alpineresorts AlpineResorts alpineresorts 2020strategy 2020 Strategy 2020strategy ©The State of , 1 Department of Sustainability and Environment 2004

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This publication may be of assistance to you but the State of Victoria and its employees do not guarantee that the publication is without 2020 flaw of any kind or is wholly appropriate 2020 2020 for your particular purposes and therefore The Victorian Alpine Resorts 2020 victoria’s alpine resorts disclaims all liability for any error, loss or other Strategy has been prepared to guide consequence which may arise from you relying on any information in this publication. the sustainable long term planning and management and to assist in investment ISBN 1 74106 822 3 attraction in Victoria’s six alpine resorts:

Acknowledgments Falls Creek, , , This Strategy was prepared with the assistance , and . of CSIRO, in consultation with the Alpine Resorts Coordinating Council and each of the six The resorts are unique assets and provide access Alpine Resort Management Boards. to a scarce resource – the alpine environment. Additional copies of the Alpine Resorts The alpine resorts are key economic drivers 2020 Strategy can be obtained from the Department of Sustainability and Environment in their regions throughout the year and, Customer Service Centre by phoning 136 186. sustainably managed, can make a greater Find more information about the Department contribution to Victoria’s economic health on the internet at www.dse.vic.gov.au and growth.

Wodonga Alpine resorts are located in environmentally

Wangaratta sensitive areas, generally surrounded by National Ovens Hwy Parks where environmental protection is of Hume Hwy paramount importance. Bright Mt Beauty Harrietville Falls Creek Seymour Mt Stirling Mt Hotham Mansfield The Alpine Resorts 2020 Strategy addresses the Mt Buller Dinner Plain Omeo objectives of sustainable use and management of this valuable Victorian tourism resource.

Marysville Lake Mountain Bairnsdale Mt Baw Baw

Princes Hwy Warragul

State Forest

Parks and Nature Conservation Reserves

Diagrammatic - not to scale Foreword 3

Victoria’s six alpine resorts offer exciting recreational opportunities in a dramatic environment. They are attractive destinations throughout the year located on Crown land – land owned by and managed for all Victorians.

Over one million people visit the alpine resorts each year. As many as a third of these visitors enjoy the resorts outside the traditional snow season. Participation in a broader range of non winter alpine experiences is growing.

The impact of the alpine fires in January – February 2003 has emphasised the economic significance of the alpine resorts for the north east of Victoria. The built assets within the alpine resorts were not damaged significantly by the fires. Much of the alpine and sub alpine region is, however, in the process of both economic and ecological recovery.

The CSIRO has recently confirmed that Victoria’s higher altitude resorts will be able to manage the impact of climate change and will be well positioned to offer snow based recreation until at least 2020. All resorts will, however, proactively plan and manage for the impact of climate change. Part of this planning includes investment in snow making and better utilisation of existing assets and infrastructure by encouraging four season use.

The Victorian Government has a commitment to environmentally sustainable development in our alpine resorts whilst maintaining them in full public ownership. This Strategy seeks to secure the long term viability of the resorts by providing for long term sustainable growth within an environmentally friendly management framework. This Strategy also recognises the need for each resort to develop an investment strategy to attract further private sector interest.

The Strategy complements the Government’s Alpine Resorts Reform Package released in August 2003. The package addresses a number of financial and structural issues requiring resolution in the short term to improve viability and position the resorts for a long term, sustainable future. It includes the ending of cross subsidies, release from debt, improved governance and risk frameworks, establishment of mechanisms to enable Boards to better cope with the impacts of poor snow seasons, funding initiatives and individual solutions for the three small resorts.

This Strategy incorporates comments from the public submissions received in response to the release of the Alpine Resorts 2020 Draft Strategy in 2003 and Alpine Resorts 2020 Discussion Paper in 2002.

The Strategy provides agreed visions and actions to ensure that Victoria’s alpine resorts will continue to be vibrant and exciting destinations, set within spectacular natural environments, making valuable contributions to their regional and broader State economies. I look forward to the implementation of the Strategy which will be an exciting period with many challenges and opportunities.

The Honourable John Thwaites MP Minister for Environment Executive summary 5

The Alpine Resorts 2020 Strategy has been Resort use and visitation - Alpine resorts Each resort has an environmental prepared to guide the long term planning will provide high quality experiences, management plan which in addition to and management of Victoria’s six alpine facilitating safe access to Victoria’s alpine flora, fauna, pest and weed management resorts: Falls Creek, Lake Mountain, environment for recreational use through both programs, will be strengthened by giving Mount Baw Baw, Mount Buller, Mount winter and non winter seasons. further attention to water management as Hotham and Mount Stirling. investment in snow making increases. Post Non winter visitation to the resorts has alpine fire rehabilitation and risk management The resorts are unique assets facilitating at least doubled over the last decade, while investment in land stability are the focus of access to a scarce resource – the Australian winter visitation to the resorts is stable. major environmental programs in the resorts. alpine environment. Alpine resort tourism is This is a global trend as recreation choices a product strength for Victoria and is limited expand. There are however, opportunities Stewardship of public land - Resort to very small areas. These areas provide a key to stimulate the current winter market, management will embrace the stewardship economic driver within each of their regions acknowledging leisure trends and an ageing role they have across each resort, working throughout the year. population. A better understanding and cooperatively with their communities. promotion of the summer market is also The Alpine Resorts 2020 Discussion Paper needed, including further development of The relationship with surrounding land was released in 2002 to facilitate a common opportunities and product. managers will be strengthened to recognise understanding of the issues impacting on the synergistic relationships and maximise the future of the alpine resorts. Developing four season use will be a priority diversity of experiences available to visitors. for the resorts in the future. Indigenous Australians will be consulted as This process informed the development part of planning processes. Opportunities also of the Alpine Resorts 2020 Draft Strategy, Development of the resorts - The resorts exist for further cooperation between each of which was released in 2003 for further public will enhance the visitor experience by the resorts. consultation. providing attractive, ecologically sustainable mountain townships that have local character Future opportunities - Future opportunities The feedback received on these two and a distinct sense of place in the landscape. for each resort have been identified. The list documents allowed consensus to be reached is not exhaustive, but rather aims to provide on the way forward on key issues and Design guidelines and the Alpine Resorts a picture of how each resort may look in the provided a vision for the future of: Planning Scheme are identified as key future together with the range of experiences tools to improve the urban design of the which could be available to visitors as the Four season, vibrant, resorts. Improvements to energy efficiency Strategy’s vision is realised. sustainable resorts will be highlighted in resort environmental management plans acknowledging the high Implementation and Review - The Strategy lists a ‘statement of strategic demand for energy in the resorts and their The key to the success of the Strategy is direction’ for each of six broad issues which vulnerability to climate change. the ownership and implementation of the need to be addressed to realise the vision. actions listed throughout the document. Detailed challenges and actions have been Vibrant resorts - The resorts will be identified for each statement of strategic vibrant economic entities making a strong Consultation on the Draft Strategy included direction. contribution to Victoria and their local regions. the identification of an appropriate agency to lead each action together with Climate change - Resorts will remain Alpine resorts contribute an additional contributing partners. committed to a snow tourism industry $129 million and 3740 jobs to the Victorian and proactively plan for the impacts of economy. The resorts generate substantial It is the responsibility of these groups to climate change. commercial activity in sub alpine towns ensure their relevant actions are implemented. throughout the year. Each of the resorts is Recent CSIRO research and modelling different, offering quite diverse experiences. The Strategy and vision will be reviewed provides a clearer and more positive outlook The development of an investment strategy after 5 years. Agencies who have committed for the future than has been previously for each resort is an opportunity to identify to taking the lead on certain actions will be understood. The large, high altitude resorts resort specific opportunities to stimulate and required to report on their progress as part of Falls Creek, Mount Buller, Mount Hotham grow the current level of economic activity. of this review. A similar reporting process and Mount Stirling will remain viable for snow will also be undertaken mid way through the based recreation until at least the year 2020. Environmental management - The future life of the Strategy to ensure that progress is Lake Mountain and Mount Baw Baw are at management and development of the resorts being made. lower altitude and are more vulnerable to will be undertaken within an ecologically the impacts of climate change. Investment at sustainable framework. these resorts is already focusing on broader four season recreational opportunities.

Contents 7

Foreword 2 6.3.7 Wind energy 29 Executive summary 4 6.3.8 Resort infrastructure 29 Contents 6 6.3.9 Alpine Resorts Planning Scheme 29 1. Towards a strategic vision 8 6.4 Vibrant resorts 30 1.1 The development of the Alpine Resorts 2020 Strategy 9 6.4.1 Economic significance 30 1.1.1 Discussion Paper 9 6.4.2 Resort contribution to the local and regional economies 30 1.1.2 Draft Strategy 9 6.4.3 Winter visitation and yield 30 1.1.3 Final Strategy 9 6.4.4 Non winter visitation and yield 30 1.2 Implementation, review and reporting 9 6.4.5 Revitalisation 31 2. An industry snapshot 10 6.4.6 Administration and resort viability 31 3. A vision of the future 12 6.5 Environmental management 32 4. What is sustainability? 14 6.5.1 The alpine environment 32 4.1 Biological diversity 15 6.5.2 Flora and fauna management 32 4.2 The precautionary principle 15 6.5.3 The alpine fires 32 4.3 Economic and social well being of regional communities 15 6.5.4 Water management 33 4.4 What does sustainability mean for the alpine resorts? 15 6.5.5 Land stability 33 4.5 Alpine dependency 15 6.6 Stewardship of public land 34 5. Strategic directions 16 6.6.1 Public land 34 5.1 Climate change 16 6.6.2 Indigenous heritage 34 5.2 Resort use and visitation 16 6.6.3 European heritage 34 5.3 Development of the resorts 16 6.6.4 Resort management 34 5.4 Vibrant resorts 17 6.6.5 Resort cooperation 35 5.5 Environmental management 17 6.6.6 Leasing policy 35 5.6 Stewardship of public land 17 6.6.7 Adjoining public land 35 6. Challenges and actions 18 7. Opportunities for each resort 36 6.1 Climate change 18 7.1 Falls Creek 37 6.1.1 Global warming 19 7.2 Mount Hotham 38 6.1.2 Impact of climate change on snow conditions 19 7.3 Mount Buller 38 6.1.3 Observed alpine trends since 1950 19 7.4 Mount Stirling 39 6.1.4 Future low and high impact scenarios 21 7.5 Mount Baw Baw 40 6.1.5 CSIRO projections 21 7.6 Lake Mountain 41 6.1.6 Snow making 21 8. Implementation, review and reporting 42 6.1.7 Conclusions 21 8.1 Strategy implementation 43 6.2 Resort use and visitation 22 8.2 Strategy review 43 6.2.1 The resort experience 22 8.3 Stategy reporting 43 6.2.2 Leisure trends 22 6.2.3 Demographic trends 22 Appendix 1 –Alpine planning and management 44 6.2.4 Winter visitation 22 Appendix 2 –Winter visitation statistics 46 6.2.5 Non winter visitation 23 References and photo credits 48 6.3 Development of the resorts 26 6.3.1 Village design 26 6.3.2 Accommodation 26 6.3.3 Access 26 6.3.4 Disability access 27 6.3.5 Safety 28 6.3.6 Energy efficiency 28 1. Towards a strategic vision 9

The State Government is committed to Submissions were invited from the general 1.2 Implementation, review developing a strategic vision for Victoria’s public and a series of public workshops were and reporting alpine resorts. held in Melbourne and regional Victoria. Most Alpine Resort Management Boards (ARMBs) Consultation on the draft document has The Victorian Alpine Resorts 2020 Strategy also held their own community workshops to included the identification of agencies to has been prepared to guide the sustainable assist them in drafting their submissions. take responsibility for the implementation long term planning and management of of each of the actions listed in Section 6 Victoria’s six alpine resorts: Falls Creek, Lake Eighty submissions were received on of the Strategy. Mountain, Mount Baw Baw, Mount Buller, the Discussion Paper and a working group Mount Hotham and Mount Stirling. was convened to facilitate consultation on The support and cooperation of these the preparation of the Alpine Resorts 2020 agencies will be necessary to implement The resorts are unique assets and provide Draft Strategy. the Strategy. access to a scarce resource – the alpine environment. Alpine tourism is limited in The Alpine Resorts 2020 Working Group was The Strategy will be reviewed in 5 years to very small areas of Victoria and chaired by the Hon. John Button. Membership to ensure that it remains relevant and NSW. The alpine resorts are key economic included representatives of the following up-to-date. drivers in their regions throughout the year stakeholders: commercial interests; downhill and, sustainably managed, can make a and cross country skier groups; the Victorian Groups responsible for implementing actions greater contribution to Victoria’s economic National Parks Association (VNPA); local will be required to report on their progress as health and growth. government; Parks Victoria; Tourism Victoria; part of this review and also at a point midway ARMBs; the Alpine Resorts Coordinating through this period. Alpine resorts are located in environmentally Council (ARCC); and the Department of sensitive areas, generally surrounded Sustainability and Environment. by National Parks where environmental protection is of paramount importance. The Working Group reached consensus on the way forward on a number of key issues The Alpine Resorts 2020 Strategy addresses arising from the submissions. These views the objectives of sustainable use and were reported directly to the Minister for management of this valuable Victorian Environment and informed the development tourism and environmental resource. of the Draft Strategy.

Mount Buffalo, and 1.1.2 Draft Strategy are also important access The Alpine Resorts 2020 Draft Strategy was points to the Alps. However, they provide released for a three month period of broad limited facilities and are managed as part of public consultation on 30 August 2003. larger National Parks. A total of thirty nine written submissions were 1.1 The development of the Alpine received in addition to feedback gained from Resorts 2020 Strategy public forums held in Benalla and Melbourne. 1.1.1 Discussion Paper The first step in the process of developing a 1.1.3 Final Strategy vision and strategy for Victoria’s alpine resorts All comments received on the Draft Strategy was the identification of key issues likely to were considered when finalising the Alpine impact on their future. The Alpine Resorts Resorts 2020 Strategy. 2020 Discussion Paper was released on 9 April 2002 and sought to facilitate a common understanding of the issues and form a basis for informed discussion.

The resorts are unique assets and provide access to a scarce resource – the alpine environment. 2. An industry snapshot 1111

Alpine resorts tourism is a strength The smaller resorts are closer to Melbourne The alpine resorts have traditionally for Victoria. and provide easy and affordable access to focussed on winter visitors. However, the snow. Lake Mountain captures more than conservative estimates of the levels of non Alpine tourism products include downhill half the remaining winter visitation, and like winter visitation suggest that this market and cross country skiing, snow play Mount Stirling, has no lift systems but attracts has more than doubled over the last decade. and snow boarding, together with four cross country skiers and snow players. Mount There are significant opportunities to expand season attractions which draw on quality Baw Baw offers downhill skiing, snow play the range of non winter recreation activities accommodation, natural attractions, and access to cross country skiing areas. available in and around the resorts to grow restaurants, conferences and events. this market further. Over the last five years, the Government has Australian alpine resorts offer the unique invested approximately $30 million in the The bushfires across the Alps and sub alpine experience of being able to stay on the resorts and committed a further $3 million. country during the 2003 summer have had mountain above the snow line with In the same period, the private sector has a significant impact on the environment and ski in/ski out access to the skifield. invested approximately $80 million. economies of Victoria’s north east. Their This experience is not available at competitive impact is evidence of the central role the destinations such as New Zealand. Sub alpine regions have strong relationships Alps have in the region’s tourism industry and with the resorts, providing support services water supply catchments. In the non winter season, the resorts play such as food, other supplies and labour. an important role in providing attractive Approximately 60% of capital expenditure destinations for visitors to the alpine region. (construction budgets) is spent in the regions. Increasing numbers of people come to participate in activities such as bushwalking, While large numbers of people continue mountain biking and rock climbing, as well to enjoy snow sports, overall participation as to just relax and enjoy quality food and has shown little growth in recent decades accommodation in an alpine setting. both in Australia and overseas. In spite of the introduction and growth of new sports The relative proximity of the alpine resorts like snow boarding and taking into account to Melbourne provides easy access. Regular variable snow seasons, winter visitation to coach services operate to many resorts Victorian resorts has been relatively stable during the winter season. Air links via for two decades. Albury and the airport at Horsehair Plain near Mount Hotham provide access to the Alpine resorts compete for visitation northern resorts. against other Victorian, NSW or New Zealand alpine destinations as well as the broader As many as 900,000 people visit Victoria’s travel and recreation industry. Leisure trends six alpine resorts during the snow season are also shifting as the population ages and each year, making them one of the most the range and accessibility of ‘adventure intensively used areas of public land in the sports’ expands. State. Visitation to the resorts through the non winter season is more modest but is The scientific community has accumulated growing strongly. an increasing body of observations that gives a collective picture of a warming world and Between 70 and 80% of all winter visitation other changes in the climate system (IPCC, is to Mount Buller, Falls Creek and Mount 2001) as a result of human activity. CSIRO has Hotham (approximately half of this is to recently completed a research and modelling Mount Buller). These resorts offer a wide project on the impact of climate change on range of alpine experiences including downhill Australia’s alpine areas. The report concludes skiing, snow play, quality accommodation and that with further investment in snow making dining. Mount Hotham and Falls Creek also systems, Victoria’s large high altitude resorts Australian alpine resorts offer extensive cross country trails and easy will maintain sufficient snow cover to remain access to the . attractive, viable resorts for snow sports until offer the unique experience at least the year 2020. of being able to stay on mountain above the snow line with ski in/ski out access to the skifield. 3. A vision of the future 1133

In 2020, visitors will enjoy: In 2020: In 2020: • Winter visitors will continue to enjoy • Visitors will enjoy the dramatic landscape, today’s snow sports but may also be rich biological diversity and access to Four season, enjoying new snow sports not yet solitude and remote wilderness. dreamed of. • Waste water from the resorts will be vibrant, • The resorts will have individual characters. treated to a high standard, improving They will be attractive destinations to both water quality downstream of the resorts sustainable winter and non winter visitors. and providing additional resources for • Visitors will enjoy their arrival at a resort, snow making systems. resorts: appreciate each mountain or village’s • Improved energy efficiency in construction ‘sense of place’, unique identity, heritage will reduce the running costs of Indigenous Australians have travelled to and feeling of community. accommodation and lower Victoria’s Alps for thousands of years, • Resorts will be well designed, blend in greenhouse emissions. enjoying seasonal opportunities and the with the natural environment and have • Resort managers and visitors will region’s rich natural landscape. Cultural aesthetic appeal. continue to acknowledge their role exchange and resource collection were • Visitors will circulate easily through social as custodians of the fragile alpine important components of these visits. These centres and areas of activity. environment and rigorously pursue Indigenous inhabitants represent perhaps the management strategies that result in oldest highland occupation of any extreme In 2020: improved management of biodiversity climate in the world and native title claims • Resorts will have achieved long term and the broader physical environment. now cover much of the Alps. economic, social and environmental sustainability for visitors, residents and The 1820s and 30s saw the first European business operators. The resorts will provide visitors including Hume, Hovell and Strzelecki employment throughout the year. arrive in search of grazing land. The latter half • The resorts will be known for their clean of the nineteenth century saw the arrival of cool air. Visitors will enjoy physical pursuits miners prospecting for gold. Among them such as skiing, bushwalking and mountain were Norwegians who introduced skiing to bike riding as well as passive nature Australia. They used skis as both a means of appreciation. transport and for recreation. • In the evenings, good food, wine and a diverse range of quality accommodation Interest in skiing declined as gold became will provide complementary experiences scarce but enjoyed a resurgence as the gentry to the events of the day. became interested at the beginning of the • The relationships with, and linkages to twentieth century, often on organised trips. sub alpine towns and regions will be Facilities for access and recreation in the Alps strengthened to take advantage of the remained rudimentary until the arrival of resorts’ continued role as major economic post war European migrants in the middle drivers in their regions. of the twentieth century, leading to the • Visitors throughout the year will enjoy establishment of today’s resorts. While some ease of access to the broader alpine areas of the Alps were set aside for ‘public environment and interpretive facilities purposes’ as early as 1874, the resorts are will enrich their experience. all now reserved for recreation and attract visitors in both winter and summer.

The resort experience has developed over In 2020, 200 years after decades and will continue to evolve into the earliest European the future. explorers and more than a In 2020, 200 years after the earliest European explorers and more than a hundred years hundred years after the first after the first recreational visitors, people recreational visitors, people will continue to be attracted to four season experiences in Victoria’s alpine region. will continue to be attracted to four season experiences in Victoria’s alpine region. 4. What is sustainability? 1515

The Victorian Government Alpine regions are harsh, highly sensitive The resorts provide further opportunities is committed to leadership environments and rehabilitation is difficult. to strengthen regional economies through in sustainability through its Victoria’s Biodiversity Strategy (1997) builds construction projects, traditional winter management and development on the principles contained in the Flora and employment and in the growing non winter of social, economic and ecological Fauna Guarantee Act 1988 and the Action tourism industry. resources. Ecologically sustainable Statements prepared under that Act. development (ESD) was endorsed Action Statements have been prepared The ecologically sustainable management by the Commonwealth and for many species found in the alpine resorts and development of Victoria’s alpine resorts State Governments in the 1992 such as the Mountain Pygmy Possum requires consideration of the following: National Strategy for Ecologically (Burramys parvus). Sustainable Development. Environmental impact including: 4.2 The precautionary principle • Biological diversity and health of In simple terms: flora and fauna. The precautionary principle is one of • Climate change, energy use and the the fundamental tenets of sustainable Sustainable development aims to meet implications on snow cover. development and has been defined the needs of people today without • Quality and quantity of water use, as follows: compromising the ability of future waste water disposal and the impacts

generations to meet their own needs. on catchments. Where there are threats of serious or irreversible environmental damage, lack Integral to the above understanding of Community or user satisfaction with the of full scientific certainty should not be sustainability is: resort experience including: used as a reason for postponing measures • The need to consider the economic, • The recreational role of the resorts. to prevent environmental degradation. social, cultural heritage and • Equity and the provision of access to the (National Strategy for Ecologically environmental implications of decisions alpine experience for the broad community. Sustainable Development, 1992) in an integrated way. • Cultural impact including Indigenous and • The need to take a long term view rather non Indigenous heritage values. Application of the precautionary principle than a short term view when making • Urban character, resort capacity and underpins this Strategy. It is particularly those decisions. infrastructure. relevant considering the risks associated • Enhancement of community • Safety. with climate change, biodiversity and wellbeing and welfare by economic • Winter visitation and the range of environmental protection. development that safeguards the activities on offer. welfare of future generations. • Non winter visitation and the range of • Equity between and within generations. 4.3 Economic and social well being activities on offer. • Protection of biological diversity and of regional communities maintenance of ecosystems. The need to improve infrastructure to Economic viability including: enhance the economic and social wellbeing • Contribution to the Victorian economy. Key principles of sustainability include: of regional communities is an important • Contribution to regional economies. • Biological diversity. component of the Government’s overarching • Individual resort vitality. • The precautionary principle. platform ‘Growing Victoria Together’. This • Individual business viability. • The economic and social wellbeing of platform emphasises an approach to working regional communities. and governing that values economic, social 4.5 Alpine dependency and environmental goals and actions equally A key role and challenge for the resorts is the in the quality of life of Victorian communities. 4.1 Biological diversity facilitation of recreational opportunities which National and State strategies contain the capitalise on and protect the unique character objective that there should be a reversal of the 4.4 What does sustainability mean of the alpine experience and environment. long term decline in condition and extent for the alpine resorts? of native vegetation. The importance of the Alps to regional ‘Alpine dependency’ is a useful concept to tourism in both winter and non winter has determine the types of services or experiences Victoria’s Native Vegetation Management been highlighted in Tourism Victoria’s strategic that may be appropriate in alpine resorts - A Framework for Action proposes a new planning and quantified in the KPMG through the winter or non winter period. strategic and operational approach to moving report, Victoria’s Alpine Resorts – Economic There is an enormous range of recreational towards a net gain in the condition and Significance Study 2000. The report concludes opportunities which can potentially be extent of native vegetation. that the resorts are a major component of provided in the resorts. Clearly, snow skiing their regions’ economies. is alpine dependent and cannot be provided elsewhere. Other potential uses may be better offered in sub alpine towns or regions. 5. Strategic directions 1177

The following statements of 5.2 Resort use and visitation 5.3 Development of the resorts 5.4 Vibrant resorts 5.5 Environmental management 5.6 Stewardship of public land strategic direction have been Alpine resorts will provide high quality The resorts will enhance the visitor The resorts will be vibrant economic The future management and Resort management will embrace the used to guide the development experiences, facilitating safe access experience by providing attractive, entities making a strong contribution development of the resorts will be stewardship role they have across each of this Strategy and identify the to Victoria’s alpine environment for ecologically sustainable mountain villages to Victoria and their local regions. undertaken within an ecologically resort, working cooperatively with actions listed in later sections. recreational use through both the winter that have local character and a distinct sustainable framework. their communities. and non winter seasons. sense of place in the landscape. • Long term viability necessitates a 52 week 5.1 Climate change return on investment from the substantial • The rare and fragile communities of alpine • Sites of Indigenous Australian and • Four season use will be encouraged to • Future resort development will public and private investment in each resort. flora and fauna living in and adjacent to post settlement cultural and historical Resorts will remain committed to a snow maximise the return on public and private acknowledge the ecologically sensitive • Revitalisation strategies will be employed the resorts will be effectively managed and heritage will be respected and managed tourism industry and proactively plan for investment, regardless of each resort’s alpine environment and focus on village by each resort to identify opportunities to protected from the impact of resort use appropriately. the impacts of climate change. vulnerability to the impact of climate consolidation within the existing urban ensure long term viability. and development. • Indigenous stakeholders including native change. areas of each resort to reinforce nodes, • Cooperative marketing strategies will be • Pest plant and animal species will be title claimants will be consulted during • The higher altitude resorts of Mount • Investment in winter visitation will focus on minimise sprawl, improve village design, employed across the resorts to maximise proactively controlled and where possible planning processes in the resorts. Hotham, Falls Creek, Mount Buller and improvements to the range and quality of facilitate access and circulation and make market awareness of alpine experience eliminated, to minimise their impact on • Resorts will continue to be managed Mount Stirling have low vulnerability to the the visitor experience. efficient use of infrastructure. and product. native species. as Crown land, for and on behalf of all impacts of climate change. Mount Hotham, • The strategies employed to attract and • Development will be guided by • The relationship between the resorts and • Soil disturbance and earthworks will be Victorians. Falls Creek and Mount Buller will retain maintain non winter visitation will vary for strengthened village design guidelines to the sub alpine regions will be reinforced in managed to maintain slope stability and • Resorts will work cooperatively with strong investment in winter visitation. each resort to encourage unique character improve aesthetics aiming to reinforce the recognition and promotion of their synergies. minimise erosion. adjoining land managers to realise joint • Adaptive strategies will be employed by and experiences between resorts. character of each resort. • Four season use will maximise employment • The quality of waste water discharge and management objectives and facilitate rich resorts to manage impacts if they become • Opportunities to increase yield in both • Village form and individual developments opportunities and the contribution to local drainage from the resorts will be improved visitor experiences. more significant over time. the winter and non winter seasons will aim to enhance the resorts’ sense of and regional economies and generate to minimise downstream impacts. • Sites within the resorts will be leased with • Mount Hotham, Falls Creek and Mount will be explored to underpin long term place. A central node for facilities and the necessary revenue to ensure long • Vegetation and revegetation programs, appropriate terms and conditions to attract Buller will make further investment in snow sustainability. entertainment will operate in both the term viability. including habitat restoration, will be ongoing investment. Leasing processes will making technology and infrastructure to • Strategies to capture four season visitation winter and non winter seasons. • Delivery of the long term viability of the prioritised as an essential component of be transparent having regard to probity, enhance natural snow cover on ski fields. will capitalise on the resorts’ alpine values, • Assessments of visual intrusion and impact resorts will rely on ongoing cooperation and resort management. the broader public interest and competition • Lake Mountain and Mount Baw Baw are targeting alpine dependent recreational on and of the overall village form will support between the resorts, agencies and requirements. at relatively low altitude and are more opportunities. include the broader landscape impacts the private sector. • Resort management will identify their vulnerable to the impact of climate change. • The resorts will continue to provide safe including those vistas enjoyed from land communities and consult with them in Investment strategies will focus on four access to alpine experiences. outside the resorts. planning and decision making. season visitation. • All resort development will emphasise • Lake Mountain and Mount Baw Baw the use of the resorts as a recreational will make investment in snow making to destination. maximise snow play opportunities and • Resorts will be recognised for the local maintain high wear ski trail areas. Both government functions and utility services resorts will be geared for a quick start up, they provide and acknowledged through to take advantage of good winter seasons. broader access to infrastructure grants.

Four season use will be encouraged to maximise the return on public and private investment, regardless of each resort’s vulnerability to the impact of climate change.