Victoriaâ€™s alpine resorts are required to provide opportunities for experiences for people from varied cultural and socioeconomic backgrounds and with different capabilities. This plan recommends the access, equity and diversity objective
be pursued at an industry level.
Availability of low priced accommodation opportunities is an important part of meeting this objective. At the expiry of any lease, existing policy provides for site rentals to be based on market rent. New provisions, arising out of this plan, will set out eligibility criteria for a discount for accommodation that meets access, equity and diversity objectives. The ARCC will consult with the Department of Sustainability and Environment (DSE) and alpine stakeholders to develop suitable eligibility criteria.
So they have to cut their costs in real terms, and hand over stuff to the private sector6.4 Operational level challenges
The operational level is the domain of the ARMBs and of a
wide range of private sector businesses. ARMBs operate
within a diverse and complex environment. They have a
broad range of legislative and regulatory requirements to
fulfil and a diverse group of stakeholders, each with di&#133;erent
aims and expectations. Lack of clarity in relation to policy
and tactical settings, as well as financial constraints, serve
to make the operational task di&#148;cult. This plan sets out
a broad range of recommended actions across all three
levels â€“ strategic (policy), tactical and operational â€“ which
are designed to provide greater role clarity and to assist in
setting the directions for operational decisions by ARMBs
and other operators, both private and public.
A significant alpine industry concern is the rate of increase
in, and current scale of, ARMB costs and associated
charges. This is largely due to a lack of role clarity. A more
transparent approach to CSOs and clarity on breadth of
activities will improve accountability for several elements
that have contributed to ARMB costs. More broadly,
however, it is important in a public policy sense that ARMBs
are clear about what is in scope and what is not, in terms
of functions. To this end, government expects that ARMBs
will perform those tasks that are required of a public land
manager acting under the Alpine Resorts (Management)
Act 1997. This will include relevant investment facilitation
and other tasks as set down in the Act. An ARMB will
only perform tasks that would normally be undertaken by
the private sector when (1) there is demonstrable market
failure with respect to such tasks and (2) their performance
is important for alpine resort goal achievement. ARMB
strategic management plans and corporate plans need to
demonstrate compliance with this position.
To illustrate this problem, section 3.2 indicated the importance
of improving the customer experience of an alpine resort
visit but, at present, there are some aspects of the customer
interface that are handled by ARMBs, some that are handled
by private operators and some handled by a mixture of both.
As expressed by the Australian Ski Areas Association:
No-one is responsible for the customer
experience from start to finishâ€¦Meaningful
improvements to the customer experience
can only be achieved by commercially
driven entities with the most to lose.
ARMBs will be required to continue to work constructively
with private stakeholders to ensure that a more seamless
visitor experience is achieved. ARMBs will only retain a
visitor experience role where there is demonstrable market
failure. As an example, a greater marketing role should be
undertaken by the private sector. Such measures will help
reduce cost pressures on ARMBs, with flow-on benefits for
E&#133;ective monitoring and reporting of roles and
achievements against actions in the Alpine Resorts
Strategic Plan, flowing through to ARMB strategic
management plans, corporate plans and KPIs, will further
assist improved role clarity and industry performance. To
assist the achievement of this outcome, annual Statements
of Expectations will be issued to individual ARMBs.
ALPINE RESORTS STRATEGIC PLAN 2012
These will encompass matters such as:
â€¢ annual reporting requirements, including uniform
â€¢ reporting on KPIs and on other matters set out in the
Statement of Expectations, which will initially be done
on a six-monthly basis and reviewed by DSE
â€¢ alignment of ARMB activities with this plan
â€¢ scope of activities undertaken, including justification of
those that compete with the private sector
â€¢ targets for the rate of cost/charge increase
â€¢ reporting details about programs to reduce costs
â€¢ role in, and contributions to, whole-of-industry programs
â€¢ measuring and reporting on CSOs, as defined by DSE
â€¢ strategic planning requirements, including alpine resort
participation in the VARDP. Where appropriate, joint
public/private submissions will be required under this
â€¢ reporting on how the alpine resort master plan
is reflected in its strategic management plan and
â€¢ community and stakeholder engagement, with a focus
on ARMBs working in partnership with lift companies,
other private stakeholders on-mountain and with their
broader regional communities and local government.
ARMBs will be required to report back annually to their
stakeholders and to hold public forums as part of the
corporate plan development process.
To help assure that performance pressure is maintained,
this plan sets a target of a 1 per cent average annual
decline in ARMB real operating costs for the planâ€™s duration
(included in the KPIs set out in Table 6.1 in section 6).
This, and other KPIs, will be set in annual ARMB corporate
plans that are approved by government. DSE will regularly
monitor performance against corporate plans and ARMBs
will be required to report annually on performance
pointing to the RMB's conflict with DSE's goals. It's all irrelevant now, since they've handed it all over holus bolus to Belgravia Leisure.Lake Mountain ARMB delivers everything on the mountain.
Its target is to double the average visitor spend by
increasing the range of product and improving packaging.
Section 6 considers the involvement of ARMBs in activities
that compete with the private sector
teckel said:I agree re marketing - it should be a responsibility of the RMBs, as it cannot be co-ordinated otherwise. Except when it goes overboard - like the LM marketing last summer and last winter (regular TV advertising) must have cost them a mint, but with very little ROI especially for their summer program.
FlatLander said:teckel said:I agree re marketing - it should be a responsibility of the RMBs, as it cannot be co-ordinated otherwise. Except when it goes overboard - like the LM marketing last summer and last winter (regular TV advertising) must have cost them a mint, but with very little ROI especially for their summer program.
But it reads that the RMB's will offload the marketing responsibility to save costs, not take a more active role.
This will have a big impact on the resorts that cant really get their stakeholder orgs united for a common goal. eg Hotham.
FlatLander said:I find it intersting that....and i'm not trying to be negative as any improvement will be good, its just that-
The RMB's are tasked with all those parameters - increasing visitor numbers and satisfaction, increasing summer visitation, making the resorts viable, developing the land for the good of all Victorians etc etc etc.
Then over that you have the ARCC, which are there to pretty much oversee the implementation of the above, etc etc etc.
Now because thats not happening, there will be another level of Bureaucracy imposed above the current bureaucracy, to try and implement all of the above. I thought they were trying to reduce costs!!
If the other organisations arent delivering then maybe they should be looked at!
snow-pixie said:From just below where it says Lake Mountain 1438 to where it says Orange