian Alps. However the large annual the impacts of climate change. are available (Spencer’s Creek, Deep Creek, variability in snow season characteristics Three-Mile Dam in NSW and Rocky Valley makes it difficult to detect trends. The likely impact of climate change on Dam near Falls Creek). The decline in snow snow cover in Victoria has been uncertain. depths for August and September seen at To update and improve the understanding three of the sites may be the result of warmer A recent CSIRO report detailed below of this issue, a partnership consisting concludes that Victoria’s larger resorts will be temperatures reducing the snow to rainfall of Commonwealth, NSW and Victorian ratio and increasing the snow melt rate. able to manage the impacts of climate change government agencies, together with industry and continue to offer snow based recreation (the Australian Ski Areas Association) was Over the past 35 years, warming appears until at least 2020. formed in 2002 to fund a CSIRO assessment to have been greater at the lower alpine and modelling of Climate change impacts on elevations. The trends suggest that 6.1.1 Global warming snow conditions in Australia (2003). precipitation in alpine areas increased over The greenhouse effect is a natural process. the past 50 years in the NSW Alps and Without greenhouse gases the surface of the The aims of the study were to: decreased in the Victorian Alps, consistent earth would be about 33ºC cooler and life as • Improve the understanding of the impacts with Victoria experiencing lower than we know it would not exist. of past and future climate change on expected rainfall for the last six years. natural snow cover in Australia. Since the Industrial Revolution however, • Improve CSIRO’s climate model’s human activities have increased the performance at low altitude sites as today’s levels of the main greenhouse gases in low altitude sites may be analogous with the atmosphere. higher elevation sites in the future. • Assess the role of snow making in The Intergovernmental Panel on Climate countering projected changes in Change (IPCC) has concluded that an snow conditions. increasing body of observations gives a collective picture of a warming world and other changes in the climate system.

During the past 100 years, the world’s average temperature has risen by 0.6ºC (±0.2ºC), with 1998 being the warmest on record, 2002 the second warmest and the 1990s being the warmest decade. Challenges and actions have been developed for each Statement of Strategic Direction to achieve this Strategy’s vision. For each action an agency has been Other changes include a 10 to 20 cm rise identified to be primarily accountable for its implementation. These are listed in sea level since 1900, warming of both before each action as the ‘Lead Agent’. The other major stakeholders with an the deep ocean and the lowest 8 km of the interest or responsibility in a specific action are listed as ‘Partner/s’ under the atmosphere, and a reduction in snow cover Lead Agent. Only the acronyms for each body are listed. and the area of sea ice. Their full names are as follows:

ARCC – Alpine Resorts Coordinating Council CSIRO concludes that ARMB – Alpine Resort Management Board with sufficient investment DSE – Department of Sustainability and Environment BART – Board of Alpine Resorts Tourism in snow making, the TV – Tourism Victoria Australian ski industry will PV – Parks Victoria be able to manage the RCHP – Regional Cultural Heritage Program SEAV – Sustainable Energy Authority Victoria projected impact of climate change until at least 2020. It is also important to note that not all bodies involved in each action are listed, and many, particularly the resort and broader communities, have a vital role in these actions. 6.Challenges Challenges and and actions actions Climate change 2211

6.1.4 Future low and high impact scenarios The high impact scenario would have a greater 6.1.7 Conclusions CSIRO has computed the changes in snow effect on peak snow depth for lower elevations CSIRO concludes that with sufficient conditions for 2020 and 2050 under two than for higher elevations. There is also a investment in snow making, the Australian ski different scenarios, ‘low impact’ and tendency for the time of maximum snow industry will be able to manage the projected ‘high impact’. depth to occur earlier in the season under impact of climate change until at least 2020. 150 warmer conditions - about 20 days earlier than The low impact scenario used: today. Specific projections for each Victorian 120 Challenges • The lowest projected warming. resort are contained in the graphs on the facing • By 2020, climate change is likely to have • Combined with the highest estimate of page. Note that data for Mount Stirling was 90 a small impact on snow cover at high precipitation from the CSIRO data. incorporated into the graph for Mount Buller. elevation resorts (Mount Hotham, Falls 60 The high impact scenario used: Creek, Mount Buller and Mount Stirling). • The highest projected warming. 30 6.1.6 Snow making • By 2020, climate change may have a more • Combined with the lowest expected Snow making is widely used throughout the significant impact on snow cover at Mt Baw 0 precipitation. world to supplement natural snow cover on Baw and Lake Mountain. Today’s best science concludes that neither heavily used or low elevation ski runs and lift access areas. Wind traps, snow fences and scenario is more or less likely, only that each is Actions currently equally probable. grooming are also important tools for creating and placing snow in the right location. Lead Agent: ARMBs Partner/s: Ski lift companies There is however, very high confidence • The large higher altitude resorts of (95% or greater) that: Greenhouse warming over the coming decades Mount Hotham, Falls Creek and Mount • The low impact scenarios will is likely to see the increased use of snow Buller will facilitate further investment in be exceeded. making at ski resorts. The future capacity for snow making infrastructure to enhance • The high impact scenarios will not snow making will be influenced by: 42 natural snow cover. 100 be exceeded. • Improvements in snow making technology. 35 • Fewer hours with temperatures cold • The lower altitude resorts will make 80 smaller investment in snow making Results for 2020 are of greatest relevance enough for making snow. 28 infrastructure, focusing on snow play 60 for current planning and future management • Less natural snow cover. and maintenance of ‘high wear’ ski 21 of both ski resorts and sites of biological • Faster melting of snow. 40 trail areas. 14 significance due to the smaller range of • Access to water. • All resorts will make the best use of local uncertainty in the projected changes in 20 7 conditions such as frost hollows and cold temperature and precipitation. Projections CSIRO’s snow model was used on data from air drainage areas to maximise snow 0 0 to 2050 are less instructive as the range 1950 to 1998 to estimate how much snow making opportunities. between the two equally probable making was needed to achieve the snow scenarios is very broad. depth profiles described for several alpine resorts. Allowance was made for natural Lead Agent: ARMBs snowfall, snow melt and the pre existing • Mount Stirling will continue to offer 6.1.5 CSIRO projections natural snow depth. cross country skiing and year round nature based recreation, tourism and CSIRO’s snow model has provided site education. specific projections for each alpine resort Results have been expressed as the number

and selected regions of biological significance. of snow making guns required to achieve Lead Agent: ARCC At all sites the low impact scenario had only the target profile over a typical ski run in • Review climate change research as part a minor impact on natural snow conditions 90% of future months of June - the month 150 40 of the 5 year review of the Strategy. in 2020, with the average season decreasing when snow making is most needed. The 120 32 by about five days. Reductions in peak snow target profile is the amount of snow needed depths are usually less than 10% but can be to operate a ski run and differs for each 90 24 larger at lower sites such as Mount Baw Baw run depending on variables such as grade, and Lake Mountain. steepness, aspect and vegetation cover. 60 16

30 8 The high impact scenario would see a Potential impacts from increased snow decrease in the average season of between making include alterations to catchment 0 0 20 and 30 days by 2020 depending on altitude. flow regimes and water quality. This topic is At higher sites, this represented a reduction of dealt with in further detail in section 6.5.4. about 25%, while at lower sites the reduction may be more significant (up to 75%). Impacts on peak depth follow a similar pattern. 6. Challenges and actions Resort use and visitation 2323

6.2 Resort use and visitation 6.2.2 Leisure trends 6.2.3 Demographic trends Actions 6.2.5 Non winter visitation Mount Stirling is the only Victorian alpine Increasingly, alpine resorts compete for Population growth in Victoria has the Lead Agent: BART Conservative estimates of summer visitation resort to experience greater visitation over the Strategic direction visitation against other Victorian, NSW or potential to boost visitation but is likely to Partner/s: TV, ARCC suggest that it has at least doubled over the non winter season than during winter. Alpine resorts will provide high quality New Zealand alpine destinations and the be offset by an ageing of the population. • Explore opportunities to stimulate last decade. Accurate figures are problematic Anecdotal evidence from ARMBs and resort experiences, facilitating safe access to broader travel and recreation industry. Surveys suggest that while the proportion winter visitation through investigation and the overall numbers remain small relative operators indicates that promotion of the Victoria’s broader alpine environment for of snow visitors engaged in active skiing of new markets and converting new to winter visitation. Non winter visitation non winter attractions of the alpine resorts recreational use through both the winter The following projected leisure trends will reduces with age, there remains a reasonable winter visitors into regular winter is, however, an opportunity to broaden the through events and other marketing is raising and non winter seasons. have an influence on future visitation to proportion of older people engaged in cross visitors. appeal of the resorts and maintain their long the profile of the resorts and that non the resorts: country skiing and other snow activities. • Grow the winter market for the term viability. winter visitation in recent years has grown • Participation in adventure travel and overall benefit of Victoria’s alpine noticeably. The ‘Summer In The High Country’ 6.2.1 The resort experience adventure sports will grow, particularly industry by targeting market segments Table 6.1 summarises estimated non winter marketing campaign and the sealing of the The Victorian alpine resorts are gateways to among the younger generation. 6.2.4 Winter visitation with the highest growth potential. visitation at each of the resorts compiled from Great Alpine Road touring route have both the alpine country, providing recreational • People will increasingly seek holiday The major driver of resort vitality is winter a range of information sources including the had positive effects. opportunities all year round. Snow experiences which allow an escape from visitation. Between 1980 and 2000 total Lead Agent: ARMBs ARMBs and traffic count information. related activities include downhill skiing, urban life and demand for travel to winter visitation was generally in the range of Partner/s: BART, ARCC Some resorts are better placed to offer certain snowboarding, cross country skiing and wilderness areas will increase. 600,000 to 800,000 visitors and 1,100,000 • Provide a marketable product for a activities or attractions than others. snow play. • There is a move toward shorter (perhaps to 1,250,000 visitor days. Peaks of 900,000 maturing population. Table 6.1: Identifying each resorts’ unique assets will more frequent) holidays. visitors or approximately 1,500,000 visitor Resort visitation help to develop their own niches in both the During the non winter season recreational days occur during very good seasons. Lead Agent: BART 1999–2000 non winter estimate winter and non winter markets rather than uses include bushwalking, nature study, The first two trends identified may result in Partner/s: ARCC attempting to provide the same experience Mount Hotham 102,000 mountain bike riding, horse riding and increased visitation not only in winter but Figures 6.1, 6.2 and 6.3 show winter • Increase market share of at all resorts. In NSW, Thredbo runs a very attendance at festivals and events. also outside the winter season as demand visitation over the last two decades. interstate visitors. Falls Creek 101,000 successful summer program of activities for ‘nature based’ holidays increases. • Continue to grow the Melbourne Mount Buller 133,000 including bobsledding, chairlift rides, Resorts provide safe, accessible facilities and The level of winter visitation correlates market. abseiling and mountain bike riding. Thredbo’s Mount Stirling 67,000 services for those visiting and living in the The resorts will need to maintain their strongly with the quality of snow cover at summer visitation tops 300,000 people from alpine region. This includes a diverse range competitiveness against interstate and each resort. Having regard to these inter- Lead Agent: ARCC Lake Mountain 65,000 November to May. of accommodation, restaurants and cafes, overseas destinations (for alpine and other seasonal variations, winter visitation has been Partner/s: ARMBs Mount Baw Baw 11,000 information services and recreational activities. recreational pursuits) as these become flat for the last two decades. • Continue to improve the quality of Increasing the number of permanent more affordable to the potential market. the winter experience offered to residents at the larger resorts is a strategy The above is not unique to Victoria but is part visitors by adding variety and quality which offers to build community and resort of a worldwide trend in snow sports. In spite of product for all ages. viability. Larger permanent populations of the introduction and growth of new sports • Develop and implement benchmarking support services such as schools, health like snow boarding, stable visitation suggests processes that measure customer care and police. that the industry is mature. satisfaction.

Lead Agent: ARCC Challenges Partner/s: ARMBs • Maintain an attractive winter • Undertake key research initiatives recreation experience under changing to assist in appraising product market conditions. development, delivery and the • Grow the winter market for the effectiveness of marketing initiatives. overall benefit of the industry. • Maintain and enhance the customer perception of the winter experience. The Victorian alpine resorts are gateways to the alpine country providing recreational opportunities all year round. Snow related activities include downhill skiing, snowboarding, cross country skiing and snow play. Figure 6.1 Winter Visitation 1980 - 2003 Visitor Days Visitors Figure 6.1 Winter Visitation 1980 - 2003 1500Visitor Days Visitors

1200 1500 900 1200

Visitors ('000s) 600 6. Challenges and actions 900 300 Visitors ('000s) 600 2255 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Resort use and visitation 300 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Figure 6.2 Winter Visitation Numbers by Resort 1985 - 2003 Mt Buller Falls Creek Lake Mtn Challenges Actions Lead Agent: ARMBs Figure 6.2 Winter Visitation Numbers by Resort 1985 - 2003 • Increase awareness of opportunities for Lead Agent: BART • Identify and strengthen local assets, Mt Hotham Mt Baw Baw Mt Stirling year round holidays in the alpine regions. Partner/s: TV, ARMBs attractions and environmental Mt Buller Falls Creek Lake Mtn features likely to attract sustainable • Develop a greater understanding of • Develop an integrated marketing 350 non winter visitation – visitor needs, approach to attract visitation in the non winter visitation. Mt Hotham Mt Baw Baw Mt Stirling 300 expectations and barriers. non winter period. • Develop resort specific strategies to attract non winter visitation. • Become attractive destinations for winter 350250 and summer visitors. Lead Agent: ARCC 300200 • Allow sufficient ‘down time’ for Partner/s: ARMBs, BART Lead Agent: ARMBs 150 recovery and maintenence of ecological • Undertake market research into Partner/s: PV 250 communites and processes, especially visitor needs, expectations and • Work with Parks Victoria and other 200100 land managers to improve and Visitors ('000s) after heavy winter use. barriers to visitation. 15050 capitalise on linkages to adjoining • Generate sufficient financial resources to • Undertake a product inventory to 0 National Parks. 100

fully optimise and develop product and enhance year round use and inform Visitors ('000s) 50 market opportunities. product development. 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 • Build and promote unique attractions and 0 niche markets for each resort.

• Provide summer product (activities and 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 attractions) for visitors. • Offer summer activities that are unique alpine dependent experiences. • Attract permanent populations to the Figure 6.3 Winter Visitation Days by Resort 1985 - 2003 larger resorts in order to underpin year Figure 6.1 Winter Visitation 1980 - 2003 round activity. Mt Buller Falls Creek Lake Mtn Visitor Days Visitors Figure 6.3Mt WinterHotham Visitation DaysMt Bawby Resort Baw 1985 - 2003Mt Stirling Mt Buller Falls Creek Lake Mtn 1500 600 Mt Hotham Mt Baw Baw Mt Stirling 1200 500 400600 900 300500

Visitors ('000s) 600 200400 Visitor Days ('000s) 100300 300 2000 Visitor Days ('000s) 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 100 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 0

Figure 6.2 Winter Visitation Numbers by Resort 1985 - 2003 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Mt Buller Falls Creek Lake Mtn Mt Hotham Mt Baw Baw Mt Stirling

350 300 250 200 Conservative estimates of 150 summer visitation suggest 100 Visitors ('000s) that it has at least doubled 50 0 over the last decade. 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003

Figure 6.3 Winter Visitation Days by Resort 1985 - 2003 Mt Buller Falls Creek Lake Mtn Mt Hotham Mt Baw Baw Mt Stirling

600 500 400 300 200 Visitor Days ('000s) 100 0 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 6. Challenges and actions Development of the resorts 2727

6.3 Development of the resorts 6.3.2 Accommodation 6.3.3 Access Actions 6.3.4 Disability access Challenge Strategic direction The opportunity to stay above the snow line is The resorts provide easy access to the alpine Lead Agent: VicRoads Visitors with disabilities, their families and • Provide four season universal access to The resorts will enhance the visitor an experience not offered by Australia’s alpine region on high standard roads. Factors to be Partner/s: ARMBs friends enjoy the Alps and the resorts year resort accommodation and infrastructure experience by providing attractive, tourism competitors, such as New Zealand. considered include traffic capacity, alignment • Ensure that the most effective and round. Access to accommodation and facilities for visitors with disabilities. ecologically sustainable mountain villages standard, overtaking opportunities, route efficient management arrangements requires good design to cater for these that have local character and a distinct Accommodation in Victoria’s alpine resorts signage, traveller information about road are in place for safe operation and groups, particularly during the snow season. Actions is a mix of styles, including commercial conditions, snow clearing and de-icing maintenance of access roads through The Commonwealth Disability sense of place in the landscape. Lead Agent: ARMBs premises, apartments, hotels and club lodges. operations, chain fitting areas, scenic their declaration as Arterial Roads. Discrimination Act 1992 aims to ensure Partner/s: DSE Alternative accommodation is also available in lookouts and rest areas. As the resorts are • Optimise effective and efficient that persons with disabilities have the same • Ensure statutory obligations to provide 6.3.1 Village design the sub alpine towns and valleys. tourist destinations of statewide significance, snowclearing and de-icing operations rights to equality (including access) as the access to people with disabilities are access to them is most appropriately to provide safe and reliable access that rest of the community. Improvements to the physical attractiveness met for all public facilities. The ongoing economic viability of the resorts managed within the framework of the minimises traffic delays. and urban character of resort villages is an • Encourage private site holders to will rely on maintaining year round diversity in statewide road network. • Ensure that road infrastructure is The forecast ageing of the Australian opportunity to increase visitation, especially make provision for disability access. accommodation types and pricing. maintained in a fully serviceable population in coming years will potentially during the non winter season. • Undertake audits of the buildings and Air services are also available via Albury and condition to enable provision of increase the number of people with mobility facilities at the resorts to determine A supply of affordable accommodation is direct flights link capital cities and Mount uninterrupted and safe access to related disabilities visiting alpine regions. In recent years resorts have begun to which are available for access by people also important to build a greater permanent Hotham though the airport at Horsehair Plain. the resorts. The resorts need to recognise and meet this work with and capitalise on the distinctly with disabilities. Australian mountain landscape in which population in the resort villages. Bus transport links provide alternative means growing segment of the market. of travelling to the resorts. Lead Agent: ARCC The development of an Access and they sit. Lead Agent: ARMBs Partner/s: ARMBs Inclusion Plan is a process that is available Challenges Partner/s: Resort booking services Improvements to the standard of road access • Facilitate the improvement of entry, to resort management to achieve universal • Maintain a broad range of affordable • Ensure accommodation booking Challenges will provide touring opportunities and support road, air services and coach links. access for visitors with disabilities. and value for money accommodation in services are aware of those both winter and non winter visitation. • Strengthen each resort’s individual summer and winter. accommodation providers with Lead Agent: DSE Accommodation is currently available for character and ‘sense of place’ to create • Provide access to affordable high quality access for visitors • Introduce regulatory changes to allow those with physical disabilities. Booking more attractive built environments in both accommodation for permanent residents. Challenges with disabilities. ARMBs to equitably determine daily services need to build their knowledge of summer and winter. • Provide safe year round access to the visitor wheel chain hire requirements accommodation providers who offer this • Promote design that reflects elements of the resorts with appropriate management of Actions and the ability to charge resort entry level of access. landscape rather than intruding upon it. road infrastructure. Lead Agent: ARMBs fees on a per person basis. • Managing high traffic volumes in times of • Encourage the provision of a diverse Action peak visitation and adverse weather and range of quality accommodation in a Lead Agent: ARCC driving conditions. Lead Agent: ARMBs variety of styles, responding to changes Partner/s: VicRoads, BART • Improve signage and information on entry Partner/s: DSE in market demand. • Pursue the upgrading of roads to to resorts. • Strengthen the Alpine Resorts Planning • Investigate models of affordable facilitate the promotion of touring • Provide improved touring routes with Scheme’s design guidelines for each accommodation to attract routes through the Alps. linkages to sub alpine regions. resort to identify and promote permanent residents. individual resort character and Lead Agent: ARMBs landscape values. • Strengthen the ‘sense of arrival’ and improve visitor circulation, car parking and vehicle access within each resort.

A supply of affordable accommodation is also important to build a greater permanent population in the resort villages. 6. Challenges and actions Development of the resorts 2299

6.3.5 Safety Challenges 6.3.6 Energy efficiency 6.3.7 Wind energy 6.3.8 Resort infrastructure 6.3.9 Alpine Resorts Planning Scheme There is a broad range of safety issues • Maintain visitor safety at all times in Accommodation and other buildings in the Wind energy has an important role to ARMBs provide many services typically Development and use of land in the alpine relevant to the alpine resorts. Key factors the resorts. resorts are high consumers of energy and play in achieving a sustainable energy provided by local government such as roads, resorts is controlled by the Alpine Resorts for consideration include snow safety, road • Continue development of alpine other resources. Heating is generally required future for Victoria. rubbish collection, drainage and landscaping. Planning Scheme. It is Government policy to access, land stability and geotechnical issues, safety policies and procedures. throughout the year, even in summer, and is a set use and development limits at individual and emergency management. Given the significant cost to building managers. The benefits of wind energy development, Most ARMBs are water authorities and alpine resorts in the Planning Scheme. large number of visitors to the resorts and the Actions including reduced greenhouse pollution, also provide power, gas, emergency potentially hazardous nature of some alpine Alpine resorts are one of the first increased diversity of supply and regional response planning, street lighting and Amendments to the Alpine Resorts Planning Lead Agent: ARMBs activities, particularly during the winter, public environments to realise the impacts of climate development opportunities need to be other public amenities. Scheme are prepared by ARMBs and DSE Partner/s: Snow Safety Inc. safety remains an important management change. They have opportunities to minimise balanced with the need to protect critical on behalf of the Minister for Planning. The • Ensure public education on safe issue for all relevant parties. their contribution to global warming by environmental values. ARMBs contribute to the provision of snow Planning Scheme is therefore an important alpine practices. energy efficient design and reduced use of making infrastructure, underwriting the tool in achieving the strategic directions The ARMBs have responsibility for preparing fossil fuels. The Government has released Policy viability of the resort and its stakeholders. established in this Strategy. Lead Agent: ARCC Emergency Management Plans and and planning guidelines for development • Advocate further support for the Snow coordinating their activities with lead agencies of wind energy facilities in Victoria. This infrastructure can be considerably more For further details on administrative Safe program. Challenges such as Police, CFA, DSE and the SES to The guidelines provide a clear framework expensive to provide and operate in the arrangements, please see Appendix 1. • Share the responsibility for greenhouse ensure effective response to incidents. for the assessment of wind farm proposals. alpine areas than elsewhere due to climatic Lead Agent: ARMBs gas emissions. Many of these emergency service agencies are conditions and distance from major centres. Partner/s: ARCC • Reduce non renewable energy Challenge not able to maintain a year round presence Victoria’s alpine region has significant wind • Encourage year round presence of consumption. • Make effective use of the Alpine at the resorts due to the lack of permanent resources. However, the potential for wind ARMBs are, however, not local government police, emergency and medical services Resorts Planning Scheme to implement resident populations. energy development is constrained by a authorities, nor are they eligible for all of the at the large resorts. this Strategy. Actions number of factors. grant programs available to local government Snow Safety Inc. has been established in Lead Agent: DSE or water authorities. Lead Agent: ARMBs response to safety issues at the resorts. Snow Partner/s: ARMBs, SEAV In Victoria, commercial wind energy Actions • Update and maintain Emergency Safety Inc. is a cooperative venture of alpine • Encourage and explore how best development is excluded from all land Lead Agent: DSE Management Plans in consultation with Challenge resorts, ski lift companies and Australian practice in energy efficient design and reserved under the National Parks Act 1975. Partner/s: ARCC, ARMBs key stakeholders for each resort • Gain access to sufficient funds to government departments. It is committed to construction might be included in the • Reference the Alpine Resorts 2020 as required. provide and maintain quality services the year round safety of visitors to the Alps Alpine Resorts Planning Scheme. On public land outside of land reserved under Strategy in the State section of the and infrastructure. and has produced a Snow Safe Booklet and the National Parks Act 1975, consideration of Alpine Resorts Planning Scheme as the an Alpine Responsibility Code. Lead Agent: ARMBs wind energy developments in environmentally overarching strategic direction to guide Partner/s: ARCC, DSE, SEAV acceptable locations is subject to a Action planning decisions in the resorts. • Investigate opportunities to reduce requirement for a public tender or other Lead Agent: ARCC • Strengthen the Alpine Resorts Planning reliance on fossil fuels and explore contestable process. • Coordinate access to funding sources Scheme provisions to ensure that options to access sources of for infrastructure on an equitable both policy statements and detail sustainable energy within broader Consistent with this, land that may be basis with local government, water are consistent with, and support the environmental constraints. considered appropriate for wind energy authorities and similar agencies. implementation of the Alpine Resorts development shall be made available through 2020 Strategy. Lead Agent: ARMBs a transparent lease allocation process in line Partner/s: SEAV with the Alpine Resorts Leasing Policy. • Promote energy efficient practices by example, with commitment documented in Environmental Management Plans and the Alpine Resorts Planning Scheme.

ARMBs provide many services typically provided by local government such as roads, rubbish collection, drainage and landscaping. 6. Challenges and actions Vibrant resorts 3131

6.4 Vibrant resorts Approximately 60% of capital expenditure 6.4.3 Winter visitation and yield The distribution of spending during the non While it is likely to remain the most significant Lake Mountain and Mount Baw Baw Strategic direction (construction projects) is spent within the The average spending level of alpine resort winter season was more evenly spread than contributor, reliance on winter visitation may have recently received significant grants region with the balance being imported during the winter season when more than not sustain all resorts to 2020. Strong growth from the Victorian Government’s Regional The resorts will be vibrant economic visitors during the winter season was materials. estimated at $142 per day, ranging from $163 half of all spending was directed to the in non winter visitation offers opportunities to Infrastructure Development Fund. Mount entities making a strong contribution to resorts themselves. increase year round use and provide improved Baw Baw received $3.5m and Lake Mountain Victoria and their local regions. per day for interstate visitors to $136 per day Similarly, much of the business in sub alpine for visitors from regional Victoria. revenue streams. received $2.3m (plus an additional $1m from regions is driven by demand generated by the Challenges the State’s Expenditure Review Committee) to resorts (accommodation, restaurants, tour The resorts need to attract additional fund public infrastructure and visitor facilities. 6.4.1 Economic significance Total spending associated with winter visits • Capitalise on the growth in non operators and ski hire). investment to offer four season experiences Up to 900,000 people visit the resorts each to the resorts was calculated as $211 million, winter visitation. and broaden their market appeal. The grants are designed to reposition winter and growing numbers visit outside with spending shared between the resorts • Make more efficient use of existing Approximately 60% of package tour each resort to offer broader four season the winter season. KPMG’s Victorian Alpine ($107m), sub alpine regions ($21m), infrastructure and services. expenditure (nominally made in the visitor’s experiences, improve their financial Resorts – Economic Significance Study 2000 en route ($10m), home towns ($14m) • Capitalise on the unique assets and Challenges home town) is channelled back to operators viability and attract additional private concludes that the resorts contribute an and on equipment and clothing ($59m). alpine experience of the region. • Stimulate investment in the resorts within in the region. sector investment. additional $129 million to the Victorian their carrying capacities. economy and provide more than 3,740 Of the $21 million spent in sub alpine regions, • Improve four season utilisation of public Visitors spend 10% of a winter trip’s budget Actions Mount Stirling’s relatively low visitation jobs, the majority of which are employment more than half was spent in Mansfield, Bright, and private investment in the resorts. in the region around the resorts, while in and revenue base is insufficient to fund its opportunities for regional Victoria. Sustainable Myrtleford and Marysville with more than $1 Lead Agent: ARMBs summer 23% of their trip’s budget is spent in independent administration. Mount Stirling management of the resorts will increase million also spent in Mount Beauty/Tawonga Partner/s: BART the region on their way to or from Actions and the adjoining Mount Buller resort will their economic contribution to Victoria. This and Dinner Plain. • Develop appropriate alpine non the resorts. both be managed by a joint ARMB to achieve contribution was manifested most recently in winter product to enhance the visitor Lead Agent: ARMBs experience in conjunction with the sub Partner/s: DSE operational efficiencies and ensure that both the regional economic losses incurred during Challenge The alpine resorts and high country attracted resorts are adequately resourced. the 2003 bushfires. alpine regions. • Develop an investment strategy for 1,281,419 visitors during 2000. Visitors spent • Increase winter visitation and yield. • Develop a database of customer each resort to attract further private 2,208,927 days on these trips, with 23.6% The following section provides key points information for non winter visitation to sector interest. Challenges of these days attributable to non Victorians. guide future planning and marketing. • Investigate incentives to encourage from a report by KPMG Consulting and the Actions • Secure the long term viability of the three The average expenditure of these visitors was businesses to operate throughout Centre for South Australian Economic Studies small resorts. $122 per day, or $268 million in total. Lead Agent: BART Lead Agent: ARMBs the year. detailing the net economic contribution made • Provide an equitable financial structure that Partner/s: ARCC • Develop a business case for non winter by Victoria’s alpine resorts to the local, state does not disadvantage other resorts nor In addition, capital expenditure associated • Broaden cooperation as a single visitation at each resort. and national economies during the year 2000. 6.4.6 Administration and rely on significant financial support from with the resorts added a further $29.1 industry to market the alpine The study focussed upon visitor spending resort viability Government. million in estimated value added spending experience. Lead Agent: ARCC data while the secondary sources provided The three small resorts of Lake Mountain, • Improve the long term viability of the three and supported an additional 557 jobs within Partner/s: BART, ARMBs data including visitation levels and capital Mount Baw Baw and Mount Stirling are not large resorts. the Victorian economy. Lead Agent: ARMBs • Encourage research into the demand expenditure. The study compared data from currently independently financially viable. Partner/s: ski lift companies for non winter visitation, product the 2000 season with a similar study of the Until August 2003 they each relied on Total spending, however, was just over • Ensure that resort specific strategies development and marketing strategies. Actions 1991 season. ‘support payments’ from the larger resorts $300 million, taking into account spending are developed to maintain and Lead Agent: ARMBs and the State Government to meet recurrent originating from within Victoria. maximise winter visitation which focus Lead Agent: ARMBs Partner/s: DSE costs. The level of support was determined 6.4.2 Resort contribution to the local and on improving the variety and quality of Partner/s: ARCC • Maximise the return on investment annually based on revenue - driven largely by regional economies the visitor experience. • Encourage the development of in public infrastructure and visitor Challenge the quality of the snow season. The resorts, sub alpine towns and the valleys ecotourism, heritage, interpretation facilities at Lake Mountain and Mount • Strengthen the contribution of the have synergistic relationships. The sub alpine 6.4.4 Non winter visitation and yield and educational products as part of Baw Baw to broaden opportunities for resorts to the regional and broader Support payments were inconsistent with regions benefit from visitation both en route year round viability. four season experiences and improve Victorian economies. The average spending level of alpine resort to the resorts and as destinations in their own the competition model under which ARMBs visitors during the non winter season was financial viability. right complementing the alpine experience. were established. They were a drain on the estimated at $79 per day, ranging from $87 6.4.5 Revitalisation larger resorts, undermining their own Action Lead Agent: ARMBs per day for non Victorian visitors to $73 per While winter visitation plays a vital role, capacity to manage poor snow seasons The alpine resorts rely on sub alpine regions Lead Agent: ARMBs Partner/s: DSE, ARCC day for visitors from Melbourne. Spending the traditional winter market appears and generate surpluses to fund their own to provide support services such as food, fuel, Partner/s: PV, local government • Review management and associated with visits to the resorts and mature. Opportunities exist to further infrastructure investment. accommodation, supplies and labour. • Reinforce relationships and linkages financial arrangements, including adjacent national parks was estimated as $57 improve the variety, value and quality of between the resorts, surrounding land, the establishment of a Capital million. Spending was shared between the the winter experience to maintain the The susceptibility of Lake Mountain and including National Parks, and the sub Improvement Fund and a Snow resorts ($12m), elsewhere in the High Country resorts’ attractiveness. Mount Baw Baw to the effects of global alpine regions to maximise mutual Drought Fund, to provide for the long ($13m), en route ($16m), home towns ($9m) climate change in the short to medium economic benefit. term financial viability of all resorts. and on equipment ($7m). term has the potential to further affect their future viability. 6. Challenges and actions Environmental management 3333

6.5 Environmental management They include: 6.5.3 The alpine fires Actions Furthermore, with increased reliance on snow The loss of eighteen lives and two lodges at • Snow patch community. making, the potential to source water from Thredbo sparked a major effort to identify and Strategic direction The bushfires of January-February 2003 Lead Agent: ARMBs • Alpine bog community. burnt over 1,000,000 hectares of public and • Protect sensitive areas to allow one catchment to make snow in another may address land stability issues at other resorts. The future management and • The Mountain Pygmy Possum private land. Started by lightning strikes, natural regeneration to take place. also impact on the hydrology of river systems. development of the resorts will be (Burramys parvus) at Falls Creek, the fires burnt through the Falls Creek and • Undertake revegetation and planting Since the Thredbo tragedy, a comprehensive undertaken within an ecologically Mount Hotham and Mount Buller. Mount Hotham resorts and the Mount programs where required to replace Well planned and managed snow making review of the land stability of Victoria’s six sustainable framework. • The Baw Baw Frog (Philoria frostii). Buffalo National Park. Although the resorts the vegetation lost in the fire and infrastructure may have minimal impact on alpine resorts has been completed. • Several species of Stonefly themselves escaped with minor damage provide for slope stability. the alpine hydrology. Water harvested from 6.5.1 The alpine environment (Thaumatoperla sp.) at Mount Stirling to infrastructure and no substantial assets • Monitor and control ingress of catchments during peak flows (in winter) for The review included a geotechnical hazard and Mount Buller. use for snow making within that catchment assessment of all developed sites, proposed In the Australian context, the alpine area were lost, much of the resort area and the exotic species of fauna and flora in • Leadbeater’s Possum (Gymnobelideus mimics a natural good snow season when development sites, roads and car parks. represents a very small unique environment Alpine National Park were burnt, resulting in fire affected areas. leadbeateri ) and the Barred Galaxias water is stored for extended periods as snow Remedial works have been completed for on a dry, low continent. The Australian Alps is significant environmental impact and loss of • Monitor sedimentation of storages (Galaxias fuscus), a small native fish before release as snow melt. ‘high’ and ‘very high’ hazard sites. The one of the lowest alpine regions in the world visitation in summer 2003. and ensure high water quality. found at Lake Mountain. Government will continue provision of and was formed some 500 million years ago. • Budget for a short term reduction in While some aspects of the alpine ecology water availability and long term Investment in waste water regulatory funding support to the ARMBs on an ongoing Many alpine species and ecological technology has positive impacts on basis to ensure ongoing management of The Victorian Alps bioregion, mostly protected will recover quickly, other species such as water storage and diversion. communities are extremely sensitive to climate catchments as all waste water is treated land stability issues in the alpine resorts. in National Parks, contains a rich diversity of the alpine ash will take longer. A fire ravaged • Prepare comprehensive fire change. The alpine environment at the top to potable (drinking) standard before All remaining sites are being managed by native fauna and flora species and exhibits a landscape also offers a gateway management plans for each resort of mountains (effectively islands) contracts being used for snow making and released the ARMBs with Government funding. high degree of ecological sensitivity. Moderate for opportunistic species such as weeds and in accordance with the Report of as the cool climate and snow line migrates into the catchment. slopes have provided for the establishment feral animals to enter and colonise wilderness the Inquiry into the 2002-2003 upward. Warmer temperatures result in alpine of grasslands, herb fields, heathlands, areas. Rehabilitation and recovery of the Victorian Bushfires. Challenges species losing their competitive advantage woodlands and alpine bog communities. physical environment will need to be Challenges • Ongoing monitoring and and becoming increasingly stressed and carefully managed. Lead Agent: PV • Minimise disturbance to catchment management of risk. vulnerable. A warmer climate regime also Many species migrate to the Alps seasonally Partner/s: ARMBs hydrology. • Assessment of geotechnical risks makes the current alpine environment more to feed on the abundant food resources The Victorian government has committed $86 • Train tour operators to provide • Maintain water quality downstream for new development projects. attractive to pests, including feral animals, including millions of Bogong Moths. The million to support community recovery and interpretation programs to assist of resorts. • Provide safe access to each resort. and weed invasion from sub alpine areas. moths make one of the longest insect reinstate fire affected assets. This recovery visitors in understanding the effect that • Achieve access to adequate volumes migrations in the world (approximately 600 program includes an allocation of $24.9 fire has on the alpine environment. of high quality potable (drinking quality) Actions km from western NSW) to enjoy the Alp’s Challenge million for restoring assets in alpine resorts, water as demand increases. Lead Agent: ARMBs cooler summer climate. • Maintain alpine flora and fauna in as parks and forests, $23.9 million for recovery Lead Agent: ARMBs Partner/s: DSE healthy and robust condition as possible of catchment and water protection and $5 Partner/s: DSE, PV Actions • Each resort will coordinate and The ecological communities found in the to maximise their capacity to resist the million for restoring roads, bridges and signs. • Assess fire management issues relating Lead Agent: ARMBs continue to manage their land alpine region are generally limited in extent impact of climate change. to human habitation and development • Each resorts’ Environmental stability programs. and are frequently located as ‘islands’ that Challenges in alpine areas and incorporate into are physically separated from each other, design processes. Management Plan will include • Ensure appropriate mitigation Actions • Maintain slope stability and safety. often having their own unique species appropriate actions to monitor and strategies are in place to minimise risk. Lead Agent: ARMBs • Maintain water quality in the resorts maintain water quality. • Maintain database information or subspecies. The true alpine treeless 6.5.4 Water management • Each resort will maintain and and downstream. • Invest in waste water treatment to ensure that the preparation of area contains many communities that are • Provide access to tracks and roads in The alpine region contains the headwaters extremely limited in extent. periodically review their recycling technology and development proposals pays due Environmental Management Plan. adjoining National Parks and public of important river systems including the associated infrastructure to regard to stability considerations. • Each resorts’ Environmental land without compromising Murray, Goulburn, Ovens, King, Kiewa, Mitta maximise productive uses. 6.5.2 Flora and fauna management Management Plan will provide for environmental recovery. Mitta, La Trobe, Yarra and Mitchell rivers. • Monitor the quality of available Lead Agent: DSE High altitude slopes provide premium skiing monitoring together with pest • Minimise the ingress of pest plants The maintenance of water quality, control of water resources both in the resort • Amend the Alpine Resorts Planning conditions and often correlate with the and weed management programs and animals. runoff and effective catchment management and downstream. Scheme to ensure that an appropriate restricted habitats of threatened or significant to minimise their impact on • Minimise the potential discontinuity are particularly important to ensure • Locate catchment and storage level of geotechnical investigation is fauna and flora. There are 64 known endemic species. of habitats. downstream water quality. infrastructure to minimise impact on undertaken to address risks associated threatened species and an undetermined • Improve management of ski field • Address future fire risks from a triple catchment hydrology. with developments in the resorts. number of threatened ecological communities areas to protect, enhance and restore bottom line perspective. Climate change has the potential to alter the in the region (NRE, 1997). hydrology of river systems within the alpine vegetation communities. 6.5.5 Land stability Lead Agent: VicRoads • Degraded areas will be rehabilitated to region. This may have direct or indirect effects • Ensure the stability of access roads to The 1997 landslip at Thredbo alpine resort achieve a net gain. on the ability to secure a reliable source of the resorts and through the resorts in NSW was one of the more significant • Undertake further research into species water for further development and snow where appropriate. landslides reported over the last 200 years. ecology and monitoring of flora and making activities. Many of these landslides have resulted in loss fauna communities. of life and significant damage to property. 6. Challenges and actions Stewardship of public land 3535

6.6 Stewardship of public land Actions Actions 6.6.5 Resort cooperation Those principles take into account probity, 6.6.7 Adjoining public land conflict of interest and public interest Strategic direction Lead Agent: ARMBs Lead Agent: ARMBs The responsibilities of the ARCC are detailed All resorts are surrounded by or adjoining Partner/s: DSE, ARCC, RCHPs Partner/s: DSE in Appendix 1. In addition to coordinating the requirements. The principles are: public land, the majority of which is National Resort management will embrace the • Provide input into the resolution • Identify, record and assess significant joint interests of the resorts, it provides advice Park. The resorts provide a gateway to stewardship role they have across each of native title claims and ensure historic places and protect these from to the Minister. • Demonstrated public and economic much of the land. Accommodation and resort, working cooperatively with their compliance with the future act damaging human activity. benefit. other infrastructure must be concentrated communities. • Transparent lease allocation and process. provisions of the Native Title Act 1993 . Challenge in the resorts to maintain wilderness and Lead Agent: ARMBs • Appropriate lease term and conditions. conservation values in adjoining National • Maintain cooperative and mutually 6.6.1 Public land Lead Agent: ARMBs Partner/s: DSE, PV, TV • Consistent lease documentation. Parks. Resort and other public land managers beneficial relationships between Partner/s: DSE, RCHPs • Promote opportunities to enhance • Approval in principle requirement. have a responsibility to work cooperatively With the exception of relatively small areas Government and the Boards. of freehold land within the Mount Hotham • Ensure that planning processes public appreciation of the history and to ensure the best outcomes from this The Alpine Resorts Leasing Policy, which was resort and east at Dinner Plain, all alpine identify, record and assess sites heritage of Victoria’s alpine areas. complementary relationship. approved in 2002, recognises the contribution land in Victoria is Crown land or publicly of Indigenous significance and • Promote the Alpine Museum as an Actions of the resorts, both to the State and to owned land. that consideration is given to them educational tourist attraction. Lead Agent: ARCC Challenge in decision making. Partner/s: DSE regional Victoria and the fact that resorts • Manage the resorts, surrounding • Develop interpretation of Indigenous • Maintain an overarching body with are changing from seasonal destinations The alpine resorts are owned by the 6.6.4 Resort management National Parks and other public land in a Australian cultural heritage for resort responsibility for coordinating industry to year round, tourism based townships Crown and managed for and on behalf of Each alpine resort is managed by an cooperative manner to complement land visitors, in consultation with wide issues impacting on the resorts with permanent populations. The policy all Victorians to grow the common wealth of ARMB whose responsibilities are detailed in management objectives. Indigenous groups. and providing advice to the relevant provides lessees with significant new benefits, Victoria through the optimal management of Appendix 1. These responsibilities include Minister. including the right to negotiate a new lease these Crown assets. resort strategic management planning, Lead Agent: DSE prior to the expiry of the current lease and Actions resort promotion, utility services, many of • Provide cultural awareness and Lead Agent: ARCC the right to the value of the improvements Lead Agent: ARMBs 6.6.2 Indigenous heritage the services local government would normally sensitivity training for resort • Develop a strategic plan to guide the on the leased land. Similarly, the recognition Partner/s: PV, ARCC provide, land and financial management. Indigenous Australian people have visited management and investigate work of the ARCC. and recording of all interests in alpine resort • Engage with Parks Victoria on and lived in Victoria’s alpine regions during opportunities to increase consultation property is a key requirement. Park Management Plans and their Appointments to Boards are made by the annual movements over the summer for with, and involvement of, Indigenous Lead Agent: BART relationship to the resorts and the Minister responsible for the Alpine Resorts thousands of years. The area was important groups in the management of resorts. Partner/s: ARMBs, TV, ARCC Challenges Alpine Resorts 2020 Strategy. for cultural exchange between Indigenous (Management) Act 1997. • Enhance communication between • Protect the public interest and provide groups from north and south of the ranges 6.6.3 European heritage stakeholders and increase awareness of an attractive environment for long term Lead Agent: DSE who congregated to participate in ceremonial Challenge cooperative product development and Partner/s: ARMB’s, PV While Indigenous people continued to gather investment in each of the resorts whilst and spiritual activities and make use of the • Ensure that the management of the resorts marketing initiatives. • Ensure consistency in the in the Alps after the arrival of European ensuring protection of valuable assets in regions’ resources. Traditional Indigenous is informed and appropriately skilled. management and licensing of tour settlers, the 1800s saw grazing, agriculture, the Crown estate. communities still retain strong cultural operators between resorts and timber harvesting, hydroelectricity production 6.6.6 Leasing policy • Ensure the Crown’s interests are connections to the alpine area. adjoining public land. and mining become prevalent. This history of Actions A key part of the Victorian resorts’ represented. human interaction has left a legacy of sites Lead Agent: DSE competitive advantage is the availability of • Provide secure ‘title’ for all leases and Native title claims have been lodged over Lead Agent: ARMBs and places which reveal unrecorded aspects • Appointments to Alpine Resort accommodation and apres ski facilities above sub leases. parts of the Victorian Alps including a number Partner/s: PV, DSE of human life. These sites are a tangible link Management Boards will be skills the snow line. Government policy on the of alpine resorts. • Plan for and provide complementary to our history and an important part of our based. allocation and leasing of sites for commercial Actions infrastructure, services and access from cultural heritage. • Continuity of membership will be businesses and accommodation in the alpine Challenges Lead Agent: ARMBs the resorts to adjoining public land. considered to ensure a commitment to resorts is an important tool in maintaining this P artner/s: DSE, ARCC • Ensure that Indigenous heritage places The use of the Alps for recreation has long term planning. advantage. Consistent with the management are identified, protected and managed • Implement the Alpine Resorts been documented in journals, books and of Crown land throughout Victoria, leasing Leasing Policy. sustainably. oral histories. The National Alpine Museum Lead Agent: ARMBs decisions at Alpine Resorts sit within the • Engage the Indigenous community on of Australia at Mount Buller tells the story • Boards will regularly consult with and framework of the five broad leasing principles. Lead Agent: ARCC cultural heritage, interpretation and land of the evolution of Mount Buller from its be responsive to their stakeholder management issues. Partner/s: DSE, ARMBs Indigenous heritage to the days of the communities. • Conduct regular reviews of the cattlemen, the loggers and the history of Leasing Policy to ensure it remains the modern day resort. relevant to market conditions.

Challenge Lead Agent: DSE • Ensure that historic places are identified Partner/s: ARCC, ARMBs and managed sustainably. • Pursue capacity to register and strata title leases. 7. Opportunities for each resort 3377

7.1 Falls Creek Future opportunities The immediate issues for Falls Creek relate • Develop a four season resort based on a to increasing visitor numbers, investment sustainable geotourism strategy celebrating and yield in winter. Growing strong, the region’s alpine, social, environmental vibrant year round visitation and attracting and heritage strengths. a larger permanent population are priorities • Improve amenities at the village arrival for the future. and village bowl precincts, Nordic Bowl and Rocky Valley Dam. Falls Creek has low vulnerability to the • Enhance facilities for high altitude impact of climate change within the training and sports. Strategy timeframe. The relatively unlimited • Further development of the snow water supply at Falls Creek is a significant making system. advantage. Any reductions in natural snow • Development and redevelopment of cover can be managed by increased snow accommodation to provide a greater variety making capacity. of accommodation types and quality with improved energy efficiency. Falls Creek may attract additional winter • Improve links to the Alpine National Park visitation as the impact of climate change is and enhance interpretation product. realised at the lower resorts of Lake Mountain • Pursue the opportunity of providing an and Mount Baw Baw. easily accessible walking and ski touring trail between Mount Hotham and Falls The improvement of village facilities, Creek which includes shelter facilities. the enhancements to the village centre, • Develop a heritage trail linking Mount accommodation facilities and snow play Beauty, Bogong Village, Howman’s Gap areas close to the village will improve the and Falls Creek. attractiveness of the resort to winter visitors. • Promote Falls Creek, the Kiewa Valley and Mount Beauty as the one region. Falls Creek is recognised as a key cross • Enhance the village character with country skiing destination and hosts an particular emphasis on four season appeal. annual international event – the • Further diversification of alpine dependent Kangaroo Hoppet. non winter recreation focusing on the Alpine National Park and Rocky Valley Dam. Falls Creek also attracts elite athletes who • Development of conference facilities. wish to undertake high altitude training. • Provision of adventure activities. • Promote Falls Creek as the gateway and At Falls Creek, specific constraints include trailhead for the Bogong High Plains and the need for additional advanced and expert enhance tourism interpretation products skiable terrain. embracing Falls Creek, the Bogong High Plains and the region. Further development of skifields or the • Designation and promotion of the Bogong expansion of non winter alpine activities High Plains Road as an alpine touring loop requires careful management to safeguard and planning and marketing of non winter both the Mountain Pygmy Possum (Burramys touring routes and products. parvus) and downstream water quality. • Pursue a partnership approach to the stewardship of the resort and adjoining Further development Strong non winter visitation opportunities Alpine National Park. exist for Falls Creek, which has the of skifields or the opportunity to capitalise on the assets of the expansion of non winter adjoining Alpine National Park. alpine activities requires Non winter visitation will continue to grow, stimulated by recreational opportunities careful management to including water based activities offered by safeguard both the Mountain Rocky Valley Dam, the experience of alpine heritage and the touring and nature based Pygmy Possum and opportunities that exist across the Bogong downstream water quality. High Plains. 7. Opportunities for each resort 3939

7.2 Mount Hotham Future opportunities 7.3 Mount Buller Future opportunities 7.4 Mount Stirling Future opportunities Mount Hotham is currently experiencing • Expansion of available snow play areas. Mount Buller is at a mature stage of • Further consolidation of the downhill lifting Mount Stirling has relatively low vulnerability • Amend the Alpine Resort Planning Scheme growth in investment and revitalisation. • Increased snow making capacity including development and as such is focusing system within the existing skifield. to the impact of climate change within the to acknowledge an all season nature based associated water storage and water on enhancing the quality of existing facilities • Development of the snow making system Strategy timeframe and may attract additional tourism, education and recreation resource Mount Hotham has low vulnerability to recycling systems. in order to increase visitor numbers and yield. within the capacity of existing on mountain winter visitation as the impact of climate as the vision for the future. the impact of climate change within the • Increase the lifting facilities in the current water storage and water recycling systems. change is realised at the lower resorts of Lake • Improved day visitor facilities at the twenty year Strategy timeframe. Snow ski field area. Mount Buller has relatively low vulnerability • Redevelopment of accommodation within Mountain and Mount Baw Baw. snow line. making is an effective adaptive strategy and • Redevelopment of accommodation within to the impact of climate change within the village limits to provide a greater variety • Improved road access from Mirimbah to will ensure that any reductions in natural the village limits to offer a greater variety Strategy timeframe. Any reductions in natural of accommodation types and quality and Opportunities at Mount Stirling include King Saddle. snow cover can be managed by increased of accommodation types and quality with snow cover can be managed by increased improved energy efficiency. rationalisation of the cross country skiing trail • Improved environmental management snow making capacity. improved energy efficiency. snow making capacity, but will require • Pursue the opportunity of providing an network, resulting in an improved trail quality through rationalisation and rehabilitation of • Enhancement of the village character with augmentation of the water supply. easily accessible walking and ski and skiing experience in maintained areas. steep, lower altitude trails and preventing Increased snow making capabilities will particular emphasis on the attractiveness of touring trail between Mount Buller and Opportunities exist to provide higher levels ingress of grazing cattle from neighbouring provide certainty of snow cover, thereby the village in the non winter season. Mount Buller may attract additional winter Mount Stirling. of winter visitation including educational land to allow for rehabilitation of disturbed attracting increased visitation. Mount Hotham • Increased emphasis on ensuring that a visitation as the impact of climate change • Upgrade the Mount Buller to Mount experiences for groups. sphagnum bogs. may also attract additional winter visitation range of facilities and services are available is realised at the lower resorts of Lake Stirling road link via Corn Hill. • Extend the Mount Buller Environmental as the impact of climate change is realised for non winter visitors. Mountain and Mount Baw Baw. Mount • Enhancement of village character with Mount Stirling is the only alpine resort to Management Plan to cover both resorts. at the lower resorts of Lake Mountain and • Improve links to the Alpine National Park. Buller’s proximity to Melbourne is likely particular emphasis on the attractiveness of enjoy higher non winter visitation than • Improved management of trail use to Mount Baw Baw. • Provide recreation trail head facilities to drive any additional visitation. the village in summer. winter visitation. Mount Stirling’s strong non reduce conflicts between user groups and at existing walking tracks and cross • Increased emphasis on ensuring that a winter visitation may increase further with maintain environmental integrity. Specific constraints at Mount Hotham country trails. Further development of skifields or the range of facilities and services are available improved day visitor facilities, improved access • Improved linkages, management and include the under supply of beginner and • Provision of a Mount Loch circuit walk, expansion of non winter alpine activities for summer visitors by offering incentives to Mount Buller and from Mirimbah to King operational cooperation with Mount Buller. intermediate ski terrain and the need to in conjunction with Parks Victoria, with a requires careful management to safeguard for businesses to remain open. Saddle. Improved access to the snow line and • Development of ecotourism, interpretation augment the water supply for snow making. walking trail along Swindlers Creek and both the Mountain Pygmy Possum (Burramys • Further development of conference improved marketing may also assist. and educational products. utilisation of existing chairlifts. parvus) and downstream water quality. facilities. • Marketing of winter and non winter Further development of skifields or the • Enhance existing walking and ski touring • Further development of educational Mount Stirling previously relied on ‘support recreation. expansion of non winter alpine activities trail that includes shelter facilities between A current Mount Buller initiative is focused products. payments’ to meet recurrent costs. The level • Coordinate marketing and information requires careful management to safeguard Mount Hotham and Falls Creek. on providing for a permanent residential • Provision of adventure activities. of support was determined annually based services with Mount Buller. both the Mountain Pygmy Possum (Burramys • Provision of a bike trail along the Mount population in the resort. As this potential is • Development of ecotourism and on revenue - driven by winter visitation parvus) and downstream water quality. Hotham-Dinner Plain trail. realised, non winter visitation will be better interpretation. which in turn is reliant on the quality of the • Explore opportunities to promote facilitated. Further enhancement of the • Marketing of non winter recreation, snow season. The Dinner Plain village to the immediate Mount Hotham and Dinner Plain as the events calendar, increased promotion of non highlighting the diverse range of activities east of Mount Hotham is a successful four one region. winter activities and enhancement of village and events already available. The cost of independent administration season resort and provides a complementary • Development of conference facilities. accommodation will assist. has been a significant financial burden on experience to Mount Hotham in both • Provision of other adventure alpine the resort and is unsustainable. The ARMB’s summer and winter. The designation of recreation opportunities. Further opportunities at Mount Buller limited resources have restricted its capacity the Great Alpine Road as a major tourist • Development of ecotourism and include the potential to reinforce links to to attract investment and realise the route however, provides an opportunity to interpretation. Mount Stirling and access the complementary resort’s potential. increase summer visitation at Mount Hotham. • Further development and marketing of non range of facilities and activities that exist at Realising this potential will be dependent on winter touring opportunities associated that resort. The joint management of the resort with the the development of non winter recreation with the Great Alpine Road, including adjoining Mount Buller provides immediate activities and commercial and day visitor provision of suitable visitor facilities and The new joint Board management administrative and operational savings facilities at Mount Hotham in order to attract enhanced sightseeing opportunities. arrangements provide the opportunity to together with access to resources to pursue visitors to stay overnight in the region. • Pursue opportunities to enhance high strengthen links to Mount Stirling and access the resort’s vision. altitude training and sports facilities. the complementary range of facilities and Increases in visitation may also result from services that exist at that resort. The joint ARMB will maintain the unique the improvements to accommodation within identity of each mountain. Snow making is an effective the Mount Hotham village, village design works to improve the aesthetic appeal and adaptive strategy and will general amenities. ensure that any reductions in natural snow cover can be managed by increased snow making capacity. 7. Opportunities for each resort 4141

7.5 Mount Baw Baw Greater emphasis on the development Future opportunities 7.6 Lake Mountain In the past Lake Mountain relied on ‘support Mount Baw Baw provides a low cost winter of the non winter visitor market is critical • Develop four season product to encourage Lake Mountain provides an affordable and payments’ from the larger resorts and the experience, introducing visitors to snow to the long term viability of Mount Baw use of this resort throughout the year. accessible alpine experience for both summer State Government to meet recurrent costs based recreation in a small, safe and friendly Baw. From 2001-2003, $5.1 million State • Improvements to the lifting system to and winter visitors. Lake Mountain is likely to in some years. The level of support was environment. Mount Baw Baw is likely to Government capital funding has been enhance reliability, capacity and comfort. be impacted by climate change during the determined annually based on revenue be impacted by climate change during the provided to purchase and refurbish ski • Drainage works within the skifield will timeframe of the Strategy. Snow making may - driven by winter visitation which in turn is timeframe of the Strategy. lifts, purchase a hotel/community meeting enhance the ability of the slopes to hold augment reduced natural snow in snow play reliant on the quality of the snow season. facility and upgrade infrastructure and visitor snow throughout the winter season. and trail head areas. Income generated from the new visitor Recent upgrades to infrastructure at the facilities, all to increase four season visitation • Limited investment in snow making. facilities aims to secure a broader income resort have enhanced the visitor experience and attract private sector investment. • Improve access to accommodation In winter the resort is dedicated to cross base and assist the resort in achieving and will assist in maintaining snow to provide an increased range of country skiing and snow play activities and financial sustainability. cover during the winter season. These Developing four season product and use is an accommodation types, quality operates with a small infrastructure improvements include establishing reticulated immediate priority for Mount Baw Baw. and improved energy efficiency. base and a 42 kilometre network of cross Future opportunities gas and power from a gas fired generating • Improvements to the access road country ski trails. Most trails have tree cover • Develop four season product to encourage Potential improved linkages from the plant, sealing of the main access road, where appropriate. which enhances the resort’s ability to hold use of this resort throughout the year. resort to the south east may provide the internal village roads and visitor carpark, and • Potential improved linkages from the snow during the winter season. Fifty percent • Planning and infrastructure investment will opportunity for shorter travelling times from installation of village lighting. Upgrading ski resort to the south east may provide a non of visitors are snow players. be geared to providing for a rapid ‘start up’ Gippsland and the creation of a touring route. lifting facilities and snow making have further winter touring route and maximise the in good snow seasons. Cooperative marketing relationships with enhanced the visitor experience. opportunities for cooperative relationships Opportunities at Lake Mountain include the • Further investment in snow making in the town of Walhalla will have benefits for with Walhalla. existing good access to the resort and the the snow play and trail head areas with both destinations in terms of visitation and Mount Baw Baw also has opportunities to • Increased emphasis on ensuring that potential to provide a sub alpine experience maintenance and improvement of the provision of visitor facilities. increase its non winter visitation by building a a range of facilities and services are close to Melbourne. current high standard of trail grooming. closer working partnership with the adjoining available to winter and summer visitors. • Improved year round day visitor facilities, Mount Baw Baw previously relied on Baw Baw National Park. Non winter visitor The refurbishment and upgrading of the Greater emphasis on the development of including integration of all commercial ‘support payments’ from the larger resorts facilities and upgrades to summer walking hotel, the development of new food and the non winter visitor market is important to and administrative functions. and the State Government to meet recurrent tracks provide the potential to increase non beverage enterprises and the upgrade of the long term viability of Lake Mountain. In • Development of ecotourism and costs. The level of support was determined winter visitation. a selected range of accommodation will 2002 and 2003 the Board received a total of interpretation. annually based on revenue - driven by winter enhance the visitor experience. $3.3 million in State Government funding for • Improved trail head facilities and visitation which in turn is reliant on the quality Issues for the future include the existing • Improved trail head facilities and four season infrastructure and visitor facilities. interpretative signage for non winter of the snow season. low standard access road which, if interpretative signage for summer visitors visitors in collaboration with Parks Victoria. upgraded, would need to address a range in collaboration with Parks Victoria. Developing four season product and use is • Coordinated marketing with Parks Victoria, The works undertaken with the $5.1 million of environmental impacts. There are two • Development of ecotourism and an immediate priority for Lake Mountain. Murrindindi Shire Council and Marysville State Government capital funding aim to threatened flora communities and two interpretation. Tourism to promote non winter recreation. better position the resort for a financially threatened fauna species within the resort. • Marketing of non winter recreation in Improved day visitor facilities and • Upgraded water, sewerage and sustainable future. These species include the Baw Baw conjunction with Parks Victoria, Baw Baw collaboration with Parks Victoria on the electricity supplies. Frog (Philoria frostii). Shire and regional tourism bodies. management of cross country ski trails and • Pursue jointly beneficial operational • Collaboration with Parks Victoria on the the surrounding heath will enhance the opportunities in the management of the management of cross country skiing in visitor experience. The resort’s proximity to resort and the adjoining public land. the adjacent Baw Baw National Park. Melbourne will remain an important drawcard for the future.

Car parking and road capacity is a constraint to increasing weekend winter visitation. Present in the resort are threatened species, including Leadbeater’s Possum (Gymnobelideus leadbeateri) which is endangered and the Barred Galaxias (Galaxias fuscus) which is critically endangered.

Lake Mountain provides an affordable and accessible alpine experience for both summer and winter visitors. 8. Implementation, review and reporting 4433

8.1 Strategy implementation 8.2 Strategy review The key to the success of this Strategy is the While this document seeks to provide ownership and implementation of the actions strategic direction and vision for the State’s listed throughout the document. alpine resorts up to the year 2020, it is a legislative requirement that it be reviewed Consultation on the Draft Strategy included every 5 years to ensure it remains up-to-date the identification of an appropriate agency to and relevant. Factors such as improvements lead each action together with contributing in understanding and management practices, partners. Lead agencies have committed changing demographic patterns and to being primarily responsible for ensuring technological advances will inform reviews that individual actions are implemented. The of the Strategy. An update of the knowledge lead agent will need to engage and form surrounding the impacts of climate change partnerships with other agencies or groups, on the alpine resorts will be a major part of particularly those listed as partner/s or where this activity. there are existing statutory responsibilities. The review process would involve a broad A comprehensive amendment to the Alpine public consultation process consistent with Resorts Planning Scheme will be required those undertaken during the development of to introduce the Strategy as a reference this Strategy. document in the State section of the Scheme. The six strategic directions in the Strategy will 8.3 Strategy reporting form the basis of the State Planning Policy Agencies identified in the Strategy as Framework for the alpine resorts. Objectives being accountable for particular actions for each individual resort will need to be will be required to report on their progress consistent with this Framework. towards implementing those actions. This will help to ensure advances are being made to Further investigation into design guidelines, achieve the vision and strategic directions of energy efficiency principles and land stability the Strategy. controls may result in separate amendments to the Scheme to introduce relevant Lead agents will be required to coordinate planning controls. input from partner agencies and provide details on each action they are responsible for. ARMBs are required to prepare Strategic This information will be collated by the ARCC Management Plans for each resort. These to form a report on the implementation of the plans must identify strategic objectives and whole Strategy. directions for the promotion, management, use and development of the resort, provide This process will be undertaken as part of the long term planning and direction for the 5 year review of the Strategy and also at a resort and be consistent with this Strategy. point midway through this period. Each resort’s Strategic Management Plans will be important tools to implement the Strategy.

The key to the success of this Strategy is the ownership and implementation of the actions listed throughout the document. Appendix 1. Alpine planning and management 4545

Victoria’s alpine land and its Alpine resorts Alpine Resorts Coordinating Alpine Resort Management Boards The ARMBs are bound by the Act to perform DSE has prepared this Strategy to meet the management Today’s alpine resorts are small sections of Council The functions of each of the six their functions in an environmentally sound above commitment on behalf of the Minister The Victorian Alps bioregion (land above intensively used alpine land totalling 105 The ARCC acts as a collaborative organisation ARMBs include: manner. Each ARMB is responsible for the for Environment. 1200 metres in altitude) is approximately square kilometres (3.5 % of the Victorian that provides a coordinated approach to • To plan for the development, promotion, financial viability of the alpine resort that 3000 square kilometres in area. The Alps Alps bioregion or 10-11% of the true issues management. management and use of each alpine resort. it manages. Funding sources include entry ARMBs will be required to prepare extend along the Great Dividing Range and treeless alpine area). Consistent with the • To develop and promote the use of alpine fees (which are regulated), fees for specific management plans in line with the consist of a series of peaks and high plateaus LCC recommendations, they were declared The functions of the ARCC include: resorts or facilitate the development activities, site rentals and service charges. Alpine Resorts 2020 Strategy. from the Baw Baw Plateau in the south, to as alpine resorts under the Alpine Resorts • To plan for and facilitate the establishment, and promotion of the use of alpine the New South Wales border where it meets Act 1983. development, promotion, management resorts by others. ARMB members are skills based Ministerial The Alpine Resorts Planning Scheme the Snowy Mountains. With the exception and use of alpine resorts. • To undertake reseach into alpine appointments. applies to all Victorian alpine resorts and is of several relatively small parcels of freehold Victoria’s six alpine resorts are: • To review and coordinate implementation resort issues. administered by the Alpine Planning Unit land, near and including Dinner Plain east Falls Creek, Lake Mountain, Mount Baw of the Strategy. • To prepare and implement a Strategic Who plans the future of the of the Department of Sustainability and of Mount Hotham, all Victorian alpine land Baw, Mount Buller, Mount Hotham and • To undertake research into alpine Management Plan for each alpine resort. alpine resorts? Environment on behalf of the Minister for is Crown land (ie. held in public ownership). Mount Stirling. Mount Buffalo, Mount resort issues. • To contribute to and support the An election commitment of the State Planning. The Alpine Resorts 2020 Strategy In 1979, the Land Conservation Council Donna Buang and Mount St Gwinear • To liaise with and encourage cooperation operations of the ARCC. Government is the development of: and each resort’s management plans will (LCC) issued a report on its investigation and are also important access points to the Alps. of all parties involved in the development, • To act as a Committee of Management for • A statewide strategy for alpine resorts guide land use planning decisions. recommendations for the alpine area. The They provide, however, limited facilities and promotion, management and use of Crown land within the resorts. which includes consideration of the LCC report recommended the establishment are less intensively used. They are not alpine alpine resorts. • To contribute to the overall promotion potential impacts of climate change. of the Alpine National Park which now resorts but are managed as part of larger • To monitor the development and of alpine resorts in conjunction with the • A management plan for each resort encompasses most of Victoria’s alpine Crown national parks. implementation of Strategic Management ARCC and Tourism Victoria. which sets realistic targets for maximum land. The National Parks Act 1975 provides Plans for each alpine resort. • To develop a tourism and marketing development of accommodation and usage objectives for the management of this land, • To make recommendations to the Minister strategy for each resort. of the mountain. Who manages Victoria’s alpine • Promotion of environmentally sustainable generally being the protection of its natural resorts? on matters related to the provision and • To provide services including garbage values and provision for public use. improvement of services and facilities in disposal, water supply, gas, drainage, development in the alpine resorts and Historically, each resort had been managed alpine resorts. sewerage, electricity, roads, fire protection, maintenance of full public ownership. by a different agency, ranging from the The LCC report also recommended that ski • To coordinate, in conjunction with snow making and transport services. State Electricity Commission to the Forests villages and associated areas, including Mount Tourism Victoria, the overall promotion • To collect fees for the resort. Commission and the Lands Department. Hotham, Falls Creek, Mount Buller, Mount of alpine resorts. • To attract investment for the resort. The Alpine Resorts Act 1983 provided for Stirling and Lake Mountain, be reserved as • To attract investment for the improvement coordinated planning and management of alpine resorts and managed for that purpose. of the alpine resorts. these relatively intensively used recreational Similar recommendations were made for areas under a single statutory body, the Alpine Figure A1 Role of Victorian Alpine Resorts 2020 Strategy Mount Baw Baw by the LCC in 1977. Resorts Commission (ARC).

Victorian Alpine Resorts A review of the Alpine Resorts Act 2020 Strategy 1983 resulted in the proclamation of the Alpine Resorts (Management) Act 1997 (‘the Act’) which established the ARCC and an Alpine Resort Management Board Alpine Resorts Strategic (ARMB) for each resort. Management Plans

Alpine Resorts Alpine Resorts Planning Scheme Corporate Plans

Comprehensive Resorts Development Plans Business Plans

Works Plans/ Design Environmental Capital Guidelines Management Plans Works Plans Environmental Monitoring Appendix0.Heading 2. WinterSub Heading visitation statistics 4747

Winter visitor numbers to Victorian alpine resorts (‘000s) Winter visitor days at Victorian alpine resorts (’000s)

Year Mt Buller Falls Creek Mt Hotham Lake Mtn. Mt Baw Baw Mt Stirling Total Year Mt Buller Falls Creek Mt Hotham Lake Mtn. Mt Baw Baw Mt Stirling Total

1980 233 155 74 87 38 N/A 587 1985 393 361 206 133 59 33 1185

1986 438 375 196 145 59 25 1238 1981 210 164 80 115 33 17 619 1987 427 380 225 135 57 22 1246 1982 150 126 68 70 28 N/A 442 1988 239 397 237 62 15 15 965 1983 210 180 76 90 27 19 602 1989 422 307 233 183 71 24 1240 1984 214 162 70 110 45 23 624 1990 510 383 272 200 51 27 1443 1985 291 208 83 138 40 33 793 1991 410 338 224 170 50 15 1207 1986 309 209 81 145 40 23 807 1992 452 347 233 151 51 19 1253 1987 297 211 105 136 40 22 811 1993 136 265 154 35 22 3 615 1988 122 233 118 62 4 15 554 1994 317 326 219 124 41 11 1038 1989 302 207 140 183 54 24 910 1995 401 376 287 160 54 17 1295 1990 340 178 118 200 39 24 899 1996 411 364 302 81 31 10 1199 1991 288 154 101 170 36 14 763 1997 429 305 256 99 36 7 1132 1992 308 156 106 151 36 17 774 1998 369 294 241 95 57 5 1061 1993 88 119 76 35 14 3 335 1999 372 292 260 63 22 8 1017 1994 210 149 109 124 30 10 632 2000 578 371 348 123 57 10 1487 1995 228 167 107 160 38 14 714 2001 324 276 274 57 26 5 962 1996 262 161 123 81 21 10 658 2002 449 270 295 106 43 10 1172 1997 243 131 102 99 26 7 608 2003 535 324 324 115 49 8 1355 1998 207 134 95 95 45 5 581

1999 208 134 106 63 14 6 531 (SOURCE: ARC 1985 - 1997, ARMB’S 1998 - 2003) 2000 331 181 140 123 44 9 828

2001 166 119 96 57 20 4 462

2002 209 123 130 106 34 8 610

2003 245 140 133 115 39 7 681 References and photo credits 49

References Photo credits Centre for South Australian Economic B.A. Callander and S.K. Varney. Working Falls Creek front cover, 4, 10, 11, Studies, (1993). The Economic Significance of Group 1, Cambridge University Press, 15, 23, 27, 31, 33, 36, Alpine Resorts. Cambridge. 37, 42, 45, back cover

Commonwealth of Australia, (1992). IPCC, (1996). Climate change 1995: Lake Mountain 7, 45, 47 National Strategy for Ecologically Contribution of Working Group 1 to the Sustainable Development. Second Assessment Report of the Mount Baw Baw 6, 11, 12, 14, 21, 25, Intergovernmental Panel on Climate Change 35, 41 Commonwealth of Australia, (1996). scientific assessment,ed by The National Strategy for the Conservation of J.T. Houghton, L.G. Meira Filho, B.A. Mount Buller 5, 9, 13, 15, 17, 19, Australia’s Biological Diversity. Callander, N. Harris, A. Kattenberg and 21, 25, 29, 31, 39, 43 S.K. Varney. Cambridge University Press, CSIRO, (2003). Climate change impacts on Cambridge. Mount Hotham 2, 7, 8, 11, 13, 15, 18, 27 snow conditions in Australia. Prepared for the (Andrew Barnes) 29, 39, 47 Victorian Department of Sustainability and IPCC, (2001). Climate change 2001: The Environment, Victorian Greenhouse Office, Scientific Basis to the Third Assessment Report Parks Victoria, New South Wales National of the Intergovernmental Panel on Climate Parks and Wildlife Service, Planning New Change scientific assessment, ed by South Wales, Australian Greenhouse Office J.T. Houghton, B.A. Callander and S.K. Varney. and Australian Ski Areas Association. Cambridge University Press, Cambridge.

Department of Infrastructure (DOI), (2000). Land Conservation Council (LCC), (1983). Victoria in Future: the Victorian Final Recommendations – Alpine Area Special Government’s Population Projections 1996- Investigation. 2021, Government of Victoria. Tourism Victoria, (2002). Victoria’s Tourism Department of Infrastructure (DOI), (2002). Industry Strategic Plan 2003-2006. Melbourne 2030: Planning for Sustainable Growth, Government of Victoria. Tourism Victoria, (2003). Alpine Resorts Tourism Business Plan 2003-2006. Prepared in Department of Natural Resources and consultation with the Board of Alpine Resorts Environment (NRE), (2002). Alpine Resorts Tourism. 2020 Discussion Paper, Government of Victoria. State Government of Victoria (2003). Report of the Inquiry into the 2002-2003 Department of Natural Resources and Victorian Bushfires. Environment (NRE), (1997). Victoria’s Biodiversity – Directions in Management, Sustainable Energy Authority Victoria (2003). Government of Victoria. Policy and planning guidelines for the development of wind energy facilities IPCC, (1992). Climate change 1992: in Victoria, Victorian Government. the supplementary report to the Intergovernmental Panel on Climate Change Sustainable Energy Authority Victoria (2003). scientific assessment,ed by J.T. Houghton, Victorian Wind Atlas, Victorian Government.

Printed on recycled paper