ANNUAL REPORT 2012–2013
11 September 2013 ABN 87 537 598 625 Level 6, 8 Nicholson Street East Melbourne VIC 3002 The Hon. Ryan Smith MP PO Box 500 East Melbourne VIC 8002 Minister for Environment and Climate Change T: 03 9637 9642 F: 03 9637 8024 PO Box 500 [email protected] www.arcc.vic.gov.au EAST MELBOURNE VIC 8002
Dear Minister
ALPINE RESORTS CO-ORDINATING COUNCIL 2012–13 ANNUAL REPORT
In accordance with the Financial Management Act 1994, I am pleased to present the Annual Report of the Alpine Resorts Co-ordinating Council for the year ending 30 June 2013.
The attached 2012–13 Annual Report highlights the key activities and programs undertaken by Council during the past year and outlines the progress made on the tasks and projects outlined in our current Corporate Plan.
I trust that you find the enclosed report informative and useful.
Yours sincerely
Michael Marasco Chairperson Encl.
REFERENCE: NP/24/3041 ALPINE RESORTS CO-ORDINATING COUNCIL
Contents
CHAIRPERSON’S REPORT 3 SUMMARY OF ACHIEVEMENTS IN 2012–13 Key Activities and Programs 4 Performance Indicators 10 Financial Summary of Operational Results and Financial Position 13 THE COUNCIL 14 ORGANISATIONAL STRUCTURE AND CORPORATE GOVERNANCE ARRANGEMENTS 16 OTHER INFORMATION 22 RISK MANAGEMENT ATTESTATION 26 INSURANCE ATTESTATION 27 GIFTS, BENEFITS AND HOSPITALITY FRAMEWORK ATTESTATION 28 FINANCIAL STATEMENTS 29 Chairperson and Accountable Officer’s Declaration 29 Comprehensive Operating Statement 30 Balance Sheet 31 Statement of Changes in Equity 32 Cash Flow Statement 33 Notes to the Financial Statements 34 AUDITOR-GENERAL’S REPORT 46 APPENDIX 48 ALPINE RESORTS STRATEGIC MANAGEMENT PLANS MONITORING REPORT – 2011–12 48 DISCLOSURE INDEX 53
In accordance with the relevant provisions of the Financial Management Act 1994, this report covers the period 1 July 2012 to 30 June 2013.
2 ANNUAL REPORT 2012–2013
Chairperson’s report
During the 2012–13 reporting year, the focus of Council has also continued to focus on providing Council’s activities has been related to finalising and strategic advice and research that contribute to our commencing implementation of the Alpine Resorts understanding of the alpine resorts and which are of Strategic Plan 2012. Extensive consultation with direct relevance to the industry. During the reporting alpine industry stakeholders was held and I would year, Council finalised two key economic significance particularly like to thank all stakeholders, on– and reports, one on the winter significance of the off-mountain, private operators and public agencies, Australian alpine resorts and the other on the summer for making the time available in what was a busy 2012 significance of the Victorian alpine resorts. Both winter season. The contributions made at meetings studies were undertaken by the National Institute for and submissions received greatly assisted Council in Industry and Economic Research and, in the case of finalising the plan. the winter report, involved an interstate partnership I am pleased to be able to report that the plan with the Alpine Resort Management Boards, ski was submitted to the Minister for Environment lift companies and other government and private and Climate Change, the Hon Ryan Smith MP, industry partners. in October 2012 and subsequently endorsed as In April 2013, the terms of a number of Council government policy in December. Since that time, Members expired and a number of new Members a key focus of Council activities has been on joined Council. I wish to acknowledge the undertaking projects identified by the Minister as contribution of all former and existing Council ‘priority projects’; commencing activities for which Members and staff to the successful operation of it has been assigned ‘lead agency’ status; assisting the Council. In particular, I wish to acknowledge other agencies in setting up for activities for which the former Chairperson, Mr Des Powell AM, for his they have been assigned ‘lead agency’ status; and outstanding leadership of the Council. I would also establishing mechanisms to measure progress during like to acknowledge the contribution of the Alpine implementation of the plan. Resorts Management Boards and staff to Council projects.
Michael Marasco Chairperson
3 ALPINE RESORTS CO-ORDINATING COUNCIL
Summary of achievements in 2012–13
Key Activities and Programs In the longer term, the success of Council’s activities The Council provides a focus for co-ordinated in contributing to its stated outcomes and objectives, discussion, advocacy and consultation on issues as well as to the broader objectives of the Alpine of broad concern to alpine resort stakeholders, an Resorts (Management) Act 1997 (the Act), can be avenue through which co-ordinated action can occur assessed using a series of proxy indicators. A set of and a mechanism for consultation with the Minister outcome performance targets based on the strategic and through which the Minister may seek advice and directions on the previous strategic plan (Alpine refer matters for consideration. Resorts 2020 Strategy) are also reported on. Throughout the 2012–13 year, Council has been focused on delivering the projects and tasks outlined Strategic Positioning in its business plan, as endorsed by the Minister, while This work area is focused on finalising and undertaking other tasks requested by Government commencing implementation of the 2012 Plan. and responding to particular opportunities as they Other ‘high level’ strategic activity has focused arise. A number of significant initiatives, activities and on developing a new integrated state-wide model programs were completed, including those related for marketing Victoria’s alpine resorts, preparing to finalising and commencing implementation of the a framework and guidelines for Alpine Resort Alpine Resorts Strategic Plan 2012 (2012 Plan). Master Plans, working with the ARMBs on their With respect to its 2012–13 business plan and priority development of Strategic Management Plans and tasks and projects, Council adopted an approach a communication’s plan and ‘issues register’ to based around three key areas where it considered strengthen Council’s position within the industry. that it can really add value, together with a fourth area covering required governance tasks. These Public Consultation on the Draft Alpine Resorts areas being: strategic positioning; co-ordination Strategic Plan 2012 and co-operation; knowledge and understanding; In 2012, Council continued its review of the Victorian and corporate governance. A number of significant Government’s Alpine Resorts 2020 Strategy. The initiatives, activities and programs were completed. Act requires the preparation of an Alpine Resorts These achievements are grouped in accordance with Strategic Plan and its review by the Council every these key areas. The performance indicators are five years. The draft 2012 Plan was released for public those included in Council’s Corporate Plan 2012/13 – consultation from 12 June 2012 until 16 July 2012. 2014/15. The draft 2012 Plan proposed a more co-operative Council has again worked closely with the five and integrated approach to investment, promotion, Victorian Alpine Resort Management Boards management and use across the alpine resorts. (ARMBs), the Department of Environment and Approximately 250 people were involved in public Primary Industries (DEPI), Tourism Victoria (TV), consultation that included six workshops held at or as well as with other key alpine industry bodies. near each resort and in Melbourne. The draft plan was Emphasis has been placed on publishing Council’s well received by stakeholders for its realistic approach strategic, research and project work to ensure that it and achievable outcomes. A total of 64 submissions is available for the information and use of all. were received that highlighted several areas of broad concern. These concerns were addressed and/or considered when finalising the recommendations in the 2012 Plan for Government.
4 ANNUAL REPORT 2012–2013
Alpine Resorts Strategic Plan 2012 Marketing the Alpine Resorts The 2012 Plan was released in December 2012, The 2012 Plan highlighted the need for a more following endorsement by the Victorian Government. strategic and co-ordinated approach to state-wide The plan takes an integrated approach to the marketing of the alpine resorts that better utilises opportunities and challenges facing the alpine the resources that the various alpine industry industry. It sets out the strategic framework stakeholders are committing to marketing efforts, and direction for the development, promotion, including more effective and co-operative marketing management and use of Victoria’s six alpine resorts: solutions for Victoria to grow visitation, yield and Falls Creek, Lake Mountain, Mount Baw Baw, Mount expenditure across alpine resorts, regions, the state Buller, Mount Hotham and Mount Stirling. and national program areas. The vision of the plan is that ‘Victoria’s alpine A key direction was for the Council and TV, consistent resorts will be vibrant, growing and environmentally with their legislative responsibilities, to drive a more sustainable places, delivering alpine recreational co-ordinated approach to marketing, including a five- tourism experiences that are available to all’. The year strategic marketing plan that outlines activities plan, through its six strategic objectives, focuses on the alpine resorts, regions and the state should each the long-term financial viability of the alpine resorts, be undertaking. This new model will replace the recognising winter as the ‘economic engine’ and Board for Alpine Resorts Tourism (BART), which was building on the competitive strengths of individual established in 1999, from 31 October 2013. alpine resorts in winter and the green season. The Council and TV have worked in partnership in the plan also includes opportunities to improve the second half of the year on the new integrated regulatory environment, governance and initiatives to marketing model. The Minister for Environment and address impediments to growth. Climate Change has endorsed the following key Implementation of the outcomes: long term certainty, including for funding; Alpine Resorts Strategic Plan 2012 a state-wide marketing strategy based on broader The 2012 Plan will be implemented by a series of 58 industry consultation and input; a simpler, more actions undertaken by a range of parties including streamlined process; alignment of marketing activities Council, ARMBs, DEPI, the alpine industry and other at resort, state and national levels; and two-way public bodies. transparency and accountability. The ‘next step’ will be the development of the Alpine Resorts Strategic Council is responsible for several actions under each Marketing Plan, in consultation with the industry. of the strategic objectives, including several shared actions with industry partners and government Alpine Resort Master Plans agencies. To implement the plan, Council has The 2012 Plan requires each ARMB, within a worked on a number of ‘priority projects’ during the timeframe of 12 to 18 months from the endorsement financial year, including: a new integrated state-wide of the 2012 Plan, to prepare a master plan for their marketing model; the framework and guidelines alpine resort. The master plan will include native for alpine resort master plans; establishing the vegetation provisions, precinct development Alpine Resorts Industry Advisory Group; uniform plans, infrastructure plans and fire and emergency financial and ‘traffic light’ reporting frameworks for management plans. Council has prepared a the ARMBs; options for suitable access and equity framework and guidelines for the master planning discounts for not-for-profit clubs; and a monitoring process, using Falls Creek as a pilot. Council also and reporting framework to track implementation of worked with the (then) Department of Planning and the 2012 Plan. Community Development (now the Department of Transport, Planning and Local Infrastructure (DTPLI)) and DEPI in relation to planning scheme and native vegetation matters, respectively.
5 ALPINE RESORTS CO-ORDINATING COUNCIL
Communications Plan and Issues Register Council has prepared a report analysing and In 2012–13, Council developed a new Communications comparing the actions contained in the currently Plan and accompanying ‘Issues Register’. The overall endorsed SMPs for Falls Creek, Mount Buller and Communications Plan is a long-term plan aligned Mount Stirling and Mount Hothan ARMBs to outcomes directly to Council’s Corporate Plan and the ‘Issues recorded in their retrospective 2011–12 Annual Report. Register’ is a macro- and micro-level analysis of It is published as the Appendix of this Annual Report. current alpine industry issues. The purpose of the Council has developed a uniform reporting plan is to strengthen Council’s role in the area of framework for the ARMBs to improve and make SMP communications by clearly articulating its position reporting more robust and enable Council to better within the Victorian alpine industry and by increasing discharge its responsibilities, particularly monitoring stakeholder awareness of its role as an important implementation of the 2012 Plan. industry body. Council will commence implementing its communication Co-ordination and Co-operation activities during the 2013 winter season. This work program area has focused on matters that Council’s Website are of sector-wide importance, but more focused In February 2013, Council engaged a web development towards the support of operational activity. company to refresh its ageing and out-of-date website to match it to Council’s new visual identity. The website Inter-resort Co-operation is one of Council’s key communication channels. It Inter-resort co-operation remained a focus for is predominately used by industry stakeholders for Council, and it provided forums for promoting access to strategic reports, research publications, capacity building and knowledge sharing between weekly winter visitor statistics and media releases. the alpine resorts. In particular, the Council continued Council members also use the website for secure to support regular meetings of the ARMB Chairs and access to board papers, ‘work-in-progress’ projects CEOs by way of acting as the secretariat for the and other related publications. The new website Co-operation Committee. A Parks Victoria design has been completed and the website is now representative also actively participated on being populated with new and existing content. It is this Committee throughout the year. Council, in anticipated that the new website will be launched in supporting inter-resort co-operation, has consciously September 2013. The content management system sought to engage in projects that are seen as (CMS) of the new website will make it much simpler beneficial to all alpine resorts, highlighting issues of and timely for staff to directly manage content, rather common interest. One meeting per annum is held than relying on external providers. on-mountain, rotating between the alpine resorts, to facilitate a greater shared understanding of on- Monitoring of ARMB Strategic Management Plans ground developments and issues. The on-mountain The current ARMB Strategic Management Plans meeting in 2012–13 was held at Mount Baw Baw. (SMPs), aligned to the previous Alpine Resort Strategic Plan (the Alpine Resorts 2020 Strategy), are at the ARMB Uniform Reporting Framework end of their five year cycle. In line with its legislative The 2012 Plan requires the development of a responsibility to monitor the development and uniform, simple and robust reporting framework implementation of individual ARMB SMPs, Council has for the ARMBs to use for their regular reporting to worked closely with each ARMB to ensure their newly the Minister for Environment and Climate Change. developed SMPs align to the objectives, actions and The current Ministerial direction, issued pursuant Key Performance Indicators of the 2012 Plan. to Section 36(1) of the Act, requires the ARMBs to submit quarterly financial reports to the Minister. During the course of the year, Council has worked with the ARMBs to develop this new reporting framework, including both financial and ‘traffic light’ activity reports. It is anticipated that ARMB staff will
6 ANNUAL REPORT 2012–2013
also be able to utilise these templates when reporting ARIAG will also provide a forum for industry to assist to their respective boards. The ‘traffic light’ activity in the implementation of the 2012 Plan and other report will be the primary method for Council to matters related to the development, management, monitor ARMB implementation of the 2012 Plan, as promotion and use of the alpine resorts. Membership activities listed in the report will be clearly linked back includes broad industry representation, comprising: Lift to the 2012 Plan and individual ARMB SMPs. Companies, Chambers of Commerce, Local Councils, Regional Tourism Boards and key user groups. 2013 Australian Alpine Resorts Forum In 2013, the eighth Alpine Resorts Sustainability Access & Equity – suitable discounts for ‘not-for- Forum was rebranded as the ‘Australian Alpine profit’ clubs Resorts Forum’ to encourage greater ‘whole of The 2012 Plan requires Council to investigate industry’ attendance at the event. The forum provided mechanisms and establish criteria whereby any site a platform for the industry to unite and look at ways holders meeting agreed access and equity goals to seek continual improvement and establish unified could receive suitable discounts. Council met with initiatives to ensure the long-term future and growth interested parties, including representatives of of the Australian alpine resorts. the Victorian Snowsports Association, ARMBs and Council combined with Snow Australia to host and DEPI, in relation to ‘not-for-profit’ clubs (NFPs), and manage the forum at Mount Buller on 1st and 2nd May prepared recommendations to the Minister for: (1) the 2013. The theme of the event was ‘Our Mountains introduction of transitional arrangements to apply to – Our Future’. The forum was a great success and NFPs moving to market rent; (2) long-term access attracted over 140 attendees from across the industry. and equity incentives; and (3) securing and stabilising The presentation program included an array of ARMB revenue. interesting and entertaining speakers, including: the Fire Round Table Hon Ryan Smith MP (Minister for Environment and The Council has been active in the Fire Round Climate Change / Minister for Youth Affairs), Herwig Table, which was established at the instigation of Demschar (Powdr Corporation), Greg Magi (Delaware the Fire Services Commissioner to address some of North Australia Parks and Resorts) and Dr Peter Brain the concerns arising out of the Victorian Bushfires (National Institute of Economic and Industry Research). Royal Commission. In addition to the Fire Services Following the successful 2013 event, the Forum Commissioner, membership includes Country Steering Committee, consisting of Council, Snow Fire Authority (CFA), DEPI, DTPLI and Council Australia and NSW National Parks and Wildlife senior executives. It has been instrumental in the Service representatives, determined that Snow development of proposed changes to the Bushfire Australia was best placed to facilitate and fund an Management Overlay applying in the Alpine Resorts annual Forum in the future, under the Snow Australia Planning Scheme, which will facilitate development national brand. The forum will rotate annually at alpine resorts, effectively stymied under current between NSW and Victoria in both metropolitan and planning controls, and consideration of appropriate regional locations. ‘Fire Authority’ designation at the smaller alpine resorts of Lake Mountain and Mount Baw Baw. Alpine Resorts Industry Advisory Group Council is keen to ensure that the momentum The establishment of a peak industry group – the generated by the formation of the Fire Round Table Alpine Resorts Industry Advisory Group (ARIAG) – continues into the future to assist with initiatives, was a key recommendation in the 2012 Plan in order such as the incorporation of fire and emergency to provide an on-going mechanism for discussion management plans into alpine resort master plans. of industry-driven issues. ARIAG enables industry to engage with Council and through it, Government and its portfolio agencies. This will provide for more robust engagement with industry and provide a mechanism to advise the Minister on industry issues across the alpine resorts.
7 ALPINE RESORTS CO-ORDINATING COUNCIL
Keep Winter Cool Knowledge and Understanding Completing its eighth year, the Keep Winter Cool This work program area has focused on sector-wide (KWC) program encourages skiers, snowboarders, data collection and collation, research, assessment visitors and their families, as well as industry, to and understanding. Council has developed a number reduce their production of the greenhouse gas of surveys that provide authoritative longitudinal emissions that contribute to global warming. The data, and has a capacity to undertake targeted program has completed its first aim of raising discrete projects to inform policy development, grant awareness and is now focussing on institutional applications and topical issues. Priority has been change and ‘on-ground’ results. The KWC website – given to tasks that are of sector-wide benefit. www.keepwintercool.com.au – has been ‘re-skinned’ to enable a modern and up-to-date online platform to Economic Significance Studies develop whole of industry support for environmental A major study into the economic significance of the initiatives and projects. The new website allows each Australian alpine resorts in winter was completed alpine resort to update their respective resort page during the reporting period. The study was with news, environmental initiatives and projects, undertaken by the National Institute for Economic through a user friendly CMS. and Industry Research. It included the collection and analysis of winter surveys and other research All Resorts Season Entry Pass data and was conducted for Council and a range of Council co-ordinated the delivery of an All Resorts interstate government and private alpine industry Entry Pass Program in 2012. The Pass provides a partners. It builds upon a successful study conducted cost effective and convenient mechanism for people for the Council and its partners in 2005–06. A wishing to visit multiple alpine resorts during the complementary study of the economic significance of snow season. Council has again worked with each of the Victorian alpine resorts in summer has also been the five ARMBs to offer for sale a similar Pass for the completed. Reports on both studies were published 2013 winter season. during the reporting period. Environment Officer’s Forum Summer Visitation Survey Council has continued to foster the Environment To reflect the need for sound statistics to measure Officers Forum; an informal network of environmental the success of green season initiatives, Council officers and managers working in the alpine resorts. together with the ARMBs, implemented a summer Now in its sixth year, the Forum has considered many vehicle survey program in 2007–08. In 2008–09 key environmental issues and projects pertaining to improvements to better estimate the number of the Victorian alpine resorts. The continued active visitors and their reasons for visiting were made. The participation of Environmental Managers/Officers survey continues to be conducted annually. Whilst from all Victorian alpine resorts and more recently the survey was again conducted during 2012–13, the involvement from New South Wales, including: results were not published until after the reporting Thredbo, Perisher and the NSW National Parks & period, as a result of competing work priorities. Wildlife Service, highlights the success of the group. Council supports the collaboration of environmental Visitor Satisfaction Survey managers who may work autonomously in their role Since 2009, Council has joined with the ARMBs to learn from each alpine resort’s environmental and lift companies to undertake a survey of visitor issues and subsequent management. The forum satisfaction. The survey, builds on a previous survey has been a key driver of the KWC Program, with undertaken by the Australian Ski Areas Association, most alpine resorts now implementing several with additional support provided by BART enabling environmental programs. a number of improvements to the ‘robustness’ of the survey in 2012, particularly for capturing international visitor quantitative data. The survey measures visitor satisfaction and also includes questions covering the demography of visitors and the nature of activities undertaken. The 2012 survey report was published during the reporting period.
8 ANNUAL REPORT 2012–2013
Winter Visitor Counting Survey Geographical Information System The Council continued its winter visitor counting Visitor Profile Analysis project, again incorporating a survey of season Following the success of Council’s pilot Geographical permit holders at all alpine resorts and standardised Information System (GIS) Visitor Profile study to procedures to ensure the accurate counting of all analyse Lake Mountain’s visitation data, further work visitors. Council worked closely with the ARMBs to was completed on Mount Baw Baw’s visitor post code collect, collate and publish weekly visitor statistics. information. The results are published on Council’s website This analysis allows visitor location and populations and are also available via a web-based self-select to be mapped, providing a state-wide profile of email system. As well as releasing weekly statistics, visitor location, distance travelled and target regions adjusted end of year statistics were produced, which (highest and lowest visitation rates). This data can took into account the results of the season permit also be tracked through time to allow comparisons holder survey. between seasons, providing yet another layer of Snow Data Reporting Project information to be recorded and analysed to better The Council again collected and collated the daily develop policy and enhance decision making by the snow reports produced by the Victorian Snow ARMBs. Reporting Service. Council also maintains the historical records. The daily snow depth statistics are Corporate Governance a vital tool for promoting visitation and long-term development planning of the alpine resorts. The As a public sector entity, the Council is subject to a collected data is included in Council’s Winter 2012 range of governance standards and requirements. In End of Season Report. addition, being a ‘public body’ for the purposes of the Financial Management Act 1994, further requirements Winter End of Season Report must be met including those set out under the Using both historical and current information Treasurer’s ‘Financial Management Compliance collected by the Council on winter visitation and Framework’. snow depth, the Council produced its seventh annual Council has developed an annual corporate planning report, the Victorian Alpine Resorts Winter 2012 calendar setting out all of its corporate governance End of Season Report, during the reporting period. requirements and timing. Such matters were The report consolidates, into a readily accessible considered by Council in a timely manner consistent single document, a wealth of detailed information with good corporate governance principles. Council that will assist those involved in the planning, use has also established a number of committees, and development of the alpine resorts – as well as including an Audit and Risk Management Committee, being of great interest to snow sports enthusiasts. It to assist it to manage its business. provides graphical representation of the 2012 season as well as 10-year trends at individual alpine resorts, with consolidated visitation statistics for Victoria and commentary. The 2012 estimates of economic significance and the annual snow reporting data were also included, together with summary results from Council’s visitor satisfaction survey.
9 ALPINE RESORTS CO-ORDINATING COUNCIL
Performance Indicators Business Plan Outputs
Strategic Positioning
2012 – 13 Performance Indicator Achievement
Complete public consultation on the draft Alpine Resorts Achieved. Strategic Plan 2012 – by 31 July 2012
Submit the proposed amended Alpine Resorts Strategic Plan Achieved. to the Minister – by 9 October 2012.
Co-ordination and Co-operation
2012 – 13 Performance Indicator Achievement
New Communications Plan and ‘Issues Register’ approved Achieved. Communications Plan and ‘Issues Register’ and in use – by 1 December 2012. approved and in place. A communications professional will be engaged to assist in implementation of the plan by August 2013.
Keep Winter Cool website ‘re-skinned’, and Council’s website Achieved. The ‘re-skinned’ Keep Winter Cool website is now refreshed – by 1 December 2012. live and a template has been prepared for ARMB content that highlights individual resort initiatives. Achieved. Council’s website design and structure is now finalised and the website is now being populated with existing and new content. The website will be launched in September 2013.
A new model, in conjunction with TV, for the overall Council and TV have commenced the initial consultation to promotion of the alpine resorts is established – by 1 February inform development of the draft Alpine Resorts Strategic 2013. Marketing Plan 2014–2018.
Hold at least three Co-operation Committee meetings. Achieved.
Deliver the 2013 Sustainability Forum – by May 2013. Achieved.
Implement, in conjunction with the ARMBs, the use of a more Underway. Council is continuing to work with the ARMBs robust and consistent framework for monitoring ‘Strategic to ensure Strategic Management Plans (SMPs) are clearly Management Plans’ – by 30 June 2013. linked to the 2012 Plan. Council has consulted with the ARMBs on the new uniform reporting frameworks and will be presenting this framework to the Minister by late August 2013. SMPs are expected to be finalised by the ARMBs in July and August 2013.
10 ANNUAL REPORT 2012–2013
Knowledge and Understanding
2012 – 13 Performance Indicator Achievement
Report of 2011/12 summer visitation survey released – by Report published August 2012. August 2012.
Report of winter economic significance study publicly Report published December 2012. released – by September 2012.
Report of summer economic significance study publicly Report published June 2013. released – by December 2012
2012 winter visitor satisfaction report prepared – by Report published May 2013. December 2012.
A report of the 2012 winter season published – by December Report published March 2013. 2012
Report of 2012/13 summer visitation survey released – by Report published July 2013. May 2013.
Corporate Governance
2011 – 12 Performance Indicator Achievement
New financial arrangements with DSE for expenses incurred, Achieved. in place, by 1 July 2012.
All Council functions and proceedings undertaken in Achieved. accordance with the requirements of the Alpine Resorts (Management) Act 1997.
Proposed corporate and business plan presented to the Achieved. Minister by 31 July 2012.
Annual report presented to the Minister by 1 September 2012. Achieved.
Financial Management Compliance Framework compliance Achieved. certificate provided to the Minister by 30 September 2012.
11 ALPINE RESORTS CO-ORDINATING COUNCIL
Outcome Performance Targets
Alpine Resorts 2020 Strategy
Over time, an increase in visitor satisfaction, winter visitor Average winter and summer visitor trends remain positive numbers and summer visitor numbers. (see Figure 1, below). The results of visitor satisfaction surveys show that there continues to be a high level of visitor satisfaction at all Resorts.
Over time, upgraded roads, new road signage, year round Continued progress being made, with a range of new presence of emergency services and improved public works underway and completed. infrastructure.
Over time, increased number of events and o-season All alpine resorts now oer a program of events, with occupancy. trends in o-season occupancy positive, but with overall numbers still low.
Over time, improved water, energy, solid waste and There has been a dramatic improvement in the percentage biodiversity management. of waste recycled at most resorts through the introduction of new waste management procedures. Water treatment plants have been installed in most resorts and water reuse projects have provided improved Class A water.
Over time, reduced ‘per equivalent person’ greenhouse Whilst the methodology for calculating carbon emissions gas emissions within Resorts. resort-wide is still to be developed, most ARMBs have developed resort environmental management plans that include mitigating energy use and employ environmental management ocers to implement them.
Over time, identified as a key advocate and spokesbody Council’s profile is now well established with on-mountain for the Victorian Alpine Resort sector. and government stakeholders, due in part to Council’s increased role in developing and implementing the 2012 Plan, hosting the 2013 Australian Alpine Resorts Forum and increased focus for Council on communication activities related to strategic positioning of the alpine industry.
Over time, the adoption of a revised Alpine Resorts Achieved. Following extensive public consultation, the Strategic Plan by Government. Victorian Government endorsed the plan in December 2012.
Figure 1 All Resorts Winter and Summer Visitation (Past 10 years) 900
800
700
600
500
sitors 000’s sitors 400 Vi 300
200
100
0 2003 2004 2005 200620072008200920102011 2012 Winter Summer
Winter Entry Statistics - ARMBs until 2004; ARCC 2005 onwards. Winter season from Queen’s Birthday weekend until 1st weekend in October. Summer ARCC Visitation Surveys 2007 onwards. Summer season from Melbourne Cup weekend until ANZAC Day.
12 ANNUAL REPORT 2012–2013
Financial Summary of Operational Results and Financial Position The Council receives its funding mainly by way of contributions from the ARMBs. Its major expense items arise from the cost of the provision of administrative services (comprising salaries and on costs), members fees and expenses, and projects.
Five Year Financial Summary
2012–13 2011–12 2010–11 2009–10 2008–09 $ $ $ $ $
Revenue from Board contributions 649,708 623,518 595,859 570,324 505,334
Other revenue 131,083 13,831 161,897 66,430 27,563
Total revenue 780,791 637,349 757,756 636,754 532,897
Operating expenses 806,234 759,317 648,146 579,405 609,022
Net operating result (25,433) (121,968) 109,610 57,349 (76,125)
Total assets 132,025 141,490 263,486 173,047 117,757
Total liabilities 25,793 9,814 9,842 29,013 31,072
In the financial year ending 30 June 2013, the The net operating result has enabled the Council’s result from ordinary activities was mainly accumulation of an enhanced prudential reserve. affected by: There were no other significant changes in • Increase in ARMB contributions, as per Minister’s financial position during the year. Detailed financial Direction. information about the performance of the Council is contained in the financial statements contained • Operating activities exceeded total revenue due elsewhere in this report. to the pre-payment by funding partners in 2010– 11 for the Economic Significance Study. Council’s role in implementing the 2012 Plan has placed a resource pressure on Council over the • Increased expenses due to Council finalising reporting period. The particular impact has been a the 2012 Plan for tabling in Parliament by the shift in work priorities related to the 2012 Plan and Minister for Environment and Climate Change and the timing of deliverables. commencing implementation of priority projects in the plan. Council has made a provision in future financial years for additional resourcing to undertake • Decreased expenses relating to the Australian these additional tasks. In the event that broader Alps National Landscapes Program, Council Government policy prevents the engagement of member fees and special projects. additional staff, there will be an impact on Council’s During 2012–13, expenses were 0.4 per cent less future performance. Council may need to adjust its than budgeted, while some project expenses were work priorities in 2013–14, if this occurs. more than anticipated, particularly development There were no events occurring after the balance and implementation of the 2012 Plan, other income date which may significantly affect the Council’s received balanced Council’s budget for the year. operations in subsequent reporting periods.
13 ALPINE RESORTS CO-ORDINATING COUNCIL
The Council
Establishment, Objectives and Functions • to attract investment for the improvement of The Council was established in accordance with the alpine resorts; and provisions of the Alpine Resorts (Management) Act • to carry out any other function conferred on the 1997 (the Act) and is a statutory body corporate. The Council by or under this or any other Act. responsible Minister for the period from 1 July 2012 In carrying out its functions and powers the Council to 30 June 2013 was the Hon Ryan Smith MP, Minister is subject to the general direction and control of the for Environment and Climate Change. Minister for Environment and Climate Change. The purpose of the Council is to undertake the It provides a source of independent advice to statutory functions as set out in Section 18 of the Act. the Government, whilst working closely with Some of Council’s functions are quite prescriptive relevant Government departments and agencies. while others are much broader. In undertaking its functions, Council works Prescriptive functions are: collaboratively with the ARMBs for whole-of-industry • to review and co-ordinate the implementation of benefit. the Alpine Resorts Strategic Plan; Council’s Vision • to monitor the development and implementation To inspire generations of Australians, and of Strategic Management Plans for each alpine international visitors, to experience and value the resort; and excitement, energy, splendour, tranquillity and • to co-ordinate, in conjunction with TV, established heritage of the Victorian Alps. under the Tourism Victoria Act 1992, the overall Council’s Mission promotion of alpine resorts. To drive responsible use of Victoria’s alpine resorts by: Broad functions are: • strategic positioning of, and advocacy for, alpine • to plan for and facilitate the establishment, resorts and the broader alpine industry; development, promotion, management and use • developing strong and co-operative stakeholder of alpine resorts in accordance with the object of partnerships, through programs and projects; this Act; • building knowledge of their unique values, assets • to undertake research into alpine resort issues; and opportunities; • to liaise with and encourage the co-operation • promoting alpine tourism to grow visitation; of all State and local government authorities, industries, communities and other persons • fostering proactive environmental and cultural involved in the development, promotion, stewardship; and, management and use of alpine resorts; • working closely with each ARMB, DEPI, DTPLI, TV, • to make recommendations to the Minister on Parks Victoria and other land managers. matters related to the provision and improvement of services and facilities in alpine resorts; • to make recommendations to the Minister on any matter relating to alpine resorts in respect of which the Minister has asked for recommendations;
14 ANNUAL REPORT 2012–2013
Services Provided Relationships Council addresses key issues relating to the alpine As a co-ordinating body, the development and resorts, including strategic positioning and advocacy; maintenance of stakeholder relationships is an co-operation; and research. It provides a focus for co- integral part of the Council’s work and essential to the ordinated discussion, advocacy and consultation on undertaking of its functions. issues of broad concern to alpine resort stakeholders, The Council has forged a range of public / private an avenue through which co-ordinated action can partnerships with agencies and organisations within occur and a mechanism for consultation with the Victoria and interstate. Such partnerships may Minister and through which the Minister may seek be for specific projects or be ongoing in nature. advice and refer matters for consideration. Formal partnerships include those with DEPI, TV, the It has an important strategic planning role to set the Australian Ski Areas Association, Parks Victoria, the framework for investment, promotion, management NSW Parks and Wildlife Service and Australian Alps and use of the alpine resorts and a monitoring National Landscapes Inc. Council has also developed responsibility for the strategic planning of individual an array of informal relationships such as those with alpine resorts. The Council also has the ability to Snow Australia, Lift Companies, the Australian Alps undertake marketing and communications, research Liaison Committee, Regional Tourism Boards, Local and the seeking of investment. It undertakes Government Shires, Snowsafe Inc, the Victorian strategic research projects, policy analysis and Snowsports Association, VicRoads, and so forth. communications; co-ordinates marketing; conducts Council also maintained a membership with the forums and fosters co-operation. The Council does Tourism and Transport Forum (TTF), which is providing not provide any services of an operational nature for the Victorian alpine resorts with access to TTF’s the alpine resorts. resources and high-level negotiation and policy skills. The Council relies on the provision of a range of administrative support services by DEPI – principally the allocation of staff. This relationship is formalised by a Memorandum of Understanding.
15 ALPINE RESORTS CO-ORDINATING COUNCIL
Organisational structure and corporate governance arrangements
Organisational Structure The Council reports to the Minister for Environment and Climate Change and is led by a Chairperson appointed by the Governor in Council. The Council operates by holding regular meetings and undertaking work through a committee structure. It is supported by a small secretariat managed by an Executive Officer.
MINISTER FOR ENVIRONMENT AND CLIMATE CHANGE
ALPINE RESORT ALPINE RESORTS DEPARTMENT MANAGEMENT CO-ORDINATING COUNCIL OF ENVIRONMENT BOARDS CHAIR: MICHAEL MARASCO AND PRIMARY INDUSTRIES
CO-OPERATION AUDIT AND RISK RESEARCH, STRATEGY AND COMMITTEE MANAGEMENT COMMITTEE PLANNING COMMITTEE CHAIR: JENNIFER HUTCHISON CHAIR: MARK ANDERSON CHAIR: ROB SPARGO
EXECUTIVE OFFICER
PROJECT AND ADMINISTRATIVE STAFF
16 ANNUAL REPORT 2012–2013
Council Membership Jennifer Hutchison Section 17 of the Act provides that the Council (28 October 2011 – present) consists of the Chairperson and four members Jennifer is the Chairperson of Mount Buller & Mount appointed by the Governor in Council and the Stirling ARMB. Ms Hutchison has substantial expertise Chairpersons of each Board. Current members of the and experience in regional management, private Council were appointed in October 2011 and May or enterprise and statutory authority methodologies, June 2013. There were five changes in membership and in delivering national projects in Australia and during the reporting period. offshore. Her corporate career spans technical, The Council members bring together considerable manufacturing and in service industry sectors. In knowledge in relation to business management, addition, Ms Hutchison has expertise in governance, legal issues, the alpine tourism industry, resort government and private enterprise interface, management and land management. and the establishment of comprehensive and reliable processes and communication in complex Michael Marasco – Chairperson environments. (4 June 2013 – present) Kerrie Lavey Mike was appointed Chairperson of the Alpine (1 July 2012 – present) Resorts Co-ordinating Council in June 2013. Mike has extensive experience in strategic and business Kerrie is a strategic corporate communications and planning, and complements this with demonstrable corporate governance professional with over 20 skills in financial management, governance and years’ experience in the industry. She has worked community engagement. Mike commenced his career across a number of sectors, including manufacturing, in the private sector with Ford Australia. His roles mining, investment banking, international trade and were specific to the forward planning and marketing property. Kerrie has also been a strong supporter of disciplines. A move to the Local Government sector the non-for-profit sector. Kerrie holds a Masters of saw him embark on a career spanning more than International Business from Melbourne University. thirty years across four municipalities, including a Vicky Papachristos total of twenty years as Chief Executive Officer. Mike’s (24 May 2013 – present) Local Government experience encompassed the Cities Vicky has a Bachelor of Engineering (Chemical) from of Melbourne, Fitzroy, Doncaster & Templestowe and Monash University, an MBA from AGSM and is also an Maroondah. MAICD. Vicky has spent over 20 years as a domestic Mark Anderson and international management and marketing (1 July 2012 – 27 April 2013 and 4 June 2013 – present) executive in petrochemicals, banking, sport, IT and Mark is the Chairperson of the Falls Creek ARMB retailing at Shell, Westpac, Visa, Myer, Rebel Sport, and CEO at Doutta Galla Aged Services, an aged Just Jeans, the Sydney Olympics and Paralympics. In care provider. He is a member of the Melbourne 2006, Vicky formed an independent consultancy in Comedy Festival Board, Chairperson of the Audit the fields of loyalty marketing and customer strategy, Committee for the Building Commission and is a with a focus on retail and consumer products. Vicky member of the Audit Committee for the Country is a Non-Executive Director of Eftpos Payments Fire Authority and City of Maribyrnong. Mark was Australia Limited, GMHBA Private Health Insurance previously Director of Finance at Melbourne City and is also the Chairperson of the Mount Baw Baw Council and worked at the Department of Treasury ARMB. and Finance. He has extensive experience working on large projects including Federation Square and the 2006 Commonwealth Games. Mark is a Fellow of the Australian Institute of Company Directors and a Fellow Certified Practising Accountant.
17 ALPINE RESORTS CO-ORDINATING COUNCIL
Leigh Phillips Ian Swan (1 July 2012 – 27 April 2013 and 4 June 2013 – present) (4 June 2013 – present) Leigh has over 30 years’ experience with the Victorian Ian holds a degree in education and a Master of planning system. He has held a number of senior Business. His previous roles have included teaching planning positions in various State Government physical education, managing Swinburne TAFE’s departments with a particular focus on regional recreational sports and activities programs and land use, project facilitation and management of Divisional Manager of Recreation Services, City the planning system. His contribution to planning of Monash. He has also played a key role in the in Victoria has been recognised by the Victorian design and construction of several new major Planning and Environmental Law Association when he regional aquatic and leisure facilities and associated was presented with the ‘Paul Jerome’ award in 2008. community recreation and sporting infrastructure He is also a member of the Victorian Coastal Council projects. As Chief Executive Officer with Aquatics and now runs his own planning consultancy business. and Recreation Victoria, Ian oversees its operations, Leigh has also been a regular visitor to Falls Creek. encompassing the delivery of community programs and courses, professional development, research, Rob Spargo industry awards and strategic advice. Ian had high- (1 July 2012 – present) level involvement with the World Masters Games, Rob has been involved in the ski industry for many the World Match Play and Australian Masters Golf years at Falls Creek as a business owner and keen tournaments and Rescue 2006 World Life Saving skier in all disciplines. He has held various positions Championships. on the Falls Creek ARMB, including the role of Chairperson. Rob was involved in the Falls Creek Anthony Thompson Chamber of Commerce and Joint Resort Chamber, (24 May 2013 – present) Ski Vic and BART. Rob is currently the SES controller Anthony has managed his own businesses for at Falls Creek, a Justice of the Peace, member of the approximately 28 years. For the past 12 years, Rotary and the CFA. Anthony and his wife, Penni have owned and run Maryton Park B & B Country Cottages and the Deborah Spring Marysville Beer & Platter Garden successfully. Since (5 June 2013 – present) the Black Saturday Fires in 2009, he has been the Deb is the Chairperson of the Mount Hotham ARMB. Chairman of The Community Recovery Committee. She is an experienced company director with broad Anthony is currently: Chairman of Lake Mountain experience as a senior executive in the private, ARMB, Gallipoli Park 86 Committee of the Murrindindi public and semi-government sectors across a diverse Shire and Board Member of Regional Development range of industries including energy, manufacturing, of Australia Hume Region, Dandenong Ranges recycling, petro-chemicals, rail, technology, transport Community Banking Group (Bendigo Bank), and and logistics. Deb has a Master of Science in Marysville & Triangle Community Foundation. Mechanical Engineering and a Master in Business Administration from Harvard Business School, and Des Powell AM – Former Chairperson is a licensed professional engineer and a Graduate (1 July 2012 – 27 April 2013) Member of the Australia Institute of Company Des Powell was the pervious Chairperson of the Directors. She has been skiing in Victoria for over 25 Council from April 2010 to April 2013. Des has held years, where she has watched her three daughters a range of senior executive roles in both the private advance to skiing far better than she ever has. and public sectors in Australia and Asia and operates his own consultancy business across a range of industries including, transport, natural resources, water and education. Des is currently a Commissioner of the Victorian Commission for Gambling and Liquor Regulation. He has previously held positions of Director of the Port of Melbourne Corporation, Chair of Edmund Rice Education Australia, Chair of the National Maritime Safety Committee, Deputy Chair of the National Transport Commission and director of a number of water authorities.
18 ANNUAL REPORT 2012–2013
Ralph Booth Council Meetings (1 July 2012 – 27 April 2013) The Council meets on a bi-monthly basis and held Ralph was the Chairperson of Lake Mountain and six Council meetings during the reporting period. Mount Baw Baw ARMBs. He was a member of the In addition members met on an as required, informal Alpine Resorts 2020 Strategy Reference Group basis to progress specific issues, such as the and the Phillip Island Nature Park Board. Ralph has development and finalisation of the 2012 Plan and founded several corporate advisory businesses with Council’s Communications Plan. During the reporting a primary focus on public policy and administration. period, members attended meetings as follows: He worked for 13 years in the Department of Treasury Council Meetings and Finance as a senior executive in a variety of roles in financial, economic and budgetary reform. Now Meetings an occasional cyclist and lapsed cross country skier Attended Ralph maintains a keen research interest in tourism, Michael Marasco (Chairperson) + 1 of 1 cultural landscapes and environmental change. Mark Anderson + 6 of 6 Judy Dixon Jennifer Hutchison + 5 of 6 (1 July 2012 – 27 April 2013) Kerrie Lavey + 6 of 6 Living in regional Victoria for its lifestyle advantages, Judy is Deputy Manager Tourism & Economic Vicki Papachristos + 1 of 1 Development for Mansfield Shire Council and has a Leigh Phillips + 5 of 6 public relations and communications business. Judy Rob Spargo + 6 of 6 has a strong background in tourism, marketing, resort management and education together with a passion Deborah Spring + 1 of 1 for snow skiing and the high country in both summer Ian Swan + 1 of 1 and winter. Formerly a Board Member for Mount Anthony Thompson + 1 of 1 Buller & Mount Stirling ARMB, she has lived and Des Powell (Chairperson) 5 of 5 worked in alpine resorts in Australia and overseas. Qualifications include a Bachelor of Education and Ralph Booth 4 of 5 Graduate Diploma of Management. Judy Dixon 4 of 5 Nicole Feeney Nicole Feeney 5 of 5 (1 July 2012 – 27 April 2013) + members as at 30 June 2013 Nicole is a commercial disputes and construction lawyer at Lander & Rogers. She is the immediate Committees past chair of the Law Institute of Victoria’s Litigation Council has formed three Committees to assist it to Lawyers Section and a LIV representative on the carry out its functions. Further information about Supreme Court Rules Committee and the County the purposes of each Committee is available on the Court’s Building Cases Users Group. She was Council’s website. Each operates under an adopted previously a director of UFS Dispensaries Ltd, a Term of Reference or Charter. The Members of, and not for profit company which operates a number of pharmacies in western Victoria. Nicole has been regular invitees to, these Committees and attendance a member of the Mount Hotham ARMB since April over the year ending 30 June 2013, are as follows: 2007, including Chairperson from April 2010 to April Audit and Risk Management Committee 2013. She learnt to ski at Hotham and became a member of a lodge at Hotham in 2005. Meetings Attended Mark Anderson (Chairperson) + 5 of 5 Michael Marasco + 1 of 1 Anthony Thompson + 0 of 0 Ralph Booth 3 of 4 Des Powell 4 of 4
Note: All members satisfy the criteria for ‘independent member’ as laid down in the Guidelines of the Financial Management Compliance Framework issued by the Department of Treasury and Finance in June 2003.
+ members as at 30 June 2013
19 ALPINE RESORTS CO-ORDINATING COUNCIL
Co-operation Committee Research, Strategy and Planning Committee
Meetings Meetings Attended Attended
Jennifer (Chairperson, 2 of 3 Rob Spargo (Chairperson) + 5 of 5 Hutchison Mount Buller and Kerrie Lavey + 3 of 5 (Chairperson) + Mount Stirling ARMB) Leigh Phillips + 5 of 5 Mark (Chairperson, 2 of 3 Anderson + Falls Creek ARMB) Michael Marasco (ex officio) + 1 of 1
Vicky (Chairperson, 0 of 0 Des Powell (ex officio) 1 of 4
Papachristos + Mount Baw Baw + members as at 30 June 2013 ARMB) From time to time, the Council may establish working Deborah Spring + (Chairperson, 0 of 0 groups or steering committees for specific purposes. Mount Hotham ARMB) Council established the Project Control Board (PCB) Anthony (Chairperson, 0 of 0 from the members of the Research, Strategy and Thompson + Lake Mountain ARMB) Planning Committee and an Executive from DEPI for the development and finalisation of the 2012 Plan. Jim Atteridge + (CEO, Mount Hotham 3 of 3 An ‘ad-hoc’ Communications Sub-Committee was ARMB) also established during the development of Council’s David Herman + (CEO, Falls Creek 3 of 3 Communications Plan and ‘Issues Register’. ARMB) PCB Alpine Resorts 2020 Strategy Review John Huber + (CEO, Mount Buller 3 of 3 Meetings and Mount Stirling Attended ARMB) Des Powell (Chairperson) 4 of 4 Peter Jacobs + (Chief Ranger – Alps, 3 of 3 Parks Victoria) Leigh Phillips 3 of 4
Anthony (GM Operations 1 of 1 Peter Watkinson, Executive Director, 4 of 4 McIntosh + Belgravia, Lake Strategic Relations, DEPI Mountain ARMB) Jenny Pequignot, Executive Director, 1 of 2 Stuart Ord + (CEO, Mount Baw Baw 3 of 3 Land Division, DEPI ARMB) Ralph Booth 1 of 4 Nicole Feeney (Chairperson, Mount 3 of 3 Hotham ARMB) Representatives of Council also participated in Ralph Booth (Chairperson, Lake 2 of 3 various external groups and processes to further the Mountain ARMB and achievement of Council’s objectives. Chairperson, Mount Membership of External Groups Baw Baw ARMB) Board of Alpine Resorts Tourism Paul Squires (CEO, Lake Mountain 1 of 2 ARMB) Council’s Executive Officer +
+ members as at 30 June 2013 Judy Dixon
+ members as at 30 June 2013
20 ANNUAL REPORT 2012–2013
Human Resource Management and Public Council’s operations are managed in accordance Administration Values with DEPI procedures and guidelines for financial The Council does not directly employ any on-going management, human resource management, code of staff. Secretariat support is provided by officers conduct, occupational health and safety, employment of the Land Management Policy Division of DEPI policies, dispute resolution processes, and industrial attached to the Council. The salary and on-cost of relations. In addition, Council has adopted a ‘Financial these officers is reimbursed to DEPI by the Council. Code of Practice for Staff’ which all staff working Sean Daugherty was the Executive Officer of the for the Council are required to meet. Staff selection Council for the reporting period. The Council has no processes ensure that applicants are assessed executives employed as a public service body head or and evaluated fairly and equitably on the basis of other executive under Part 3, Division 5 of the Public key selection criteria and other accountabilities Administration Act 2004. without discrimination. A formal induction program As at 30 June 2013, the Council secretariat consisted is provided for each new staff member. Council is of four staff: committed to the fair and reasonable treatment of staff. Staff have availed themselves of ergonomic • Sean Daugherty – Executive Officer assessment, health check and vaccination services • Alex Shilton – Principal Policy Officer arranged by DEPI. Regular office safety audits are • Eddie Wilson – Project Officer undertaken, including annual testing of electrical • Franzi Taylor – Project Support Officer (part time) appliances and the Council’s vehicle has a set of recovery and safety equipment that is checked prior, There has been no change in the number of ongoing and subsequent, to each snow season. There were staff positions in the secretariat from the previous no industrial accidents or industrial disputes in the 12 financial year. months ending 30 June 2013. Until November 2012, Peter Sizeland, an officer of the (then) Department of Sustainability and Environment Community Inclusiveness (DSE), acted as the Council’s Finance Manager. The Council is committed to policies, programs and Subsequently Tony Christianen, an independent strategies servicing all Victorians, including culturally contractor, was appointed as Council’s Chief Finance and linguistically diverse communities, seniors, and Accounting Officer. people with disabilities, women, youth and Aboriginal Victorians, in the management, use and enjoyment of Victoria’s alpine resorts. All staff are required to complete cultural awareness training, which assists in developing a greater awareness of the issues facing Aboriginal communities. Council has continued to work with the ARMBs as they implement actions to achieve positive Aboriginal cultural outcomes and partnerships, as set out within the 2012 Plan. Council continues to work with ARMBs and contribute to the further development of social equity and social capital outcomes within the Resorts.
21 ALPINE RESORTS CO-ORDINATING COUNCIL
Other information
Statement of Availability of Other Information Details of consultancies under $10,000 All of the following additional information is retained In 2012–13, Council did not engage any consultancies by the Accountable Officer (the Executive Officer) where the total fees payable to the consultants were and can be made available on request to the less than $10,000. relevant Ministers, Members of Parliament and the Declarations of Pecuniary Interests public, subject to the provisions of the Freedom of Declarations of pecuniary interests have been duly Information Act 1982, as outlined under FRD 22C completed by all relevant officers. RegisterA of and FRD 22D. The reported information has been Pecuniary Interest Declarations is retained by the compiled as at 30 June 2013. Executive Officer (the Council’s Accountable Officer) Compliance with the Building Act 1993 and is available on request to the relevant Ministers, In accordance with the requirements of the Directions of Members of Parliament and the public, subject to the the Minister for Finance, the annual report must include provisions of the Freedom of Information Act 1982. a statement about compliance with the building and Details of Changes in Contributions maintenance provisions of the Building Act 1993, for Details of changes in contributions to Council’s publicly owned buildings under Council’s control. The operations are reported in Note 3 of the Financial Council makes use of buildings and facilities controlled Statements. by DEPI to perform its functions and does not own or control any government buildings. Disclosure of Government Advertising Expenditure Government policy requires disclosure of all Consultancies Government Advertising Expenditure with a total Details of consultancies over $10,000 media buy of $150,000 or greater (exclusive of GST). Consultant National Institute of Economic No Government advertising expenditure was incurred and Industry Research by Council during the reporting period. Purpose of Assessment of the economic Details of Other Communications, Public Relations consultancy significance of Australian Alpine and Advertising Activities Resorts in Winter and Summer An adopted communications plan provides a Start date January 2011 framework for ensuring that information about the Council and Council projects are made available End date March 2013 to relevant stakeholders and target audiences in a Total approved fee $177,900 strategic, timely and effective manner. In line with (excl. GST) the Communications Plan, Council operates its own website: www.arcc.vic.gov.au. The website provides Expenditure 2010– $35,849 the public with direct access to information about 11 (excl. GST) the activities of Council. It has been maintained and Expenditure 2011– $106,472 continuously kept up to date during the reporting period. 12 (excl. GST) The Council has also been proactive in obtaining Expenditure 2012– $20,530 media coverage for its activities, with coverage 13 (excl. GST) obtained in both regional and metropolitan media. A significant activity in 2012–13 was related to the Future expenditure $0 development and finalisation of the 2012 Plan. This (excl. GST) activity attracted significant media interest and Council ran online communications activities to support this stage of the plan’s development and subsequent release by Government.
22 ANNUAL REPORT 2012–2013
Other advertising and marketing activity undertaken Compliance with the Protected Disclosures Act 2012 by the Council included working with TV and ARMBs The former Whistleblowers Protection Act 2001 on state-wide co-operative marketing activities for (‘Whistleblowers Act’) was repealed and replaced with Victoria’s alpine resorts, including activities under the Protected Disclosure Act 2012 (‘PD Act’), which the national brand, Snow Australia. This program was came into force on 10 February 2013. As the change co-ordinated by TV, on behalf of BART. The Council of legislation occurred midway through the 2012-13 contributed $15,000 to this program. financial year, this disclosure complies with the requirements of the PD Act and section 104 Details of Publications Produced of the Whistleblowers Act, for each of the relevant Publications produced by the Council during the time periods. reporting period were: The PD Act was part of a package of integrity reforms • Economic Significance of the Victorian Alpine introduced by the Victorian Government, which also Resorts – Summer (June 2013); established the Independent Broad-based Anti- • Winter 2012 Visitor Satisfaction Report corruption Commission (IBAC). (May 2013); The PD Act enables people to make disclosures • Winter 2012 End of Season Report (March 2013); about improper conduct within the public sector • Economic Significance of the Australian Alpine without fear of reprisal. It aims to ensure openness Resorts – Winter 2011 – Summary Report and accountability by encouraging people to make (January 2013); disclosures and protecting them when they do. • The Economic Significance of the Australian What is a ‘protected disclosure’? Alpine Resorts – Winter 2011 (December 2012); A protected disclosure is a complaint of corrupt or • Alpine Resorts Strategic Plan 2012 improper conduct by a public officer or a public body. (December 2012); The Council is a “public body” for the purposes of the Act. • Corporate Plan 2012/13 – 2014/15 – as approved What is ‘improper or corrupt conduct’? for publication (October 2012); Improper or corrupt conduct involves substantial: • Alpine Resorts Co-ordinating Council 2011–2012 • mismanagement of public resources; or Annual Report (September 2012); • risk to public health or safety or the environment; or • Summer 2011/12 Visitation Survey Report (August • corruption. 2012); The conduct must be criminal in nature or a matter • End of Season Report Winter 2011 (July 2012); and for which an officer could be dismissed. • Winter 2011 Visitor Satisfaction Report (July 2012). How do I make a ‘Protected Disclosure’? These publications are available electronically through You can make a protected disclosure about the Council’s website. Council or its board members, officers or employees Details of Shares Held by contacting DEPI or IBAC on the contact details provided below. No shares are held by senior officers as nominee or held beneficially in the statutory authority or Please note that the Council is not able to receive subsidiary. protected disclosures. Disclosure of Major Contracts Government policy requires disclosure of all contracts greater than $10 million dollars in value. No major contracts were entered into by Council during the reporting period.
23 ALPINE RESORTS CO-ORDINATING COUNCIL
How can I access Council’s procedures for the Freedom of Information protection of persons from detrimental action? The Freedom of Information Act 1982 allows the The Council has established procedures for the public a right of access to documents held by the protection of persons from detrimental action in Council. Freedom of Information requests are made reprisal for making a protected disclosure about the in writing describing the documents requested Council or its employees. You can access relevant and including payment of the $25.70 application procedures on the DEPI website at: fee. Further charges may be payable. FOI fees and www.depi.vic.gov.au charges are not subject to GST. The Council has Contacts determined that its authorised officer is DEPI’s Department of Environment and Primary Freedom of Information Manager. Applications Industries (DEPI) are to be sent to Jennifer Berensen, Senior Advisor, Freedom of Information Unit, DEPI Privacy & Ombudsman PO Box 500 East Melbourne, Victoria, 8002 Department of Environment Telephone: 9637 8186 and Primary Industries Facsimile: 9637 8128 Address: PO Box 500, Email: [email protected] East Melbourne Vic 3002 Ph: 03 9637 8697 No requests for information were received in the Website: www.depi.vic.gov.au reporting period. Independent Broad-Based Anti-Corruption Reporting Requirements under Part II of the Commission (IBAC) Victoria Freedom of Information Act 1982 Address: Level 1, North Tower, The organisational arrangements and functional 459 Collins Street, responsibilities of the Council are shown above. The Melbourne Victoria 3001. Council’s powers are drawn from the Alpine Resorts Mail: IBAC, GPO Box 24234, (Management) Act 1997. The Council held and Melbourne Victoria 3000 maintained the following categories of documents: Website: www.ibac.vic.gov.au • correspondence files; Phone: 1300 735 135 • minutes of the various meetings held by the Email: see the website above for the secure Council; and email disclosure process, which also provides for anonymous disclosures. • project reports and related statistical information. Project reports and general information related to the Disclosures under the Whistleblowers Protection Act Council are available for inspection at the Council’s 2001 (repealed) contact address. The Council’s Annual Report, key The archived procedures established under the policy documents and project reports can all be Whistleblowers Act are available upon request. found on the Council’s website – www.arcc.vic.gov.au. There were no disclosures in the period commencing In addition, limited hard copies of some Council on 1 July 2012 and ending on 9 February 2013. documents are available. Any person seeking access to a particular document produced by the Council should write to the Council describing in as much detail as possible, the nature of the document required.
24 ANNUAL REPORT 2012–2013
Information Privacy Office-based Environmental Impacts The Information Privacy Act 2000 deals with The Government’s aim of improved environmental the manner in which public and private sector management is supported by a requirement that organisations may record, use, store and disclose Departments disclose their ongoing performance in information collected from individuals. The Council managing and reducing the environmental impacts of is committed to upholding and implementing the their office-based activities. The Council makes use Privacy Principles set out in the legislation. The full of DEPI offices and facilities to perform its functions Council acts as a Privacy Committee. No complaints and the reporting requirement of the office is met by were handled by the Privacy Committee during the DEPI. The Council secretariat participates fully in a reporting period. range of environmental programs undertaken by However, as a result of a loss of Council member DEPI including: personal documentation held by the Shared Business • separation of reusable, recyclable, compostable Services unit of the (then) Department of Primary and landfill waste; Industries, during the transition of Council’s payroll • use of Green Power and use of a three-point- function to the (then) DSE, a formal complaint five star Green Vehicle Guide rated four cylinder was lodged with DSE. Council wrote to the (then) vehicle; Secretary of DSE, in relation to this matter. • use of flow restricted taps and waterless urinals; Major External Reviews • use of recycled paper and use of duplex printing; There were no major external reviews carried out on • environmentally sustainable fitouts; and the Council during the reporting period. • regular use by staff of public transport, Major Research and Development Activities cycling or walking to and from work. A major (i.e. costing over $100,000) research project Overseas Visits Undertaken to assess the economic significance of Australian Alpine Resorts was completed during the 2012–13 No overseas visits were undertaken as part of the financial year. During the reporting year, the Council, official business of the Council during the reporting in close collaboration with the five ARMBs, undertook period. a summer vehicle counting survey, continued its Victorian Industry Participation Policy surveys of snow season performance and, with the In October 2003, the Victorian Parliament passed the respective resort lift companies, undertook a visitor Victorian Industry Participation Policy Act 2003 which profile and satisfaction survey. All of these activities requires public bodies and Departments to report are reported elsewhere in this Annual Report. on the implementation of the Victorian Industry National Competition Policy Participation Policy (VIPP). Departments and public In 1995, all Australian Governments (Federal, State bodies are required to apply VIPP in all tenders over and Territory) agreed to a ‘National Competition $3 million in metropolitan Melbourne and $1 million Policy’. The Council adheres to the principles of in regional Victoria. The Council did not have any the National Competition Policy to ensure that any tenders over $1 million during the reporting period. business competition with private entities takes place in an environment where the Council has no competitive advantages.
25 ALPINE RESORTS CO-ORDINATING COUNCIL
Risk management attestation
To ensure that risks are being managed in a consistent manner, public sector entities are required to attest in annual reports that: • entities have in place risk management processes consistent with the Australian/New Zealand Risk Management Standard (or equivalent designated standard); • these processes are eective in controlling the risks to a satisfactory level; and • a responsible body or audit committee verifies that view. The Council has a risk management policy and strategy in place that is reviewed by the Audit and Risk Management Committee and updated annually. The attestation for 2012–13 follows.
Attestation for compliance with the Australian/New Zealand Risk Management Standard We, Michael Marasco and Mark Anderson, certify that the Alpine Resorts Co-ordinating Council has risk management processes in place consistent with AS/NZS ISO 31000:2009 and an internal control system is in place that enables the executive to understand, manage and satisfactorily control risk exposures. The Audit and Risk Management Committee verifies this assurance and that the risk profile of the Alpine Resorts Co-ordinating Council has been critically reviewed within the last 12 months.
Michael Marasco Mark Anderson Chairperson Chairperson, Audit and Risk Committee Alpine Resorts Co-ordinating Council Alpine Resorts Co-ordinating Council 22 August 2013 22 August 2013
26 ANNUAL REPORT 2012–2013
Insurance attestation
In May 2012 Standing Direction (SD) 4.5.5.1 of the Minister for Finance was announced and requires public sector agencies to insure with the Victoria Managed Insurance Authority (VMIA) under the Victoria Managed Insurance Authority Act 1996.
Attestation for compliance with the Ministerial Standing Direction 4.5.5.1 – Insurance We, Michael Marasco and Sean Daugherty, certify that the Alpine Resorts Co-ordinating Council has complied with Ministerial Direction 4.5.5.1 – Insurance.
Michael Marasco Sean Daugherty Chairperson Accountable Ocer Alpine Resorts Co-ordinating Council Alpine Resorts Co-ordinating Council 22 August 2013 22 August 2013
27 ALPINE RESORTS CO-ORDINATING COUNCIL
Gifts, Benefits and Hospitality framework attestation
Attestation for compliance with the Gifts, Benefits and Hospitality Policy Framework We, Michael Marasco and Mark Anderson, of the Alpine Resorts Co-ordinating Council certify that: • the Alpine Resorts Co-ordinating Council has gifts, benefits and hospitality policies and procedures in place; • these policies and procedures are consistent with the minimum requirements and accountabilities outlined in the Gifts, Benefits and Hospitality Policy Framework for the Victorian Public Sector – Revised April 2012 issued by the Public Sector Standards Commissioner; and • these policies and procedures are updated, promulgated and provided to the Audit and Risk Management Committee for review at least once a year.
Michael Marasco Mark Anderson Chairperson Chairperson, Audit and Risk Committee Alpine Resorts Co-ordinating Council Alpine Resorts Co-ordinating Council 22 August 2013 22 August 2013
28 FINANCIAL REPORT 2012–2013
Financial statements
Declaration Chairperson and accountable ocer’s declaration We hereby certify that the attached financial statements for the Alpine Resorts Co-ordinating Council have been prepared in accordance with Standing Directions 4.2 of the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards including Interpretations, and other mandatory professional reporting requirements. We further state that, in our opinion, the information set out in the comprehensive operating statement, balance sheet, statement of changes in equity, cash flow statement and accompanying notes, presents fairly the financial transactions during the year ended 30 June 2013 and financial position of the Alpine Resorts Co-ordinating Council at 30 June 2013. At the time of signing, we are not aware of any circumstance which would render any particulars included in the financial statements to be misleading or inaccurate. We authorise the attached financial statements for issue on 22 August 2013.
Michael Marasco Sean Daugherty Chairperson Accountable Ocer 22 August 2013 22 August 2013
29 ALPINE RESORTS CO-ORDINATING COUNCIL
Comprehensive operating statement for the financial year ended 30 June 2013
Note 2013 2012 $ $ Income from transactions 3 780,791 637,349
Expenses from transactions 4 806,234 759,317
Net result from transactions (25,443) (121,968)
Comprehensive result (25,443) (121,968)
The comprehensive operating statement should be read in conjunction with the accompanying notes 1 to 15.
30 FINANCIAL REPORT 2012–2013
Balance sheet as at 30 June 2013
Note 2013 2012 $ $
ASSETS
Financial assets
Cash and cash equivalents 5 39,393 95,325
Receivables 6 74,939 46,165
Total financial assets 114,332 141,490
Non-financial assets
Property, plant and equipment 7 17,693 0
Total non-financial assets 17,693 0
TOTAL ASSETS 132,025 141,490
Liabilities
Payables 8 8,318 9,814
Other Liabilities 9 17,474 0
TOTAL LIABILITIES 25,793 9,814
NET ASSETS 106,233 131,676
Equity
Accumulated Surplus 106,233 131,676
TOTAL EQUITY 106,233 131,676
Committment for expenditure 11
Contingent assets/contingent liabilities 12
The above balance sheet should be read in conjunction with the accompanying notes 1 to 15.
31 ALPINE RESORTS CO-ORDINATING COUNCIL
Statement of changes in equity for the financial year ended 30 June 2013
Accumulated Total Surplus $ $ Balance as at 1 July 2011 253,644 253,644
Comprehensive result (121,968) (121,968)
Balance as at 30 June 2012 131,676 131,676
Comprehensive result (25,443) (25,443)
Balance as at 30 June 2013 106,233 106,233
The statement of changes in equity should be read in conjunction with the accompanying notes 1 to 15.
32 FINANCIAL REPORT 2012–2013
Cash flow statement for the financial year ended 30 June 2013
Note 2013 2012 $ $
Cash flows from operating activities
Contributions Received 775,295 690,763
Interest Received 11,599 14,067
GST received from ATO 42,884 23,670
Payments to Suppliers and Council Members (875,031) (785,052)
GST paid to ATO 0 (28,136)
Net cash inflows / (used in) operating activities 10 (45,253) (84,688)
Cash flows from financing activities
Repayments of financial leases (10,679) 0
Total non-financial assets (10,679) 0
Net increase/(decrease) in cash held (55,932) (84,688)
Cash at beginning of financial year 95,325 180,013
CASH AT END OF FINANCIAL YEAR 5 39,393 95,325
The above cash flow statement should be read in conjunction with the accompanying notes 1 to 15.
33 ALPINE RESORTS CO-ORDINATING COUNCIL
Notes to the financial statements for the financial year ended 30 June 2013
Note 1: Summary of significant e) Cash and deposits accounting policies Cash and deposits, including cash equivalents, These annual financial statements represent the comprise cash on hand and cash at bank, deposits audited general purpose financial statements for the at call and those highly liquid investments with an Alpine Resorts Co-ordinating Council (The Council) original maturity of three months or less, which for the period ending 30 June 2013. The purpose of are held for the purpose of meeting short term the report is to provide users with information about cash commitments rather than for investment the Council’s stewardship of resources entrusted to it. purposes, and which are readily convertible to known amounts of cash and are subject to an a) Statement of compliance insignificant risk of changes in value. These general purpose financial statements have For cash flow statement presentation purposes, been prepared in accordance with the Financial cash and cash equivalents include bank Management Act 1994 (FMA) and the Directions overdrafts, which are included as borrowings issued by the Minister for Finance under this Act, on the balance sheet. the Alpine Resorts (Management) Act 1997 and applicable Australian accounting standards and f) Receivables other mandatory reporting requirements. Debtors are carried at amounts due. There is no b) Basis of accounting preparation and interest levied on overdue debts. The Council’s measurement stated terms in respect of amounts receivable are payment in full within 30 days. The accrual basis of accounting has been applied in the preparation of these financial statements A provision for doubtful receivables is recognised whereby assets, liabilities, equity, revenue and when there is objective evidence that the debts expenses are recognised in the reporting period may not be collected, and bad debts are written to which they relate, regardless of when cash is off when identified. received or paid. g) Payables c) Recognition of revenue Payables represent liabilities for goods and Contribution payments are recognised as revenue services provided to the Council prior to the end when the Council gains control over the assets of the financial year that are unpaid, and arise comprising the contributions. when the Council becomes obliged to make future payments in respect of the purchase of All other revenue is brought to account as it those goods and services and statutory payables, is earned and where the services have been such as goods and services tax and fringe provided. benefits tax payables. d) Contribution payments The carrying amount of accounts payable Payments are made by the Falls Creek, Lake approximates net fair value. Creditors are payable Mountain, Mount Baw Baw, Mount Buller & within 30 days. Mount Stirling and Mount Hotham Alpine Resort h) Employee costs and entitlements Management Boards to contribute to and support the operation of the Council. The Council does not directly employ staff. Staff are seconded to the Council from the Department Contribution payments are recognised of Environment and Primary Industries and the when invoiced. costs of these staff and all leave entitlements are included in the Administrative Services in Note 4. Council Members are paid an annual fee in accordance with Government policy. Council
34 FINANCIAL REPORT 2012–2013
members who are employees of the Victorian provides additional relevant information to users, Public Service are not eligible to receive an annual the net present values of significant individual fee for being a member of the Council. projects are stated. These future expenditures Employee costs and entitlements are recognised cease to be disclosed as commitments once the when incurred. liabilities are recognised in the balance sheet. i) Goods and services tax n) Contingent assets and contingent liabilities Revenues, expenses and assets are recognised Contingent assets and contingent liabilities are net of the amount of goods and services tax not recognised in the balance sheet, but are (GST), except where the amount of the GST disclosed by way of a note (refer to Note 12) incurred is not recoverable from the Australian and, if quantifiable, are measured at nominal Tax Office (ATO). In these circumstances the GST value. Contingent assets and liabilities are is recognised as part of the cost of acquisition of presented inclusive of GST receivable or payable the asset or as part of an item of the expense. respectively. Receivables and payables are stated inclusive of GST. o) Events after reporting date The net amount of GST recoverable from, or payable Assets, liabilities, income or expenses arise from to, the ATO is included as part of receivables or past transactions or other past events. Where the payables in the Balance Sheet. The GST component transactions result from an agreement between of a receipt or payment is recognised on a gross basis the entity and other parties, the transactions are in the Cash Flow Statement. only recognised when the agreement is irrevocable j) Going concern basis at or before the end of the reporting period. Adjustments are made to amounts recognised in The Council is dependent on the support of the the financial statements for events which occur Falls Creek, Lake Mountain, Mount Baw Baw, after the reporting date and before the date the Mount Buller & Mount Stirling and Mount Hotham financial statements are authorised for issue, Alpine Resort Management Boards under the where those events provide information about provisions of section 38 (af) of the Alpine Resorts conditions which existed in the reporting period. (Management) Act 1997 to ensure that the Council Note disclosure is made about events between is able to meet its obligations as and when they the balance date and the date the statements are due. In 2012–13 this obligation was given force are authorised for issue where the events relate by Ministerial Direction under Section 36 of the Act to condition which arose after the end of the and it is anticipated that a similar Direction will be reporting date and which may have a material made for 2013–14. Accordingly, the accounts have impact on the results of subsequent years. been prepared on a going concern basis. p) Leased property, plant and equipment k) Rounding At the commencement of the lease term, finance Amounts in the financial statements have been leases are initially recognised as assets and rounded to the nearest dollar, unless otherwise liabilities at amounts equal to the fair value of stated. the lease property or, if lower, the present value l) Comparatives of the minimum lease payment, each determined Where practicable, comparative amounts are at the inception of the lease. The lease asset presented and classified on a basis consistent is amortised over the shorter of the estimated with the current year. No items have been useful life of the asset or the term of the lease. reclassified from the previous year in the Financial Minimum finance lease payments are apportioned Statements. between reduction of the outstanding lease m) Commitments liability and periodic finance expense, which is calculated using the interest rate implicit in the Commitments for future expenditure include lease and charged directly to the comprehensive operating and capital commitments arising from operating statement. contacts. These commitments are disclosed by way of a note (refer to Notes 9 and 11) at their nominal value and inclusive of the GST payable. In addition, where it is considered appropriate and
35 ALPINE RESORTS CO-ORDINATING COUNCIL
q) Borrowings r) Australian Accounting Standards issued that are Borrowings are initially measured at fair not yet eective value, being the cost of the borrowings, net of Certain new Australian Accounting Standards transaction costs. (AASs) have been published that are not Subsequent to initial recognition, borrowings are mandatory for the 30 June 2013 reporting period. measured at amortised cost with any dierence The Department of Treasury and Finance assess between the initial recognised amount and the the impact of all these new standards and advises redemption value being recognised in net result the entity of their applicability and early adoption over the period of the borrowing using the where applicable. eective interest rate method. As at 30 June 2013, the following AASs that may be relevant to the Council have been issued by the AASB but not yet eective. They become eective for the first financial statements for reporting periods commencing after the stated operative dates as indicated.
Standard Summary Applicable Impact on public sector entity /Interpretation for annual financial statements reporting periods beginning on
AASB 9 This standard simplifies requirements for the 1 Jan 2015 Subject to AASB’s further Financial instruments classification and measurement of financial modifications to AASB 9, together assets resulting from Phase 1 of the IASB’s with the anticipated changes project to replace IAS 39 Financial Instruments: resulting from the staged projects Recognition and Measurement (AASB 139 on impairments and hedge Financial Instruments: Recognition and accounting, details of impacts Measurement). will be assessed.
AASB 12 This standard requires disclosure of information 1 Jan 2014 Not-for-profit entities are not Disclosure of Interests in that enables users of financial statements to permitted to apply this Standard Other Entities evaluate the nature of, and risks associated with, prior to the mandatory application interests in other entities and the eects of date. Impacts on the level and those interests on the financial statements. This nature of the disclosures will be Standard replaces the disclosure requirements assessed based on the eventual in AASB 127 Separate Financial Statements implications arising from AASB 10, and AASB 131 Interests in Joint Ventures. The AASB 11 and AASB 128 Investments exposure draft ED 238 proposes to add some in Associates and Joint Ventures. implementation guidance to AASB 12, explaining and illustrating the definition of a ‘structured entity’ from a not-for-profit perspective.
AASB 13 This Standard outlines the requirements 1 Jan 2013 Disclosure for fair value Fair Value Measurement for measuring the fair value of assets and measurements using unobservable liabilities and replaces the existing fair value inputs are relatively detailed definition and guidance in other AASs. compared to disclosure for fair value AASB 13 includes a ‘fair value hierarchy’ measurements using observable which ranks the valuation technique inputs inputs. Consequently, the Standard into three levels using unadjusted quoted may increase the disclosures prices in active markets for identical assets required assets measured using or liabilities; other observable inputs; and depreciated replacement cost. unobservable inputs.
36 FINANCIAL REPORT 2012–2013
Standard Summary Applicable Impact on public sector entity /Interpretation for annual financial statements reporting periods beginning on
AASB 119 In this revised Standard for defined benefit 1 Jan 2013 Not-for-profit entities are not Employee Benefits superannuation plans, there is a change permitted to apply this Standard to the methodology in the calculation of prior to the mandatory application superannuation expenses, in particular date. While the total superannuation there is now a change in the split between expense is unchanged, the revised superannuation interest expense (classified methodology is expected to have as transactions) and actuarial gains and a negative impact on the net result losses (classified as ‘Other economic flows – from transactions of the general other movements in equity’) reported on the government sector and for those comprehensive operating statement. few Victorian public sector entities that report superannuation defined benefit plans.
AASB 127 This revised Standard prescribes the 1 Jan 2014 Not-for-profit entities are not Separate Financial accounting and disclosure requirements for permitted to apply this Standard Statements investments in subsidiaries, joint ventures and prior to the mandatory application associates when an entity prepares separate date. The AASB is assessing the financial statements. applicability of principles in AASB 127 in a not-for-profit context. As such, the impact will be assessed after the AASB’s deliberation.
AASB 1053 This Standard establishes a 1 July 2013 The Victorian Government is Application of Tiers of dierential financial reporting currently considering the impacts of Australian Accounting framework consisting of two Reduced Disclosure Requirements Standards tiers of reporting requirements (RDRs) for certain public sector for preparing general purpose entities, and has not decided if financial statements. RDRs will be implemented in the Victorian public sector.
In addition to the new standards above, the AASB has issued a list of amending standards that are not eective for the 2012–13 reporting period (as listed overleaf). In general, these amending standards include editorial and references changes that are expected to have insignificant impacts on public sector reporting. The two AASB Interpretations in the list below are also not eective for the 2012-13 reporting period and considered to have insignificant impacts on public sector reporting.
37 ALPINE RESORTS CO-ORDINATING COUNCIL
The two AASB Interpretations in the list below are also not effective for the 2012–13 reporting period and considered to have insignificant impacts on public sector reporting.
• AASB 2009–11 Amendments to Australian • 2012–1 Amendments to Australian Accounting Accounting Standards arising from AASB 9. Standards - Fair Value Measurement - Reduced Disclosure Requirements. • AASB 2010–2 Amendments to Australian Accounting Standards arising from Reduced • 2012–2 Amendments to Australian Accounting Disclosure Requirements. Standards – Disclosures – Offsetting Financial Assets and Financial Liabilities. • AASB 2010–7 Amendments to Australian Accounting Standards arising from AASB 9 • 2012–3 Amendments to Australian Accounting (December 2010). Standards – Offsetting Financial Assets and Financial Liabilities. • AASB 2010–10 Further Amendments to Australian Accounting Standards – Removal of Fixed Dates • 2012–5 Amendments to Australian Accounting for First-time Adopters. Standards arising from Annual Improvements 2009–2011 Cycle. • AASB 2011–2 Amendments to Australian Accounting Standards arising from the Trans- • 2012–7 Amendments to Australian Accounting Tasman Convergence Project – Reduced Standards arising from Reduced Disclosure Disclosure Requirements. Requirements.
• AASB 2011–4 Amendments to Australian • 2012–9 Amendment to AASB 1048 arising from Accounting Standards to Remove Individual Key the Withdrawal of Australian Interpretation 1039. Management Personnel Disclosure Requirements. • 2012–10 Amendments to Australian Accounting • AASB 2011–6 Amendments to Australian Standards – Transition Guidance and Other Accounting Standards – Extending Relief Amendments. from Consolidation, the Equity Method and Proportionate Consolidation – Reduced Disclosure • 2012–11 Amendments to Australian Accounting Requirements. Standards – Reduced Disclosure Requirements and Other Amendments. • AASB 2011–7 Amendments to Australian Accounting Standards arising from the • 2013–1 Amendments to AASB 1049 – Relocation Consolidation and Joint Arrangements Standards. of Budgetary Reporting Requirements.
• AASB 2011–8 Amendments to Australian • 2013–2 Amendments to AASB 1038 – Regulatory Accounting Standards arising from AASB 13. Capital.
• AASB 2011–10 Amendments to Australian • 2013–3 Amendments to AASB 136 – Recoverable Accounting Standards arising from AASB 119 Amount Disclosures for Non-Financial Assets. (September 2011). • AASB Interpretation 20 Stripping Costs in the • AASB 2011–11 Amendments to AASB 119 Production Phase of a Surface Mine. (September 2011) arising from Reduced • AASB Interpretation 21 Levies Disclosure Requirements.
• AASB 2011–12 Amendments to Australian Accounting Standards arising from Interpretation 20
38 FINANCIAL REPORT 2012–2013
Note 2: Financial risk management b) Financial risk exposures objectives and policies The Council is exposed to the following a) General financial risks: The Council’s activities expose it to some financial i) Interest rate risk risk. This note presents information about the The Council has exposure to interest rate Council’s exposure to financial risk and the risk on its short-term deposits in a Cash objectives, policies and processes for managing Management Account held with the Council’s this risk. bank. The Council considers that this risk is The Council has the overall responsibility for the low as it does not impact significantly on its establishment and oversight of the Council’s operations. A sensitivity analysis of a 0.5% risk management framework. Risk management increase or decrease movement in interest is carried out under policies and a framework rates would result in a movement of $200 adopted by the Council. The Council’s Audit which is considered a negligible impact on and Risk Management Committee monitors the annual financial position. implementation. ii) Liquidity risk Liquidity risk is the risk that the Council will not be able to meet its financial obligations as they fall due. The Council’s policy is to meet its financial obligations within 30 days of a valid tax invoice being provided. The liquidity risk exposure is due to income from contributory bodies not being received by Council in a timely manner to meet Council’s financial obligations. This is managed through the maintenance of a level of working capital, tight cash flow management and obtaining a Ministerial Direction under the Alpine Resorts (Management Act) 1997 specifying contributions to be made during the financial year. c) Credit Risk Exposure Credit risk represents the loss that would be recognised if counter parties fail to perform as contracted. The risk on financial assets of the Council, which have been recognised on the Balance Sheet, is the carrying amount. d) Fair valuation measurements The carrying value of assets and liabilities is a reasonable approximation of their fair values due to the inherent short-term nature of trade receivables.
39 ALPINE RESORTS CO-ORDINATING COUNCIL
Note 3: Income from transactions
2013 2012 $ $
Contribution payments 649,708 623,518
Australian alpine resorts forum 34,089 0
Visitor satisfaction survey 15,635 0
Other income 65,673 2,825
Bank interest 15,686 11,006
Total 780,791 637,349
Note 4: Expenses from transactions
2013 2012 $ $
Administration services paid to Department of Environment and Primary Industries 437,949 390,597
Strategic plan review & implementation 67,135 48,708
Australian alpine resorts forum 38,084 0
Annual report 9,584 2,040
ARCC communications plan & website 25,032 0
Audit fees 6,350 6,200
Australian Alps National Landscape 0 1,500
Council members fees 69,384 74,123
Council members and meeting expenses 24,650 6,965
Economic significance study 25,307 106,472
General expenses 22,475 22,012
Insurance 2,570 3,325
Keep winter cool 7,254 541
Marketing the alpine resorts (Board of Alpine Resorts Tourism) 15,000 15,000
Special projects 0 47,664
Visitor satisfaction survey 20,000 9,170
Tourism & Transport Forum membership 25,000 25,000
Amortisation – finance leased motor vehicle 10,460 0
Total 806,234 759,317
Note: Administration Services paid to the Department of Environment and Primary Industries relate to the provision of Secretariat support to the Council.
40 FINANCIAL REPORT 2012–2013
Note 5: Cash and cash equivalents Cash at end of the year, as shown in the Cash Flow Statement, is reconciled to the related items in the Balance Sheet as follows:
2013 2012 $ $
Cash at Bank 1,237 3,884
Cash Investments 38,156 91,441
Total 39,393 95,325
Note 6: Receivables 2013 2012 $ $
GST Receivable 70,258 46,057
Accrued Revenue 4,681 108
Total 74,939 46,165
Note 7: Property plant and equipment
2013 2012 $ $
Finance leased motor vehicle 28,153 0
Accumulated amortisation – leased motor vehicle (10,460) 0
Total 17,693 0
Note 8: Payables 2013 2012 $ $
Trade creditors and accruals 8,318 9,814
Total 8,318 9,814
41 ALPINE RESORTS CO-ORDINATING COUNCIL
Note 9: Borrowings Borrowings relate to finance leases for the motor vehicle leased through the VicFleet lease facility. The lease term is the period over which the vehicle is to be leased. Generally, vehicles must be retained for three years or 60,000 kms, whichever occurs first. On disposal of the vehicle any profit or loss on sale is borne by organisation.
Minimum future Present value of lease payments future minimum lease payments 2013 2012 2013 2012 $ $ $ $ Finance lease liabilities payable Not longer than one year 6,626 0 5,481 0 Longer than one year but not longer than five years 12,293 0 11,993 0 Minimum future lease payments 18,919 0 17,474 0 Less Future finance charges (1,445) 0 0 0 Present value of minimum lease payments 17,474 0 17,474 0
Included in the financial statements as: Borrowings 17,474 0
The weighted average interest rate implicit in the leases is 6.62% pa (2012: 6.62% pa)
Note 10: Reconciliation of net result from operating activities to net cash flows from operating activities
2013 2012 $ $
Comprehensive Result (25,443) (121,968)
Non-cash movements
Amortisation of non-current assets 10,460 0
Movements in assets and liabilities
Increase (decrease) in receivables (28,774) 37,307
Increase (decrease) in payables (1,496) (27)
Net cash flows/(used in) operating activities (45,253) (84,688)
Note 11: Commitments As at 30 June 2013 there were no future expenditure commitments by Council (2012: $Nil).
Note 12: Contingent assets and liabilities As at 30 June 2013 there were no contingent assets or liabilities. (2012 $ Nil).
42 FINANCIAL REPORT 2012–2013
Note 13: Superannuation The Council contributes in respect of the Council members superannuation at a contribution rate of 9% of Council members fees.
Type of Scheme 2013 2012 $ $
Australian Retirement Fund Accumulation 0 420
Colonial First State Accumulation 90 0
MLC Wrap Super Accumulation 53 0
Legal Industry Superannuation Fund Accumulation 578 840
Powell Superannuation Fund Accumulation 968 1,080
Vic Super Accumulation 1,711 1,890
Vision Super Accumulation 683 630
R&B Spargo Superannuation Accumulation 683 420
KML Super Accumulation 683 420
TIBMIN Superannuation Accumulation 605 420
Total Contribution to all funds 6,054 6,120
There are no unfunded liabilities associated with the above schemes as they are accumulation schemes. The employer contribution rate to these schemes is 9% of salary. There are no loans from any of the above funds to the Council as at 30 June 2013 (2012: $Nil). At 30 June 2013 there were no outstanding amounts owed to the Superannuation Funds (2012: $Nil).
43 ALPINE RESORTS CO-ORDINATING COUNCIL
Note 14: Responsible persons and The number of Responsible Persons whose related party disclosures remuneration from the Council was within the specified bands are as follows: i) Responsible Persons The names of the persons who were responsible 2013 2012 persons at any time during the financial year No. No. were: $0 – $9,999 13 11 Minister $10,000 – $19,999 1 1 The Hon Ryan Smith MP Minister for Environment and Climate Change Council members The relevant amounts relating to the Minister are reported separately in the Financial Statements of Mr M Marasco, Chairperson (4 June 2013–30 June 2013) the Department of Premier and Cabinet. Mr M Anderson (1 July 2012–27 April 2013 and The remuneration of the Accountable Officer is as 4 June 2013–30 June 2013) follows: Ms J Hutchison (1 July 2012–30 June 2013) 2013 2012 Ms K Lavey (1 July 2012–30 June 2013) No. No. Ms V Papachristos (24 May 2013 –30 June 2013) Mr L Phillips (1 July 2012–27 April 2013 and $120,000 – $129,999 – – 4 June 2013–30 June 2013) $100,000 – $119,999 1 – Mr R Spargo (1 July 2012–30 June 2013) less than $100,000 – 3 Ms D Spring (5 June 2013–30 June 2013) Mr I Swan (4 June 2013–30 June 2013) 2013 2012 Mr A Thompson (24 May 2013–30 June 2013) No. No. Mr D Powell, Chairperson (1 July 2012–27 April 2013) Mr R Booth (1 July 2012–27 April 2013) FTE 1 1 Ms J Dixon (1 July 2012–27 April 2013) Ms N Feeney (1 July 2012–27 April 2013) The amounts paid to the Accountable Officer are paid by the Department of Environment and Accountable Officer Primary Industries which is reimbursed by the Mr S Daugherty (1 July 2012–30 June 2013) Council. The salary for the Accountable Officer is included in Administrative Services paid to the Department of Environment and Primary ii) Remuneration Industries disclosed in Note 4. The remuneration received or due and receivable iii) Other related party transactions by the Responsible Persons in connection with the management of the Council during the The Contribution Payments in Notes 1(d) and reporting period was: 3 are related party transactions. Other than those transactions, there are no related party 2013 2012 transactions to disclose. $ $ iv) Executive remuneration 69,384 74,123 There were no executive officers other than those disclosed under Responsible Persons.
44 FINANCIAL REPORT 2012–2013
Note 15: Financial Instruments Interest rate exposure The Council’s exposure to interest rate risk and the effective weighted average interest rate for each class of financial assets and liabilities is set out in the table. The Council considers that the impact of changes in interest rates is not material.
Fixed Interest Maturing In
Floating 1 year or Over 1 to 5 More than Non- Total Interest less years 5 years Interest Rate Bearing
Notes $ $ $ $ $ $
30 JUNE 2013
Cash and cash equivalents 5 39,393 39,393
Receivables 6 4,681 4,681
Total 39,393 4,681 44,074
Weighted Average Interest Rate 2.91%
Financial Liabilities
Payables 8 8,318 8,318
Borrowings 9 5,481 11,993 17,474
Total 5,481 11,993 8,318 25,792
30 JUNE 2012
Cash and cash equivalents 5 95,325 95,325
Receivables 6 108 108
Total 95,325 108 95,433
Weighted Average Interest Rate 3.27%
Financial Liabilities
Payables 8 9,814 9,814
Total 9,814 9,814
Note: The Financial Instruments table excludes statutory taxes such as GST receivable.
45 46 47 ALPINE RESORTS CO-ORDINATING COUNCIL
APPENDIX
Alpine resort management board Method strategic management plans 2011 – This Monitoring Report analyses and compares 2012 monitoring report* actions contained in endorsed SMPs to actions recorded in the relevant ARMB annual reports for Context 2011 – 2012. The SMPs consist of a series of actions The Council has a statutory responsibility to monitor the ARMBs have committed to and address the six the development and implementation of endorsed strategic directions articulated in the Alpine Resorts Alpine Resort Management Board Strategic 2020 Strategy. These are: Climate Change, Resort Use Management Plans (SMPs). and Visitation, Development of the Resorts, Vibrant The Minister for Environment and Climate Change Resorts, Environmental Management and Stewardship endorsed the Falls Creek, Mount Hotham and Mount of Public Land. Buller & Mount Stirling SMPs in June 2007. The Mount Individual SMP actions are described as ‘progress Baw Baw SMP was endorsed in 2011 and the first reported’, where an action has been reported but is year of implementation has now concluded, and it not completed, ‘action completed’, where an action included at the end of this report. The Alpine Resort has been reported as complete or ‘not reported’ Management Board (ARMB) of Lake Mountain has where the annual report is silent. also prepared a SMP; but to date, it has not been Each ARMB was offered the opportunity to provide endorsed. a comment on their Monitoring Report. The 2011 – 2012 Annual Reporting cycle is the fifth year the Alpine Resorts Co-ordinating Council (ARCC) has had the opportunity to report on the ARMB’s progress in implementation of their endorsed SMPs. During this period, the ARMBs continued to work towards fulfilling the vision and strategic actions outlined in their SMPs. This report details the progress the ARMBs have made since the first SMP monitoring report prepared in 2009.
*The reporting cycle for Alpine Resort Management Boards is from 1 November until 31 October, in the following calendar year.
48 ANNUAL REPORT 2012–2013
Analysis Overview of all endorsed Strategic Management Plans Figure 1 shows the percentage of all SMP actions that have been reported as underway, completed or not reported. It can be seen that over half the total number of SMP actions have been reported on within the Board’s 2011 – 2012 annual reports. The higher percentage of actions completed compared to previous years can be attributed to the near completion of the five year SMP.
Figure 1 SMP Actions Reported to October 2012, by percentage of total
Falls Creek
Mt Hotham
Mt Buller & Mt Stirling
0% 10% 20% 30% 40% 50%60% 70%80% 90%100%
Progress reported Action completed Not reported
Figure 2 shows the total number of SMP actions the ARMBs have committed to and their progress towards achieving those actions. Progress has been reported and actions completed for all six strategic directions indicating the ARMBs have implemented many of the actions defined in theAlpine Resorts 2020 Strategy.
Figure 2 SMP Actions Reported to October 2012, by total number
Stewardship of public land
Environmental management
Vibrant resorts
Development of the resorts
Resort use and visitation
Climate change
0102030 40 50 60 70 80 90
Total number of SMP actions
Progress reported Action completed Not reported
A large number of SMP actions are identified as ‘progress reported’ and ‘not reported’ across all Resorts. This is because a number of SMP actions describe projects or actions to develop stakeholder relationships or other long-term projects that are either ongoing or which are scheduled to conclude after the five year SMP reporting period has ended. Irrespective of the level of activity undertaken, such actions are unlikely to ever achieve the status of ‘action completed’. Other actions previously reported as complete and not mentioned in subsequent years are marked as complete in this report
49 ALPINE RESORTS CO-ORDINATING COUNCIL
Falls Creek Alpine Resort Management Board Figure 3 shows the progress the Falls Creek ARMB has made towards delivering their endorsed SMP actions against the six Strategic Directions defined in theAlpine Resorts 2020 Strategy. Falls Creek exhibits a large number of completed resort development actions and approximately 70% of its actions are either complete or in progress.
Figure 3 Falls Creek – Reported SMP Progress to October 2012
Stewardship of public land
Environmental management
Vibrant resorts
Development of the resorts
Resort use and visitation
Climate change
010203040
Total number of SMP actions
Progress reported Action completed Not reported ARMB comment: The Falls Creek ARMB is pleased to report on foreshore), continued development of the Resort’s its progress against the Falls Creek Strategic Mountain Bike and Walking Trail Project (most notably Management Plan for the twelve month period planning approvals for Stage 2) and the introduction to October 2012. A range of strategic initiatives of Falls Creek “Outdoor Adventures” featuring a range supporting the Resort’s SMP were initiated, deployed of activities including unique Segway Tours on the or advanced in compliance with the Resort’s SMP. Resort’s Aqueduct Trail network. During the period of review, Falls Creek ARMB Falls Creek ARMB also continued to focus on altitude primarily concentrated on initiating further training and wellness. In addition to exploring a range of improvements to the snow season guest experience private investmnet options for funding, a number of new and consolidated its all season development high profile athletes and teams committed to training program. Additionally Falls Creek ARMB supported in the Resort including the return of the Geelong Cats the development of the Alpine Resorts Strategic (AFL) and the Gold Coast Titans (NRL). Key events such Plan which included considerable coordination of as the Mile High Dragon Boat Festival and the 3 Peaks stakeholder input. Cycle Challenge experienced solid growth in participation During the snow season, considerable focus was given which translated to increased bed nights. to making further improvements to the Resort Entry As a key stakeholder, Falls Creek ARMB also supported experience, village transport and customer amenity. the reinvigoration of significant nature based tourism A heightened commitment to snow maintenance products including the Falls to Hotham Alpine Crossing delivered on-snow transport for 89 days of the snow as well as new camping platforms located at Cope Hut. season (as compared to 33 in 2011) and preserved Finally, Falls Creek ARMB is pleased to report on the village’s ski-in-ski-out product (our key point of initiatives deployed to improve communications across difference) for an extended period of the season. a range of channels. The establishment of the Strategic New initiatives launched focussed on improved customer Stakeholder Group, regular eDM communications, and amenity including street activation (food stalls), ski and a weekly article in local publication “This Week in Falls snow board storage and a village taxi service. Creek” were essential elements in keeping stakeholders The development of Falls Creek as a viable and informed. These initiatives (combined with a creative sustainable all season resort underpinned key approach proposed for the new Falls Creek Strategic green season initatives. In the period of review, key Management Plan) are considered important steps in projects included the initiation of resort boundary Falls Creek ARMB’s efforts to unify the village over the changes (supporting inter alia the Rocky Valley Lake next 12 months.
50 ANNUAL REPORT 2012–2013
Mount Buller and Mount Stirling Alpine Resort Management Board Figure 4 shows the progress the Mount Buller & Mount Stirling ARMB has made towards delivering their endorsed SMP actions against the six Strategic Directions defined in theAlpine Resorts 2020 Strategy. Mount Buller & Mount Stirling has the largest number of SMP actions at 144. The majority of its SMP actions are in the ‘Development of the Resorts’ and ‘Resort Use and Visitation’ strategic directions. 79 actions in total were marked as completed in 2011 – 2012, an increase attributable to the near conclusion of the five year SMP implementation period.
Figure 4 Mount Buller and Mount Stirling – Reported SMP Progress to October 2012
Stewardship of public land
Environmental management
Vibrant resorts
Development of the resorts
Resort use and visitation
Climate change
0510 15 20 25 30 35 40 45 50
Total number of SMP actions
Progress reported Action completed Not reported
ARMB comment: The objectives identified in the SMP are consistent With the Resort Master Plan firmly in place and with the Mount Buller and Mount Stirling ARMB’s guiding the way forward the Resort and its 2009 – 2012 Corporate Plan, which outlines a three- Stakeholders have continued to make improvements year vision for the management, development and to the resorts infrastructure and operations which use of the Resorts in an environmentally sustainable continues to improve customer satisfaction. manner. As this is the conclusion of the five year SMP The Mt Buller and Mt Stirling ARMB were very pleased period, the number of completed actions has grown to be involved in the development of the new Alpine with many achievements met from the large number Resorts Strategic Plan 2012 (2012 Plan). As a Resort of ambitious goals set by the ARMB. we were proud to be able to put forward a united 2011 – 2012 saw an expanded summer events and joint response from the mountains key stakeholders activity schedule, completion of the mountain bike groups to the draft 2012 Plan, demonstrating the trail network and several substantial capital works mature and collegiate operating environment the two that focussed on improving the public amenity. resorts have been able to establish. In 2013, we will be Strong environmental management saw the ‘Living developing the next Mt Buller and Mt Stirling Strategic Bin’ Program continue to expand throughout the Management Plan, in which, through consultation with mountain’s private and commercial properties. our community and stakeholders, we will set our vision and our commitments for the next five year period in line with the 2012 Plan.
51 ALPINE RESORTS CO-ORDINATING COUNCIL
Mount Hotham Alpine Resort Management Board Figure 5 shows the progress the Mount Hotham ARMB has made towards delivering their endorsed SMP actions against the six Strategic Directions defined in theAlpine Resorts 2020 Strategy. Mount Hotham has the lowest number of total actions at 42 with only one quarter of actions not reported on. The ARMB has completed 18 SMP actions which is a significant increase from previous years.
Figure 5 Mount Hotham – Reported SMP Progress to October 2012
Stewardship of public land
Environmental management
Vibrant resorts
Development of the resorts
Resort use and visitation
Climate change
0246810
Total number of SMP actions
Progress reported Action completed Not reported
ARMB comment: The goals and strategies in the Board’s SMP have been key highlight; the new resort entry system – Alpine based on a five year horizon taking us up until 2012. Easy Access – and SMS resort updates has been Many actions are now completed with others planned extremely well received by visitors. Capital works have to continue beyond the five year period. The increase improved resort infrastructure and facilities including in completed actions is testament to the ARMB, an upgraded recycling waste management and management team and staff who are committed to processing facility. delivering best practice outcomes for the resort. The new Alpine Resorts Strategic Plan 2012 will The ARMB made strong progress in projects that will allow the resort to continue to grow through the improve the village amenity and lead the way forward implementation of a fresh set of actions that will in achieving environmental planning objectives,. The provide a framework from which ARMB will develop implementation of new and innovative technology its next SMP. to improve the Mt Hotham visitor experience was a
52 ANNUAL REPORT 2012–2013
Disclosure Index – Report of operations
The annual report of the Council is prepared in accordance with all relevant Victorian legislations and pronouncements. This index has been prepared to facilitate identification of the Council’s compliance with statutory disclosure requirements.
Legislation Requirement Page No. MINISTERIAL DIRECTIONS Report of Operations Accountable Officer’s declaration SD 4.2(j) Sign off requirements 3 Charter and purpose FRD22D Objectives, functions, powers and duties 14 FRD22D Manner of establishment and responsible Minister 14 FRD22D Nature and range of services provided 15 Financial information FRD22D Operational and budgetary objectives 4 & 13 FRD22D Summary of the financial results 13 FRD22D Major changes or factors affecting performance 13 FRD22D Subsequent events 13 FRD22D Significant changes in financial position during the year 13 Governance and organisational structure FRD22D & SD2.2(f) Organisational structure 16 FRD22D Occupational health and safety policy 21 FRD22D Employment and conduct principles 21 FRD29 & 22D Workforce Data disclosures 21 FRD15B Executive officer disclosures 22 Financial and other information FRD10 Disclosure index 53 FRD25A & FRD22D Victorian Industry Participation Policy disclosures 25 FRD22C Details of consultancies in excess of $10,000 22 FRD22C Details of consultancies under $10,000 22 FRD22D Disclosure of Government Advertising Expenditure 22 FRD12A Disclosure of major contracts 23 FRD22D Application and operation of Freedom of Information Act 1982 24 FRD22D Compliance with Building Act 1993 22 FRD22D Statement on National Competition Policy 25 FRD22D Compliance with the Protected Disclosures Act 2012 23 FRD24C & FRD22D Reporting of office-based environmental impacts 25 FRD22D Statement of availability of other information 22
53 ALPINE RESORTS CO-ORDINATING COUNCIL
Legislation Requirement Page No. SD 4.5.5 Risk management compliance attestation 26 SD 4.5.5.1 Insurance assertation 27 PC 2012/02 Gifts, benefits and hospitality attestation 28 SD 4.2(g) General information requirements Entire document Legislation Alpine Resorts (Management) Act 1997 14 Building Act 1993 22 Financial Management Act 1994 1 Freedom of Information Act 1982 24 Whistleblowers Protection Act 2001 23 Victorian Industry Participation Policy Act 2003 25 Print and design FRD 30 Standard requirements for the design and print of annual reports Entire document
Acronyms: FRD - Financial Reporting Direction SD – Standing Direction PC – Premier’s Circular Note: Disclosure requirements highlighted in yellow apply to Department’s only, therefore they are recommended but not mandatory.
54 ANNUAL REPORT 2012–2013
Disclosure Index – Financial report
Legislation Requirement Page No. Financial Report Financial statements required under Part 7 of the FMA SD 4.2(a) Statement of Changes in Equity 32 SD 4.2(b) Comprehensive Operating Statement 30 SD 4.2(b) Balance Sheet 31 SD 4.2(b) Cash Flow Statement 33 Other requirements under Standing Directions 4.2 SD 4.2(c) Compliance with Australian accounting standards and other authoritative pronouncements 34 SD 4.2(c) Compliance with Ministerial Directions 34 SD 4.2(d) Rounding of amounts 35 SD 4.2(c) Accountable officer’s declaration 29 Other disclosures as required by FRDs in notes to the financial statements FRD 9A Departmental disclosure of administered assets and liabilities n/a FRD 11 Disclosure of ex-gratia payments n/a FRD 13 Disclosure of parliamentary appropriations n/a FRD 21A Responsible person and executive officer disclosures 44 FRD 102 Inventories n/a FRD 103D Non-current physical assets n/a FRD 104 Foreign currency n/a FRD 106 Impairment of assets n/a FRD 109 Intangible assets n/a FRD I07 Investment properties n/a FRD 110 Cash flow statements 33 FRD 112C Defined benefit superannuation obligations n/a FRD 113 Investments in subsidiaries, jointly controlled entities and associates n/a FRD I14A Financial instruments – General Government Entities and public non-financial corporations 45 FRD 119 Contributions by owners n/a
55 This page has been left intentionally blank
56 Cover: 300gsm Revive Laser Text: 140gsm Revive Laser is Published by Alpine Resorts Designed by haildesign.com.au is 70% Recycled, and Certified 100% Recycled, and Certified Coordinating Council, Printed by Bambra Press Carbon Neutral by the DCC&EE Carbon Neutral by the DCC&EE Melbourne, Victoria under the National Carbon under the National Carbon September 2013. Cover Photo: Falls Creek, Photo: Oset Standard (NCOS), Revive Oset Standard (NCOS), Revive Copyright State of Victoria 2013. Charlie Brown Photography Laser also supports Landcare Laser also supports Landcare This publication is copyright. Australia. Made in Australia by Australia. Made in Australia by No part may be reproduced ISSN 1838-3866 an ISO 14001 certified mill. No an ISO 14001 certified mill. No by any process, except in chlorine bleaching occurs in the chlorine bleaching occurs in the accordance with the provisions recycling process. recycling process. of the Copyright Act 1968.