ALPINE RESORTS STRATEGIC PLAN 2020 - 2025 Responding to a changing climate - Engage Victoria
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ALPINE RESORTS STRATEGIC PLAN 2020 – 2025 Responding to a changing climate
Authorised and published by the Alpine Resorts Co-ordinating Council 8 Nicholson Street East Melbourne, Victoria 3002 Copyright © The State of Victoria, Alpine Resorts Co-ordinating Council 2019. This works is licensed under a Creative Commons Attribution 4.0 Australia. You are free to re-use the work under that licence, on the condition that you credit the State of Victoria as author. The licence does not apply to any images, photographs or branding, including the Victorian Government logo and the Alpine Resorts Co-ordinating Council logo. To view a copy of this licence, visit http://creativecommons.org/licenses/by/3.0/au/deed.en ISBN 978-1-76105-020-6 (Print) ISBN 978-1-76105-021-3 (pdf/online/MS word) A PDF copy of this document is available at www.arcc.vic.gov.au For further information on this publication contact the Alpine Resorts Co-ordinating Council, phone (03) 9637 9642. Acknowledgements: Images courtesy of Falls Creek, Lake Mountain, Mt Baw Baw, Mt Buller, Mt Stirling and Mt Hotham Alpine Resort Management Boards. Disclaimer: This publication may be of assistance to you but the State of Victoria and the Alpine Resorts Co-ordinating Council and their employees do not guarantee that the publication is without flaw of any kind or is wholly appropriate for your particular purposes and therefore disclaims all liability for any error, loss or other consequence which may arise from you relying on any information in this publication.
ALPINE RESORTS STRATEGIC PLAN 2020-2025 1
Aboriginal
Acknowledgement
The Gunaikurnai, Taungurung We recognise the strength of We acknowledge that the land is
and Wurundjeri are the First Aboriginal people despite the of spiritual, cultural and economic
People of much of Victoria’s negative inter-generational importance to Aboriginal people.
alpine resorts country. For impacts of past practices and We also recognise the intrinsic
generations they have owned policies, some of which continue connection of Traditional Owners
and managed the land. to be experienced today. to Country and acknowledge
The Victorian Government their contribution in the
We recognise and value
acknowledges all the Traditional management of land, water, the
the ongoing contribution
Owners of Victoria’s alpine natural landscape and the built
of Aboriginal people and
resorts and pays its respects to environments.
communities to Victorian life,
their Elders past, present and
and how this enriches us all. We We embrace the spirit of
emerging.
recognise that Aboriginal cultures reconciliation, working towards
and communities are diverse, and the equality of outcomes and
the value we gain in celebrating ensuring an equal voice. We have
these cultures and communities. distinct legislative obligations
to Traditional Land Owner
groups that are paramount in
our responsibilities in managing
Victoria’s resources.
The artist,
Tom Day worked
closely with the
DELWP Aboriginal
Staff network to
create DELWP’s
Aboriginal Cultural
Identity Mirring – Country.
Mirring represents the
diverse Countries and
landscapes across Victoria
and the “scars that have been
left within the landscape by
our people” while at the same
time reminding us of “our inherent
responsibility to protect Country.”
2 ALPINE RESORTS CO-ORDINATING COUNCIL
Minister’s Foreword
The alpine resorts are a significant The current and future impacts
part of our visitor economy, of climate change on our alpine
drawing people from our cities resorts are well described in
and towns, interstate and “The Potential Impacts of Climate
overseas into the Victorian High Change on Victorian Alpine
Country. In 2018-19 Victoria’s Resorts” study prepared for the
alpine resorts generated over Alpine Resorts Co-ordinating
1.7 million visitor days, resulting Council in 2016. This study
in over $1 billion in economic identifies that the short to
output for the state. This activity medium-term future for Victoria’s
created over 10,000 full time alpine resorts should still be
job equivalents, making the based around snow visitation,
alpine resorts major contributors with snow making supplementing
Victoria’s alpine resorts are to regional investment and decreasing natural snowfall.
nestled within the Alpine, employment.
Yarra Ranges and Baw Baw In the medium to long-term,
National Parks, providing As the population of greater Victoria’s alpine resorts must
visitors with a unique and Melbourne continues to grow have a compelling and financially
memorable experience unlike towards eight million, the demand viable visitor offering that is not
any other in the state. The natural for safe, well-managed access entirely dependant on snow-
environment continues to be to our natural environment will based visitation. The Victorian
identified by visitors as the most grow with it. Victoria’s alpine Government recognises this is a
important value associated resorts, with their high-quality significant challenge, a challenge
with our alpine resorts and infrastructure, are uniquely that requires investigation and
is fundamental to the alpine placed to help meet this demand. collaboration across government,
experience. The challenge is to Those resorts located closest to business, Traditional Owners
ensure that the unique alpine Melbourne have already seen and the community to ensure
environmental values are significant increases in day the resorts continue to provide
conserved for current and future visitation, which brings specific significant economic and
generations, while allowing for challenges, as well as future social benefits to the state and
the use and enjoyment of the opportunities. Managing the surrounding communities.
resorts by all Victorians. impacts of increased visitation
The vision presented in this
requires long-term planning
As well as places of natural strategic plan, The Victorian
across government to ensure that
beauty, the Victorian Alps are alpine resorts achieve their
as community needs change,
places of cultural significance potential as thriving and
government response continues
to Aboriginal people. This plan sustainable destinations for
to be appropriately targeted.
outlines our commitment to mountain activities and
partner with the Traditional The United Nations Sustainable nature-based tourism, reflects
Owners of Victoria’s alpine resorts Development Goals (SDGs) is an an ongoing need to support the
land and to work collaboratively important framework for change, alpine resorts to deliver a high
in a way that is consistent with identifying opportunities and quality, snow-based snow season
the principle of self-determination guiding growth. Through this plan experience while continuing to
and the terms of current the alpine resorts are contributing transition to being year-round
and future Recognition and to achieving the SDGs by destinations that are resilient and
Settlement Agreements. addressing the challenges of adaptive to a changing climate.
inequality, climate change,
environmental degradation and
economic prosperity.
Lily D’Ambrosio MP
Minister for Energy, Environment
and Climate Change
ALPINE RESORTS STRATEGIC PLAN 2020-2025 3 Contents Aboriginal Acknowledgments 1 Minister’s Foreword 2 Executive Summary 4 Vision Statement: 6 Strategic Objectives 6 Background 7 About the Alpine Resorts Strategic Plan 7 Implementation of the Alpine Resorts Strategic Plan 10 Victoria’s alpine resorts 10 Context for this plan 14 Economic significance of Victoria’s alpine resorts 16 How this plan was prepared 18 Climate Change Risk Disclosure and Scenario Analysis 19 Our commitments and obligations to our Traditional Owner partners 23 Strategic Objective 1 – Enable investment that drives sustainable businesses within a prosperous regional economy 26 Strategic Objective 2 – Protect and enhance the mountain environment 28 Strategic Objective 3 – Enhance the visitor experience 30 Strategic Objective 4 – Implement practical policy and regulatory reform 32 Developing and strengthening partnerships through collaboration and communication 36 Monitoring, reporting and review 38 Abbreviations 39 Recommended reading 40
4 ALPINE RESORTS CO-ORDINATING COUNCIL
Executive Summary
Our alpine resorts hold a special snowfall. Snow making and other and resort transport are the
place in the hearts of Victorians. snow management techniques most constrained, with further
During the 2018/19 year over provide a buffer against these investment required if the resorts
1.4 million people visited at impacts but cannot completely are to effectively meet this
least one of the six resorts, with address all the risks associated increased demand.
around 75% of those being with a changing climate.
Managing the impact of visitation
Victorian residents. Interstate
The Alpine Resort Management on the natural environment is also
and international visitors are also
Boards (ARMBs), that manage the a priority. About one third of the
enjoying our resorts in increasing
resorts on behalf of the Victorian state’s total rare and threatened
numbers, bringing significant
Government, have an obligation species are found in the Victorian
economic benefits to regional
to disclose these risks and what Alps, including the Mountain
economies. This level of visitation
is being done to manage them, to Pygmy Possum and Baw Baw
is comparable with many of
investors and other stakeholders. Frog. Biodiversity 2037 is the
Victoria’s world-famous visitor
This will be a priority action over Victorian Government’s policy to
attractions, with the dual benefits
the 5-year term of this strategic ensure Victoria’s biodiversity is
of being regionally based and
plan, starting in 2020. healthy, valued and actively cared
with a winter high-season.
for. The ARMBs, in partnership
The Gross State Product (GSP) Growing non-snow dependant
with the Traditional Owners,
contribution for the 2018/19 visitation (referred to as green-
will deliver Caring for Country
period by the alpine resorts to the season visitation) has long
works that support the delivery
Victorian economy is estimated been an aspiration of the alpine
of Biodiversity 2037, including
at $1.22 billion (cf pg 17). This resorts, however success has
the protection of sites of high
level of expenditure results in a been limited. To ensure that
biodiversity value.
contribution to total Victorian any future investment in green-
employment in annual equivalent season visitation has the best The partnership with the
terms of approximately 10,000 chance of success the Alpine Traditional Owners of Victoria’s
direct and indirect jobs, with most Resorts Co-ordinating Council alpine resorts will extend beyond
of these jobs situated in regional (ARCC) will form a Victorian Caring for Country activities, with
Victoria. Government Taskforce to holistic partnership plans to be
investigate how to address developed between the resorts
Our alpine resorts also play a some of the current barriers and the Traditional Owners. These
significant role in supporting to green-season visitation. The partnership plans will reflect
the social and cultural cohesion, taskforce will report its findings Native Title, Recognition and
and health and wellbeing, of the within the first year and that Settlement Agreements, Country
community. The resorts are places information will be used to Plans, Manganin-Gadhaba, as well
that bring people together to inform further work through as other relevant strategies, goals
share their passion for the alps, the term of this strategic plan. and aspirations.
to engage in mountain sports
and to escape the pressures of As Melbourne’s population The development and use of land
everyday life. The financial health continues to grow the demand in the alpine resorts is controlled
and wellbeing benefits associated for nature-based recreation and by the Alpine Resorts Planning
with the alpine resorts has been tourism will also grow. This brings Scheme, whilst the leasing of
estimated at $27 million per annum.1 tremendous opportunities for land at the resorts is controlled
ongoing investment at Victoria’s by the Alpine Resorts Leasing
Protecting these attributes as alpine resorts but also comes with Policy and Implementation Details
our climate changes is our most some challenges. Overcrowding, 2002 (Leasing Policy). Both
significant challenge. The climate especially during peak winter instruments are over 15 years old
over Australia’s southern slopes is times, is having a negative and need to be reviewed and
expected to become warmer and impact on visitor experience with updated.
drier over the coming decades, critical infrastructure stretched
resulting in reductions in natural to capacity. Roads, parking
1 https://www.arcc.vic.gov.au/uploads/publications-and-research/
ALPINE RESORTS STRATEGIC PLAN 2020-2025 5
Executive Summary continued
At the time of the development This action plan contains a This vision will be enabled by
of this strategic plan the framework and 12 actions delivering on four strategic
review of the Leasing Policy designed to deliver improved objectives:
had commenced while the engagement across the Victorian • Enable investment that drives
Department of Environment, alpine sector. sustainable businesses within a
Land, Water and Planning prosperous regional economy
By working together, the sector
(DELWP) has committed to a
review of the planning scheme can achieve this strategic plan’s • Protect and enhance the
by 2024. Updating both planning vision, which is: mountain environment
“The Victorian
instruments is expected to have • Enhance the visitor experience
benefits for investors, visitors,
resort management and the
natural environment.
alpine resorts • Implement practical policy and
regulatory reform
All this activity will be enabled achieve their To maintain a flexible and
by a strengthened approach to
stakeholder engagement. A 2018
potential as responsive approach to the
inevitable changes that will occur
review of current engagement thriving and over the life of the strategic plan,
sustainable
practices found that there is much a separate Action Plan has been
to be proud of, as well as areas for prepared. The Action Plan will be
improvement – at both sector and
board level. As a demonstration
destinations regularly monitored and adapted
to ensure the most effective and
of the sector’s commitment to for mountain efficient actions are delivered and
activities and
improvement, a Victorian Alpine will maintain alignment with the
Resorts Stakeholder Engagement strategic objectives.
Action Plan2 has been published.
nature-based
tourism”.
(GSP) contribution to
Victorian economy for
$1.22b
2018/19 by the alpine
resorts estimated at
in 2018/19
1.4m
People visited at least one
of the 6 Alpine Resorts
KEY
Mt Baw Baw - Warragul
Lake Mountain - Marysville
Mt Buller / Mt Stirling - Mansfield
Mt Hotham - Bright
2 https://www.arcc.vic.gov.au/uploads/publications-and-research/ Falls Creek - Mt Beauty
6 ALPINE RESORTS CO-ORDINATING COUNCIL
Vision Statement
“The Victorian alpine resorts achieve
their potential as thriving and sustainable
destinations for mountain activities
and nature-based tourism”.
To achieve this vision, we need cultural and financial barriers to overarching principle of climate
healthy ecosystems, businesses create a future that maximises change adaptation, supported
and local economies. Achieving opportunities for the alpine sector by strengthened stakeholder
our full potential requires and minimises the impacts of partnerships.
actively planning pathways climate change. We will achieve
together to a new future. This this through delivering four
may mean overcoming physical, strategic objectives, with an
STRATEGIC OBJECTIVES
PATHWAYS TO A
SUSTAINABLE ALPINE FUTURE
Enable investment Protect and Enhance our Implement
that drives sustainable enhance the visitors’ practical policy
businesses within a mountain experience and regulatory
prosperous regional environment reform
economy
DEVELOP AND STRENGTHEN
PARTNERSHIPS THROUGH
COLLABORATION AND COMMUNICATION
ALPINE RESORTS STRATEGIC PLAN 2020-2025 7
Background -
Victoria’s Alpine Resorts
Victoria’s alpine resorts Resort Management Board has for which any land in each
Victoria has six declared alpine identified that the future of these alpine resort that is reserved
resorts: Falls Creek, Lake resorts should be based around or deemed to be reserved
Mountain, Mt Baw Baw, Mt Buller, providing a year-round, nature- under the Crown Land
Mt Stirling and Mt Hotham. based experience, but that the (Reserves) Act 1978 is so
current lack of key infrastructure, reserved.
They lie in the east and northeast including quality access roads The object of the Act is to make
of Victoria, between 120 and power, and ageing lifting provision in respect of alpine
kilometres and 380 kilometres and accommodation assets is resorts—
from Melbourne. A detailed profile inhibiting this transition.
(a) for the development,
of each of the alpine resorts can
be found on their respective
About the Alpine promotion, management
websites.
Resorts Strategic Plan and use of the resorts on a
The legislative and policy sustainable basis and in a
The characteristics of the larger, settings in which the alpine manner that is compatible
more developed resorts (Falls resorts operate underpin the with the alpine environment,
Creek, Mt Buller and Mt Hotham) development of the Alpine having regard to –
and the smaller, less developed Resorts Strategic Plan (i) environmental and
resorts (Lake Mountain, Mt (Strategic Plan). The Alpine ecological considerations,
Baw Baw and Mt Stirling) Resorts (Management) Act in particular, climate
are becoming increasingly 1997 (the Act) provides the change; and
differentiated. The larger resorts management framework for (ii) economic considerations;
are sites of significant private all six Victorian alpine resorts.
investment and deliver around 92 (iii) cultural heritage
It also establishes the ARCC
per cent of the value-added Gross considerations, in
and the four Alpine Resort
State Product (GSP) associated particular, aboriginal
Management Boards (ARMBs).
with Victoria’s alpine resorts cultural heritage
sector.3 This Strategic Plan is prepared considerations; and
under section 33F1(b) of the Act. (b) for the use of the resorts—
The smaller resorts provide The Act requires that the strategic (i) primarily for alpine
an entry level, lower-cost plan must set out: recreation and tourism;
opportunity to access the
• the strategic objectives that and
Victorian alps and a pathway
are to be achieved in relation (ii) in all seasons of the year;
for people to take up alpine
to alpine resorts; and
sports. These resorts also make
a significant contribution to • the main directions and (iii) by persons from varied
meeting the demand for safe principles that are to be cultural and economic
and affordable access to the alps followed to achieve the groups.
for people of varied cultural and objectives;
• the strategic actions that may The Act also requires the ARMBs
economic groups.
be taken to implement the to prepare an Alpine Resorts
This differentiation has presented Strategic Plan. Strategic Management Plan (SMP)
challenges for the smaller resorts, for each resort. The Act states
in particular Lake Mountain and The Act also requires that the that a SMP must be consistent
Mt Baw Baw, with the absence Strategic Plan must be: with the Strategic Plan and as
of key infrastructure at these (a) consistent with, and seek to a result needs to be reviewed
resorts resulting in financial achieve, the object of the Act; and updated whenever a new
losses that are currently met by (b) consistent with the purposes Strategic Plan is made.
government. The Southern Alpine
8 ALPINE RESORTS CO-ORDINATING COUNCIL
Background -
Victoria’s Alpine Resorts continued
The previous Strategic Plan (2012) Traditional Owner Legislation Gunaikurnai, Taungurung and
required the resorts to prepare and Policy Wurundjeri have Registered
Alpine Resort Master Plans, which The nature of the State of Aboriginal Party status under
were permitted to function as Victoria’s relationship with the Aboriginal Heritage Act 2006
a SMP (on the proviso it met Traditional Owners is binding over the majority of Victoria’s
the requirements of the Act). and based on a meaningful alpine resorts land.
This arrangement will remain in partnership founded on mutual There are several groups that
place and as a result the terms respect. The Gunaikurnai (Mt Baw identify as Traditional Owners in
Strategic Management Plan Baw and part of Mt Hotham), the the greater north-eastern alpine
and Master Plan are often used Taungurung (Mt Buller, Mt Stirling, area (including Falls Creek resort
interchangeably. part of Lake Mountain and part of and the northern section of Mt
The development of the Strategic Mt Hotham) and the Wurundjeri Hotham resort): this area is not
Plan has also been guided by the people (part of Lake Mountain) currently within Native Title,
following: are the recognised Traditional Recognition and Settlement
Owners of a majority of Victoria’s Agreements nor Registered
Climate Change Legislation
alpine resorts land. Aboriginal Party boundaries.
and Policy
The Climate Change Act 2017 Gunaikurnai achieved legal Biodiversity Legislation and
lays the foundations for Victoria recognition of connection to Policy
to achieve net zero emissions Country and rights as Traditional
Biodiversity 2037 is Victoria’s plan
and enable a climate resilient Owners in 2010 when it was
to stop the decline of our native
community and economy. It granted Native Title by the
plants and animals, and improve
places obligations on Victorian Federal Court of Australia. As
our natural environment so it
Government decision makers part of the native title settlement
is healthy, valued and actively
and provides guidance to all package, Gunaikurnai also entered
cared for. Biodiversity 2037 is
stakeholders on responding to the into a Recognition and Settlement
underpinned by the Flora and
impacts of climate change. Agreement with the State of
Fauna Guarantee Act 1988 and
Victoria.
Victoria’s Climate Change the Native Vegetation Clearing
Adaptation Plan 2017–2020 In addition to the Settlement Regulations and together these
is helping the State, including Agreement with Gunaikurnai, the instruments ensure that Victoria
the alpine resorts, prepare for State of Victoria has also entered has a modern and effective
the impacts of climate change. into a Recognition and Settlement approach to protecting and
It establishes the following Agreement with the Taungurung managing our biodiversity
principles for good adaptation: people. The Recognition and
The Environment Protection and
• Informed decision-making; Settlement Agreements, executed
Biodiversity Conservation Act
• Integrated decision-making; under the Traditional Owner
1999 (EPBC Act) is the Australian
Settlement Act 2010, afford
• Risk management; Government’s key piece of
Traditional Owners certain rights
• Complementarity; environmental legislation. The
relating to the use of public land
EPBC Act enables the Australian
• Equity; and within their Agreement area,
Government to join with the
• Community engagement. including alpine resorts land.
states and territories in providing
a national scheme of environment
and heritage protection and
biodiversity conservation.ALPINE RESORTS STRATEGIC PLAN 2020-2025 9
Background -
Victoria’s Alpine Resorts continued
Public Participation in Community Charter. The purpose • collaborative consultation with
Government Decision-making: of the Community Charter is to all key stakeholders in order
Better Practice Guide guide DELWP and its entities to build a collective approach
The Public Participation in (including the ARCC) in delivering to and stakeholder ownership
Government Decision-making: meaningful, inclusive and effective over plan implementation;
Better practice guide (Better stakeholder engagement. • development of high-level
Practice Guide) was released Review of the Alpine Resorts strategic priorities and
by the Victorian Auditor- Strategic Plan – 2012 guidance;
General’s Office in 2017. The • alignment with relevant
The ARCC led a review of the
process of developing this guide strategies, policies and
2012 Alpine Resorts Strategic
involved extensive research strategy documents;
Plan in 2017. Five of the 12
and consultation. It highlighted
recommendations made following • strengthening of monitoring,
recurring challenges that
this review related to future reporting and review
public sector agencies face in
strategic planning in Victoria’s processes; and
undertaking public participation
alpine sectors, and these • strengthening of the
exercises.
recommendations informed the representation of Traditional
In addition to the Better Practice development of this strategic Owners in alpine resorts
Guide, DELWP has developed a plan, including: governance.
THE DEVELOPMENT OF
THE ALPINE RESORTS Climate Change
STRATEGIC PLAN HAS Legislation
and Policy
BEEN GUIDED BY:
Traditional
Regional Tourism Owner
Review Legislation
and Policy
STRATEGIC
PLAN
Review of the
Alpine Resorts Biodiversity
Strategic Plan – Legislation
2012 and Policy
Public
Participation
in Government
Decision-making:
better practice
guide10 ALPINE RESORTS CO-ORDINATING COUNCIL
Background -
Victoria’s Alpine Resorts continued
Regional Tourism Review Implementation of Several of the activities that will
At the time of consultation and the Alpine Resorts be delivered in this time will
finalising this ARSP, the Victorian Strategic Plan provide information that will
Government announced a The Strategic Plan informs inform decision making during the
Regional Tourism Review. several strategic and business remaining term of the plan.
The review will take a broad planning processes. To enable this level of flexibility,
look at regional tourism in the Strategic Plan has been
Victoria with a range of goals These processes in effect divided into two components:
to help build on what has “operationalise” the Strategic • The first component (this
already been established by Plan and provide the framework document) contains the
the businesses and communities for delivery and reporting. These Vision, Strategic Objectives
of Victoria’s local towns. include: and Strategic Actions that will
• Alpine Resort Corporate Plans; guide decision making and
The findings and
• Alpine Resort Strategic behaviours for the life of the
recommendations from this
Management Plans; plan.
review may result in changes to
the way Victoria manages and • ARCC Corporate Plan; • The second component is the
invests in its regional tourism • Alpine Resorts Planning Action Plan, which will contain
sector. This could include: Scheme; and the actions, measures, targets
and outcomes we are seeking
• the structure and function of • DELWP Business Plans.
to achieve. The Action Plan
regional tourism bodies;
Following the release of the will be a “live” document –
• the way regional tourism Strategic Plan, DELWP will update it will be reviewed to ensure
marketing is funded and the Alpine Resorts Corporate we are delivering the most
delivered; Planning Guidelines to ensure effective and efficient
• the delivery of regional resort-level business planning is activities. New actions may
tourism infrastructure; aligned. The ARCC will also review be added as priorities are
• an increased focus on natural its Corporate Plan to ensure a identified and existing
and cultural sites to grow similar level of alignment. actions may be rescheduled
visitation; and or removed if they are no
In addition, DELWP will ensure longer a priority.
• improved co-ordination that its business plans enable the
between public sector entities. delivery of the commitments it
The Strategic Plan will be flexible has made in the Strategic Plan.
and adaptative in responding to In the medium-term, DELWP will
changes in the regional visitation also update the Alpine Resorts
sector and will be reviewed and Strategic Management Plan
updated (if necessary) following Framework.
the Government finalising its This Strategic Plan focuses on
response to the review. the first 2-3 years of delivery,
to maintain flexibility and
responsiveness to changes in the
policy and operating environment.
3 Source: https://www.arcc.vic.gov.au/uploads/publications-and-researchALPINE RESORTS STRATEGIC PLAN 2020-2025 11 “Victoria’s Alpine Resorts contribute $1.22 billion per annum to Victoria’s gross state product and create approximately 10,000 direct and indirect jobs.”
12 ALPINE RESORTS CO-ORDINATING COUNCIL
Background continued
Role of Ministers and Departments
The Minister for Energy, Environment and Climate Change is responsible for the alpine resorts on behalf of
the State.
DELWP is responsible for advising the Minister on alpine resort matters. This includes policy and strategic planning,
legislation and regulatory reform, environmental matters and governance oversight of the ARCC and ARMBs.
The Minister for Planning is the Responsible Authority and the Planning Authority for the alpine resorts.
DELWP administers the Alpine Resorts Planning Scheme on behalf of the Minister for Planning.
Role of the Alpine Resorts Co-ordinating Council
The role of the ARCC is to undertake the statutory functions as set out in Section 18 of the Alpine Resorts
(Management) Act 1997.
Some of these functions are prescriptive while others are broader. The prescriptive functions are:
Coordinate, monitor and review the Monitor the development and implementation Coordinate, in conjunction with Visit Victoria (formerly
implementation of the Strategic Plan of SMPs for each alpine resort Tourism Victoria, established under the Tourism Victoria
Act 1992), the overall promotion of alpine resorts
Some of the broader functions include:
• Plan for and facilitate the establishment, development, promotion, management and use of alpine resorts
in accordance with the objective of the Alpine Resorts (Management) Act 1997;
• Undertake research into alpine resort issues;
• Liaise with and encourage the cooperation of all state and local government authorities, industries, communities
and other people involved in the development, promotion, management and use of alpine resorts;
• Make recommendations to the Minister on matters related to the provision and improvement of services
and facilities in alpine resorts.
Role of the Alpine Resort Management Boards
The alpine resorts are permanent Crown land reserves4, each managed by an ARMB appointed by, and
responsible to, the Minister for Energy, Environment and Climate Change. The ARMBs are also deemed to be
Crown land managers under the Crown Land (Reserves) Act 1978 and have the same powers and functions as
a Crown land reserves Committee of Management.
The ARMBs are responsible for the development, promotion, management and use of each alpine resort in an
environmentally sound manner, having regard to:
• Environmental and ecological considerations, in particular climate change; and
• Economic considerations; and
• Cultural heritage considerations, in particular, aboriginal cultural heritage considerations; and
• For the use of the resorts:
(i) primarily for alpine recreation and tourism; and
(ii) in all seasons of the year; and
(iii) by persons from varied cultural and economic groups.
4 Mt Hotham Alpine Resort also has some freehold land parcelsALPINE RESORTS STRATEGIC PLAN 2020-2025 13
Background continued
They also provide or arrange services and utilities including:
Water and energy supply Bushfire prevention emergency Destination marketing and industry promotion
management and response
Sewerage and garbage disposal Natural resource management Product development
Resort roads and parking Ski and bike patrol (some resorts) Resort transport
Civic maintenance and beautification Snow making Crown land administration and leasing
ARMBs also deliver resort level strategic and operational planning, including the development of SMPs as
required under the Act. ARMBs are also responsible for the management of Crown leases of alpine resort lands.
Role of private business
Many of the day-to-day services that underpin the visitor experience are provided by private business
(although the Southern Alpine Resort Management Board currently delivers a number of these services at
Mt Baw Baw and Lake Mountain).
This includes services such as:
Ski lifting Snow making Equipment sale and hire Ski instruction
Ski patrol (some resorts) Food and beverage Accommodation Transport
Waste recycling and processing Medical practices and triage services Marketing and promotion14 ALPINE RESORTS CO-ORDINATING COUNCIL
Context for this plan
The alpine resorts have made to determine the likely climatic Snow Making
a significant contribution changes in alpine regions, the New and improved snow making
to Victoria’s economy, researchers produced projections technology has allowed several
recreation and tourism for for the Australian alps by the resorts to offer snow guarantees,
decades. However, our resorts end of the century (based on providing certainty to both
are changing, mainly due the scenario of ongoing high operators and visitors that snow
to pressures from broader emissions of greenhouse gases). will be available. There are likely
factors such as climate change, to be continued improvements
In 2017, DELWP applied the
population growth and changing in snow making technology as
findings of the ACE CRC potential
visitor demographics. The climate change impacts alpine
climate impacts study to deliver
Victorian Government, the resorts around the world. The
the Alpine Resorts Climate
alpine resort industry and local sector will of course need to be
Change Vulnerability Assessment
communities all understand mindful of both the resource
Report.6 This project assessed the
that climate change presents a (water and power) and financial
climate change vulnerability of
significant and unprecedented constraints of snow making when
Victoria’s alpine resorts and how
challenge. The sector must adapt making investment decisions.
this could affect the economic,
to these changes and embrace
social and cultural value of
the opportunities to grow
the resorts as climate change
regional economies, nurture
occurs. The project identified
environmental assets, and build
and recognised the substantial
partnerships.
economic, social and cultural
Every 5-year strategic plan value the alpine resorts currently
helps build the foundation for contribute to Victoria.
a long-term sustainable alpine
The vulnerability assessment
resort sector. The next 5 years
found that the snow season in
will be a period of practical
the alpine resorts will continue In addition to snow making the
building of the sector into
to be impacted by climate alpine industry also applies other
sustainable destinations for
change through changes to snow management techniques
alpine activities and nature-based
natural snow fall conditions and to offset the impacts of climate
tourism. This will be achieved
patterns, including reductions change. Snow fences are used to
through partnerships between
in natural snow fall over time. capture snow during storm events
government, Traditional Owners,
The project also found that the which are usually associated with
industry and local communities.
green season will be impacted by high winds. These fences are used
Climate Change climate change through increased to deposit drifts on the leeward
This strategic plan follows bushfire risk. The vulnerability side which is subsequently
several years of investment by assessment states that if harvested and redistributed over
the sector in obtaining robust adequate adaptive responses the adjoining slopes.
climate change information. In are deployed, most of Victoria’s
Snow grooming machines
2016 the ARCC commissioned the resorts should be able to offer
are used to harvest and push
Antarctic Climate and Ecosystems adequate snow to support snow
snow from snow fences and
Cooperative Research Centre activities for quite some time.
other natural locations onto
(ACE CRC) to deliver the Potential slopes that would otherwise be
Impact of Climate Change on bare or thin. Snow groomers
Victorian Alpine Resorts Study.5 equipped with winches are used
Using high-resolution models to redistribute snow pushed to
5 https://www.arcc.vic.gov.au/uploads/publications-and-research
6 https://www.forestsandreserves.vic.gov.au/land-management/alpine-resortsALPINE RESORTS STRATEGIC PLAN 2020-2025 15
Context for this plan continued
the bottom of slopes by skiers In assisting the response to the
and snowboarders back up the growth of Melbourne, any growth
hill. This technique is called and development in alpine resorts
rebuilding and is used extensively also has a direct positive impact
throughout the resorts. on their regional economies.
The latest technological Investment
development has been the The Victorian Government
introduction of satellite-controlled recognises the fundamental
GPS systems into grooming importance of the private sector
machines. This enables the partners in making the alpine
snowpack beneath the machine before any further significant
resorts what they are today. Most
to be viewed and mapped investment is made by the Alpine
of the investment in infrastructure
which informs both pushing and Resorts Management Boards
and services that resort visitors
snowmaking decision making. (ARMBs) into infrastructure
enjoy has been delivered by
This has resulted in significant or services only for the green
private business. It is crucial
improvements in the efficiency of season.
that alpine resort businesses are
both snowmaking and grooming
Growth of Melbourne financially sustainable and that
operations.
Plan Melbourne7 is a 35-year barriers to further investment
Green Season Visitation blueprint to ensure Melbourne are minimised so that our resorts
The other primary adaptation grows more sustainable, can continue to thrive into
response is to increase non-snow productive and liveable as its the future. This strategic plan
dependent visitation. Increasing population approaches 8 million. contains several actions aimed to
green season visitation has long It is a long-term plan designed reduce disincentives to private
been an aspiration for Victoria’s to respond to the state-wide, investment and to explore new
alpine resorts and has been a regional and local challenges avenues for ARMBs to attract
mainstay of successive strategic and opportunities Victoria faces funding.
plans. While visitor numbers between now and 2050.
Climate Change
during the green season continue Plan Melbourne contains strategic
to increase, commercial returns
Adaption Planning
actions related to liveability
for alpine resort operators are Long-term resort level adaptation
and the demand for tourism,
below those necessary to support planning led by the ARMBs is
recreational and nature-based
further private investment. the next step in successful sector
experiences in close proximity
to the Melbourne metropolis adaptation. The primary vehicle
Visitors in the green season tend for this planning is through the
to be short-stay visitors, often and peri-urban areas. Alpine
resorts and recreational land SMPs that set out the future
spending little money within the management and development
resorts, before returning home or managed by Parks Victoria
represent significant assets aspirations for each alpine resort
to adjoining townships. Without
which can contribute to meeting and are required to align with this
snow, the alpine resorts lose
these needs. Alpine resorts can strategic plan.
their unique selling point and
grant leases over crown land for
must compete with established
private investment in services and
destinations on the coast, and in
activities, which can add to the
cities and towns, and National
resort’s ability to expand offerings
Parks. This strategic plan
and capacity to increase year-
recommends a more complete
round visitation in a planned and
picture of the future potential of
orderly manner.
the green season be established
7 https://www.planmelbourne.vic.gov.au/16 ALPINE RESORTS CO-ORDINATING COUNCIL
Economic significance of Victoria’s alpine resorts
The Victorian alpine resorts generate
significant economic activity for the
state through the attraction of Victorian,
interstate and international visitors.
The Victorian Alpine Resorts visitation trends and changes in resorts help boost economic
Economic Contribution Study economic conditions. activity in regions and that
(April 2017) provides estimates of regional unemployment could
The report identifies the value
the economic contribution of the grow if the alpine industry and
of the resorts to both state and
Victorian alpine resorts (summer, resorts were to decline in quality
regional economies and the
or green, and winter, or snow, and appeal.
state of Victoria. This analysis
seasons), taking into account
demonstrates that the alpine
Since the original estimates provided for the 2016/17 period, the ARCC has continued to publish estimates
on the economic contribution of both the snow and green seasons to Victoria’s economy.
The GSP contribution of the and the
2018 snow season to the Victorian 2019 green
economy is estimated at season at
$1.076b $146m
This combined level of expenditure would result in a contribution to total
Victorian employment in annual equivalent terms of approximately
10,000 direct and indirect jobs
While these figures demonstrate that the snow season remains the engine of the alpine resort’s economy, the
contribution from the green season is notable.
During the 2018 snow season, Victorian alpine resorts received 982,003 visitors and 1.7 million visitor days. This level
of visitation represents a 33 per cent increase in visitors and a 25 per cent increase in visitor days compared with the
10-year average from 2008 to 2017. Visitation for 2018 was up by 4 per cent and visitor days were up by 7 per cent
compared with the 2017 season.
The 2018/19 green season saw a 2.3 per cent increase in vehicle numbers compared to the previous year with just over
219,000 vehicles entering the resorts. There was a 4 per cent increase in visitor numbers compared to the previous year,
with almost 454,000 visitors to the resorts.ALPINE RESORTS STRATEGIC PLAN 2020-2025 17
Economic significance of Victoria’s alpine resorts
continued
The economic performance of can do this in winter, usually the With a total of 1.4 million annual
the alpine resorts becomes more quietest time for regional tourism, visitors Victoria’s alpine resorts
significant when considered in is also noteworthy. In fact, it is compare favourably to Victoria’s
a regional context. The alpine likely that the alpine resorts are top regional attractions. In
resorts draw significant numbers the number one tourist attraction its annual report of visitation
of people to regional Victoria in regional Victoria in the period to Victorian attractions the
and keep them there, resulting between June and October each Department of Jobs, Precincts
in a transfer of spending from year, creating jobs and economic and Regions (DJPR) reported the
the capital cities into regional activity for their regional below visitation numbers.8
Victoria. The fact the resorts communities.
STATE
VISITATION
NUMBERS
At a state level this would see
Victoria’s alpine resorts within the
top 15 attractions, above the MCG
and National Gallery of Victoria.
1.3m
Bendigo
Full copies of all economic and Region
visitation reports are available
from the ARCC website.
1.4m
Alpine
Resorts
1.5m
Ballarat /
Sovereign Hill
2.8m 1.3m
Great Ocean Road / Phillip Island /
Twelve Apostles Penguin Parade
8 For comparison purposes only. The methodology used by DJPR and the Alpine Resorts to measure visitors are likely to differ.
https://www.business.vic.gov.au/tourism-industry-resources/research/teve-research18 ALPINE RESORTS CO-ORDINATING COUNCIL
How this plan was prepared
The development of this strategic The ARCC needs to develop an • Divergent views on the likely
plan was informed by the findings Alpine Resorts Strategic Plan that impact of climate change on
from the review of the 2012 outlines a vision and strategic the ability of alpine resorts to
Alpine Resorts Strategic Plan, priorities for alpine resorts while offer snow (be that natural or
namely that: also responding to the effects of made) in the medium to long
climate change.10 term;
“Future strategic planning should
be focused on establishing a What does the Alpine Resort of • Divergent views on the
flexible and collective approach the future look like to you and scale of the impact that any
among alpine sector stakeholders how would you like to be a part reduction in the availability
to implement the strategic of it? of snow will have on resort
priorities for alpine resorts set visitation and financial
by the Victorian Government. The approach to stakeholder sustainability;
This must be underpinned by a engagement (both online
• A lack of information on
consultation process that is truly and place-based) applied the
the viability of an increased
collaborative and re-establishes Pathways Planning approach,
reliance on snow making;
buy-in and ownership among key encouraging participants to
government and non-government visualise Victoria’s alpine resorts • Divergent views on the
stakeholders” 9 in 2040 and to identify pathways potential for commercially
to achieving this, while taking viable green-season use of the
Achieving this level of stakeholder resorts;
account of the current and
buy-in was the primary goal in
projected impacts of climate • Divergent views on who
developing this strategic plan and
change and the importance of should be responsible for
is reflected in the stakeholder
engagement plan and stakeholder economic viability. The agreed investing in green-season
promise published on the ARCC pathways are subsequently visitation initiatives, given the
website prior to engagement reflected in the four strategic current absence of commercial
commencing. At the conclusion objectives. returns; and
of the stakeholder engagement • Policy and governance
Having developed these
process the ARCC had received barriers that constrain certain
objectives, participants were then
381 online submissions and hosted adaptation pathways.
asked to identify what actions
200 people at its workshops.
should be carried out in the The identification of these
The requirement to respond to next 5 years and what actions obstacles is an important step
the impacts of climate change, should remain front of mind in the sector’s climate change
and the principles contained and considered over the longer adaptation process. Several
in Victoria’s Climate Change term.11 These actions became the of these obstacles will be
Adaptation Plan 2017–2020, also activities in the Action Plan, with the focus of a Green-Season
guided the development of the a focus on the first three years of Taskforce (Action 1.1.1) that will be
strategic plan. To bring together delivery. established following the release
the twin goals of a collaborative
of this plan, while others will be
approach to stakeholder In working with stakeholders to
addressed through the next phase
engagement and responding to develop the agreed pathways
of climate change adaptation
the impacts of climate change, several obstacles were
planning (which will include
the ARCC presented the following encountered, including:
climate change risk disclosure and
remit, and posed the following
question, to its stakeholders: scenario analysis).
9 https://www.arcc.vic.gov.au/uploads/publications-and-research
10 https://www.arcc.vic.gov.au/uploads/publications-and-research
11 https://engage.vic.gov.au/index.php?cID=2330ALPINE RESORTS STRATEGIC PLAN 2020-2025 19
Climate Change Risk Disclosure
and Scenario Analysis
Climate change is widely Scenario analysis and planning The complexity of the alpine
accepted and recognised as a is a method for understanding resorts system creates a challenge
financial problem, not purely risks and opportunities around for climate change adaptation
an ethical or environmental climate change and for informing planning. As part of the Alpine
issue. Given that climate change strategic responses. A scenario Resorts Vulnerability Assessment
now presents material risks refers to a plausible and often a detailed map of the alpine
(and opportunities) it is best simplified description of how the resorts’ system was developed,
considered and managed in the future may develop, based on a with input from alpine resort
context of business strategy, coherent and internally consistent stakeholders. The system map
scenario analysis and risk set of assumptions about driving depicts the interaction of all
management. forces and key relationships.12 the forces that influence the
successful operation of an alpine
The purpose of climate Scenario analysis and planning
resort in Victoria. The systems
risk disclosure is to inform involves the development
map is a useful tool in supporting
stakeholders as to the manner and use of representations of
climate change scenario analysis
in which the organisation is plausible futures and pathways
and planning.
managing climate change risk, to inform strategic decision
including mitigation (reducing making and planning in a range Please see the Alpine Resorts
greenhouse gas emissions) and of organisational and policy Systems Map on pages 20 and 21.13
adaptation (responding to the making contexts. It is increasingly
The next step for Victoria’s alpine
impacts of climate change). These used by private and public sector
resorts in responding to climate
stakeholders include government, organisations to identify risks,
change is to prepare “climate
private operators, lessees, opportunities and strategic
change risk disclosure statements
investors, insurers, policy-makers, options in the context of complex
and model reports”, informed by
regulators and the Victorian and uncertain future conditions
climate change scenario analysis
community. and events.
and planning.
12 (IPCC, 2007b)
13 https://realsustainability.kumu.io/victorian-alpine-resort-sector20 ALPINE RESORTS CO-ORDINATING COUNCIL
Alpine Resorts Systems Map
Media &
Communications
Links to nearby
communities
Links to & LGAs
Melbourne
Market
forces Leisure
tourism
Indigenous +
Birdwatching culture
Diversifying Recreation
demographics Seasonality economy
Extreme Walkin
Wildflowers tours +
sports +
4wd Ecology / History / heritage National & Globalisation
research seekers international of skiing /
Camping competition snow sports
Fishing Bush walking +
Horse / trail running Sight +
Public health Naturalists Students
riding seeing
/ state health
system
Events +
Art &
Road Through Wellbeing
+
Mountain cycling traffic trips Artists
bikers + + +
+ + +
+ + +
+
+ Regional
+ Green Season
visitation
Green Season Visitation
-
On Resort + Drivers +
+
Activities
+ +
+ +
Bushfire +
-
management
policies
+
+
+ +
Emergency +
Bushfire
Management
+
+ +
++
Region / Resort Visitation
+
+
Nature-based Drivers
The + culture
Environment
+
+ Community building
+
Extreme weather
+ events
Feedback ++
- - -+- -+
+
+
+
Alpine ecology Alpine
+
Climate / +
-
+
+ +
+
Biodiversity (species & environment
+ + Resort +
change +
Activity-based Outdoor Community
communities)- -+ +
+
- Precipitation Activity Wellbeing Inclusion Visitation
-
culture education +
+
+
+ + -
+ + -+
- + - +
+ ++
+
Social & Cultural Values
+ Loop
+
+
+
Increasing Temperature -
Carbon CO2
sequestration + Accessibility
+
+- ++
+
Humidity +
+ ++
+
Snow + + Snow + + Diversifying
Families culture recreation winter sports
+
+ +
Consumption
Ski school
+ -
Water -
+
+ - -
- +
+
+ -
+
+ - SNOW + White season
Dump Natural snow COVER
+
Competition fall +
++ for water
+
+ +
Wash out
- -
+
-
+ +
+ Strategic sno
Legend Water
Snowmaking
+ managemen
Supply +
- +
Opposite + + +
-
Super Force Shorter season +
Force for snow
Run
+Non-renewable+ sea
Ecosystem service energy +
Infrastructure
Governance
Snowmaking
$ flow infrastructure
Social Value
Economic Value
Cultural Value
+
Changing
+
attitudes
re use of resourcesALPINE RESORTS STRATEGIC PLAN 2020-2025 21
Regional
community
Adjacent The Alpine Resorts Systems Map included here is intended to
towns
illustrate the complex nature of the alpine resorts system only.
Due to the limitations of a printed format this diagram may
School
services not be suitable for practical use.
Visit https://realsustainability.kumu.io/victorian-alpine-resort-sector
Permanent resident Police for an interactive version of the alpine resorts systems map.
community
Elite athletic CFA
training &
events
+
Economic
contribution On-mountain
+ community
+
e
m
+
Elite snow
sports
-
-
+ Perception -
+ Businesses of future outlook
+
+ -
+
Jobs -
+ +
+
-
+
- - -
+
-
Finance
- & insurance
Private sectors, willingness
Long term horizon +
to lend / insure
business models Investment +
+
+ +
- +
+
Profit
opportunity
+
-
+
Tenure Traditional
+
+ Crown
+
arrangements Land Owners
+ land
Visitor (leasing)
+
Expenditure +
+
Increasing
cross subsidisation Food & Beverage
of seasons Site rental Retail
+ +
Commercial imperative
Land
Gate entry Private / club Management
/ lodge accommodation
+
+ +
+
ARMB service +
charges Commercial
ARMB-provided+
+
Costs + + Accommodation
infrastructure +
-
& services + - + +
+
+
+
Commercial +
+ Infrastructure TRADITIONAL
+
+
Lifts OWNER SETTLEMENT
+ - ACT 2010
+
457 visas &
holiday working
visitor (immigration
experience Other private laws)
+ Visitor infö infrastructure
+ +
centre
+
Crown Lands (Reserves) Act
NRM & leasing regulation
Social +
+
infrastructure
+
+
Operating expenditure Letter of
(public) + comfort +
+
Legislation
& Governance
State Gov +
+
Investment Reliance on
Public
government
infrastructure $ +
+
+ +
Capital
+
Financial
expenditure
+
management
(public) difficulties +
Alpine Resorts
+
+
ARMBs (Management)
+ + Act 1997
Environmental
+
regulation
ow + Lift
nt Companies
+
+
+
Advancing
tech
Governance ARCC
of bad +
asons
Governance
review22 ALPINE RESORTS CO-ORDINATING COUNCIL
Climate Change Risk Disclosure
and Scenario Analysis continued
To ensure climate change risk Climate Change Climate Change Action
disclosure and scenario analysis Action 1: Develop an 2: Prepare climate risk
is conducted in a consistent alpine resorts climate disclosure statements
manner across all resorts a change risk disclosure and model reports.
climate change risk disclosure and scenario analysis
Following the development of the
and scenario analysis framework framework.
will be developed. climate change risk disclosure and
The ARCC will lead the development scenario analysis framework the
This framework will be informed of a climate change risk disclosure ARMBs will prepare climate risk
by the Climate Change Risk and scenario analysis framework disclosure statements and model
Disclosure and Director Due to ensure a consistent approach reports for inclusion in their
Diligence Guidance Note14 to the following: annual reports. These disclosure
released by the ARCC in March • The scenario/s that should be statements will be consistent with
2018. considered; the climate change risk disclosure
and scenario analysis framework.
• The assumptions that will be
used to conduct the analysis;
• The principles that will inform
decision making;
• An agreed data set to inform
the analysis;
• Inclusions and exclusions;
• The requirements for
stakeholder engagement
(including collaboration
between ARMBs);
• A structure and process for
reporting; and
• The approach to reviewing/
updating scenario analysis and
planning.
14 https://www.arcc.vic.gov.au/publications-and-research/You can also read
