Inside About this Annual Report Responsible Body Declaration About the Great Ocean Road Coast & Parks Authority
1 1 2
Environment and Coastal Operations
12
Planning and Infrastructure
25 33
Grants Summary
46
Governance and Organisational Structure
47
Workforce Data
52
Rights Holders
4
Strategy, Engagement and Transformation
Other Disclosures
58
Our Communities
6
Tourism Operations
39
Financial Statements
66
Year in Review
8
Financial Summary
44
Appendix 1: Disclosure Index
118
Chair’s Foreword
10
Current Year Financial Review
45
CEO’s Foreword
11
Subsequent Events
45
We acknowledge and respect the separate and distinct Wadawurrung People and Eastern Maar Peoples as the Rights Holders of the Great Ocean Road’s land, waters, seas and skies and acknowledge their cultural knowledge that has led to sustainable practices and has cared for Country over tens of thousands of years. We honour Elders past and present and express gratitude for their sharing of wisdom that has ensured the continuation of Culture and Traditional practices. We are committed to genuinely partner and meaningfully build relationships that reflect self-determination and enable us to work together with Rights Holders and Aboriginal communities to support the protection of Country, the maintenance of spiritual and cultural practices, and together deliver on their broader aspirations in the 21st century and beyond.
About this Annual Report The Great Ocean Road Coast and Parks Authority (the Authority) Annual Report 2022–23 highlights the Authority’s performance over the financial year. Our 2022-23 Annual Report includes information about the Authority’s performance, achievements and challenges, as well as an outline of our services and programs, project delivery, coast and parks management and operations. It also provides a comprehensive and externally audited Performance Statement and Financial Report. The report outlines the initiatives, activities, and achievements of the financial year, informed by the Minister for Environment’s Statement of Expectations, to help achieve the management reforms outlined in the Great Ocean Road Action Plan. Our task is clear and ambitious: improve the protection and manage visitation of the Great Ocean Road environs by; • embedding cultural competency and self-determination; • protecting the marine, coast and parks environments; • enabling engaged and active communities; • creating sustainable and regenerative visitor experiences; and • ensuring financial sustainability. Feedback or questions relating to the Annual Report are welcome. Email: info@greatoceanroadauthority.vic.gov.au The Annual Report is available in a range of alternative formats and can also be viewed electronically on our website www.greatoceanroadauthority.vic.gov.au
RESPONSIBLE BODY DECLARATION In accordance with the Financial Management Act 1994, I am pleased to present the Great Ocean Road Coast and Parks Authority’s Annual Report for the year ending 30 June 2023.
Libby Mears Chair Great Ocean Road Coast and Parks Authority 6 October 2023
Great Ocean Road Coast and Parks Authority | Annual Annual Report Report 2022-23 2021
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About the Great Ocean Road Coast and Parks Authority WHO WE ARE The Authority is a State Government entity established by the Great Ocean Road and Environs Protection Act 2020 (GOREP Act) to protect and manage visitation of the iconic coast and parks along the Great Ocean Road. We commenced operation on 1 December 2020 as the land manager for ~3,500 hectares of coastal reserves between Point Impossible and Marengo, and are undergoing a significant scale up of our operations and functions. By 1 November 2025 we will be responsible for managing 150,000 hectares of parks and coastal reserves
along the Great Ocean Road including 355 kilometres of coastline (from Point Impossible to Warrnambool), several National Parks, coastal town foreshores, high visitation sites such as the Cape Otway Lightstation Tourism Precinct and the Twelve Apostles visitor experience precinct, and marine land to the edge of Victorian waters.
transformation and transition to our
We report to the Minister for the Environment to deliver on our functions as outlined in the GOREP Act and the Statement of Expectations issued by the Minister on 28 February 2022. The Statement of Expectations sets out the priority areas for our performance and functions; cultural competency and self-determination,
was the responsible Minister for the
OUR PURPOSE
OUR VALUES
We exist to care for, protect and manage the coast and parks traversed by the Great Ocean Road so that they can be enjoyed by all, now and for generations to come.
COLLABORATION
end state, Great Ocean Road coast and parks protection, community engagement, visitor experience and financial sustainability. The Hon. Lily D’Ambrosio MP was the responsible Minister for the period from 1 July to 4 December 2022, and the Hon. Ingrid Stitt MP period from 4 December 2022 to 30 June 2023. All revenue raised on the land we manage is reinvested back into the coast to ensure the Great Ocean Road coast and parks can be enjoyed now and for generations to come.
We will work with experts and aligned individuals, groups and organisations to build our knowledge and deliver a positive impact EVIDENCE We will use evidence to inform our decision making
PRINCIPLES
LEADERSHIP PURPOSE
We will have a strong voice on the issues that matter and demonstrate good practices
VISION
TRUST VALUES
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We will build trust through transparency and honesty, both in our successes and our challenges
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
OUR PRINCIPLES GREAT OCEAN ROAD COAST AND PARKS PROTECTION PRINCIPLES
GREAT OCEAN ROAD COAST AND PARKS PROTECTION PRINCIPLES
As guided by the Great Ocean Road and Environs Protection Act 2020
As instituted by the Board
SOCIAL CONSIDERATION AND ENGAGEMENT
GENERAL AND ECONOMIC BENEFIT The Great Ocean Road coast and parks, including its natural features, character and appearance, should be protected and enhanced through the effective integration of environmental, cultural, social and economic considerations. ABORIGINAL INCLUSION Aboriginal cultural values, practices, heritage, knowledge and the Rights Holders’ intrinsic connection to Country should be acknowledged, respected, protected and promoted through partnerships and involvement in policy development, planning, and decision-making.
Recognition of the heritage of the Great Ocean Road and post-European settlement communities. Community consultation should play an essential and effective role in the protection, improvement and promotion of the Great Ocean Road coast and parks.
EQUITY Equitable access for all people, now and for generations to come.
CONNECTEDNESS ENVIRONMENTAL ADVOCACY Natural, cultural and ecological values should be protected, and cumulative impacts on the environment should be considered in decision-making to ensure a net gain for the environment arising out of land use.
Kayap-Ngeerrang. A Gunditjmara phrase which means one mother, the principle of connectedness through Mother Earth, or in Aboriginal terms, Country or Place.
CONTINUING THE STORY The National Heritage-listed Great Ocean Road is one of the world’s most scenic and iconic coastal touring routes, and Victoria’s most significant tourism asset. The Great Ocean Road is an icon steeped in cultural values and history. The coastal and forested landscapes along the Great Ocean Road are of high cultural, ecological and economic importance to the Wadawurrung and
Eastern Maar people who have known the lands and waters encompassed by the road for thousands of years. With 243 kilometres of limestone cliffs, rainforest, shipwreck history and worldclass surf breaks, the Great Ocean Road connected isolated communities when it was constructed by returned servicemen between 1919 and 1932 to honour their fellow soldiers and sailors from World War I.
Our vision for the Great Ocean Road coast and parks is to thrive as one integrated, living entity.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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Rights Holders The Eastern Maar and Wadawurrung Peoples are the Rights Holders of the lands and waters of the Great Ocean Road coast and parks and have been for thousands of years. As its First Peoples, these groups hold a unique position, and we recognise there is much to learn from the Rights Holders. We work respectfully with both groups to ensure we engage on the terms that they choose, realising their rights (including to self-determination) and respecting their cultures and knowledges. We acknowledge the Eastern Maar and Wadawurrung Peoples as the Rights Holders of the lands and waters encompassed by the Great Ocean Road coast and parks. We acknowledge their ancestors who cared for the lands, rivers and sea, and all living creatures for thousands of years. We pay our respects to their Elders past, present, and future who continue this path.
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We’re committed to building genuine partnerships with Rights Holders that embody self-determination and are led by their expectations. The foundation of this relationship is our commitment to building cultural competence into all levels of our operations and ensuring cultural safety for all First Nations peoples and parties engaging with the Authority. As stated in our guiding legislation the Great Ocean Road and Environs Protection Act 2020 and embedded in our organisation’s identity, we are committed to the following Aboriginal Inclusion principles: • Aboriginal cultural values, practices, heritage and knowledge should be acknowledged, respected, protected and promoted • The intrinsic connection of the Traditional Owners to Country should be acknowledged through partnership and involvement in policy development, planning and decision making for public land management • Traditional Owners should be involved in the integration of their ecological knowledge and land management practices into the management of the Great Ocean Road coast and parks.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
EASTERN MAAR ABORIGINAL CORPORATION Eastern Maar Aboriginal Corporation (EMAC) is the professional organisation that represents the Eastern Maar People of South West Victoria and manages their Native Title rights and Interests. EMAC has a board of directors of Traditional Owners and is a registered organisation under the Corporations (Aboriginal and Torres Strait Islander) Act 2006.
WADAWURRUNG TRADITIONAL OWNERS CORPORATION Wadawurrung Traditional Owners Aboriginal Corporation (WTOAC) is the representative body for Wadawurrung Traditional Owners. The Corporation works to support their aspirations and protect Aboriginal Cultural Heritage in accordance with the Victorian Aboriginal Heritage Act 2006.
EASTERN MAAR The following statement (in a Maar language and in English) is from the Eastern Maar— ‘watnanda koong meerreeng, tyama-ngan malayeetoo’ Ngatanwarr
Together body and Country, we know long time (We see all of you), greeting.
Ngeerang meerreeng-an Peepay meerreeng-an Kakayee meerreeng-an Wartee meerreeng-an
Mother my Country. Father my Country. Sister my Country. Brother my Country.
Maara-wanoong, laka. Wanga-kee-ngeeye Meereeng-ngeeye, pareeyt, nganpeeyan, weeyn, wooroot, poondeeya-teeyt Meerreeng-ngeeye, nhakateeyt, woorroong, leehnan, mooroop, keerray Meerreeng-ngeeye, thookay-ngeeye, pareeyt pareeyt ba waran waran-ngeeye, wangeeyarr ba wangeet – ngeeye, maar ba thanampoolngeeye, Ngalam Meen-ngeeye, mooroop-ngeeye Meerreeng-ngeeye Maar, Maar meerreeng Wamba-wanoong yaapteeyt-oo, leerpeeneeyt-ngeeye, kooweekoowee-ngeeye nhakapooreepooree-ngeeye, keeyan-ngeeye Wamba-wanoong nhoonpee yaapteeyt-oo, tyama-takoort meerreeng Peetyawan weeyn Meerreeng, nhaka Meerreeng, keeyan Meerreeng, nganto-pay ngootyoonayt meerreeng Kooweeya-wanoong takoort meerreeng-ee ba watanoo Meerreng-ngeeye, yana-thalap-ee ba wanga-kee Meerreeng Laka
We are the Maar speaking Peoples. Hear us. Our Country is water, air, fire, trees, life. Our Country is thought, language, heart, soul, blood. Our Country is our Children, our youth, our Elders, our men and women, our Ancestors, our spirit. Our Country is Maar, Maar is Country. We bring to the light our songs, our stories, our vision, our love. We bring these things to the light so All can know Country. To care for Country. To think about Country. To love Country. To protect Country. We invite all that choose to live on or visit our Country to slow down. To tread softly and listen to Country speak. If you love Country, Country will love you.
Ngeetoong keeyan-ngeen Meerreeng, Meerreeng keeyan ngooteen
WADAWURRUNG The following statement (in the Wadawurrung language and in English) is from the Wadawurrung— Comugeen budjo thalikiyu kin bil bengordi ngadak. Ngarrwabil, boron, guli, bagurrk. Comugeen budjo bengadak ngarruk dja, ngubiyt, weagoon gobata gupma wurring baap bengordi nganak, djarrima murrupnhuk bengadak Gobata Wadawurrung balug jumbuk dirdalbil murrupnhuk bundjil monomeet beeko weagoon. Mutjakak noogie wada durralully. Wangarrak Wadawurrung balug bengadak mirriyu birraleedja gobata kia ying, ngarrimilli, wahak, karrung, kuya, nyanayit yanunit, djilenawurr, baap willam bengordi ngadak Nyurrinana ngal bengordi ngadak Willam wurdiwarri Wadawurrung Balug dja bengordi ngadak, bullarto nerrigirr baap monomeeth worrowing warree, gelanyi bulboluk Koaka dorla, Godomut, Koornoo, Jan Juc, Mangowak Willamo weeagoon monomeetwa yonbarra baap wirrapiyn, buniya, tarka binyak ngal. Waweagoon nerrigurro kit baap bullarto gurrin kia wahak, karrung, yanikan werrity. Corroborree bullarto waik ngitj balugwa bengordi ngadak Beek budj kanamo ngitj. Mirr wurru ngarra dja bengadak. Mirritonton dja Wadawurrung balug, gobata beak yerraak murrup yanimirriyu ngarrwauk bengordi ngadak
We deeply respect our people of the past. Elders, children, men, women. We deeply respect their knowledge of country, water, life, their care of the traditions and of each other, we stand with their spirit. Great spirit Bundjil told us to take care of the great life within the land. To only take what you need without selfishness. Wadawurrung shared their knowledge of singing, dance, trade, camps, fishing, hunting, paintings, and homes with us to protect for our future generations. We all need to help. Our Wadawurrung family group lived within the great sea, with a large land of forested areas and wonderful banks of the ocean, near many water bodies. Anglesea, Point Addis, Barwon Heads, Jan Juc, Aireys Inlet. These homes all provide ideal life to birds and fish, eels. Reeds turned into our baskets. Life in the forest gave resources like food and lots of tools to use for trade, building, journeys. If there was lots to trade, we would share with our families and celebrate. We love this earth will all our feeling We would name our country, by what we could see. Our country is remembered by Wadawurrung, our proud spirit walks to tomorrow to teach others the care of our earth.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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WARRNAMBOOL
WARRNAMBOOL CITY
PETERBOROUGH PORT CAMPBELL
PRINCETOWN
Our communities Protecting and enhancing the Great Ocean Road’s coast and parks is a privilege and a shared responsibility. The region is significant to millions of people, from the Eastern Maar and Wadawurrung Peoples who have looked after this Country for thousands of years, to people living and working in our communities, and visitors traversing the road from across the world. Each value the Great Ocean Road in their own way and the aspirations for the region are many and varied. To this end, we will continue to refine our understanding of the shared community vision for the important role that the Great Ocean Road coast and parks play in the region. The broader region spans over 100,000 hectares and hosts over 8.6 million visitors a year. It is a breathtaking area that includes 21 discrete communities, from Torquay to Warrnambool. Approximately 24,000 people call the Great Ocean Road home, and many more return to holiday homes and favoured vacation spots to build treasured memories year after year.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
WATTLE HILL
TORQUAY JAN JUC
ANGELSEA
AIREYS INLET
N
FAIRHAVEN MOGGS CREEK
W
E S
LORNE
CUMBERLAND RIVER SEPARATION CREEK
WYE RIVER KENNETT RIVER LAVERS HILL
SKENES CREEK
APOLLO BAY MARENGO
CAPE OTWAY
We know that each community is unique and appreciate there will be diverse community needs and expectations now and into the future. We will continue to improve our engagement and research capabilities to enable data-based influences on our work.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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Year in Review Snapshot ENVIRONMENTAL EDUCATION OVER
3,800
participants attended environmental education sessions or events
STUDENTS
through the Coast Guardians Program
STUDENTS CONTRIBUTED OVER
525hrs of conservation work through our education program
BOOKED
134
SCHOOL CAMPS
at our caravan parks
DELIVERED
141
environmental education sessions to
2,091
SCHOOL STUDENTS
OVER
1,200
visitors
took part in the Summer Camper Activity Program
8
6,445 hrs
CARAVAN PARKS & COMMERCIAL OPERATIONS
COASTAL RESERVES MANAGED
48 22 3,220 hrs $21.2 75 8 1,050 hrs 316,470 62 eight 60 68 hours 41 spent achieving actions outlined in our Coastal Vegetation Strategy
RECORDED
787,270
visitor nights
BBQs outdoor showers
GENERATED
DELIVERED SPECIALISED CLASSES FOR
367
CONSERVATION
of woody weed removal
million
in caravan park revenue
BOOKED
of revegetation works
car parks
playgrounds
powered casual camp sites nights
staircases
MANAGED
cleaning up illegal party sites
183 hrs
caravan parks
COMPLETED UPGRADES
VOLUNTEER AND EDUCATION GROUPS
at Skenes Creek Foreshore Caravan Park, Anglesea Family Caravan Park and Lorne Foreshore Caravan Park
APPROXIMATELY
TICKETED
working alongside
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hectares
of the coast from Torquay to Marengo treated for weeds
beach access points
amenity blocks
with approx.
13,000
toilet block cleans
268
bins
plus biodegradable dog bag dispensers
83,382 visitors
to tour the Cape Otway Lightstation
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
OVER
23km of the Surf Coast Walk plus other paths and trails in Torquay, Lorne and Apollo Bay
SNAPSHOT
1 July 2022 – 30 June 2023
19
Marine and Coastal Act 2018 consents
SUBMITTED
14
Marine and Coastal Act 2018 consents
COMMUNICATIONS
COMMUNITY ENGAGEMENT FINALISED THE
68,696 New Website
Community Engagement Framework and Strategy
VISITORS
APPROVED
9
Cultural Heritage Permits
SUBMITTED
71
formal advice requests
RECEIVED
34 REQUESTS
for Works Planning submissions
RECEIVED
813
675
Facebook likes
SURVEY RESPONSES
(UP 14%)
424
18,355
Facebook visits (UP 14%)
Facebook reach:
165,025 (UP 35.8%)
DAYS OF ENGAGEMENT
ESTABLISHED
Have Your Say A DEDICATED ENGAGEMENT PLATFORM that allows greater interaction with community
LEASES, LICENCES AND PERMITS ISSUED & MANAGED:
37 12 18 12
LEASES
PLANNING
GENERAL LICENCES TOUR OPERATOR LICENCES GENERAL COMMERCIAL LICENCES
MORE THAN
190
events
52,452 TOTAL PARTICIPANTS in Tour Operator Licences activities
GENERATED
$82,822 revenue
from Tour Operator Licences
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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Chair’s Foreword This year we’ve commenced the development of our first Five Year Business Strategy, which will continue to transition our organisation from its formative years into a progressive, evidence-based coast and parks manager committed to doing the right thing, not the easy or popular thing.
It is with considerable pride that I present the Great Ocean Road Coast and Parks Authority Annual Report for 2022-23. There is no question how much locals and visitors value our coast and marine environments; it is embedded in who we are as Australians. The Great Ocean Road is an iconic example of a healthy, thriving, magnificent coastline. Each year, this National Heritage-listed stretch of road attracts more visitors than the Great Barrier Reef and Uluru combined, making it Victoria’s most significant tourism asset. As leaders in coastal public land management, we’re moving forward with a clear sense of purpose and clarity of the challenges and opportunities that exist along the spectacular Great Ocean Road. Increasing visitor numbers and a changing climate are affecting our coastal environment, its flora and fauna as well as the operation of the road. If we are to achieve our vision for the Great Ocean Road region to be thriving as one integrated, living entity, we need to think differently. We need to challenge paradigms and drive transformative change. As a Board, we remain committed to providing the strategic guidance and support that empowers our people to lead with purpose and deliver the operational work that will create this change.
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To deliver on our obligations and aspirations we need to ensure a sustainable business model while remaining true to our quadruple bottom line approach of recognising the importance of the environment, community and culture, alongside financial performance. The environmental challenge ahead of us is also a financial challenge. That’s why it’s imperative to generate revenue equitably to fund our operations and much-needed reinvestment in the Great Ocean Road’s coasts, parks and communities. This past year we’ve been deliberate in our efforts to bring together and listen to a wide range of diverse voices, building our collective knowledge of what’s important locally and developing a better understanding of our shared priorities. This is a nuanced, yet distinct shift. We are undoubtably better together, working collaboratively and respectfully with our Rights Holders, stakeholders and local communities. I’m incredibly proud of the implementation of our Community Engagement Strategy and Framework over the past 12 months. We’re holding purposeful conversations in our communities that are encouraging dialogue, strengthening relationships, informing debate and generating valuable discussions and feedback. We continued to deeply embed our Rights Holders in everything we do at the Authority this past year. Aboriginal Inclusion is not only one of our six key principles, but also enshrined in our guiding legislation the Great Ocean Road and Environs Protection Act 2020. The Board welcomed news of the newly created Department of Energy, Environment and Climate Action with
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
a new Minister, Ingrid Stitt, replacing our former Minister Lily D’Ambrosio and the Department of Environment, Water, Land and Planning. We thank Minister D’Ambrosio for her support and stewardship of the Authority. Reflecting on our accomplishments over the past year, the Board is proud to have endorsed and strategically guided several major priorities that will ultimately deliver important social, cultural, environmental and economic benefits for the region. We placed a greater emphasis on embedding governance and strategy development while prioritising initiatives, measuring outcomes and executing further land management transfers. The Board endorsed the Apollo Bay, Skenes Creek and Marengo Community Infrastructure Plan, and signed off on the Geelong City Deal grant agreement to deliver the Apollo Bay Harbour redevelopment, the Point Grey, Lorne redevelopment and the improvements to tourism infrastructure at Kennett River. On behalf of my fellow Board members, I wish to acknowledge the hard work throughout the year of Jodie, our staff and all the volunteers and residents who contribute so willingly to our vision. I would also like to acknowledge and thank our Rights Holders and community members who have worked collaboratively with us to help inform our important body of work. As this report reflects on the 2022-2023 year, the Board has a firm eye towards the 12 months ahead. The opportunities and challenges are significant and will form important building blocks in the transformative change we aspire to deliver. Hand in hand with our communities, Rights Holders and stakeholders we will strive towards our vision with great purpose, leadership and courage to make the right decisions for the future of our coastline. Libby Mears Chair
CEO’s Foreword A powerful part of our establishing Act is that we are purposefully reinvesting our revenue back into our parks, coast and communities, so the region can be enjoyed by all now, and for generations to come.
The 2022-23 financial year has been an important one for the ongoing evolution of the Great Ocean Road Coast and Parks Authority. The Authority is now halfway through its transformation from a committee of management into the dedicated manager of the Great Ocean Road coast and parks. This change process requires a commitment to strengthening relationships built on trust and continuing to scale up the evidence base required to make the right decisions for future generations. We’re empowered by our guiding legislation, the Great Ocean Road and Environs Protection Act 2020, in which our statutory authority, principles and values are enshrined. Our primary objectives are to protect, conserve, rehabilitate and manage the coast and parks along the Great Ocean Road. Importantly this includes protecting and conserving Aboriginal cultural heritage through our genuine partnerships with Eastern Maar and Wadawurrung Peoples that embody self-determination and are led by their expectations. Our region has a significant Aboriginal history, with sites, stories and practices of great importance to the past, present and future. Our co-designed management practices, policy development, planning and decision making are informed by contemporary science and Traditional knowledges, which will ensure we leave a shared legacy for the future of the Great Ocean Road region and all who live or visit here.
To maximise our reinvestment, financial sustainability is crucial and in 2022-23 the Authority recorded $34.4 million in revenue and income. Revenue generated from our commercial ventures helped deliver improved environmental, education, conservation and visitor services right along our coastline. Each year, more than five million visitors travel down the road and as the region’s largest accommodation provider, we directly supported 787,270 visitor nights, helping visitors stay longer and contribute more to local economies. We also ticketed more than 83,000 visitors to tour the Cape Otway Lightstation, sharing spectacular views of the region. Collectively we spent 6,445 hours achieving core actions outlined in our Coastal Vegetation Strategy and 1,050 hours of revegetation works, restoring local habitats and improving foreshore areas under our management. Climate change and coastal erosion impacts were a high priority for us, and this year we maintained 62 staircases and 60 beach access points. Our Environment Education Program was busier than ever, delivering 141 classes to 2,091 school students, with participants contributing 525 hours of conservation work. Over 1,200 visitors to the Great Ocean Road region took part in the Summer Camper Activity Program and 367 students participated in specialised classes as part of our Coast Guardians Program, building skills in environmental care for the future. This year, the Authority has taken on management responsibility for an additional 2,408 hectares of coast and parks. The transfers included coastal water reserves, providing our first step into the marine domain.
central platform to participate in local decision making. All of this is important and ambitious work, that requires us to make well considered, evidence-based decisions to achieve a shared vision of the region thriving as one, living entity. Importantly, the Authority received more than $50 million dollars in grant funding from various levels of government to deliver major infrastructure and coastal erosion priorities, including three Geelong City Deal projects at Apollo Bay Harbour and Point Grey in Lorne, in addition to tourism infrastructure improvements at Kennett River. We also funded and completed important visitor experience upgrades at the Anglesea Family Caravan Park, Lorne Foreshore Caravan Park and Skenes Creek Foreshore Caravan Park, and introduced high-quality camping tents at Torquay, providing families with memorable local experiences. I’m immensely proud of the strong foundations we are building to continue progressing our management of public coast and parks in the region. I wish to take this opportunity to thank our Board for their advice, direction and guidance, as well as the Executive Team for their leadership, commitment and energy to drive our transformation as an organisation. We thank our Rights Holders, the broader community, local councils, and project stakeholders for the contributions made this year. We look forward to continuing the collaboration. I’m privileged to lead an outstanding team who work with such passion, dedication and enthusiasm in pursuit of our vision. Together we continue the story. Jodie Sizer CEO
We also launched our new fit-for-purpose community engagement platform Have Your Say, to provide community with a
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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Environment and Coastal Operations
This year our newly established Environment and Coastal Operations directorate brought together specialist environmental and operational expertise to help the Authority meet its purpose of caring for, protecting and managing the Great Ocean Road coast and parks. Our operational objectives are underpinned by a solid strategic foundation, ensuring we continue to deliver best-practice, evidence-based coastal management and education functions. Our Conservation team implements long-term conservation initiatives from our Coastal Vegetation Strategy to protect and enhance the ecological values which make our region unique. Targeted pest, plant and animal management, revegetation works, and monitoring and research ensure we’re implementing a holistic program to have maximum positive impact. Partnerships with the community, Rights Holders, research institutes, local businesses and government are central to our success. Our Coastal Reserves team manages critical coastal and visitor infrastructure, providing public safety, maintenance and minor capital works, from Point Impossible at Torquay, through to Elliott River at Marengo. Each day our rangers work to ensure the safety and enjoyment of coastal users, ensuring a memorable visitor experience. Our team builds,
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maintains and upgrades facilities including toilet amenities, beach access points, car parks and boat ramps. Additionally, the team manages emergency management and port functions. This year that included developing the Cape Otway Lightstation Emergency Management Plan.
PROJECTS During 2022-23 our team delivered the following projects and initiatives: • Commenced management of Stony Creek (Lily Pond) Reserve at Lorne and the Painkalac Creek parcel at Aireys Inlet, as part of ongoing land transfers
• Delivered a cliff safety campaign and updated geotechnical assessments for Anglesea, Bird Rock, Point Roadknight, Point Danger and Rocky Point • Conducted erosion and cliff safety monitoring and repairs at erosion hot spots, including Whites Beach, Point Danger, Rocky Point and Bird Rock, Anglesea Main Beach, Demons Bluff, Point Roadknight, Fairhaven, North Lorne, Skenes Creek, Apollo Bay and Marengo • Replaced the Apollo Bay foreshore boardwalk • Constructed a replacement landing and new retaining wall at Deep Creek, Torquay
• Prepared the Fishermans Beach Carpark concept development
• Established four new beach access points at Apollo Bay’s Barham River and Mounts Bay, and Marengo
• Completed Cosy Corner Rock Bag installation and seawall repairs
• Resurfaced Cape Otway roads and paths
• Completed the Torquay Tree Replacement program, planting over 2,000 indigenous tube-stock and 83 semi-mature feature trees
• Commenced the transition of the Apollo Bay Harbour assets, such as carparks, amenities and fish cleaning tables for ongoing cleaning and maintenance.
• Installed 256 new beach access safety signs, from Point Impossible to Marengo
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Environment and Coastal Operations (continued)
PROGRAMS
PORT OF LORNE
In 2022-23 our Coastal Reserves team:
The Port of Lorne is known to many as the venue of the famous annual Pier to Pub open water swim, but it’s significant in many other ways.
• Carried out more than 7,000 hours on patrols, collecting litter from foreshores and emptying 55 bins along walking tracks • Provided accessible beaches for people with disability at Lorne Main Beach, Apollo Bay Main Beach and Fishermans Beach at Torquay, together with a beach access wheelchair in Lorne. About 450 people a day use the accessible beach access matting at Fishermans Beach. The program runs over summer, from January to Easter, with wheelchairs available for free hire The Torquay Play Park situated on the eastern hill of Fishermans Beach provides plenty of space for children of all ages to run, climb, slide and swing.
• Improved all abilities access at Anglesea river • Completed 18 Share Our Shores patrols with Surf Coast Shire Council rangers to ensure responsible pet ownership, prevent littering and promote environmental protection • Maintained the Port of Lorne, including asset maintenance and safety inspections, safe operation of the navigational aid, cleaning and repairs • Maintained Torquay, Point Roadknight and Lorne boating facilities • Carried out 24 playground inspections
The small port contains the historic Lorne Pier, a pedestrian access ramp and a navigation aid. The Port also contains a tide gauge used by researchers to track changes in sea levels over time. The Port is primarily used for sightseeing, fishing and events such as the open water swim and the Lorne Sculpture Bienalle. Our Coastal Reserves team conducts regular safety and maintenance checks to ensure port facilities remain safe and operational. Counts this year indicate that the Port receives more than 1,000 visitors a day during the peak season, and an estimated 227,200 visitors a year. During the 2022-23 financial year, we undertook a significant cleaning program of stainless steel handrails to remove ‘tea stain’ oxidation. We also secured grant funding to repair or replace the access ramp used during the Pier to Pub swim and the timber decking on the pier. These projects will be implemented next financial year.
• Conducted annual expert treerisk inspections and preventative maintenance
Point Grey offers a little retreat from the main Lorne foreshore and is a popular spot for fishing, rockpool rambling and walking.
• Carried out safety assessments of public spaces, beach access points and safety signage • Completed programmed maintenance and completed more than 700 maintenance requests from the public • Assisted with site preparation and maintenance for 190 major and community events. Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
13
OUR COASTAL RESERVES TEAM MANAGED:
48
75
22
8
BBQs
CAR PARKS
OUTDOOR SHOWERS
OF THE SURF COAST WALK, PLUS OTHER PATHS AND TRAILS IN TORQUAY AND LORNE
2.5k
41
62 & 60 STAIRCASES
pedestrians per day on high-use sections of the Surf Coast Walk
BEACH ACCESS POINTS
268+
PLAYGROUNDS
15km
NEARLY
AN ADDITIONAL
BINS PLUS BIODEGRADABLE DOG BAG DISPENSERS
550hrs
OVER THE PEAK PERIODS
& 350hrs AT OFF-PEAK TIMES
OVER
4k
of beach and foreshore rubbish collection
people use our high-use public amenities, such as Cosy Corner and Lorne Central, on peak visitor days
AMENITY BLOCKS
WITH APPROXIMATELY 13,000 TOILETS BLOCKS CLEANED
SNAPSHOT
1 July 2022 – 30 June 2023
14
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Environment and Coastal Operations (continued)
GIANT ROCK ‘ONION BAGS’ PROTECT COSY CORNER Erosion is a growing threat to areas of coastline along the Great Ocean Road and a challenge that we are working to manage. But most people wouldn’t have imagined giant ‘onion bags’ full of rocks as a temporary solution. These rock bags were installed along the timber seawall at Torquay’s Cosy Corner in March 2023 to provide short-term protection for the aging wooden wall. Bags, each weighing around four tonnes, now line the 160-metre stretch of wall, through to the toilet block at Cosy Corner. The original sea wall was built more than half a century ago to protect the Point Danger headland and Cosy
Corner picnic area, two of the Great Ocean Road’s most visited locations. The seawall is also adjacent to the Point Danger Marine Sanctuary, which is managed by Parks Victoria and has high environmental values. A significant erosion event in March 2022 removed a large volume of sand from the front of the seawall, exposing the structure to wave attack and causing several sections of the seawall to collapse. We moved quickly to make immediate short-term repairs in June 2022, to prevent further damage and protect public safety. The works were funded by the Department of Energy, Environment
and Climate Action and received Marine and Coastal Act 2018 consent. We also consulted the Wadawurrung Traditional Owners Aboriginal Corporation to ensure the protection of any Aboriginal heritage in the area. The rock bags are providing temporary protection to the wall while adaptation planning and community consultation occur. Our long-term plan is to undertake a technical investigation of coastal processes and hazards, supported by comprehensive community engagement. That will help inform the design for a more permanent protective structure.
The rock bags, each weighing around four tonnes and resembling a giant onion bag, were installed along the entire length of the Cosy Corner timber 160-metre seawall.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
15
Conservation Team achievements Our Conservation Team works closely with dedicated environmental volunteers and Rights Holders to protect and manage our coast and parks along the Great Ocean Road. With the support of volunteers, partners, schools and corporate groups our team made a significant contribution to conservation efforts in 2022-23. Our aim always is to preserve our unique coastal region for the benefit of future generations.
PROTECTING COUNTRY We were honoured this year to be given an opportunity to increase our cultural awareness through conversations and cultural heritage inductions with our Rights Holders.
In particular, we worked alongside the Wadawurrung Gobata Dja (Caring for Country) team at Point Impossible and visited their nursery in Ballan, providing valuable lessons in land management and respect for country and culture. We are indebted to our Rights Holders. for the support and advice they provide.
DUNECARE GRANTS PROTECT CRITICAL DUNE HABITAT We rehabilitated a total of 13 hectares of crucial coastal dune habitat at risk of erosion to ensure ecosystems were improved, protected and conserved in three projects at Barham River (Apollo Bay), Eastern View and Painkalac Creek. Our works also helped safeguard significant Aboriginal middens and other cultural values identified by Rights Holders. The work was possible due to a combined $267,000 of federal government grants under the Bellarine and Great Ocean Road Dunecare Initiative and facilitated by the Corangamite Catchment Management Authority. Consultation and project development were undertaken early in the process, at all three project sites with the Eastern Maar Aboriginal Corporation (EMAC). Collaboration with EMAC shaped project methodology and will inform future works programs. It also strengthened relationships between us, corporation members and the external contractors assisting with project delivery.
16
The projects also facilitated the alignment of Coastal Vegetation Strategy objectives with the corporation’s Meerreengeeye Ngakeepoorryeeyt (Country Plan). Consulting and operational ecological scientists, Dr. Barb Wilson and Mark Garkaklis, were engaged to provide guidance and data to support the Eastern View project. Their data highlighted Coalmine Creek as a significant site for threatened small mammals to access our coastal region. This shaped the project and underlined the importance of removing woody weeds that form a single-story canopy monoculture, and then reinstating with diverse indigenous species to recreate a layered, diverse ecosystem. As always, keeping local communities informed and engaged was important to us. Significant community engagement and awareness raising activities included on-site signage and social and print media articles.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
To enhance the natural beauty and resilience of Eastern View, we’ve planted a variety of indigenous species to improve biodiversity.
Environment and Coastal Operations (continued)
NEW VEGETATION STRATEGY BUILDS MCG-SIZED SUCCESSES We released a new and more comprehensive vegetation strategy to further improve the health of the coastal environment along the length of the Great Ocean Road. The third edition of the Coastal Vegetation Strategy — formerly known as the Native Vegetation Weed Action Plan — was expanded to include coastal public land we manage from Point Impossible at Torquay, to Marengo southwest of Apollo Bay. The strategy is critical to achieving our vision to protect and enhance ecological values and builds on the work of the previous action plan. That plan saw the removal of 100 hectares of weeds between Torquay and Lorne – enough weeds to cover the MCG oval 50 times – and improved habitat by increasing native vegetation.
An independent assessment of the previous plan showed a 54 per cent decrease in weed coverage, which could not have been achieved without the ongoing and significant contribution from our volunteers, community groups and schools. The new strategy is fundamental to protecting our public land reserves, which cover around 1,090 hectares and supports landscapes such as sandy beaches, dune systems, cliffs, heathlands, shore platforms and estuaries. Over the next five years, the new strategy will shape and guide our conservation work and provide technical guidance to improve environmental outcomes along the Great Ocean Road.
out by our hardworking community volunteers to achieve the best possible conservation outcomes. The strategy provides recommendations for addressing a range of emerging environmental matters including weed removal, native fauna monitoring, domestic animals, litter, illegal rubbish dumping and domestic garden weed ‘escapees’. The strategy was prepared in consultation with a range of stakeholders and included feedback and support from the Wadawurrung Traditional Owner Aboriginal Corporation and Eastern Maar Aboriginal Corporation.
This will help ensure our on-ground works complement those carried
Weed removal is one of the key actions we undertake to protect and enhance the natural environment and amenity of the Great Ocean Road region. Photo: Jarrah Lynch/WSL.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SNAPSHOT
OUR CONSERVATION TEAM DELIVERED:
1 July 2022 – 30 June 2023
6,445 hours achieving actions outlined in our Coastal Vegetation Strategy
68 hours
3,220 hours OF WOODY WEED REMOVAL
cleaning up illegal party sites
183 hours working alongside volunteer and education groups
SAVING HOODED PLOVERS
APPROX.
45 &
hectares
1,050 hours
of revegetation works
That aligns with the peak season for beachgoers, which potentially creates a problem as the birds breed in the sand dunes. We were lucky to start the season with a fledgling chick at Ocean Park Drive along Marengo. The breeding pair had benefited from our sand nourishment works undertaken earlier in the year.
To help Hooded Plovers survive and breed successfully, the Great Ocean Road Coast and Parks Authority has established five breeding zones where dogs must be on leash and horses must comply with permit conditions.
The Great Ocean Road region is home to some of the most amazing birdlife, but sadly some species are so rare they are considered vulnerable, such as the small Hooded Plover. The pale brownish-grey plover’s breeding season begins in August each year and ends around April. 18
of the coast from Torquay to Marengo were treated for weeds.
Sadly, several subsequent nests were lost to higher-than-normal tides, predation and unknown reasons. A young Hooded Plover can’t fly until around 35 days after hatching. The Ocean Park Drive pair fledged another chick in late January, while a Skenes West pair fledged one chick late in the season. The Surf Coast pairs struggled throughout the season, but thankfully the Torquay pair at Point Impossible managed to fledge two chicks late in March.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Our team spent over 400 hours helping the ‘Hoodies’, in addition to the countless hours our dedicated volunteers committed to the season.
NEW NESTING BOXES FOR TAYLOR PARK We welcome opportunities to work with local organisations along the Great Ocean Road on environmental and conservation projects, such as the installation of animal nesting boxes at Torquay’s Taylor Park. Nesting boxes are artificial shelters that replace naturally occurring hollows in trees, which many native Australian wildlife species rely on for shelter. In nature, hollows can take over 100 years to form. Thanks to a combined effort, 20 new nesting boxes of varying sizes and designs, all made from marine ply, were installed at Taylor Park in June 2023.
Environment and Coastal Operations (continued)
We expect these nesting boxes will attract a variety of mammals and birds to Taylor Park, enhancing the biodiversity and beauty of the area. We’re proud to have worked with the Friends of Taylor Park Torquay who facilitated the project. We thank the Torquay Lions Club for funding the project, the Torquay Community Men’s Shed for building the boxes and Heartwood Habitat for their expert installation.
CARING FOR VISITING SEALS New seal management knowledge and skills were put into practice this year by our Lorne Conservation team when a young male Australian fur seal needed help after resting at Shelley Beach. The seal unsuccessfully attempted to return to the ocean and was clearly in need of intervention, so our team followed their training and assisted the Marine Response Unit to sedate the seal in order to transfer it to Melbourne Zoo for assessment. Throughout the year our beaches are visited by local seals who come ashore for a rest during the moulting season. When needed, our conservation team manage a response to a distressed seal in conjunction with Melbourne Zoo’s Marine Rescue Unit (MRU), which may include setting up signage and temporary fencing to restrict public and dog access. We monitor the health of any resting seals to ensure they’re happy and healthy when they return to the ocean. If a seal is entangled in fishing line or other material, or appears unhealthy, we call in the MRU.
This year the Conservation team visited the experts at Melbourne Zoo to learn how to identify injured and sick native animals, and the protocol required to get the appropriate treatment for the animals. Not only did the training increase our team’s skills, members can now better assist the MRU when they respond to injured or stranded marine life along the Great Ocean Road.
WEED REMOVAL FROM SEPARATION CREEK TO MARENGO Weed management is a major and ever-increasing challenge to native vegetation, especially in areas people regularly visit. We have many high-visitation locations along the Great Ocean Road.
LILYPOND RESERVE TRANSFER We took over the management of the Lorne Lilypond Reserve from Surf Coast Shire Council in July 2022. The seamless handover demonstrated the importance of strong inter-agency collaboration. Lilypond holds a special connection with Lornecare volunteers, who have worked on the tucked-away reserve for the past 20 years, contributing huge efforts to blackberry and ragwort control. Our Conservation and Coastal Reserves teams partnered with Lornecare to revegetate sections of Lilypond this year, to ensure it remains a special and vibrant place for locals and visitors to enjoy.
Pleasingly, since establishing our Apollo Bay Conservation team, we’ve made huge progress in removing weeds in our newly managed conservation areas. Our qualified and passionate team has exceptional plant and weed identification skills. This year at Separation Creek, Wye River, Kennett River, Apollo Bay and Marengo, our team spent a whopping 1,557 hours working to implement our Coastal Vegetation Strategy. Around 580 of those hours were spent removing woody weeds, and 176 on planting locally indigenous vegetation.
Lorne Lily Pond Reserve is a valuable conservation area that protects the biodiversity and beauty of the bushland, and forms part of the Great Ocean Road Walk experience.
We’ve also collaborated with community and school groups in Torquay to prepare sites that were once all weedy Kikuyu grass and are now beautifully mulched revegetated sites full of endemic species.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
19
Environmental Education Educating current and future generations about the environmental and cultural significance of our iconic Great Ocean Road coast and parks is one of the most fundamental investments in the future prosperity of our region. That’s why we’ve assembled an Environmental Education Team of scientists and educators to engage visitors about the unique environment along the Great Ocean Road. The team helps people understand, respect, and protect the natural, cultural and heritage values of coastal lands and marine waters along the road. They work with school groups, local communities, our caravan parks, businesses and government partners to deliver innovative education programs. We’re proud that our environmental and cultural education programs are award-winning and based on established natural resource management practices and hands-on conservation activities.
ENVIRONMENTAL EDUCATION PROGRAM A significant increase in school camps and excursions to the Great Ocean Road followed the easing of COVID restrictions, making this year the busiest to date for our Environmental Education Program. More than 2,000 students from 45 different schools across Victoria took part in our programs. Our activity leaders focused on core environmental themes relevant to the Great Ocean Road region. They also tailored sessions to each school, based on age, ability level and curriculum.
Classes were held at many locations including Aireys Inlet, Anglesea, Apollo Bay, Kennett River, Lorne and Torquay. Activities included rockpool rambles, beachcombing, surveying and examining marine invertebrates under magnification, interpretive nature hikes and identifying sources of bush tucker. Students contributed over 355 hours of hands-on conservation work to help improve the coastal environment. That included removing invasive weeds like Coast Tea-tree, marram grass and sallow wattle. They also helped with sand dune brush-matting, coastal clean-ups, litter surveys, planting and mulching.
COAST GUARDIANS PROGRAM We’re proud of Coast Guardians, our flagship multi-session program tailored for middle school students to help foster next-generation community leaders. We encourage students to connect with the environment and learn the cultural values of coastal areas along the Great Ocean Road. They also gain an understanding of the environmental consequences of the human footprint on sensitive ecosystems. More than 360 students took part in 41 Coast Guardian sessions over the past 12 months. They contributed 280 hours of conservation work at locations including Point Impossible, Fishermans Beach, Jan Juc, Point Roadknight and Anglesea. Sessions covered erosion, dune protection, biodiversity surveys, cultural heritage and litter audits.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Coast Guardian students contributed almost 100 hours of conservation work at Point Impossible, Fishermans Beach, Jan Juc Grasslands, the Anglesea River mouth and Point Roadknight.
Students also compared the social, economic and environmental value of places, ecosystems, sustainability, threatened species, conservation and natural resource management practices. Geelong Lutheran College, Surf Coast Secondary College, Sacred Heart College (Geelong) and, for the first time, Iona College took part this year. An end-of-program survey found students had an increased appreciation of the Great Ocean Road environment and improved cultural heritage awareness. Many had a desire to volunteer to care for the environment. Spurred on by the program’s success, we’re considering broader age groups and greater geographic reach for future years.
‘Possum Pete’ guides our kinder kids through hands-on activities to discover our unique plants and animals.
School students thoroughly enjoy exploring amongst our rocky reefs as they learn how to protect our marine and coastal biodiversity.
OTWAYS BIOFEST
KINDERGARTENS
OPERATION NEWSTART
As part of our commitment to better understanding the biodiversity of the Great Ocean Road region, we partnered with the Colac Otway Landcare Network to host Otways Biofest in October 2022.
Our popular kindergarten education sessions prove you’re never too young to learn about the Great Ocean Road region and our amazing environment.
A group of secondary students experiencing difficulties in school had an opportunity to contribute to our conservation work by volunteering with our team this year.
Biofest brought together enthusiasts and citizen scientists to help discover more about the amazing plants, animals, and fungi that live in the region. It was part of the international Great Southern BioBlitz, a citizen science project involving participants from over 14 countries. Participants from across the southern hemisphere collected and contributed potentially valuable biodiversity data, which can be used in future studies and conservation efforts. We value opportunities to work with our communities on projects to benefit the Great Ocean Road region and its environment.
We aim to foster a sense of curiosity and a connection with nature in our youngest community members, as they explore the rich biodiversity of nature along our coast. Our team delivered 15 free education sessions to over 270 kinder children from a range of local early learning centres. They included Little Groms Early Learning and Kinder Torquay, Anglesea Kindergarten, Lorne Kindergarten, Jan Juc Preschool and Kurrambee Myaring Kindergarten Torquay. We believe that little environmentalists grow up to become big environmentalists, and that’s got to be good for our Great Ocean Road region.
Eight education sessions about the Great Ocean Road and its environment were delivered to more than 30 students from Operation Newstart Geelong. Operation Newstart is an innovative re-engagement program for young people aged 14-16 years attending state schools in Victoria. Many of the students hadn’t regularly attended school, so were at risk of not completing their secondary education. We gave students an opportunity to learn about issues affecting the Great Ocean Road coast and its environment, and a chance to contribute to conservation activities as volunteers.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SNAPSHOT
OUR ENVIRONMENTAL EDUCATION TEAM DELIVERED:
1 July 2022 – 30 June 2023
OVER
3,800
participants
attended environmental education sessions or events
STUDENTS CONTRIBUTED
over 525 hours of conservation work through our education program
ENGAGED WITH DIFFERENT SCHOOLS AND COLLEGES
45
throughout Victoria
ENGAGED WITH OVER
BOOKED
134
SCHOOL CAMPS
at our caravan parks
visitors
141
22
ENVIRONMENTAL EDUCATION SESSIONS to 2,091 school students
MENTORED OVER
30 students
took part in the Summer Camper Activity Program
DELIVERED SPECIALISED CLASSES FOR
367
members of the public at Community Education events
DELIVERED
OVER
1,200
1,300
students through the Coast Guardians Program
from the Operation Newstart Geelong program
PROVIDED
15 free
environmental education classes to over 270 kindergarten children along the Great Ocean Road
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Environmental Education (continued)
Rockpool rambling is one of the many activities offered by the Education team, which allows participants to discover amazing marine creatures including seastars, crabs and anemones.
Our Community Education Events are activities that aim to raise awareness and appreciation of the natural and cultural values of the Great Ocean Road region.
KIDS TEACHING KIDS: SURF COAST CONFERENCE
CARAVAN PARK AND CAMPER EDUCATION
COMMUNITY EDUCATION EVENTS
Our team members were thrilled to mentor young environmental leaders of tomorrow in the lead-up to the inaugural Kids Teaching Kids: Surf Coast Conference in September 2022.
During the summer season, when visitors flock to our Great Ocean Road caravan and campsites, we’re busy delivering important environmental education and activity sessions.
The conference showcased student-led projects focusing on the protection of environmentally and culturally significant local spaces.
It’s the perfect time for visitors to better understand and appreciate the wonderful biodiversity of where they’re staying. And the importance of respecting the environment during their stay.
The Environmental Education team engaged with more than 1,300 community attendees throughout the year at a range of community education sessions and events, including:
Our Environmental Education and Environment teams mentored students in developing projects about the Great Ocean Road, its environment and its heritage. Students from Torquay College, Lisieux Catholic Primary School and Geelong Lutheran College developed and presented projects. Encouraging awareness of the environmental significance of the Great Ocean Road region among the next generation is an important part of our work.
Our Environmental Education team delivered 56 activities to more than 1,200 summer campers as part of our Caravan Park team’s Summer Camper Activity Program. The program’s camper activities included guided bush walks, rock pooling, beachcombing, and bush and beach biodiversity education presentations. It was our second Summer of delivering activities at our newly acquired central zone campgrounds and caravan parks, between Lorne and Marengo. We delivered activities at all eight caravan parks, including the newly upgraded Skenes Creek caravan park and campground.
• Kids Teaching Kids Conference • ANGAIR Wildflower and Art Show • AIDA Dark Sky Event • ANGAIR and Anglesea Primary School Nature Morning • Surf Coast Kite Festival • Bunnings Torquay Christmas Night Market • Otways Biofest 2022 • Geelong Lutheran College Sustainability Week guest panel event • Jan Juc Nippers Environmental Education sessions • Anglesea Twilight Village Fair.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
23
Recognising Our Environmental Volunteers The Great Ocean Road is home to hundreds of dedicated environmental volunteers, community groups, schools, students and individuals who have dedicated years and sometimes decades to the long-term protection of coastal ecosystems. Environmental volunteers along the Great Ocean Road make an enormous contribution to protecting and enhancing Victoria’s environment. Volunteers are the backbone of our ongoing conservation work with more than 20 active volunteer groups along the Great Ocean Road. Our volunteer community is large and diverse, with many volunteer groups along our coast carry out a variety of roles in many different areas including weeding, revegetation, habitat protection, clean-up days, litter collection, citizen science,
environmental advocacy, coordination of friends’ groups, environmental education, promoting Hooded Plover and threatened species protection. We aim to inspire environmental stewardship and expand environmental volunteering along the Great Ocean Road. In the years ahead, the Great Ocean Road Environmental Volunteering Action Plan will be developed in collaboration with our volunteers, to optimise environmental volunteering opportunities as well as support, value and celebrate the work of our volunteers.
Volunteers are vital for the Great Ocean Road region, as they assist in various activities, such as planting trees and restoring habitats.
OUR VOLUNTEERS ALONG THE GREAT OCEAN ROAD CONTRIBUTED: OVER
400 community volunteers
OVER dedicated more than 2,000 hours of their time to support conservation work
30
Birdlife volunteers
gave over 1,700 hours of their time supporting Hooded Plover protection
SCHOOL STUDENTS VOLUNTEERED OVER
32 staff
of conservation work
volunteered 160 hours of their time for Rip Curl’s Planet Day
525 hours
FROM RIP CURL
CONSERVATION STAFF SPENT OVER
200 hours
guiding volunteer field activities
SNAPSHOT
1 July 2022 – 30 June 2023
24
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Planning and Infrastructure
Planning and Infrastructure Initiatives Our Planning and Infrastructure teams work collaboratively with our stakeholders and government agencies to obtain approvals to make improvements on the public land we manage. They are also responsible for the development and delivery of major projects and masterplans. Collectively we manage approximately 7,000 assets of various kinds. Our role includes collecting information about our assets in order to prioritise and strategically plan maintenance and replacement programs, to optimise their asset life, performance and condition. With ever increasing visitor numbers and the emerging impacts of climate change, we are delivering over $50 million in grant funded outcomes that provide better amenities for our local communities and visitors and prepare us to anticipate, manage and respond to major coastal erosion events. Importantly, it’s vital that we work collectively, to protect and promote social, economic, environmental and cultural heritage values. We prioritise the preservation of the ecological and landscape integrity of our coastal and marine environments. Our team also plans for sustainable visitation and travel within the Great Ocean Road region.
PLANNING APOLLO BAY RECREATION RESERVE MASTERPLAN We prepared and released for community engagement a draft Masterplan for the much-loved Apollo Bay Recreation Reserve. The Reserve is a central hub for Apollo Bay. It’s important to the town’s culture, hosts a number of regional sports and community events and provides camping and cabin options for visitors. The draft Masterplan outlines a wellbalanced redevelopment of the Reserve’s existing sporting recreational facilities, as well as its campground. The draft Masterplan also includes enhanced cultural heritage protections, better environmental outcomes and addresses the effects of climate change on the area, including the risk of flooding. We’ve worked hard to ensure the draft Masterplan reflects community aspirations for the Reserve and provides more options for more people to stay in Apollo Bay. An Issues and Opportunities Paper guided the development of the draft
Masterplan, which included extensive community, Rights Holder and key stakeholder input. The paper consolidated many complex needs, views and expectations. They included Rights Holder needs, open space provision, land use planning requirements, risk and safety, biodiversity considerations, and key state and local policy and statutory frameworks. Existing programs, planning schemes, strategies and technical issues influencing the site were also considered. A month-long community engagement on the draft Masterplan period began in June 2023. Across 37 days and 16 engagement sessions, we met approximately 190 people, had 531 visits to our dedicated Have Your Say page, 104 people completed the online survey and a further 13 written submissions were received. This community feedback will help us finalise a Masterplan for the Reserve in 2023-24. Developing the draft Masterplan gave us a fantastic opportunity to work hand-inhand with the community.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
25
SNAPSHOT
OUR PLANNING TEAM DELIVERED:
19
Marine and Coastal Act consents
SUBMITTED
9
Cultural Heritage Permits
SUBMITTED
GREAT OCEAN ROAD REGIONAL TRAILS STRATEGY Many people visit the Great Ocean Road region to enjoy the wonders of nature and the great outdoors, both along our coastline and within the hinterland. For many, it’s the region’s trails that provide access to those special places, cultural landmarks and unique recreation experiences. Trails also support many economic activities and tourism opportunities, resulting in jobs and helping support vibrant communities year-round. Over time, a range of state and local government authorities have contributed to trail development in the Great Ocean Road region. However, often they have worked in isolation from each other. The result is a general lack of physical and promotional linkages between trails.
14
1 July 2022 – 30 June 2023 Marine and Coastal Act consents
APPROVED
34
Requests for Works Planning submissions
RECEIVED
The aim is to deliver a best-practice trails network, managed by multiple stakeholders, that provides a diverse and consistent user experience, highlighting the region’s unique lands and areas of environmental and cultural importance. We want our region’s trails to be an integral, but discrete, part of the landscape, providing important recreation, wellbeing, conservation, tourism and economic development opportunities.
COMMUNITY INFRASTRUCTURE PLAN – APOLLO BAY, SKENES CREEK AND MARENGO We’re pleased to report we’ve finalised a jointly developed Community Infrastructure Plan with Colac Otway Shire Council (Council) for the towns of Apollo Bay, Skenes Creek and Marengo in June 2023.
There’s also been a lack of coherent and consistent trail construction and maintenance standards, funding models and governance arrangements.
The plan provides a foundation for future detailed design, site-specific analysis, costings and community engagement about future improvements to public land in those locations.
That’s why we’re developing a purposedriven strategy, in partnership with Rights Holders and all stakeholders, to guide regional trail management in our region.
Work on the plan was started in 2019 by Council in partnership with the former Otway Coast Committee, which has since been brought under our umbrella of responsibilities.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
71
formal advice requests
RECEIVED
The plan includes several distinct components — district, foreshore and streetscape plans, sitting alongside the Apollo Bay Harbour Development Plan. The draft plan was placed on public exhibition over June and July 2022 as part of our community consultation process. Submissions and proposed modifications from feedback received were presented to and adopted by Council in April 2023, and subsequently by our Board in June 2023. The plan is a culmination of wideranging engagement with the community and other key stakeholders. It’s a long-term vision supported by key principles, preliminary concepts and ideas to be tested and delivered over a 20-to-30-year period. We will continue to work with the Council, community, Rights Holders, stakeholders and government to ensure planning for coastal and community infrastructure is fit for purpose, appropriate and in line with legislative directions.
Planning and Infrastructure (continued)
VICTORIA’S RESILIENT COAST PILOT PROJECTS We take seriously our responsibility to plan and prepare for the inevitable natural processes, such as erosion and inundation, that are continually shaping and impacting the Great Ocean Road coast. In 2022 we received state government grants under the Victoria’s Resilient Coast Grants Program, enabling us to complete two pilot projects. Our projects are part of six initial pilot projects to have received funding. It has enabled us to undertake a Torquay to Warrnambool Scoping Study and the Anglesea Resilient 2100+ Coast Project. Both projects align with Victoria’s Resilient Coast Guidelines, which provide a new seven-stage approach for managing and adapting to coastal hazards and risks in our state.
Torquay to Warrnambool Scoping Study The purpose of this scoping study is to provide a comprehensive project plan that covers all aspects of Stage 1 – Scoping and Preparation, under Victoria’s Resilient Coast Guidelines. The project plan will also contain information to enable the project team to complete Stages 2 to 7 under the guidelines.
Anglesea Resilient 2100+ Coast Project – Coastal Hazard Adaptation and Resilience Plan This project will ultimately result in a Coastal Hazard Adaptation and Resilience Plan for the town of Anglesea, in line with Victoria’s Resilient Coast Guidelines. To date, there has been no detailed coastal hazard assessment and adaptation work completed for Anglesea. The plan will enable place based, best practice and long-term coastal hazard management and adaptation for the Anglesea coastline. The grants will support guideline Stages 1 and 2, which are currently underway and due for completion in April 2024.
GREAT OCEAN ROAD REGION SMART COAST STRATEGY We’re embracing smart technologies to provide best-practice facilities and services to visitors and local communities along the Great Ocean Road.
Some smart activity and infrastructure already exists within our coastal communities and we’re very aware of the significant role citizen science plays in data capture across the region. We’re also introducing technologies into our parks to improve visitor amenity, including wi-fi access and smart BBQs. However, we know that the development of a smart region does not occur in a vacuum. To get maximum value from smart technology, a deliberate effort is needed to ensure the approach is integrated across our region more broadly, and into our daily work activities. Considering the strategic context of the Great Ocean Road, the Smart Coast Strategy will align with and strengthen the existing priorities and objectives of the broader region and our work.
A strategic and well-structured approach to using data, smart technology and innovation is needed, which is why we’re developing a Smart Coast Strategy for the region. We’re also exploring innovative ways we can harness technology to implement remote sensing opportunities for coastal processes and environmental monitoring in the future.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
27
The aerial view of Point Grey captures the stunning beauty of the rugged coastline and the turquoise waters of Bass Strait.
The Lorne Pier is a renowned fishing spot popular with visitors and locals all year round.
INFRASTRUCTURE
POINT GREY REDEVELOPMENT, LORNE
Our Infrastructure team delivers capital works and major projects. They are a multi-disciplinary team with the knowledge, experience and skills to deliver all types of projects, ranging from new beach access stairs and minor car park upgrades to multi-million dollar redevelopments. We’re continuously striving to improve the way we plan and deliver major projects and infrastructure upgrades. We’re focused on delivering quality, accessible facilities that enhance the lives of people who live, work and visit our region.
GEELONG CITY DEAL
governments, in association with local councils and authorities, on projects to transform the Geelong and the Great Ocean Road economies. Each of our projects will enhance the liveability and functionality of these popular destinations for local communities and the millions of visitors to the region each year. In preparation for delivering these major projects, we’ve strengthened our planning and engagement capacity and capability through a targeted staff recruitment process. We’ve also worked closely with key stakeholders to ensure a smooth transition of project management to our team.
In a major step for the Authority, we’ve taken over responsibility for delivering three major projects along the Great Ocean Road as part of the Geelong City Deal.
Importantly, we’re continuing strong consultation and collaboration with local communities, while drawing on the extensive research, planning, design and community engagement already undertaken.
We’ll deliver a redevelopment at Lorne’s Point Grey, improvements to tourism infrastructure at Kennett River and a redevelopment of Apollo Bay Harbour.
Each project has different complexities to navigate, including community expectations, government policy and the changing construction environment.
All three projects provide the Authority with an incredible opportunity to showcase best practice coastal development that reflects the new policy environment and responds to the latest climate science.
We recognise that the projects will require smart design and resilient construction to address the impacts of climate change, including coastal erosion and sea level rise.
The Geelong City Deal is a $500 million 10-year collaborative partnership between the Australian and Victorian
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This is a huge opportunity for us to walk hand-in-hand with the community and stakeholders to deliver significant infrastructure assets for our coastline.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
We’re continuing the redevelopment of infrastructure at Point Grey in Lorne, an iconic location much loved by locals and visitors alike. We’re fortunate to be building on 25 years of community discussion and engagement regarding the site. We plan to continue collaboration with the community and key stakeholders to deliver best-practice coastal infrastructure at Point Grey. A revised Precinct Masterplan will need to be developed following a Victorian Civil and Administrative Tribunal (VCAT) determination in 2022 to deny a permit for the Point Grey Redevelopment. The VCAT determination gives us an opportunity to work together to develop an improved Precinct Masterplan, that considers all relevant legislation, including the Marine and Coastal Act (2018), and the Policy (2020), while also addressing specific issues raised in the VCAT determination. The Point Grey redevelopment is jointly funded. The Geelong City Deal is providing $10.14 million, we are contributing $2 million, and the Lorne Aquatic and Angling Club is providing $450,000, bringing the total project budget to $12.59 million.
Planning and Infrastructure (continued)
IMPROVEMENTS TO TOURISM INFRASTRUCTURE AT KENNETT RIVER
Apollo Bay Harbour is a picturesque harbour located in the town of Apollo Bay and is home to the member owned Apollo Bay Fishing Co-operative.
APOLLO BAY HARBOUR REDEVELOPMENT Apollo Bay Harbour is one of the most picturesque locations along the Great Ocean Road, but one that needs investment to ensure the community’s future economic prosperity. We took on responsibility for the harbour precinct and its $12.16 million redevelopment from Colac Otway Shire Council in June 2023. Our aim is to provide an improved visitor experience and broaden the commercial and recreational opportunities of the area. Harbour enhancements are to include an extension of the Fisherman’s Co-operative building, a new port operations depot, improved cycling and pedestrian connections, and upgrades to the harbour precinct roads and carpark. We’re currently reviewing the Apollo Bay Harbour Development Plan 2020 to ensure the intended outcomes of the plan can be achieved in the current legislative and policy environment. Coastal Planning, an independent consultant based in Apollo Bay, is undertaking the review which is expected to be completed in November 2023. The harbour redevelopment is funded under the Geelong City Deal.
Kennett River, a small seaside hamlet located halfway between Lorne and Apollo Bay, is one of the most popular tourist stops along the Great Ocean Road and requires much-needed facility upgrades to manage the increasing volume of visitors. The impact of existing tourism pressures is well known in Kennett River, and this project will work with the local community to deliver improvements that respect the existing character of the town and increase the amenity and safety of the area. We took over the $3.69 million upgrade project in June 2023. We aim to include improved public toilet facilities and wastewater management for this environmentally sensitive area. Protecting the environment is always a key consideration in our project work. The project will also deliver road and parking improvements, new signage and pedestrian paths. The design will prevent large coaches from entering the local road network at Kennett River, provide parking for small tour buses and encourage safer pedestrian and driver behaviour.
Our redevelopment included a new reception building, a new toilet and an amenities block with kitchen facilities. All are fully accessible. We took on management of the caravan park on 1 December 2020. As part of this transition, we undertook an independent safety audit which revealed several safety issues and hazards that required attention, including the removal of the kiosk. As a result, the caravan park had been operating at a limited capacity since 2020. The park can now operate at its maximum capacity while providing visitors with a much better experience. The choice of demountable buildings for the park allows us to be responsive to future coastal hazard information, in line with our commitment to best-practice coastal adaptation. We constructed the new demountable buildings offsite to have less impact on the local environment. The project cost $1.6 million, funded from the Victorian Government’s $18.197 million Great Ocean Road Visitor Experience Uplift grant.
This project was formerly managed by Colac Otway Shire Council, in partnership with the community and State Government, and is funded under the Geelong City Deal.
SKENES CREEK CARAVAN PARK REDEVELOPMENT After a significant redevelopment, we fully reopened the Skenes Creek Caravan Park in December 2022, providing visitors with greatly improved facilities. To deliver the project, we sought the services of a Geelong-based company with expertise in structures that sit lightly on the landscape and experience with the complexity of building in a sensitive coastal environment.
The use of demountable buildings at Skenes Creek Caravan Park allows for a more flexible and responsive approach to future coastal hazard information.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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Fisherman’s Beach is a beautiful and popular beach located in Torquay known for its clear waters, golden sand, and stunning views of the ocean.
FISHERMAN’S BEACH CAR PARK UPGRADE
QUEENS PARK (LORNE) GETS A MAKEOVER
We’re embracing an opportunity to upgrade the car park and surrounds at Fisherman’s Beach, Torquay, known to many as Fishos.
We’ve given Lorne Foreshore Caravan Park’s Queens Park a $1.35 million makeover to vastly improve the visitor experience.
The area is home to the Torquay Angling Club, Torquay Marine Rescue Service and Salty Dog Café, and provides boating and beach access for the local community and visitors.
Works included a new enclosed kitchen and undercover BBQ area, an upgrade of the existing toilet and amenities facility, and new water tanks.
Fishos is a popular and much-loved area for all sorts of visitor activities and is home to Torquay’s only boat ramp. So, when the fish are biting, and the weather is fine, it gets very busy. We want to make it safer, easier to access, and more enjoyable. The precinct has a café and rooftop bar, all-abilities beach access and is a great spot for kayaking, stand-up paddle boarding, surfing, fishing, boating and walking. The Surf Coast Walk also runs through the precinct, and the area has many other uses. Balancing these demands will be an ongoing challenge, which is why we’re consulting with the community and local stakeholders.
The kitchen and BBQ area now includes new seating and features such as ramps, to ensure full access for people with disability. We are committed to providing caravan parks along the coast that are accessible to all people. The Queens Park site was temporarily closed during construction, from May to late November 2022. Pleasingly, we achieved our aim of completing the works ahead of the peak visitation period. The upgrade was funded under the Victorian Government’s $18.197 million Great Ocean Road Visitor Experience Uplift grant.
We aim to ensure that Fishos is a better place for the community to enjoy, now and for future generations.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
UPGRADES TO BOOST VISITOR EXPERIENCE AT ANGLESEA FAMILY CARAVAN PARK We’ve installed a new kitchen, BBQ and dining facilities at the Anglesea Family Caravan Park to enhance the visitor experience. The new enclosed kitchen, undercover BBQ area and dining space feature state-of-the-art smart BBQs. The ‘smart’ BBQs enable efficient monitoring so our team can provide effective, prompt maintenance and cleaning services. We opened the new facilities to visitors in November 2022, just in time for the peak visitation period. The total project cost of $450,000 was funded from the Victorian Government’s $18.197 million Great Ocean Road Visitor Experience Uplift grant.
Planning and Infrastructure (continued)
GROVE ROAD & BIRD ROCK TOILET UPGRADES We’ve consulted extensively on proposed toilet facility upgrades at Jan Juc and Lorne, both in environmentally sensitive and high-profile locations. At Bird Rock, Jan Juc, the current block is a dated facility that services the nearby Jan Juc village, the Surf Coast Walk, beachgoers and tourists. At Grove Road, Lorne, the current block is ageing and doesn’t meet the increasing demand to service the local community, beachgoers and tourists. Early in 2023, we sought community feedback on proposed concept designs for both facilities, to ensure the final designs meet future community and visitor needs.
The Bird Rock location is adjacent to the Jan Juc Heathland and the clifftop is environmentally sensitive. It’s proposed to completely rebuild the Bird Rock toilet block to provide two universal all-abilities accessible cubicles. Safety improvements include solar lighting and a more open design, for maximising passive surveillance. The design includes timber cladding, in keeping with the aesthetic of the adjoining heathland and Moonah woodlands. At Jan Juc, a complete refurbishment of the Grove Road block is proposed to improve all-abilities access and facilities. The design will increase user facilities to meet peak demand and provide two universal all-abilities changing rooms, baby change and shower facilities.
An elevated deck, access ramps and steps have been incorporated into the design to mitigate the current access issues created by water pooling after heavy rain. Community input resulted in the addition of outdoor decking space, including showers and foot washes. We’ve also engaged with Rights Holders, local businesses and community group stakeholders for both sites. All feedback is being considered alongside Aboriginal inclusion and environmental outcomes, design quality, social outcomes and funding requirements to develop the final designs. Both toilet block upgrades are to be funded from the Victorian Government’s $18.197 million Great Ocean Road Visitor Experience Uplift grant.
The aging toilet block at Grove Road in Lorne is ready for a complete refurbishment in 2024.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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Asset Management The Asset Management team has a range of initiatives underway to embed an appropriate Asset Management Framework across the Authority while continuing to update asset data and support the transfer of assets from other land managers. The long-term sustainable management of operating assets continues to be a focus right across our asset classes and requires a whole-of-lifecycle approach to managing our infrastructure. To chart our approach to strategic asset management, we’ve progressed the development of our first Asset Management Strategy, which is due for release in 2023-2024. The strategy will establish a framework and consolidate practices that will play a critical role
to guide the planning, maintenance, operation, and construction of our assets necessary for the Authority to fulfil its role as a steward and custodian of public land.
HIGHLIGHTS FROM 2022-23 INCLUDE: • Finalising a draft of the Asset Management Strategy, ready for publication in 2023-24
• Establishing a roadmap to define the desired state of our Geographic Information System (GIS) across the organisation • Conducting Condition Audits across our buildings and Marine Structures asset portfolio • Establishing online mapping services to support a range of activities from conservation through to land transfers.
ASSETS UNDER MANAGEMENT
Issued & managed:
374 BUILDINGS
219
MARINE STRUCTURES
27km
155,096 SQM CAR PARKS
ROADS (SEALED AND UNSEALED)
77km PATHS, TRAILS & BOARDWALKS
13 BOAT RAMPS 25 SEA WALLS 81 COASTAL ACCESS STAIRS
5,902 OPEN SPACE ASSETS
SNAPSHOT
1 July 2021 – 30 June 2022
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Strategy, Engagement and Transformation
The Authority is at the midway point of its transition to become the dedicated coast and parks manager across the entire stretch of the Great Ocean Road. Establishing a standalone coast and parks manager is unique. Having remit for the coast and parks along the full length of the road will enable a holistic response to the impacts of increasing visitation, environmental forces, severe weather events and climate change. Our Strategy, Engagement and Transformation team drives the purposeful strategic planning and business improvements required for our organisation to successfully transition to this end state and beyond. Transforming our functions and capabilities is a significant and complex change management process that will increase the scope and scale of our work across strategy and planning, operations, communications and engagement responsibilities. We will transform in stages with a focus on people, processes and systems. To steer this work, in 2022-23 we began the development of our first Five Year Business Strategy, we finalised and implemented our Community Engagement Strategy, took on management responsibility
for more than 2,400 hectares of public land, and proactively enhanced our communications activities, reaching nearly 20 million people with education and engagement updates. People are at the heart of our team. Our Communications and Engagement functions are committed to ensuring our Rights Holders, broader communities and stakeholders are not only informed, but their aspirations help to shape everything we do. Each of the 21 discreet communities along the Great Ocean Road value the region in their own way and their aspirations for the coast and parks we manage are many and varied. This year we continued to improve our engagement and research capabilities to enable data-based influences on our work. This also included further embedding engagement and collaboration with our Rights Holders to ensure our decisions are informed by both contemporary science and Traditional knowledges.
We also made great strides in deepening community and stakeholder understanding and connection with our vision, purpose, and values. Through increased storytelling opportunities we aspired to educate and engage our audiences on why we exist and increase collaboration in our work towards a shared vision for a thriving region. As we continue to take on management responsibility of public land further down the coast, communications and engagement will continue to be pivotal to garner a detailed and holistic understanding of the land we care for, protect and manage now and into the future. This past year we took on management responsibility for a further 18 parcels of public land from three different land managers, including our first step into the marine domain.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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KEY PROJECTS AND INITIATIVES: PROGESSING THE DEVELOPMENT OF OUR INAUGURAL FIVE YEAR BUSINESS STRATEGY In an exciting step for the Authority, we began development of our Five Year Business Strategy to drive the organisation through to 2029, and ultimately step us closer to our vision of the Great Ocean Road coast and parks thriving as one integrated, living entity. The Strategy, developed with the guidance of the Board, considers international best practice tailored to a local context and how our actions can help efforts toward improved outcomes for the environment and our communities now and into the future. Through the sharpened focus on key Strategic Themes, our Strategy makes clear our commitment to working with the community and stakeholders to lead innovative discussions and make evidence-based decisions. All of which will feed into our ambitious Strategic Goals and Key Organisational Measures. The Great Ocean Road and Environs Protection Act 2020, outlines the requirement for the Authority Board to prepare a Five Year Business Strategy for Minister approval.
Following the endorsement of the Strategy by the Board and approval by the Minister, annual Corporate Plans will outline the specific actions for each financial year that feed into the greater vision, the Strategic Themes and their respective goals.
The Strategy was developed in line with best practice community engagement principles and informed by feedback and input from many in-person and online sessions with Great Ocean Road communities and stakeholders.
Future Annual Reports will capture delivery against the objectives of the Authority, highlight key projects and initiatives, strategic goals and organisational key measures.
The Strategy is supported by an action plan that includes, but is not limited to, a future biennial Great Ocean Road Summit, a series of placed-based community events each year across the region and various channels of communication.
Delivery of this key document will achieve a significant governance obligation, demonstrating organisational maturity and a focus on actions that drive immediate, and long-term leadership.
DELIVERING OUR FIRST COMMUNITY ENGAGEMENT STRATEGY Communities are the lifeblood of the Great Ocean Road region. The 21 discreet communities along the stretch of the coast hold valuable place-based knowledge about what makes their local area so special. We launched a new Community Engagement Strategy this year, making clear our commitment to engaging, listening, respecting and reflecting community and stakeholder views in everything we do – and how this will be achieved.
Protecting and enhancing the Great Ocean Road’s coast and parks is a privilege and a shared responsibility. We appreciate that the region is significant to millions of people, and we are keenly aware of the community interest in our work. This interest was evident in recent projects such as the Fishermans Beach Carpark Upgrade in Torquay, which attracted 250 survey responses and more than 900 comments, and the Apollo Bay Recreation Reserve draft Masterplan, which has worked with 28 organisations and 200 community members and attracted 125 surveys responses and elicited 2,500 comments. The Strategy builds on this foundation and commits the Authority to bestpractice community engagement and monitoring and reporting on engagement activity.
Students from the Lorne Kindergarten and a team of local community volunteers joined us for a morning of planting, sun and conservation education, as sections of the Lorne Foreshore were replanted with indigenous seedlings.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Strategy, Engagement and Transformation (continued)
THE COMMUNITY ENGAGEMENT TEAM ACHIEVED:
SNAPSHOT
1 July 2022 – 30 June 2023
24
813
43
111
424
The Have Your Say platform was the culmination of a collaborative effort between the Community Engagement and Communications teams to develop content and design.
The team works collaboratively with local communities, volunteers, Traditional Owner groups and partner agencies to protect the natural and cultural values of the Great Ocean Road region and ensure the voices of all are heard.
ONLINE SESSIONS
IN PERSON SESSIONS
INTRODUCING OUR DIGITAL COMMUNITY ENGAGEMENT PLATFORM In May 2023, we launched our new digital engagement platform – Have Your Say (Your Great Ocean Road) – haveyoursay.greatoceanroadauthority. vic.gov.au. Our vision for the platform is to reach more people and to hear from a greater proportion of the community we may not be hearing from consistently. This will allow us to make evidence-based decisions and deliver work that is truly reflective of community aspirations. Have Your Say offers an exciting opportunity to amplify our connection with communities by facilitating meaningful and accessible engagement. The interactive and user-friendly platform is a central hub for our communities to explore and discover all open, active, or closed projects, and register to receive updates on projects of interest.
SURVEY RESPONSES
EMAIL SUBMISSIONS
COMMUNITY ENGAGEMENT SUMMARY OF ACTIVITIES We’re committed to ensuring our communities have the knowledge and the opportunities necessary to participate fully in the future of our Great Ocean Road region. Community engagement plays an essential and effective role in the protection, improvement and promotion of the Great Ocean Road coast and parks. The Community Engagement Team leads and supports the design and implementation of best practice engagement practices, provides advice to all levels of the organisation, ensures oversight and collective knowledge of our communities and stakeholders, and supports the Authority’s growth and reputation. Importantly, the team ensures consistent, innovative and best practice engagement.
DAYS OF ENGAGEMENT
We’ve spent a lot of time this year getting to know the communities along the Great Ocean Road and hearing from them about how they want to be engaged – in what ways, when, where and for what reasons. Establishing and maintaining these relationships is important so we can better understand community aspirations and work proactively with each community. We’ve undertaken 11 formal community engagement programs for a wide variety of projects this year, ranging from amenity block upgrades to restoring habitat along the Great Ocean Road. We are committed to ensuring people have access to sharing their knowledge, experiences and ideas with us to ensure improved outcomes to project delivery.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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TRANSFER OF LAND MANAGEMENT RESPONSIBILITY The breadth of coast and parks along the Great Ocean Road that we will eventually manage is significant. The Great Ocean Road and Environs Protection Act 2020 legislates for the management responsibility of around 700 parcels of coast and parks, and their associated assets to be transferred to us across four Local Government Areas and nine land managers by 1 November 2025. Land management transfers enable our team to care for a thriving Great Ocean Road region through integrated land management and infrastructure planning, and a holistic approach to visitation, environmental forces, severe weather events and climate change along the stretch of coastline.
This year, we have taken on land management responsibility for an additional 2,408 hectares of public land, including parcels from Surf Coast Shire Council, Colac Otway Shire Council and the Department of Energy, Environment and Climate Action. The land management transfers included coastal water reserves, providing our first step into the marine domain. By the end of 2025 we will have management responsibility for the marine coastal water reserves out to three nautical miles.
Each transfer of land management responsibility requires significant collaboration with the current land managers and involves extensive mapping of cultural, social, environmental, economic value and use attached to each parcel and asset. This gives us a detailed and holistic understanding of the land we are responsible for, enabling us to care for, manage and protect the land now and into the future.
ADDITIONAL
TRANSFERRED
hectares of public coast and parks management
new parcels from three land managers
2,408
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GREAT OCEAN ROAD AUTHORITY LAUNCHES NEW CLIFF SAFETY CAMPAIGN The Great Ocean Road is renowned for its incredible cliff faces, but these natural wonders are unpredictable and, in some areas, unsafe. In December 2022, we launched a public safety campaign to raise awareness of the risks posed by cliff failure. The campaign was created following three significant cliff collapses on land we manage. With increasing summer crowds, the campaign was designed to educate beach goers of the risks to public health and safety. Cliff collapses are unpredictable and can occur without warning. Cliffs between Torquay and Aireys Inlet are composed of relatively soft rocks, which combined with large swells and tides and above-average rainfall, makes them more susceptible to collapse than other coastal areas. There are four simple points the campaign asks people to remember: stay away from cliffs and caves; stick to established tracks; see the signs
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and follow guidance; and share the word and warn others. The campaign was actively promoted through traditional print newspapers, online news and social media channels, reaching 69,168 people and resulting in 5,504 website link clicks through to cliff safety information. All campaign assets were made available to fellow stakeholders to be shared on their platforms for further reach. To support the campaign, our Education team contributed to the development and delivery of cliff risk safety sessions. This included delivery of face-to-face sessions to over 200 participants from Jan Juc Surf Life Saving Club, including the nippers during their pre-season training. The Authority’s environmental teams takes a range of actions to help minimise the impact of cliff failure, including:
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
• Warning signage • Ongoing monitoring including regular site visits, aerial imagery and drone surveys • Fencing on clifftops to keep users away from the cliff edge • Relocating amenities such as walking tracks away from the cliff edge • Closing unsafe areas in cases of extreme risk. For example, the beach at Demons Bluff, west of Anglesea Family Caravan Park, remains closed.
Cliff safety signage is an essential tool for warning people about the risks of walking below cliffs.
Strategy, Engagement and Transformation (continued)
COMMUNICATIONS & PUBLIC RELATIONS
The past year has seen the continued evolution of the organisation’s communications to be more collaborative and engaging through a mix of visual content, proactive media and editorials. Importantly we have evolved the communication channels we use following community feedback on where they want to receive information.
Continue the story. We are in a privileged position to both care for, protect and manage the coast and parks for the future while paying homage to the rich past that makes the Great Ocean Road an icon. The coastal and forested landscapes along the Great Ocean Road are of high cultural, ecological and economic importance and hold significant Rights Holder, World War I, shipwreck and surf history.
DEVELOPING OUR COMMUNICATIONS STRATEGY
Our Communications Team works to inform our communities, Rights Holders and stakeholders of the work that we do, while celebrating Victoria’s most significant coastal asset. The team manages the Authority’s external and internal communication channels, design and branding, project communications, media relations, and content creation.
We will continue to bring our vision, purpose, values and principles to life through a Communications Strategy. The Strategy, in its development stage, outlines our vision for effective communication with the 21 coastal communities we serve, our Rights Holders and many other key stakeholders from government to media, business and industry.
By adopting a clear, concise, consistent and engaging way to communicate, our vision is to inspire collective action towards a more sustainable and caring coastal environment. The Strategy aims to give voice and truth to our narrative, uncovering our values-led story that resonates with our own people, and will enable us to build trusting and constructive relationships with Rights Holders, stakeholders and community. The Strategy will also seek to educate our communities and visitors about caring for and protecting our coast and parks.
SNAPSHOT
THE COMMUNICATIONS TEAM ACHIEVED:
68,696 FACEBOOK LIKES UP
14%
3,643 MEDIA MENTIONS
1 July 2022 – 30 June 2023
new visitors to our website
FACEBOOK VISITS
18,355
FACEBOOK REACH
165,025 up 38.5%
This coverage reached a cumulative potential audience reach of 19,757,385 and an advertising space rate of $29,187,860.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SURFERS GET THEIR HANDS DIRTY AT JAN JUC IN THE NAME OF DUNE HEALTH
By working together to restore the dunes, these World Surf League professional surfers are helping to ensure that this beautiful coastal environment remains healthy and vibrant for generations to come.
Arriving at popular surf breaks such as Bells Beach, surfers usually have their eye on one thing only; the swell! While the ocean is a surfer’s playground, it’s the forgotten dune systems that sit behind the beaches that play an important ecological role and are a defence feature of the landscape. This year, professional surfers Sally Fitzgibbons and Lakey Peterson jumped at the opportunity to get their hands dirty in dune restoration efforts at Jan Juc beach.
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The pair joined team members from the Authority, Wadawurrung Traditional Owners Aboriginal Corporation, Jan Juc Coast Action and the Surf Coast Shire Council to help remove Coast Tea-tree and Marram grass from the dune systems in order to reintroduce Indigenous species. The restoration works were featured on the World Surfing League’s international broadcast of the Bells Beach Pro, reaching millions of engaged viewers, and was published on both the World Surfing League
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
and the Authority’s social media channels and websites. The works were all part of the World Surf League’s One Ocean global initiative aimed at inspiring the surf community to protect our one ocean.
Tourism Operations
We’re incredibly fortunate to be caretakers of the coast and parks along the Great Ocean Road. It’s one of the world’s most scenic and iconic coastal touring routes, and Victoria’s most significant tourism asset. Our role as lead agency for coordinating visitation management by responsible entities along the Great Ocean Road is to ensure visitors have an amazing experience and contribute positively to the region. We want them to relax and stay longer, return and recommend others to visit. At the same time, our objective as an Authority is to protect, conserve, rehabilitate and manage our natural environment and respect cultural heritage. Situated adjacent to some of the most spectacular beaches and reserves on the coast, our caravan parks offer a range of accessible accommodation options for families, tourists and visitors. Every year over five million visitors travel down the road. Many stay at our caravan parks or use our foreshore reserves and facilities. As the largest accommodation provider on the Great Ocean Road, we hosted nearly 790,000 visitor-night stays this year. Our eight caravan parks, from Torquay to Marengo, generate income that we reinvest into upgrading and maintaining our parks, reserves and facilities.
All funds raised on land that we manage is reinvested into the Great Ocean Road coast and parks. In our first two years of operation, we’ve reinvested over $40 million. We do the same with lease revenue and permit and license income from tour operators, foreshore markets and events. Reinvesting locally is crucial to a strong future economy for our coastal communities. After all, over 30% of jobs along the road depend directly on tourism. We also play a role in building resilient coastal economies through initiatives that encourage year round visitation, thereby reducing seasonality and further enabling businesses to utilise the public land reserves to deliver activities that improve our overall visitor experience. Our parks, foreshore reserves and facilities are designed to be environmentally sustainable, and we encourage visitors to tread lightly on our coastal environment while staying and exploring.
Visitors enjoying a relaxing stroll along the historic Lorne Swing Bridge, which offers panoramic views of the Erskine River and the Great Ocean Road.
We’ve made significant strategic progress on several of our commercial and tourism responsibilities this year.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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OUR CARAVAN PARKS ENVIRONMENT FOCUS We’re working hard to provide quality sustainable accommodation that makes the least possible impact on our environment. And we have plans to go even further, by working with visitors and communities to regenerate local ecosystems. We know that most people visit the Great Ocean Road to experience the natural environment. This year we introduced high-end camping tents at Torquay, upgraded the camp kitchens at Anglesea and Lorne, and redeveloped amenity buildings at Skenes Creek, among other projects. We’ve also worked with Barwon Water on water conservation at our parks, using water flow metres to measure the benefits of water-saving shower heads and waterless urinals.
Our parks are creating jobs and benefiting visitors, locals and our environment.
ECO TOURISM DESTINATION CERTIFICATION We strive daily to ensure that environmental sustainability is at the heart of everything we do in our tourism operations. Visitors to the Great Ocean Road region increasingly want to leave the least possible environmental footprint. We want that too. We’re working towards internationally recognised Eco Tourism Destination Certification from ECO Tourism Australia. It will help us achieve improved environmental outcomes, now and in the future.
Certification requires us to benchmark what we do against other tourism bodies and regions in Australia and worldwide. Gaining and maintaining certification will keep us accountable and require us to continually seek the world’s best environmental practices. We’re collaborating with Rights Holders, our five Local Government Areas, Parks Victoria and Great Ocean Road Regional Tourism as part of the certification process. Certification benchmarks will include reducing our carbon footprint towards becoming carbon-positive, decreasing waste and water usage and improving electrification in our caravan parks. Certification will also assure travellers that we’re committed to protecting the places they love to visit.
SNAPSHOT
OUR TOURISM TEAM:
1 July 2022 – 30 June 2023
RECORDED OVER
787,270 visitor nights GENERATED
$21.2 million in caravan park revenues.
upgrades at Skenes Creek Foreshore Caravan Park, Anglesea Family Caravan Park and Lorne Foreshore Caravan Park
BOOKED
TICKETED
powered casual camp site nights
to tour the Cape Otway Lightstation
316,470
40
COMPLETED
83,382 visitors
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Tourism Operations (continued)
REINVESTING IN SKENES CREEK In late 2022 we completed a muchneeded upgrade to the popular Skenes Creek Foreshore Caravan Park, just in time to reopen for the peak summer season. We commissioned a safety audit on becoming the park’s new manager in late 2020. It led to us temporarily closing the park to ensure the safety of our visitors and staff. The upgrade included two new demountable buildings housing a reception area and amenities block with kitchen facilities and toilets. Demountable buildings were chosen because of our commitment to coastal adaptation, as they allow us the flexibility to respond to future coastal hazards and relocate if required. The site’s unique environment, social and cultural values were also considered. When planning the upgrade, we spoke with the camping community and the Skenes Creek Residents Association. The new facilities are fully accessible.
The upgrade is part of our commitment to improve facilities for visitors and local communities. Funding was provided through a Victorian Government Great Ocean Road Visitor Experience Uplift grant. This project was one of three caravan park upgrades completed this year. Improvement works at Anglesea Family Caravan Park and Lorne Foreshore Caravan Park were also delivered.
BRIGHT FUTURE FOR THE LIGHTSTATION Built in 1848, the Cape Otway Lightstation along the Great Ocean Road is mainland Australia’s oldest working lightstation, with stunning views of the rugged coastline. We took on the lease for the lightstation in July 2022, temporarily closing it to day visits while our team did necessary maintenance work. The lightstation reopened in time for the September school holidays.
the lightstation during the year, not including school groups, organised tours and trekkers on the Great Ocean Road Walk. We worked closely with Parks Victoria and stakeholders to transition the lighthouse lease. We particularly acknowledge the Bowker family who had run tourism at the lightstation since the 1990s. In addition to offering boutique accommodation and tours, the lightstation is home to The Lightkeepers café, where visitors can enjoy food and beverages. We are committed to providing ongoing public access to the lightstation to continue it’s story as a gem in our coastline, while preserving our natural environment and respecting Indigenous culture. Income from the Lightstation is reinvested in our work along the Great Ocean Road to benefit visitors and local communities.
It’s a popular destination for visitors to the Great Ocean Road region. Despite the period of closure, more than 83,000 ticketed visitors toured
The Skenes Creek Foreshore Caravan Park is a beautiful and unique holiday destination.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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LEASES AND LICENCES
Issued & managed:
37
12
18
GENERATED
LEASES
TOUR OPERATOR LICENCES
GENERAL COMMERCIAL LICENCES
MORE THAN
190 EVENTS
$82,822
from Tour Operator Licences
52,452
Total participants in Tour Operator Licences activities
LEASES, LICENCES AND PERMITS Over the past financial year, we’ve permitted and supported dozens of events that make a significant contribution to the local community and economy. We issued permits and licences for foreshore activities, including weddings, filming, photography, personal training sessions, food vans, markets, fun runs and surf schools.
SNAPSHOT
1 July 2022 – 30 June 2023
We also issued and managed leases for a range of coastal-dependent businesses, including the caravan park at Cumberland River and the Mantra Lorne. These leases also include restaurants, sailing clubs and kiosks. Importantly, our licenced operators and permitted foreshore activities supports local employment and generates revenue which is reinvested into the coast and community.
The surf school at Anglesea is a great way to learn how to ride the waves while enjoying the stunning coastal scenery.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Tourism Operations (continued)
LORNE P-12 COLLEGE DELIVER THE LORNE FORESHORE MARKET The Lorne P-12 College community has taken over the running of the Lorne foreshore market with remarkable success. Set on the gorgeous foreshore overlooking Louttit Bay, the Lorne Market offers a delightful array of local produce.
Pictured left to right are former President Bob Tyler, current President Bob Brackin and Vice President Robbie Cuthill from the Torquay RSL.
HONOURING AN ANZAC LEGACY Our parks and reserves along the Great Ocean Road host many events each year both large and small, yet none has greater significance than the annual Torquay RSL ANZAC Day service at Point Danger. The 2023 service was believed to be Victoria’s third largest, behind Melbourne and Ballarat. The service took on extra significance this year, being the 90th anniversary year of the official opening of the Great Ocean Road, built by World War I returned servicemen. Today, marvelling at the sheer cliffs cut into the rock, it’s difficult to imagine how the road was built by hand, using picks, shovels and dynamite.
The rugged, remote terrain and harsh weather were just some of the challenges faced by the returned servicemen during 13 years of construction — they also battled the physical and mental scars of war. For the official opening of the Great Ocean Road in 1932 a convoy of 40 cars carrying tourists drove to Lorne. Today the road carries more than five million visitors each year. This year we proudly provided $5,000 sponsorship and practical in-kind support to the ANZAC service at the Point Danger reserve.
All funds raised from stallholder site fees are donated to the Lorne P-12 College. Since November 2022, the school has raised approximately $27,000 from the management of the market. The market is proudly managed by the volunteers from the College’s parents and friends club. It has become a major event on the local calendar and draws thousands of people to who flock to Lorne to explore what the stallholders have on offer. Each market host between 75 and 90 stallholders and operates four times a year. The market stalls are handpicked, and the layout carefully chosen each market day to create a vibrant and welcoming visitor experience.
Our CEO Jodie Sizer laid a wreath as part of the service to commemorate those who have served in wars, conflicts, and peacekeeping operations on behalf of our country. We respect the Great Ocean Road as a legacy to the returned servicemen and their fallen comrades. We’re honoured to be the caretakers of that legacy.
The Lorne Foreshore Market is held on the scenic foreshore overlooking Louttit Bay, where visitors can enjoy the views and the atmosphere.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
43
Financial Summary FINANCIAL SUMMARY
2022-23 $ 000
2021-22 $ 000
2020-21 $ 000
–
–
83,788
Sale of goods and services
22,409
17,466
12,487
Government funding
8,067
1,397
105
521
13
1
Other income
2,396
373
245
Total revenue
33,393
19,249
96,626
Employee benefits expenses
17,234
11,767
5,294
Depreciation and amortisation
3,925
3,467
1,824
172
100
–
10,820
8,441
5,613
Government grant operating expenses
2,114
183
4
Net gain/loss on non-financial assets
603
1,609
(5)
Total expenses
34,868
25,567
12,735
Comprehensive result
(1,475)
(6,318)
83,896
Financial assets
17,793
26,382
17,115
Non-financial assets
90,322
85,376
84,946
Total assets
108,115
111,758
102,061
Total liabilities
28,071
30,239
14,224
Continuing operations Revenue and income from transactions Fair value of assets and services received on establishment of the Authority
Interest
Expenses from transactions
Interest expense Operating expenses
44
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Current Year Financial Review In 2022-23 the Authority realised greater income, expenditure and non-financial assets largely due to:
It consisted of:
This consisted of:
• Income from caravan parks of $21.19 million;
• Operating expenses at $10.82 million;
• Commencing management of the Cape Otway Light Station.
• Income from Reserves, Leases and Licenses of $1.20 million;
• Employee expenses at $17.23 million;
• Areas of public land management transferred from Local Government entities as part of the land transition process and jurisdictions relating to the Great Ocean Road and Environs Protection Act 2020.
• Government grants of $8.07 million;
• Depreciation and amortisation at $3.93 million;
• Interest received of $521 thousand; and
• Interest expense of $172 thousand; and
• Other Income of $2.4 million, including $1.94 million related to land management transferred (free of charge) from Local Government.
• Government grant operating expenses of $2.11 million.
• Increase in the recognition of deferred income relating to significant spending towards capital projects funded by government grants. The Authority’s overall objective is to protect, conserve, rehabilitate and manage Crown land and coastal assets within the Great Ocean Road coast and parks. To enable the Authority to fulfil its objective, it generates income from the use of its land and coastal assets. The total revenue and income from transactions for FY2022-23 was $33.39 million.
Operational expenses (excluding net gain/loss on non-financial assets) incurred in delivering on ground works across the Authority’s managed caravan parks and reserves, to maintain tracks and ports, manage pest and weeds, deliver education programs and protect cultural heritage totalled $34.27 million.
The Authority controls infrastructure that is utilised in fulfilling its objectives and conducting its activities. These core assets represent the resources that have been entrusted to the Authority to be utilised for delivery of its outputs. During the year, the Authority paid $6.60 million towards acquiring assets and carries assets at a net amount of $80.04 million. The Authority held deferred grant revenue of $17 million, included within liabilities, to fund future capital projects relating to infrastructure improvements, coastal erosion and risk mitigation.
Subsequent Events There are no Subsequent Events to report this year.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
45
Grants Summary GRANT NAME
SUMMARY OF WHAT THE GRANT WILL DELIVER
Apollo Bay Infrastructure Grant
Funding will deliver several beach access points and lookout upgrades for the Apollo Bay region. This includes an accessible ramp upgrade at the Apollo Bay SLSC.
Camping Uplift for the Great Ocean Road Region – Apollo Bay
SHORT STATEMENT ON PROGRESS, NOTING WHAT HAS BEEN DELIVERED THIS YEAR
TOTAL VALUE OF GRANT FUNDS
TOTAL VALUE OF GRANT FUNDS RECEIVED TO DATE BY FINANCIAL YEAR (30 JUNE 2023)
This project was complete and delivered in October 2022.
$320,000
$319,261
Funding will be used to improve the camping offerings at the Apollo Bay Recreation Reserve ensuring safety for all users. Improve the standards of all Reserve facilities and creating access for new user groups.
A Masterplan has been developed following a program of community engagement, outlining the actions to be taken to achieve the grant outcome.
$2M
$2M
Corangamite Catchment Management Authority
Funding will deliver dune restoration projects at three locations: Painkalac, Barham River and Eastern View.
All dune restoration projects have been completed.
$328,000
$260,520
Coastal Erosion Preparedness Grant
Funding provided to the Authority to build its preparedness for coastal erosion including studies to understand the Authority’s coastal landscape and adaptation planning.
Several coastal hazard adaptation and resilience plans have commenced, coastal monitoring software and equipment purchased, and rock bags purchased and installed at Cosy Corner, Torquay.
$6.8M
$3.9M
Coastal Public Access & Risk
Funding will deliver several upgrades to beach and water access points at Jan Juc, Marengo and Point Grey.
Projects are at different stages from pre-planning to concept designs.
$404,000
$364,248
Distinctive Area Landscape
Funding will deliver improvements to places of cultural significance including the Koori Cultural Walk and Point Impossible.
Planning has commenced for both projects with consultants onboarded, and inception meetings held.
$282,000
$282,000
Great Ocean Road – Visitor Experience Uplift
Funding is provided to undertake a number of visitor facilities and infrastructure projects. This includes improvements to public toilets and amenities, enhanced accommodation offerings, smart coast infrastructure and enhanced cultural experiences (including trails).
Several projects have been completed with others underway. Completed projects include upgrades to beach accesses, enhanced accommodation offerings at Anglesea, Lorne and Skenes Creek, smart BBQ installation and new coastal viewing platforms.
$18,197,760
$18,197,760
Department of Transport and Planning – Lorne Pier Deck Repairs
Funding will be used to replace timber decking and capping beams on the Lorne Pier.
The project has recently commenced with inception meeting held with the project team.
$163k
$59,426
Geelong City Deal – Great Ocean Road Commitment
Funding will be used to deliver Apollo Bay Harbour Redevelopment, Point Grey (Lorne) Redevelopment and Improvements to Tourism Infrastructure at Kennett River.
The grant agreement has been executed and project planning has commenced for each project.
$22.25M
$0
Universal Design Funding
Funding will be used for the installation of DDA car space and accessibility upgrades to paths at Point Roadknight.
The grant agreement has been executed and the project has commenced.
$55k
$54,779
$50.8M
$25.4M
TOTAL 46
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Governance and Organisational Structure The Authority is a statutory authority governed by a Board of Directors. We were established on 1 December 2020 and operate under the Great Ocean Road and Environs Protection Act 2020. The responsible Minister is the Hon. Ingrid Stitt MP, Minister for Environment.
ORGANISATIONAL STRUCTURE AND CORPORATE GOVERNANCE BOARD MEMBERS Libby Mears (Chair) Peter Dorling (Deputy Chair)
Terry Bracks
Sarah Eccles
Douglas Humann
Daniel Ierodiaconou
Jodie Leonard
Jenny McMahon
Jason Mifsud
David Pope
Christine Wyatt
AUDIT AND RISK MANAGEMENT COMMITTEE Jenny McMahon (Chair) Tony Ficca*
Peter Dorling
Jodie Leonard
Libby Mears^
*External member. ^Ex-officio member.
OUR BOARD Our Authority Board was appointed by the Minister for Energy, Environment and Climate Action in November 2020 for a term of four years.
Our Board includes a nominee of each recognised Rights Holder group in the region, the Wadawurrung Traditional Owners Aboriginal Corporation and the Eastern Maar Aboriginal Corporation.
Board members have strong links to local community groups and organisations along the Great Ocean Road and include individuals with substantial experience in marine and coastal environmental conservation, public administration and governance, tourism, and planning.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
47
BOARD MEMBERSHIP AND ROLES The Authority was established under the Great Ocean Road and Environs Protection Act 2020. Our objective is to protect, conserve, rehabilitate and manage Crown land and coastal assets within the Great Ocean Road coast and parks.
• to be the lead agency for visitation management policy and planning of the Great Ocean Road scenic landscapes area
The Authority has the following functions as directed in the Act:
• to provide advice to the Minister, the Department Head and responsible entities on matters relevant to the Great Ocean Road coast and parks
• to accept appointment as the committee of management of Crown land within the Great Ocean Road coast and parks
• to do anything that is necessary or convenient to be done for or in connection with, or incidental to, the achievement of its objective
MEMBERSHIP
Director of Gforce, Director of Surfing Victoria, Director of G21 Regional Alliance, Mayor and Councillor, Surf Coast Shire Council and Director of National Sea Change Taskforce.
Libby Mears (Chair) Libby Mears is a highly experienced Non-Executive Director and Chief Executive committed to social change so all people can thrive. Libby brings demonstrated governance, risk and strategic leadership credentials and significant experience in start-up roles and organisations at the cutting edge of transformative change. Libby’s executive leadership style is transformative, and she brings extensive expertise in developing strategic insights into leadership in times of change, stakeholder management, building strategic alliances and developing new business and service models. Current appointments include Chair, Great Ocean Road Coast and Parks Authority, Director, Give Where You Live, Chair, Western Leisure Services and Non-Executive Director, Barwon Health. Her former roles include Chief Executive Officer of Leisure Networks, Chair, Victorian Coastal Council, Trustee Kardinia Park Stadium Trust, 48
Libby resides in the Great Ocean Road region.
Peter Dorling (Deputy Chair) Peter Dorling is the Business Development Manager for Avalon Airport Australia, a Member of the Barwon South-West Regional Development Australia Committee, a Member of the Victorian Government Barwon Regional Partnership and a Director with the 13th Beach Golf Links. Peter has previously held Board and Chair positions in other regional organisations including the Geelong Authority and Victorian Regional Channels Board.
Terry Bracks AM
Terry Bracks is an experienced Non-Executive Director. She is currently the Founding Chair of Western Chances, the Executive
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
• any other function conferred on the Authority by or under the Act or any other Act. The 12 directors that comprise the board of the Authority are appointed by the Governor in Council on the recommendation of the Minister. We currently have 11 serving members and one vacancy. The Board consists of a chairperson, a deputy chairperson, a nominee from each specified Aboriginal party and other directors who are responsible for guiding the Authority and overseeing the application of its functions.
Officer of the Balibo House Trust, and Patron of the Williamstown Literary Festival and Heide Gallery. Terry has previously been a Board Member of Breast Cancer Network Australia, the National Film and Sound Archive, the Australian Children’s Television Foundation, the Melbourne Theatre Company Foundation, and a Trustee of the Victorian Arts Centre Trust. Terry has a long-standing connection to Wye River.
Sarah Eccles
Sarah Eccles is a Wadawurrung woman who is passionate about looking after Country and seeing First Nations values and cultural connections incorporated in continuing to look after the coast for the benefit of everyone. Working for the Wadawurrung Traditional Owners Aboriginal Corporation (WTOAC) in the Gobata Dja – Caring for Country team, Sarah’s work looks after culture and Country, with a focus on warre (sea) and coastal Dja (Country) along the surf coast. Sarah has over 20 years’ experience working in Caring for Country, including planning, community
Governance and Organisational Structure (continued)
engagement, business development, conservation and cultural heritage management in a range of government and non-government roles within Victoria and throughout Australia. Sarah brings a mix of experience from governance to on the ground practical management activities towards seeing the sustainable management of Dja along the Great Ocean Road, for all to enjoy and value it into the future.
Douglas Humann AM Doug Humann runs his own consulting business focusing on natural resource and cultural heritage management. He works with a range of groups in the community sector, including in his current roles as Chairman of Landcare Australia, Advisory Board Member of the Conservation Ecology Centre at Cape Otway, Board Member of the Australian Land Conservation Alliance and others. Doug has previously been Convenor of the Victorian National Parks Advisory Council, CEO of Bush Heritage Australia and Executive Director of the Victorian National Parks Association. Doug resides in the Great Ocean Road region.
Associate Professor Dr Daniel Ierodiaconou Dr Daniel Ierodiaconou is an experienced marine scientist and Associate Professor in Marine Science at Deakin University (based at Warrnambool).
He is currently a Principal Scientist for the Victorian Coastal Monitoring Program and leads the Deakin Marine Mapping Group. Through his work, Daniel has developed new techniques to map coasts and oceans which provide accurate and comprehensive pictures of coastal processes, life, and the diversity of marine environments. He is a marine scientist, strategic leader and board director with a passion for discovery and knowledge sharing supporting a harmony between people and place to ensure economic, environmental and social prosperity. Daniel resides in the Great Ocean Road region.
Jodie Leonard Jodie Leonard is a Non-Executive Director with experience spanning a diverse range of categories including travel and tourism, financial services, consumer goods, technology, and media and entertainment. Her board portfolio focuses on companies undergoing strategic and digital transformation. Jodie has held numerous NonExecutive Director positions and is currently on the board of Pacific Smiles Group and XPON Technologies Group. She was formerly a Board Director of Beyond Bank Australia, RACV, Flexigroup, BWX, Kinetic Superannuation, Tourism East (Victoria) and on the Marketing Advisory Board at Monash University. Jodie is a resident of the Great Ocean Road region.
Jenny McMahon Jenny McMahon is an experienced Non-Executive Director and current Board Member of IPC Health Ltd and Kardinia Health. She has 20 years’ experience as a Senior Executive with several local governments within Victoria, with responsibility for delivery of services, strategy and policy across a range of council services and is currently the Director of her own consulting business, providing coaching and consulting services. Jenny is a resident of the Great Ocean Road region.
Jason Mifsud
Jason Mifsud is a proud and active member of the Kirrae, Peek and Tjab Whurrong people of the Gunditjmara nation in south-west Victoria. He is an experienced Non-Executive Director and is known as a forward thinker and visionary, having led significant cultural and organisational change through a number of highprofile positions over the past 20 years. Jason is currently the Head of First Nations Affairs and Enterprise at Wesfarmers and also sits on numerous boards. His career has been underpinned by fearless leadership and tireless advocacy and negotiation of social justice outcomes, Indigenous rights, and reconciliation.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
49
Governance and Organisational Structure (continued)
David Pope
David Pope is a Director of Popes Timboon, a fourth-generation family business in Corangamite Shire. He was a founding member of the Great South Coast Regional Partnership and has held positions as Deputy Chair and Acting Chair. David has worked in a range of strategic and advisory roles alongside the family business, these include Ex Officio Board Member of Great South Coast Food and Fibre Council, Advisory Panel Member of the Regional Arts Victoria Great South Coast, Control Group Member of the Port Campbell Streetscape Project, Inaugural Chair of Twelve Apostles Coast and Hinterland Destination Management Plan, President of
the Twelve Apostles Tourism and Business Association (presiding over its transition with Great Ocean Road Regional Tourism) and Committee Chair of the soon-to-be completed Twelve Apostles Trail Stage 1. David is a lifelong resident of the Twelve Apostles coast and hinterland region.
Christine Wyatt Christine Wyatt is an independent adviser and Non-Executive Director with substantial private sector and government executive leadership and experience in urban strategy, infrastructure delivery and governance.
Planning, and Department of Transport, Planning and Local Infrastructure, Christine led the state’s Planning, Building and Heritage policy portfolio and regulatory systems. Before joining the public service, Christine was a senior executive in global consulting firms, working on a wide range of projects with public and private organisations across Australia and internationally. She is Deputy Chair of the Suburban Rail Loop Authority Board and is a non-executive director on the Royal Botanical Gardens Victoria and Melbourne Arts Precinct Corporation Boards. She has served on the boards of Places Victoria, Development Victoria, and the Victorian Planning and Environmental Law Association.
As former Deputy Secretary of Planning at the Victorian Department of Environment, Land, Water and
AUDIT AND RISK MANAGEMENT COMMITTEE MEMBERSHIP AND ROLES 1 December 2020 to 30 November 2024 The Audit and Risk Management Committee’s responsibilities are set out in Standing Direction 3.2.1.1. Key responsibilities are to: • review and report independently to the Board on the Annual Report and all other financial information published by the Authority • assist the Board in reviewing the effectiveness of the Authority’s internal control environment covering effectiveness and efficiency of operations; reliability of financial reporting; and compliance with applicable laws and regulations
50
• determine the scope of the internal audit function and ensure its resources are adequate and used effectively, including coordination with the external auditors
In 2022-23, the committee met four times. Committee member attendance is detailed in the table on the following page.
• maintain effective communication with external auditors, consider recommendations made by internal and external auditors and review the implementation of actions to resolve issues raised
MEMBERSHIP
• oversee the effective operation of the risk management framework. Members are appointed by the Board and are subject to the committee’s terms of reference. Meetings are held quarterly and at any other time on request of a committee member or the internal or external auditor.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Board members Libby Mears Peter Dorling Jodie Leonard Jenny McMahon External member Tony Ficca (from February 2022)
Governance and Organisational Structure (continued)
BOARD AND AUDIT AND RISK MANAGEMENT COMMITTEE MEMBERSHIP AND MEETING ATTENDANCE 2022-23 BOARD
AUDIT & RISK
Member
Term
Attended
Eligible to attend
Attended
Eligible to attend
Terry Bracks
4 years
6
9
0
0
Peter Dorling
4 years
7
9
4
4
Sarah Eccles
4 years
7
9
0
0
Tony Ficca*
2 years 10 months
0
0
4
4
Douglas Humann
4 years
9
9
0
0
Daniel Ierodiaconou
4 years
7
9
0
0
Jodie Leonard
4 years
9
9
4
4
Jenny McMahon
4 years
8
9
4
4
Libby Mears
4 years
8
9
2
4
Jason Mifsud
4 years
7
9
0
0
David Pope
4 years
5
9
0
0
Christine Wyatt
4 years
8
9
0
0
*External member Tony Ficca (from February 2022).
EXECUTIVE ORGANISATIONAL STRUCTURE GREAT OCEAN ROAD COAST AND PARKS AUTHORITY BOARD Chief Executive Officer | Jodie Sizer
Director Strategy, Engagement & Transformation | Carley Scott
Director Commercial & Tourism | Andy Mathers
Director Corporate Services and CFO | Steve Major
Director Infrastructure & Planning | Cath Olive
Director Environment & Coastal Operations (Acting) | Leia Howes
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
51
Workforce Data Over the past 12 months we have focused on reviewing, developing and implementing a suite of policies and procedures for the Authority. These include: • Grievance, Complaints and Dispute Resolution Policy and Procedure • Learning and Development Policy • Performance Management, Counselling and Disciplinary Policy • Workplace Discrimination, Bullying and Harassment Policy • Reward and Recognition Framework • Recruitment and Selection Policy and Procedure • Consultative Committee Terms of Reference
Recruitment principles The Authority is committed to applying merit and equity principles when appointing staff. The selection process ensures applicants are assessed and evaluated fairly and equitably on the basis of the key selection criteria and other accountabilities without discrimination. Employees have been correctly classified in workforce data collections.
Employee Learning, Development and Onboarding All new employees are onboarded with an induction to the organisation including introductory sessions with Human Resources, Payroll, Occupational Health and Safety, Governance, Finance, and Information Technology. They are also invited to attend a Welcome Day. In addition to onboarding, we facilitated training for individual, team and organisation-wide development throughout the year, tailoring educational opportunities to target the specific needs of roles and departments. 52
Employees can discuss development opportunities during the Annual Commitment Plan process, which may include training requests. We have a training register that is monitored throughout the year to ensure all tickets and licences are maintained.
• Victorian Charter of Human Rights and Responsibilities
This year, approximately 80 hours of Diversity and Inclusion Training were delivered, including a Gender Equality Action Plan Forum, Cultural Awareness Training and an Introduction to LGBTIQ+ session.
• UV Safety
We’ve provided 1,230 hours of professional development training including Customer Service, Cultural Heritage, Agile Methodology, DiSC profiling, PRINCE2 Project Management and Information Technology. We also delivered nearly 250 hours of environmental training including a Conservation Workshop, Sustainable Work Practices, Wildlife Awareness and Education Team activities. We launched our new Human Resource Information System ELMO, which increased organisation-wide learning with nearly 2,000 enrolments across 16 Elmo eLearning courses at a completion rate of 68%. The new system provides leaders with the ability to influence and impact how we support our employees. Programs offered in 2022-23 included: • Code of Conduct for Victorian Public Sector Employees • Customer Service • OHS Awareness • Emergency Procedures • Workplace Bullying and Occupational Violence • Conflict of Interest • Sexual and Sex-Based Harassment • Fraud and Corruption Awareness • Social Engineering Awareness • Discrimination and Equal Employment Opportunity • Public Interest Disclosures
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
• Privacy and Data Protection Awareness • Business Continuity for Managers • Managing Stress • Asbestos Awareness • How to Communicate Effectively. In the period 1 July 2022 to 30 June 2023, almost 3,000 hours of Occupational Health and Safety Training was provided to our employees. Courses included: • Aquatic Technical Operator • 4WD Driving • AgVet Chemical Users • Appropriate Workplace Behaviours • Asbestos Awareness • Fire Warden • Chief Fire Warden • Conflict Resolution • Safe Mulcher Use • Provide First Aid • Provide Advanced First Aid • CPR refresher • Fell Small Trees • Front End Loader/Tractor • Geotech/Trigger Action Response Plan • HSR (Health and Safety Representative) refresher • Managing Bullying and Performance Management • Mental Health First Aid • OHS Contractor Management • OHS Incident Reporting • Operate and Maintain Chainsaws • Identify Trees at Risk • Heavy Rigid Truck Licences • UV Safety • Ted Safety Talks • White Card.
Workforce Data (continued)
We held a range of Staff Wellbeing Education Sessions held throughout the year to provide opportunities for staff to meet one another and to familiarise them with the land we manage.
STAFF WELLBEING EDUCATION Over the year, three Staff Wellbeing sessions were delivered by our Education team to over 50 staff. These were held across our coastal estate at Rocky Point, Point Roadknight and Apollo Bay to support the People and Culture team’s induction and staff learning programs. These outdoor sessions provide opportunities for staff to meet and connect across the multitude of locations and departments within the
Authority and to increase awareness of the environmental values, and familiarisation of our managed lands. These sessions provided an opportunity for the Education team to highlight the work we do with school groups. The program also helps to strengthen working relationships and organisational culture, and connect new starters to the Authority’s purpose, to manage, protect and foster resilience of the values of our land and waters that we manage.
STATEMENT ON INDUSTRIAL RELATIONS The Authority’s workplace policies, procedures and undertakings accord with the applicable industrial awards, the Great Ocean Road Coast and Parks Authority Enterprise Bargaining Agreement 20212025 and the Fair Work Act 2009 9(Cth).
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
53
Workforce Data (continued)
OCCUPATIONAL HEALTH AND SAFETY The Great Ocean Road Coast and Parks Authority continues to prioritise and strengthen performance in Occupational Health and Safety (OHS) to ensure the health and wellbeing of our staff and visitors. Our OHS Strategy includes enhancements to the OHS Management System to align with the organisational risk profile and legislative obligations, as well as the development of a five year OHS Strategic Plan and an accompanying 12-month OHS Action Plan. During the 2022-23 financial year, we committed to enhancing our safety culture through the increased resourcing of our OHS department including the appointment of an OHS Senior Officer (March 2023) and an OHS Manager (June 2023), joining the existing position of OHS Coordinator. OHS performance objectives, targets and communications were also introduced to raise awareness and drive behaviour change around incident reporting and proactive risk mitigation activities.
INCIDENT MANAGEMENT
INJURY MANAGEMENT
A total of 235 incidents were reported between 1 July 2022 and 30 June 2023. Incidents included injuries and near misses, and property and environmental damage that are reported by employees and visitors (85 of the total reported incidents are related to visitors.)
Four standard claims were lodged this reporting period. The rate of standard claims per 100 full time employees was two and the rate of lost time claims per 100 full time employees was also two).
Four of the total reported incidents resulted in lost time from work by employees. The employee incident rate was 139 per 100 full time employees, which has risen compared with the previous year due to an increase in full time employees and an active focus on incident reporting. The Lost Time Injury Frequency Rate (LTIFR) is 11.5 for the reporting period. The LTIFR measures the number of lost-time injuries per million hours worked during a single financial year. There were ten incidents during the reporting period which required notification to the OHS Regulator (WorkSafe Victoria).
We continued to offer regular OHS Management System training for staff and monitoring of the Emergency and Bushfire Management Plans for all sites.
54
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
The number of standard claims has increased compared with the previous year with implementing injury management protocols in conjunction with supportive return to work practices a key focus to enable injured employees to return to work content with the care provided. The average cost per claim increased from $21,458 to $47,486 predominantly due to the complexities of the injuries. Our WorkCover Premium rate of 2.8090% is marginally higher than the weighted industry rate of 2.2520%. Our focus remains on injury management protocols and consultative return to work planning to facilitate the safe and early return to work for our employees in an effort to positively impact workers compensation insurance premiums over the coming years.
Workforce Data (continued)
INCIDENT MANAGEMENT DATA FROM 1 JULY 2022 TO 30 JUNE 2023 MEASURE Incidents
KEY PERFORMANCE INDICATORS
2021-22
2022-23
No. of incidents
132
235
Rate per 100 FTE
81.3
139
No. of incidents requiring first aid and/or further medical treatment for employees
31
21
Number of standard claims
3
4
Rate per 100 FTE
2.2
21
Number of lost time claims
2
4
Rate per 100 FTE
1.5
2
Number of claims exceeding 13 weeks
0
2
Rate per 100 FTE
0
1
Average cost per standard claim
$21,458
$47,486
Fatalities
Fatality claims
0
0
Management commitment
Evidence of OHS policy statement, OHS objectives, regular reporting to senior management of OHS.
OHS Policy and OHS Objectives and Targets established.
Ongoing
Consultation and participation
Evidence of agreed structure of designated workgroups (DWGs), health and safety representatives (HSRs), and issue resolution procedures (IRPs).
12 DWGs agreed and in place
12 DWGs agreed and in place
Compliance with agreed structure of DWGs, HSRs and IRPs.
1 HSR and 1 Deputy position for each DWG.
5 active HSR’s
Number of quarterly OHS Committee meetings.
4
4
No. of Improvement Notices issued across the Authority by WorkSafe
2
1
Percentage of issues identified and actioned from WorkSafe notices
100%
100%
Percentage of HSRs that have completed initial training
100%
100%
Percentage of HSRs that have completed refresher training
100%
100%
Claims
Risk Management
Training
(Staff movement main cause of vacancy, HSR elections currently underway for vacant positions)
1 Rates have been calculated based on employees working a 38-hour week, 48 weeks of the year and an FTE of 118.43. For example, (110 employee incidents x 182400)/employee hours worked. In this equation, 182,400 represents the equivalent of 100 employees working a 38-hour week for 48 weeks of the year.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
55
Workforce Data (continued) WORKFORCE DATA The following table discloses the head count and full-time staff equivalent (FTE) of all active employees of the Authority, employed in the last full pay period in June of the current reporting period (2023), and previous reporting period (2022). JUNE 2023 All Employees
JUNE 2022 Fixed Term & Casual Numbers
Head count
FTE
Head count
FTE
Full-Time (Head count)
Part-Time (Head count)
FTE
Head count
FTE
Women
106
78.76
40
20
53.87
46
24.89
75
60.85
33
13
41.64
29
19.21
Men
90
81.45
59
0
59.00
31
22.45
62
57.58
38
2
39.84
22
17.74
Self-described
0
0
0
0
0
0
0
0
0
0
0
0
0
0
>19
7
1.99
0
0
0.00
7
1.99
1
0.49
0
0
0
1
0.49
20-29
44
34.09
19
2
20.40
23
13.69
24
18.79
8
1
8.92
15
9.87
30-39
35
30.80
21
3
22.70
11
8.10
30
25.4
17
5
20.09
8
5.31
Head count
FTE
Ongoing
Part-Time (Head count)
All Employees
Full-Time (Head count)
Fixed Term & Casual Numbers
FTE
Ongoing
Demographic Data Gender
Age
40-49
60
50.46
31
9
36.94
20
13.52
38
34.5
21
3
23.03
14
11.47
50-59
31
27.98
20
5
23.99
6
3.99
30
27.27
18
2
19.45
10
7.82
60-69
19
14.89
8
1
8.84
10
6.05
13
11.59
7
4
9.99
2
1.6
70+
0
0.00
0
0
0.00
0
0.00
1
0.39
0
0
0
1
0.39
Total Employees
196
160.21
99
20
112.87
77
47.34
137
118.43
71
15
81.48
51
36.95
Classification Data EBA Classification Level 1
42
21.49
4
1
4.80
37
16.69
23
13.68
2
0
2
21
11.68
Level 2
23
17.13
7
4
9.94
12
7.19
11
7.27
0
1
0.59
10
6.68
Level 3
32
29.53
20
4
23.19
8
6.34
25
22.85
14
6
18.86
5
3.99
Level 4
7
6.20
6
0
6.00
1
0.20
4
4
4
0
4
0
0
Level 5
15
12.46
7
5
10.34
3
2.12
12
11.04
6
3
8.24
3
2.8
Level 6
6
6.00
3
0
3.00
3
3.00
5
4.6
3
1
3.6
1
1
Level 7
28
26.80
21
3
22.80
4
4.00
16
14.99
12
2
13.19
2
1.8
Level 8
20
17.60
13
3
14.80
4
2.80
18
17
12
2
13
4
4
Level CP1
14
14.00
14
0
14.00
0
0.00
10
10
10
0
10
0
0
Level CP2
1
1.00
1
0
1.00
0
0.00
5
5
5
0
5
0
0
Level CP3
3
3.00
3
0
3.00
0
0.00
3
3
3
0
3
0
0
Level SES 1
4
4.00
0
0
0.00
4
4.00
4
4
0
0
0
4
4
Level SES 3
1
1.00
0
0
0.00
1
1.00
1
1
0
0
0
1
1
Total Employees
196
160.21
99
20
112.87
77
47.34
137
118.43
71
15
81.48
51
36.95
56
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Workforce Data (continued)
STATEMENT OF DECLARATION OF PECUNIARY INTERESTS
Our workforce numbers continue to rise steadily in response to the ongoing expansion of our operations. Factors included the transfer of further Crown land management responsibilities, the addition of major infrastructure projects and associated finance, ICT, community engagement and strategic communications functions necessary for project delivery.
Declarations of pecuniary interests have been duly completed and are updated by all Board members and relevant officers. A ‘Register of Pecuniary Interest Declarations’ is retained by the Chief Executive Officer (the Authority’s Accountable Officer) and is available on request to the relevant Ministers, Members of Parliament, and the public, subject to the provisions of the Freedom of Information Act.
Our staff numbers increased over the summer period across all caravan parks with the addition of seasonal casual staff members.
ANNUALISED TOTAL SALARY FOR EXECUTIVES Senior Executive Service (SES) Level
Total Remuneration Package (TRP) Range (inc. Superannuation)
SES 1
$207,116 to $267,445
SES 2
$267,446 to $354,541
SES 3
$384,541 to $511,862
Directors
CEO
4
1
Totals
4*
1
* Notes: One Executive left the organisation in November 2022. This position was filled in February 2023. One additional Executive position was approved in December 2022 and one employee was acting in this long-term SES 1 position at the last full pay period in June 2023.
The Authority is developing a Workforce Inclusion Policy and working towards creating a balanced working environment where equal opportunity and diversity are valued. The Board has six women and five men at the end of June 2023. On 30 June 2023, the Executive team comprised 71% females. Across the business, we have a relatively equal gender split with 106 (78.92FTE) women to 90 (81.47 FTE) men.
90 5446% 106 71% MEN
WOMEN
ACROSS THE BUSINESS
WORKFORCE INCLUSION POLICY
BOARD GENDER SPLIT
FEMALE EXECUTIVE TEAM
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
57
Other Disclosures LOCAL JOBS FIRST (FRD 25D) The Local Jobs First Act 2003 introduced in August 2018 brings together the Victorian Industry Participation Policy (VIPP) and Major Project Skills Guarantee (MPSG) policy which were previously administered separately. The Authority is required to apply the Local Job First policy in all projects valued at $3 million or more, or $1 million or more for projects in regional Victoria. MPSG applies to all construction projects valued at $20 million or more.
Projects commenced— Local Jobs First Standard During 2022–23, the Authority commenced one Local Jobs First Standard project valued at $7.9 million and located in regional Victoria. There were no projects that occurred statewide. The MSPG did not apply to this project. The outcomes expected from the implementation of the Local Jobs First policy to this ongoing project, where information was provided, are as follows: • A minimum local content commitment of 97% • A total of eight jobs (annualised employee equivalent (AEE)) were committed, including the creation of four new jobs and the retention of four existing jobs (AEE). The Authority did not apply the Local Jobs First policy to another regional project valued at $1.2 million. This was due to the original project value falling below the policy’s $1 million threshold.
58
Projects completed— Local Jobs First Standard During 2022–23, the Authority did not complete any Local Jobs First Standard projects.
Reporting requirements— All projects The Authority did not commence any MPSG-applicable and VIPP-applicable contracts prior to 15 August 2018.
Reporting requirements—Grants The Authority did not provide any grants during 2022–23.
SOCIAL PROCUREMENT Social Procurement Framework The Authority is committed to supporting the Victorian Government’s directions under the Social Procurement Framework (SPF), recognising that it plays a key role in advancing social and sustainable outcomes for Victorians. We use the Framework’s Procurement Policy and Procedures to ensure that it applies Victoria’s Social Procurement Framework to deliver social and sustainable outcomes via the market approach stage in accordance with the Framework. In accordance with the SPF, for individual procurement activity below $1 million, social and sustainable outcomes are considered in the initial procurement planning phase and where appropriate are included as a weighted evaluation criterion of no less than 5%. For procurement activities between $1 million and $20 million, the inclusion of SPF objectives as a weighted criterion of between 5%-10% is compulsory.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Achievements The Authority has reviewed and implemented improvements in the social procurement framework and strategy. We engage with suppliers who have the capability to deliver our procurement requirements, while delivering social benefits to the Victorian community in the following key areas: • Women’s equality and safety • Sustainable Victorian social enterprise and Aboriginal business sectors • Environmentally sustainable business practices Our team is committed to pursuing all opportunities to advance social and sustainable outcomes for Victorians. We also ensure that our operations and supply chains comply with the Modern Slavery Act 2018 (Cth). Most of the individual procurement activities undertaken in 2022–23 fell below the threshold of Victoria’s Social Procurement Framework, where social procurement approaches are encouraged but not mandatory. One procurement activity was within the ‘lower band’ of the framework and the Authority used the evaluation criteria to highlight businesses that align with the Social and Sustainable Procurement Framework.
Other Disclosures (continued)
REPORTING OF OFFICE-BASED ENVIRONMENTAL DATA BY GOVERNMENT ENTITIES (FRD 24D) While we do collect some data, due to the establishing nature of the Authority, we did not commence reporting on environmental indicators for the reporting period. Reporting will commence in the 2023-24 reporting period. The need to capture, report on and action sustainability and environmental data is also identified in the Authority’s Coastal and Marine Management Plan. This action will establish the protocol needed meet our reporting obligations outlined in FRD 24D. The following data table outlines the number and proportion of fleet vehicles in the organisational boundary segmented by engine/fuel type and vehicle category for the reporting period. Vehicle Type
Category
Drive Type
Fuel Type
Number in The Authority
Single/Dual Cab Ute
Light Commercial
2WD/4WD
Diesel
26
Single/Dual Cab Ute
Light Commercial
2WD
Unleaded
2
Standard vehicles
Light Commercial
2WD
Unleaded
2
Standard vehicles
Light Commercial
AWD
Hybrid
4
Vans
Light Commercial
2WD
Unleaded
5
Total vehicles
GOVERNMENT ADVERTISING EXPENDITURE (FRD 22I) The Authority’s expenditure in the 2022-23 reporting period on government campaign expenditure did not exceed $100,000.
39
CAPITAL PROJECTS The Authority manages a range of capital projects. No capital projects were completed during the reporting period that exceeded the disclosure threshold of $10 million Total Estimated Investment (TEI). For information on recent capital projects managed by the Authority and the broader Victorian public sector, please refer to the most recent Budget Paper No. 4 State Capital Program (BP4) available on the Department of Treasury and Finance’s website at this link: www.budget.vic.gov.au/budget-papers.
DISCLOSURE OF EMERGENCY PROCUREMENT (FRD 22) In 2022-23, there were nil reports to disclose. Emergency procurement was not activated by the Authority, resulting in nil spending for emergency procurements.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
59
Other Disclosures (continued)
CONSULTANCY EXPENDITURE (FRD 22I) In 2022-23, there were 26 consultancies where the total fees payable to the consultants were $10,000 (excluding GST) or greater. The total expenditure incurred during 2022-23 in relation to these consultancies was $1,473,305 (excl. GST). The total number of consultancies engaged during the reporting period that were individually valued at less than $10 000 (exclusive of GST) was 49, with a total expenditure of $287k. See table below for details. Name of Consultant
Summary or Purpose of Project
ODIN360
1. Commercial, Camping & Caravan Parks Plan 2. Business Activation of GOR Coastal Trails Project
Total Approved Project Fees
Total Fees Incurred for period
Future Commitments
349,486
349,486
Nil
3. Crown Lands Utilisation Project Price Waterhouse Coopers Indigenous Consulting PL
Indigenous Strategy Planning and Community Engagement Framework
146,445
146,445
Nil
TRC Tourism Pty Ltd
Regional Trail Management Strategy and Guidelines
117,325
117,325
Nil
Arup Australia Pty Ltd
Strategic Decision-Making Framework
80,787
80,787
Nil
Nous Group Pty Ltd
Executive Strategy and Planning Support
80,000
80,000
Nil
Beyond Technology consulting Pty Ltd
1. Technical Discovery and Business Systems Review
69,968
69,968
Nil
2. Architecture Benchmark Review and Strategy Assessment
Macutex Pty Ltd as Trustee for the Macutex Unit Trust
Building Condition Audit Program
60,532
60,532
Nil
Moore Australia
Financial Services and Tax Advice
60,190
60,190
Nil
Water Technology
Coastal Access and Stairs Audit
52,260
52,260
Nil
Elstone Diving Services P/L
Habitat Restoration and Rehabilitation Project
49,155
49,155
Nil
Harwood Andrew
Legal Services for Service Level Agreements
45,799
45,799
Nil
Avant Group Pty Ltd
State Budget Bid Grant Application
42,420
42,420
Nil
Harvest Recruitment
Recruitment and Contractor Services
38,428
38,428
Nil
ArcBlue
Procurement Support Services
38,250
38,250
Nil
GHD Pty Ltd
Executive Strategy and Planning Support
37,813
37,813
Nil
BMT Commercial Australia Pty Ltd
Conditions and Short-Term Erosion Assessments
33,090
33,090
Nil
The Adaptability Factor
Executive Leadership Support and Training
31,600
31,600
Nil
Smartin Safety Pty Ltd
Occupational Health & Safety Strategic Plan and Audit
25,950
25,950
Nil
Paige Williams Pty Ltd
Executive Leadership Support and Training
23,985
23,985
Nil
Ella Dean Interior Design
Interior Design Services
18,530
18,530
Nil
Kristin Davies
Visitor Facilities Masterplan
14,000
14,000
Nil
Shepherd Consulting Services Pty Ltd
Emergency Management Plan
12,750
12,750
Nil
Delos Delta Pty Ltd
Smart Coast Strategy
12,220
12,220
Nil
CT Management Group Pty Ltd
Communications Support Services
11,747
11,747
Nil
Opteon Property Group Pty Ltd
Property Valuation Services
10,575
10,575
Nil
Herron Todd White
Market Rental Assessments
10,000
10,000
Nil
1,473,305
1,473,305
Nil
TOTAL
60
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Other Disclosures (continued)
INFORMATION AND COMMUNICATION TECHNOLOGY EXPENDITURE (FRD 22I) For the 2022-23 reporting period, the Authority had a total ICT expenditure of $850,720 —details shown below. All operational ICT expenditure
ICT expenditure relating to projects to create or enhance ICT capabilities
Business As Usual (BAU) ICT expenditure
Non Business as Usual (non BAU) ICT expenditure
(Total)
(Total = Operational expenditure and Capital Expenditure)
$664,288
$186,432
Operational expenditure (OPEX)
Capital expenditure (CAPEX)
$186,432
Notes: ICT expenditure refers to the Authority’s costs in providing business enabling ICT services within the current reporting period. It comprises Business As Usual (BAU) ICT expenditure and Non-Business As Usual (Non-BAU) ICT expenditure. Non-BAU ICT expenditure relates to extending or enhancing the Authority’s current ICT capabilities. BAU ICT expenditure is all remaining ICT expenditure, which primarily relates to ongoing activities to operate and maintain the current ICT capability.
MAJOR CONTRACTS (FRD 12B) The Authority did not enter into any major contracts during 2022-23. A ‘major contract’ is a contract entered into during the reporting period valued at $10 million or more.
FREEDOM OF INFORMATION (FRD 221) The Freedom of Information Act 1982 (the Act) allows the public a right of access to documents held by the Authority. The purpose of the Act is to extend as far as possible the right of the community to access information held by government departments, local councils, Ministers and other bodies subject to the Act. An applicant has a right to apply for access to documents held by the Authority. This comprises documents both created by the Authority or supplied to the Authority by an
external organisation or individual, and may also include maps, films, microfiche, photographs, computer printouts, computer discs, tape recordings and videotapes. Information about the type of material produced by the Authority will be available on the Authority’s website under its Part II Information Statement. The Act allows the Authority to refuse access, either fully or partially, to certain documents or information. Examples of documents that may not be accessed include: • cabinet documents • some internal working documents • law enforcement documents • documents covered by legal professional privilege, such as legal advice • personal information about other people
The Act was amended on 1 September 2017 to reduce the Freedom of Information (FOI) processing time for requests received from 45 to 30 days. However, when external consultation is required under ss29, 29A, 31, 31A, 33, 34 or 35, the processing time automatically reverts to 45 days. Processing time may also be extended by periods of 30 days, in consultation with the applicant. With the applicant’s agreement this may occur any number of times. However, obtaining an applicant’s agreement for an extension cannot occur after the expiry of the timeframe for deciding a request. If an applicant is not satisfied by a decision made by the Authority, under section 49A of the Act, they have the right to seek a review by the Office of the Victorian Information Commissioner (OVIC) within 28 days of receiving a decision letter.
• information provided to the Authority in-confidence.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
61
Other Disclosures (continued)
Making a request Requests for documents in the possession of the Authority should be addressed to: Governance and Risk Team foi@greatoceanroadauthority.vic.gov.au The Great Ocean Road and Coast Authority 35 Bell Street, Torquay VIC 3228 An application fee of $30.60 applies. Access charges may also be payable if the document pool is large and the search for material is time consuming. Access to documents can also be obtained through a written request to the Authority’s Freedom of Information team, as detailed in s17 of the Freedom of Information Act 1982.
BUILDING ACT 1993 (FRD 22I) Compliance with the Building Act 1993 The Authority owns or manages 312 government buildings located along the foreshore and eight caravan parks between Torquay and Marengo. We are required to include a statement on our compliance with the building and maintenance provisions of the Building Act 1993 in relation to these buildings. It is a requirement that appropriately qualified consultants and contractors are engaged for all proposed works on the land we manage and that their work and services comply with current building standards. All consultants and contractors are expected to have appropriate mechanisms in place to ensure compliance with the building and maintenance provisions of the Building Act 1993, Building Regulations 2018 and the National Construction Code. In relation to existing buildings, mandatory testing and preventative maintenance of emergency and exit lighting audits in accordance with relevant standards is undertaken as a minimum at six monthly intervals with fire service audits carried out on a six monthly basis. These inspections then inform the works program which is delivered annually through existing maintenance contracts. In 2022-23:
When making an FOI request, applicants should ensure requests are in writing, and clearly identify what types of material and documents are being sought.
Number of major works projects undertaken (>$50 000)
10 major works projects
Number of building permits, occupancy permits, or certificates of final inspection issued in relation to buildings owned
3 building permits
FOI statistics/timeliness
Number of emergency orders and building orders issued in relation to buildings
0 emergency order
Number of buildings that have been brought into conformity with building standards during the year
0 buildings brought into conformity
During 2022-23, the Authority received three FOI applications from members of the general public. The Authority made two FOI decisions during the 12 months ending 30 June 2023.
62
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
1 occupancy permits 3 certificates of final inspection
0 building orders
Other Disclosures (continued)
COMPETITIVE NEUTRALITY POLICY (FRD 22I) Competitive Neutrality Policy Competitive neutrality requires government businesses to ensure where services compete, or potentially compete with the private sector, any advantage arising solely from their government ownership be removed if it is not in the public interest. Government businesses are required to cost and price these services as if they were privately owned. Competitive neutrality policy supports fair competition between public and private businesses and provides government businesses with a tool to enhance decisions on resource allocation. This policy does not override other policy objectives of government and focuses on efficiency in the provision of service. The Authority continues to comply with the requirements of the Competitive Neutrality Policy.
PUBLIC INTEREST DISCLOSURE ACT 2012 (FRD 22I & PID ACT) The Public Interest Disclosures Act 2012 (PID Act) enables people to make a disclosure about corrupt or improper conduct by a public officer or a public body. The Authority is a public body for the purposes of the PID Act.
What is a public interest disclosure? A public interest disclosure is a complaint of corrupt or improper conduct or detrimental action by a public officer or a public body.
STATEMENT OF AVAILABILITY OF OTHER INFORMATION (FRD 22I)
‘Improper or corrupt conduct’ involves substantial mismanagement of public resources, risk to public health or safety or the environment, or corruption.
In compliance with the requirements of the Standing Directions of the Minister for Finance, details in respect of the items listed below have been retained by the Authority and are available (in full) on request, subject to the provisions of the Freedom of Information Act 1982:
‘Detrimental action’ is action taken against a person in reprisal for making a public interest disclosure.
(a) details of publications produced by the Authority about itself, and how these can be obtained
How do I make a public interest disclosure?
(b) details of any major external reviews carried out on the Authority
You can make a public interest disclosure about the Authority or its board members, officers or employees by contacting IBAC (details below).
(c) details of major research and development activities undertaken by the Authority
The Authority is not able to receive public interest disclosures. The Authority has established procedures for the protection of persons from detrimental action in reprisal for making a public interest disclosure about the Authority, its board members, officers or employees. You can access the Authority’s Public Interest Disclosure Policy and Procedure on our website.
Independent Broad-Based AntiCorruption Commission (IBAC) Victoria Address: Level 1, North Tower, 459 Collins Street, Melbourne Victoria 3000.
(d) details of major promotional, public relations and marketing activities undertaken by the Authority to develop community awareness of the entity and its services (e) details of changes in prices, fees, charges, rates and levies charged. The information is available on request from: Governance Coordinator Great Ocean Road Coast and Parks Authority Phone: (03) 5220 5055 Email: info@greatoceanroadauthority.vic.gov.au
Mail: IBAC, GPO Box 24234, Melbourne Victoria 3001 www.ibac.vic.gov.au 1300 735 135
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
63
Other Disclosures (continued)
Additional information included in the Annual Report
Information that is not applicable to the Authority
Details in respect to the following items have been included in the Authority’s Annual Report, on the pages indicated below:
The following information is not relevant to the Authority for the reasons set out below:
(f) assessments and measures undertaken to improve the occupational health and safety of employees (on page 53) (g) a statement on industrial relations within the Authority (on page 52)
(j) a declaration of shares held by senior officers (no shares have been issued in the Authority (k) details of overseas visits undertaken (no board members or senior executives took overseas work-related trips).
(h) a list of the Authority’s major committees, the purposes of each committee, and the extent to which the purposes have been achieved (on page 46-50)
GREAT OCEAN ROAD COAST AND PARKS AUTHORITY FINANCIAL MANAGEMENT COMPLIANCE ATTESTATION STATEMENT I, Libby Mears, on behalf of the Responsible Body, certify that the Great Ocean Road Coast and Parks Authority has no Material Compliance Deficiency with respect to the applicable Standing Directions under the Financial Management Act 1994 and Instructions.
(i) a statement of completion of declarations of pecuniary interests by relevant officers (on page 56).
Libby Mears 6 October 2023
64
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Financial Statements Comprehensive Income Statement
66
Statement of Financial Position
67
Statement of Changes In Equity
68
Statement of Cash Flows
69
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
65
Comprehensive Income Statement For the period ended 30 June 2023 2023
2022
Notes
$’000
$’000
Sale of goods and services
2.2.1
22,409
17,466
Government funding
2.2.2
8,067
1,397
Interest
2.2.3
521
13
Other income
2.2.4
2,396
373
33,393
19,249
Continuing operations Revenue and income from transactions
Total revenue and income from transactions Expenses from transactions Employee benefits expenses
7.1.1
17,234
11,767
Depreciation and amortisation
3.1.2
3,925
3,467
Interest expense
172
100
Operating expenses
2.3.1
10,820
8,441
Government grant operating expenses
2.3.2
2,114
183
Total expenses from transactions
34,265
23,958
Net result from transactions
(872)
(4,709)
(603)
(1,609)
Other economic flows included in net result Net gain/(loss) on non-financial assets Total other economic flows included in net result
(603)
(1,609)
(1,475)
(6,318)
Other gain/(loss) on non-financial assets
-
-
Changes in physical asset revaluation surplus
-
-
Net result Other economic flows – other comprehensive income Items that will not be reclassified to net result
Total other economic flows – other comprehensive income Comprehensive result
The above Comprehensive Income Statement should be read in conjunction with the accompanying notes.
66
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
-
-
(1,475)
(6,318)
Statement of Financial Position As at 30 June 2023 2023
2022
Notes
$’000
$’000
Cash and cash equivalents
5.1
17,174
25,552
Receivables
4.1
619
830
17,793
26,382
Assets
C
Financial assets
Total financial assets Non-financial assets Property, plant and equipment
3.1
89,934
85,020
Other non-financial assets
4.2
388
356
90,322
85,376
108,115
111,758
Total non-financial assets
Total assets Liabilities Payables
4.3
2,157
1,428
Contract liabilities
5.2
20,972
24,598
Interest bearing liabilities
5.3
3,615
2,945
Employee related provisions
7.1.2
1,327
1,268
Total liabilities
28,071
30,239
Net assets
80,044
81,519
Equity Accumulated surplus/(deficit)
6.2.2
76,103
77,578
Contributed capital
6.2.1
3,941
3,941
80,044
81,519
Total equity
The above Balance Sheet should be read in conjunction with the accompanying notes.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
67
Statement of Changes in Equity For the period ended 30 June 2023 Physical Asset Revaluation Surplus
Accumulated Surplus/(Deficit)
Contributed capital
$’000
$’000
$’000
$’000
Balance as at 1 July 2021
-
83,896
3,941
87,837
Net result for the year
-
(6,318)
-
(6,318)
Balance as at 30 June 2022
-
77,578
3,941
81,519
Balance as at 1 July 2022
-
77,578
3,941
81,519
Net result for the year
-
(1,475)
-
(1,475)
Balance as at 30 June 2023
-
76,103
3,941
80,044
The Statement of Changes in Equity should be read in conjunction with the accompanying notes.
68
Total
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Statement of Cash Flows For the period ended 30 June 2023
Notes
2023
2022
$’000
$’000
25,488
20,017
Cash flows from operating activities Receipts Receipts from caravan parks and reserves Receipts from government - other
468
3,096
Receipts from government - capital
4,549
11,914
521
13
31,026
35,040
30,432
22,323
Interest Received Total receipts Payments Payments to trade creditors, other creditors and employees Repayments of government grants
981
-
Goods and services tax (paid to) / refunded from the Australian Taxation Office
992
867
Interest Paid
171
99
Total payments Net cash inflow from operating activities
5.1.1
32,576
23,289
(1,550)
11,751
(6,602)
(2,345)
(6,602)
(2,345)
(226)
(156)
Cash flows from investing activities Payments for infrastructure, property, plant and equipment Net cash inflow (outflow) from investing activities Cash flows from financing activities Lease (Rent) Net cash inflow (outflow) from financing activities
(226)
(156)
Net increase (decrease) in cash and cash equivalents
(8,378)
9,250
25,552
16,302
17,174
25,552
Cash and cash equivalents at the beginning of the financial year Cash and cash equivalents at end of year
5.1
The GST component of cash flows arising from investing and financing activities, which is recoverable from, or payable to, the ATO, is classified as operating cash flows and disclosed therein. The above Statement of Cash Flows should be read in conjunction with the accompanying notes.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
69
Notes to the Financial Statements SECTION 1 – ABOUT THIS REPORT 1.1
Corporate Information
SECTION 6 – CAPITAL AND RISK MANAGEMENT 71
6.1 Dividend
95
1.2 Basis of accounting preparation and measurement
71
6.2 Equity
95
1.3 Compliance information
72
6.3 Financial Instruments
96
1.4 Critical accounting estimates and judgements
72
6.4 Environmental Risk
105
SECTION 2 – PERFORMANCE
SECTION 7 – PEOPLE
2.1 Summary of revenue and income that fund the delivery of our services
74
2.2 Revenue from transactions
74
2.3 Expenses incurred in delivery of services
76
SECTION 3 – CORE ASSETS 3.1 Total property, plant and equipment
78
3.2 Fair value
84
SECTION 4 – WORKING CAPITAL
7.1 Employee benefits
106
7.2 Superannuation
109
7.3 Responsible persons
110
7.4 Remuneration of executives
1 11
7.5 Key management personnel
1 11
SECTION 8 – OTHER INFORMATION 8.1 Subsequent events
112
8.2 Related parties
112
4.1 Receivables
88
8.3 Remuneration of auditors
112
4.2 Other non-financial assets
88
8.4 Contingent liabilities and contingent assets
113
4.3 Payables
89
8.5 Commitments
113
8.6 Australian Accounting Standards issued that are not yet effective
114
SECTION 5 – OTHER ASSETS AND LIABILITIES 5.1 Cash and cash equivalents
90
5.2 Contract liabilities
91
5.3 Leases
93
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 1 - ABOUT THIS REPORT Structure 1.1 Corporate Information 1.2 Basis of accounting preparation and measurement 1.3 Compliance information 1.4 Critical accounting estimates and judgements
1.1 Corporate Information Great Ocean Road Coast & Parks Authority (Authority) is a Victorian statutory authority established by the Victorian Government under the Great Ocean Road and Environs Protection Act 2020 (Vic) . The financial statements cover the Authority as an individual reporting entity. The Board of the Authority is directly accountable to the Victorian Government through the Minister for Environment. The principal address of the Authority is 25 Baines Cres, Torquay VIC 3228. The principal activities of the Authority are outlined under Part 5 of the Great Ocean Road and Environs Protection Act 2020 (Vic) , being the objective is to protect, conserve, rehabilitate and manage Crown land and coastal assets within the Great Ocean Road coast and parks. These annual financial statements represent the audited general purpose financial statements for Authority for the period ended 30 June 2023. The purpose of the report is to provide users with information about the Authority’s stewardship of resources entrusted to it. The Authority is not designated to apply for the National Tax Equivalent Regime (NTER).
1.2 Basis of accounting preparation and measurement The financial report is prepared in accordance with the historical cost convention and on a going concern basis. These financial statements are in Australian dollars and the historical cost convention is used unless a different measurement basis is specifically disclosed in the note associated with the item measured on a different basis. The accrual basis of accounting has been applied in preparing these financial statements, whereby assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid. Consistent with the requirements of AASB 1004 Contributions , contributions by owners (that is, contributed capital and its repayment) are treated as equity transactions and, therefore, do not form part of the income and expenses of the Authority. Additions to net assets which have been designated as contributions by owners are recognised as contributed capital. Other transfers that are in the nature of contributions to or distributions by owners have also been designated as contributions by owners. In accordance with Financial Reporting Direction 119 transfers of land from a local government entity is not a contribution by owner and is recognised as other income. Judgements, estimates and assumptions are required to be made about financial information being presented. The significant judgements made in the preparation of these financial statements are disclosed in the notes where amounts affected by those judgements are disclosed. Estimates and associated assumptions are based on professional judgements derived from historical experience and various other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates. Judgements and assumptions made by management in applying AAS that have significant effects on the financial statements and estimates are disclosed in the notes under the heading: ‘Critical Accounting Judgements’. All amounts in the financial statements have been rounded to the nearest $1,000 unless otherwise stated. Consistent with AASB 13 Fair Value Measurement , the Authority determines the policies and procedures for both recurring fair value measurements such as property, plant and equipment and financial instruments and for non-recurring fair value measurements such as non-financial physical assets held for sale, in accordance with the requirements of AASB 13 and the relevant Financial Reporting Directions.
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SECTION 1 - ABOUT THIS REPORT (continued) 1.2 Basis of accounting preparation and measurement (continued) All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within the fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole: - Level 1 — Quoted (unadjusted) market prices in active markets for identical assets or liabilities; - Level 2 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable; and - Level 3 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable. For the purpose of fair value disclosures, the Authority has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above. In addition, the Authority determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period. The Authority monitors changes in the fair value of each asset and liability through relevant data sources to determine whether revaluation is required.
1.3 Compliance information These general-purpose financial statements have been prepared in accordance with the Financial Management Act 1994 (Vic) (FMA) and applicable Australian Accounting Standards (AASs), which include Interpretations, issued by the Australian Accounting Standards Board (AASB). In particular, they are presented in a manner consistent with the requirements of AASB 1049 Whole of Government and General Government Sector Financial Reporting. Where appropriate, those AASs paragraphs applicable to not-for-profit entities have been applied. Accounting policies selected and applied in these financial statements ensure that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported.
1.4 Critical accounting estimates and judgements In the application of AAS, management is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are believed to be reasonable under the circumstances, the results of which form the basis of making the judgements. Actual results may differ from these estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors including expectations of future events that may have a financial or disclosure impact on the Authority and are believed to be reasonable under the circumstances.
1.4.1 Critical accounting judgements Critical judgements that management has made in the process of applying Authority’s accounting policies and that have the most significant effect on the amounts recognised in the financial statements are: Impairment of non-financial assets The Authority assesses impairment of all assets at each reporting date by evaluating conditions specific to the Authority and to the particular asset that may lead to impairment. These include obsolescence or physical damage, technology, economic and political environments and future product expectations. If an impairment trigger exists, the recoverable amount of the asset is determined.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 1 - ABOUT THIS REPORT (continued) 1.4 Critical accounting estimates and judgements (continued) 1.4.1 Critical accounting judgements (continued) Fair value of infrastructure, property, plant and equipment All non-current physical assets are measured initially at cost and subsequently revalued at fair value in accordance with FRD 103. The Authority was established on 1 December 2020. Non-current physical assets were received from GORCC and OCC at this date. In 2020, a fair value assessment was undertaken by Great Ocean Road Costal Committee (GORCC) at 30 June 2020. Otway Coastal Committee (OCC) completed a fair value assessment of non-current physical assets 30 November 2020. The fair value assessments performed by GORCC and OCC approximated fair value as at 30 June 2023. The Authority has assessed the fair value of the non-current physical assets at 30 June 2023. Where required an adjustment was made to ensure the carrying amount of all non-current physical assets reasonably approximated their fair value. In the absence of observed market inputs, future-oriented estimates are necessary to measure the recoverable amount of classes of property, plant and equipment. Determining the carrying amounts of the assets requires estimation of the effects of uncertain future events on the assets at the end of the reporting period. The Authority notes an exemption was granted from DTF for an independent valuation in accordance with FRD 103 to occur for the 2021 revaluation cycle.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SECTION 2 - PERFORMANCE Introduction Great Ocean Road Coast & Parks Authority's (the Authority's) overall objective is to protect, conserve, rehabilitate and manage Crown land and coastal assets within the Great Ocean Road coast and parks. To enable the Authority to fulfil its objective and provide outputs, it receives income from the use of its land and coastal assets. Section 2.3 in this note discloses the costs associated with delivery of the services.
Structure 2.1 Summary of revenue and income that funds the delivery of our services 2.2 Revenue from transactions 2.3 Expenses incurred in delivery of services
2.1 Summary of revenue and income that funds the delivery of our services 2023
2022
Notes
$’000
$’000
Sale of goods and services
2.2.1
22,409
17,466
Government funding
2.2.2
8,067
1,397
Interest
2.2.3
521
13
Other income
2.2.4
2,396
373
33,393
19,249
Total revenue and income from transactions
Revenue and income that fund delivery of the Authority’s services are accounted for consistently with the requirements of the relevant accounting standards disclosed in the following notes.
2.2 Revenue from transactions 2.2.1 Sale of goods and services 2023
2022
$’000
$’000
Income from Caravan Parks
21,192
16,226
Income from Reserves, Leases and Licences
1,204
1,194
Income from Other Activities
13
46
Total sale of goods and services
22,409
17,466
The revenue included in the table above are transactions that the Authority has determined to be classified as revenue from contracts with customers in accordance with AASB 15. Performance obligations and revenue recognition policies Revenue is measured based on the consideration specified in the contract with the customer. The Authority recognises revenue when it transfers control of a service to the customer, i.e. when, or as, the performance obligations for the services to the customer are satisfied. Where revenue is received of a fixed amount over the term of the contract (eg monthly or annual lease payments) and the customer consumes the benefits of the services as the Authority provides them, the revenue is recognised on a straight line basis over the term of the contract. Revenue from the performance of accommodation services is recognised upon the completion of services performed or when the accommodation was provided. Consideration received in advance of recognising the associated revenue from the customer is recorded as a contract liability (Note 5.2.2).
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 2 - PERFORMANCE (continued) 2.2 Revenue from transactions (continued) 2.2.2 Government funding 2023
2022
$’000
$’000
Government grants
8,067
1,397
Total government funding
8,067
1,397
Grants recognised under AASB 1058 The Authority has determined that the grant income included in the table above under AASB 1058 has been earned under arrangements that are either not enforceable and/or linked to sufficiently specific performance obligations. Income from grants without any sufficiently specific performance obligations, or that are not enforceable, is recognised when the Authority has an unconditional right to receive cash (which usually coincides with receipt of cash). On initial recognition of the asset, the Authority recognises any related contributions by owners, increases in liabilities, decreases in assets, and revenue (‘related amounts’) in accordance with other Australian Accounting Standards. Related amounts may take the form of: - contributions by owners, in accordance with AASB 1004; - revenue or a contract liability arising from a contract with a customer, in accordance with AASB 15; - a lease liability in accordance with AASB 16; - a financial instrument, in accordance with AASB 9; or - a provision, in accordance with AASB 137 Provisions, Contingent Liabilities and Contingent Assets . Income received for specific purpose grants for on-passing is recognised simultaneously as the funds are immediately on passed to the relevant recipient entities on behalf of the Commonwealth Government.
2.2.3 Interest
Interest on bank deposits Total interest
2023
2022
$’000
$’000
521
13
521
13
Interest income includes interest received or receivable on bank term deposits. There are no bank term deposits therefore interest income is recognised when received.
2.2.4 Other income
Workcover Receipts
2023
2022
$’000
$’000
93
94
1,944
-
Other Income
359
279
Total Other Income
2,396
373
Land transferred to the Authority from Local Government
Other income is various revenue generated throughout the year and is recognised when earned. In accordance withFinancial Reporting Direction 119 (FRD119) transfers of land from a local government entity is not a contribution by owner and is recognised as other income at fair value.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SECTION 2 - PERFORMANCE (continued) 2.3 Expenses incurred in delivery of services 2023
2022
Notes
$’000
$’000
Employee benefits expenses
7.1.1
17,234
11,767
Operating expenses
2.3.1
10,820
8,441
Government grant operating expenses
2.3.2
2,114
183
30,168
20,391
Total expenses incurred in delivery of services
2.3.1 Operating expenses 2023
2022
$’000
$’000
Operating expenses External Audit Fees
24
35
Cleaning
433
360
Insurance
115
108
Repairs & Maintenance
3,864
2,078
Supplies & Equipment
1,183
755
Short term lease expenses
201
44
Utilities
999
915
2,389
1,969
General & Administrative Marketing & Public Relations Other Total Operating expenses
492
303
1,120
1,874
10,820
8,441
Operational services are expenses incurred on delivering works on the ground across the Great Ocean Road Coast & Parks Authority's managed caravan parks and reserves to maintain tracks, ports, manage pest and weeds, delivering educational programs and protecting cultural heritage. Where the organisation incurs operating expenses in order to fulfil the performance obligations of recurrent government grant, they are recognised as Expenses funded by government grants. The following lease payments are recognised on a straight-line basis: - Short-term leases – leases with a term 12 months or less; and - Low value leases – leases with the underlying asset’s fair value (when new, regardless of the age of the asset being leased) is no more than $10 000. The Authority did not recognise any low value leases in the 2022 and 2023 financial years. Variable lease payments that are not included in the measurement of the lease liability (i.e. variable lease payments that do not depend on an index or a rate and which are not, in substance fixed) such as those based on performance or usage of the underlying asset, are recognised in the Comprehensive operating statement (except for payments which has been included in the carrying amount of another asset) in the period in which the event or condition that triggers those payments occur. All expenses are recognised in the reporting period in which they are incurred.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 2 - PERFORMANCE (continued) 2.3 Expenses incurred in delivery of services (continued) 2.3.2 Government grant operating expenses
Grant expenses Total Government grant operating expenses
2023
2022
$’000
$’000
2,114
183
2,114
183
Grant expenses are contributions of the Authority’s resources to another party for specific or general purposes where there is no expectation that the amount will be repaid in equal value (either by money, goods or services). It also includes other payments made towards specific projects inline with the Authority's operational requirements. Grants can either be operating or capital in nature. Grants can be paid as general-purpose grants, which refer to grants that are not subject to conditions regarding their use. Alternatively, they may be paid as specific purpose grants which are paid for a particular purpose and/or have conditions attached regarding their use. Grant expenses are recognised in the reporting period in which they are paid or payable. Grants can take the form of money, assets, goods, services or forgiveness of liabilities.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SECTION 3 - CORE ASSETS Introduction The Authority controls infrastructure that is utilised in fulfilling its objectives and conducting its activities. The core assets represent the resources that have been entrusted to the Authority to be utilised for delivery of those outputs.
Fair value measurement Where the assets included in this section are carried at fair value, additional information is disclosed in Note 3.2 in connection with how those fair values were determined.
Structure 3.1 Total property, plant and equipment 3.2 Fair value
3.1 Total property, plant and equipment Gross Carrying Amount
Accumulated Depreciation
2023
2022
2023
2022
$'000
$'000
$'000
$'000
Land at fair value
5,817
3,941
-
-
Buildings at fair value
52,314
49,227
(3,515)
(2,228)
Plant, equipment and vehicles at fair value
2,916
2,100
(1,219)
(659)
Assets under construction at cost
2,549
769
-
-
Open space assets at fair value Total carrying amount
34,860
34,251
(3,788)
(2,381)
98,456
90,288
(8,522)
(5,268)
Net Carrying Value 2023
2022
$'000
$'000
Land at fair value
5,817
3,941
Buildings at fair value
48,799
46,999
Plant, equipment and vehicles at fair value
1,697
1,441
Assets under construction at cost
2,549
769
Open space assets at fair value
31,072
31,870
89,934
85,020
Total carrying amount
Buildings at fair value and plant, equipment and vehicles at fair value includes right of use assets (refer note 3.1.1)
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 3 - CORE ASSETS (continued) 3.1 Total property, plant and equipment (continued) 3.1.1 Total right-of-use assets Gross Carrying Amount
Buildings at fair value Plant, equipment and vehicles at fair value Total carrying amount
Accumulated Depreciation
2023
2022
2023
2022
$'000
$'000
$'000
$'000
3,711
3,101
(647)
(233)
285
-
(36)
-
3,996
3,101
(683)
(233)
Net Carrying Value
Buildings at fair value Plant, equipment and vehicles at fair value Total carrying amount
2023
2022
$'000
$'000
3,064
2,868
249
-
3,313
2,868
The Authority initally recognises a right-of-use assets and a lease liability at the lease commencement date. The right-of-use asset is initially measured at cost which comprises the initial amount of the lease liability adjusted for: • Any lease payments made at or before the commencement date less any lease incentive received; plus • Any initial direct costs incurred; and • An estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset or the site on which it is located. The Authority depreciates the right-of-use assets on a straight-line basis from the lease commencement date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term. The right-of-use assets are also subject to revaluation. In addition, the right-of-use asset is periodically reduced by impairment losses, if any and adjusted for certain remeasurements of the lease liability.
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SECTION 3 - CORE ASSETS (continued) 3.1 Total property, plant and equipment (continued) 3.1.2 Depreciation and amortisation 2023
2022
Charge for the period
$’000
$’000
Buildings at fair value
1,786
1,496
561
448
1,578
1,523
3,925
3,467
Plant, equipment and vehicles at fair value Open space assets at fair value Closing Balance
All infrastructure assets, buildings, plant and equipment and other non-financial physical assets that have finite useful lives, are depreciated. The exceptions to this rule include items under assets held for sale, land and investment properties. Depreciation is calculated on a straight-line basis, at rates that allocate the asset’s value, less any estimated residual value, over its estimated useful life. Typical estimated useful lives for the different asset classes for current and prior years are included in the table below. Depreciation rates and methods are reviewed at least annually and, where changed, shall be accounted for as a change in accounting estimate. Where depreciation rates or methods are changed, the net written down value of the asset is depreciated from the date of the change in accordance with the new depreciation rate or method. Depreciation recognised in prior financial years shall not be changed, that is, the change in depreciation rate or method shall be accounted for on a prospective basis.
Useful life Buildings at fair value Plant, equipment and vehicles at fair value Open space assets at fair value
2023
2022
years
years
25 to 100
25 to 100
2 to 7
2 to 7
20 to 100
20 to 100
The estimated useful lives, residual values and depreciation method are reviewed at the end of each annual reporting period, and adjustments made where appropriate. Indefinite life assets, being land, earthworks, and core cultural assets, which are considered to have an indefinite life, are not depreciated. Depreciation is not recognised in respect of these assets because their service potential has not, in any material sense, been consumed during the reporting period.
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Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 3 - CORE ASSETS (continued) 3.1 Total property, plant and equipment (continued) 3.1.3 Carrying values by ‘purpose’ groups Property, plant and equipment are classified primarily by the ‘purpose’ for which the assets are used, according to one of six purpose groups based upon government purpose classifications. All assets in a purpose group are further sub-categorised according to the asset’s ‘nature’ (e.g. buildings, plant), with each sub-category being classified as a separate class of asset for financial reporting purposes (as detailed below).
Environmental Protection
Accumulated Depreciation
2023
2022
2023
2022
$'000
$'000
$'000
$'000
Land at fair value
5,817
3,941
-
-
Buildings at fair value
52,314
49,227
(3,515)
(2,228) (659)
Plant, equipment and vehicles at fair value
2,916
2,100
(1,219)
Assets under construction at cost
2,549
769
-
-
Open space assets at fair value
34,860
34,251
(3,788)
(2,381)
98,456
90,288
(8,522)
(5,268)
Total carrying amount
Total 2023
2022
$'000
$'000
Land at fair value
5,817
3,941
Buildings at fair value
48,799
46,999
Plant, equipment and vehicles at fair value
1,697
1,441
Assets under construction at cost
2,549
769
Open space assets at fair value Total carrying amount
31,072
31,870
89,934
85,020
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SECTION 3 - CORE ASSETS (continued) 3.1 Total property, plant and equipment (continued) 3.1.4 Reconciliation of movements in carrying amount of property, plant and equipment Plant, Assets under Open space Land at fair Buildings at equipment construction assets at fair value fair value and vehicles at cost value at fair value $’000
$’000
$’000
3,941
46,999
1,876
609
Transfers from Assets under Construction
-
Write off of Assets under Construction
-
Disposals
Opening Balance as at 1 July 2022 Additions
Depreciation and Amortisation Closing Balance as at 30 June 2023
$’000
$’000
1,441
769
31,870
817
6,186
109
3,342
-
(4,250)
908
-
-
(156)
-
-
(365)
-
-
(237)
-
(1,786)
(561)
-
(1,578)
5,817
48,799
1,697
2,549
31,072
Total $’000 Opening Balance as at 1 July 2022 Additions Transfers from Assets under Construction Write off of Assets under Construction Disposals
82
85,020 9,597 (156) (602)
Depreciation and Amortisation
(3,925)
Closing Balance as at 30 June 2023
89,934
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 3 - CORE ASSETS (continued) 3.1 Total property, plant and equipment (continued) 3.1.4 Reconciliation of movements in carrying amount of property, plant and equipment Plant, Assets under Open space Land at fair Buildings at equipment construction assets at fair value fair value and vehicles at cost value at fair value
Opening Balance as at 1 July 2021
$’000
$’000
$’000
$’000
$’000
3,941
45,292
1,195
1,515
32,706
Additions
-
3,102
564
1,782
-
Transfers from Assets under Construction
-
142
130
(1,282)
1,010
Write off of Assets under Construction
-
-
-
(1,246)
-
Disposals
-
(41)
-
-
(323)
Depreciation
-
(1,496)
(448)
-
(1,523)
3,941
46,999
1,441
769
31,870
Closing Balance as at 30 June 2022
Total $’000
Opening Balance as at 1 July 2021 Additions Transfers from Assets under Construction Write off of Assets under Construction Disposals Depreciation Closing Balance as at 30 June 2022
84,649 5,448 (1,246) (364) (3,467) 85,020
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SECTION 3 - CORE ASSETS (continued) 3.2 Fair value This section sets out information on how the Authority determined fair value for financial reporting purposes. Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date The following assets and liabilities are carried at fair value: • land, buildings, infrastructure, plant and equipment; In addition, the fair values of other assets and liabilities that are carried at amortised cost, also need to be determined for disclosure purposes. The Authority determines the policies and procedures for determining fair values for both financial and non-financial assets and liabilities as required. In determining fair values, a number of inputs are used. To increase consistency and comparability in the financial statements, these inputs are categorised into three levels, also known as the fair value hierarchy. The levels are as follows: • Level 1 – quoted (unadjusted) market prices in active markets for identical assets or liabilities; • Level 2 – valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable; and • Level 3 – valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable.
The Authority determines whether transfers have occurred between levels in the hierarchy by reassessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period. The Authority performs annual impairment testing of its assets. There were no impairment losses recognised in FY2023.
3.2.1 Fair value measurement hierarchy for assets Carrying Amount $’000
Level 1
Level 2
Level 3
Land at fair value
5,817
-
-
5,817
Buildings at fair value
48,799
-
-
48,799
Plant, equipment and vehicles at fair value
1,697
-
-
1,697
Assets under construction at cost
2,549
-
-
2,549
Open space assets at fair value
31,072
-
-
31,072
89,934
-
-
89,934
Total as at 30 June 2023
Carrying Amount $’000
Fair value measurement at the end of reporting period $’000 $’000 $’000 Level 1
Level 2
Level 3
Land at fair value
3,941
-
-
3,941
Buildings at fair value
46,999
-
-
46,999
Plant, equipment and vehicles at fair value
1,441
1,441
-
-
Assets under construction at cost
769
-
-
769
Open space assets at fair value
31,870
-
-
31,870
85,020
-
-
85,020
Total as at 30 June 2022 There have been no transfers between levels during the period.
84
Fair value measurement at the end of reporting period $’000 $’000 $’000
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 3 - CORE ASSETS (continued) 3.2 Fair value (continued) 3.2.2 Reconciliation of Level 3 fair value movements Financial assets at fair value through other comprehensive income 2023
Opening Balance Total gains or losses recognised in net result
2022
$’000
$’000
85,020
84,649
(603)
(1,609)
Purchases
5,517
1,980
Closing Balance
89,934
85,020
All non-financial physical assets are measured initially at cost and subsequently revalued at fair value less accumulated depreciation and impairment. Where an asset is acquired for no or nominal cost, the cost is its fair value at the date of acquisition. Non-financial physical assets such as land are measured at fair value with regard to the property’s highest and best use after due consideration is made for any legal or constructive restrictions imposed on the asset, public announcements or commitments made in relation to the intended use of the asset. Theoretical opportunities that may be available in relation to the asset are not taken into account until it is virtually certain that the restrictions will no longer apply. Therefore, unless otherwise disclosed, the current use of these non-financial physical assets will be their highest and best uses. The fair value of infrastructure, plant, equipment and vehicles, is normally determined by reference to the asset’s current replacement cost. This cost generally represents the replacement cost of the building/component after applying depreciation rates on a useful life basis. For plant, equipment and vehicles, existing depreciated historical cost is generally a reasonable proxy for current replacement cost because of the short lives of the assets concerned.
3.2.3 Revaluations of non-financial physical assets Non-financial physical assets are measured at fair value on a cyclical basis, in accordance with the Financial Reporting Directions (FRDs) issued by the Assistant Treasurer. A full revaluation normally occurs every five years based upon the asset’s classification but may occur more frequently if fair value assessments indicate material changes in values. Independent valuers are generally used to conduct these scheduled revaluations and are engaged through the Valuer General Victoria. Certain infrastructure assets are revalued using specialised advisors. Any interim revaluations are determined in accordance with the requirements of the FRDs.
Revaluation increases or decreases arise from differences between an asset’s carrying value and fair value. Net revaluation increases (where the carrying amount of a class of asset is increased as a result of a revaluation) are recognised in ‘Other economic flows – other comprehensive income’, and accumulated in equity under the asset revaluation surplus. However, the net revaluation increase is recognised in the net result to the extent that it reverses a revaluation decrease in respect of the same asset previously recognised as an expense (other economic flows) in the net result. Net revaluation decrease is recognised in ‘Other economic flows – other comprehensive income’ to the extent that a credit balance exists in the asset revaluation surplus in respect of the same asset. Otherwise, net revaluation decreases are recognised immediately as other economic flows in the net result. The net revaluation decrease recognised in ‘Other economic flows – other comprehensive income’ reduces the amount accumulated in equity under the asset revaluation surplus.
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SECTION 3 - CORE ASSETS (continued) 3.2 Fair value (continued) 3.2.3 Revaluations of non-financial physical assets (continued) Revaluation increases and decreases relating to individual assets in a class of property, plant and equipment, are offset against one another in that class but are not offset in respect of assets in different classes. The asset revaluation surplus is not transferred to accumulated funds on derecognition of the relevant asset. It was determined that the valuation of the non-financial assets approximated fair value at 30 June 2023. Independent valuations were obtained by the predecessor bodies, GORCC and OCC before the Authority was established on 1 December 2020. These valuations were fair value assessments under AASB13.
3.2.3.1 Land and Buildings Non-specialised land is valued using the market approach. Under this valuation method, the assets are compared to recent comparable sales or sales of comparable assets which are considered to have nominal or no added improvement value. The market approach is also used for specialised land, although adjusted for the community service obligation (CSO) to reflect the specialised nature of the land being valued. The CSO adjustment is a reflection of the valuer’s assessment of the impact of restrictions associated with an asset to the extent that is also equally applicable to market participants. This approach is in light of the highest and best use consideration required for fair value measurement and takes into account the use of the asset that is physically possible, legally permissible and financially feasible. As adjustments of CSO are considered as significant unobservable inputs, specialised land would be classified as Level 3 assets.
The value of specialised buildings was determined by the Valuer-General Victoria after deducting allowances for any physical deterioration and functional and economic obsolescence already occurred or expired (depreciated replacement cost). As depreciation adjustments are considered as significant unobservable inputs, specialised buildings are classified as Level 3 fair value measurements.
3.2.3.2 Vehicles Vehicles are valued using their original cost less depreciation (which approximately equals the Current Replacement cost method). The Authority acquires new vehicles and at times disposes of them before the end of their economic life. The process of acquisition, use and disposal in the market is managed by experienced fleet managers in the Department of Treasury and Finance who set relevant depreciation rates during use to reflect the utilisation of the vehicles. As depreciation adjustments are considered as significant unobservable inputs, these assets are classified as Level 3 fair value measurements.
3.2.3.3 Plant and equipment Plant and equipment are held at fair value. When plant and equipment is specialised in use such that it is rarely sold other than as part of a going concern, fair value is determined using the original cost less depreciation (which approximately equals the Current Replacement cost method). For all assets measured at fair value, the current use is considered the highest and best use. As depreciation adjustments are considered as significant unobservable inputs, these assets are classified as Level 3 fair value measurements.
86
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 3 - CORE ASSETS (continued) 3.2 Fair value (continued) 3.2.3 Revaluations of non-financial physical assets (continued) 3.2.3.4 Open space assets Open Space Assets are those assets other than buildings, plant, equipment and vehicles. They include various public open space assets such as pathways, carparks, roads, bridges, boardwalks, lookouts, retaining walls, boat ramps, and playgrounds. Open space assets are valued using the Current Replacement cost method. This cost represents the replacement cost of the component after applying depreciation rates on a useful life basis. Replacement costs relate to costs to replace the current service capacity of the asset. Where it has not been possible to examine hidden works such as structural frames and floors, the use of reasonable materials and methods of construction have been assumed bearing in mind the age and nature of the building. The estimated cost of reconstruction including structure services and finishes as applicable. As depreciation adjustments are considered as significant unobservable inputs, these assets are classified as Level 3 fair value measurements.
3.2.4 Description of significant unobservable inputs to Level 3 valuations Valuation Technique & Significant unobservable inputs
Land at fair value
Buildings at fair value (excluding right to use assets)
Sensitivity of fair value measurement to changes in significant unobservable inputs
Market approach
(1) Community service obligation (CSO) adjustment.
Current replacement cost
(1) Cost per building; (2) Condition of asset; and (3) Relationship between current condition and remaining service potential.
Current replacement cost
Plant, equipment and vehicles at fair value
Open space assets at fair value
Useful life of plant and equipment
Current replacement cost
(1) Cost per unit; and (2) Useful life.
(1) Cost per building; (2) Condition of asset; and (3) Relationship between current condition and remaining service potential.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
87
SECTION 4 - WORKING CAPITAL Introduction This section sets out those working capital assets and liabilities that arose from the Authority's controlled operations.
Structure 4.1 Receivables 4.2 Other non-financial assets 4.3 Payables
4.1 Receivables 2023
2022
$’000
$’000
Trade receivables
416
742
Other receivables
161
88
Contractual
Statutory GST receivable
42
-
Total receivables
619
830
619
830
Represented by: Current receivables
All amounts are short-term. The net carrying value of trade receivables is considered a reasonable approximation of fair value. An assessment of receivables is performed on an individual basis and expected losses from all possible default events over the expected life of the receivable is recognised in the form of impairment losses of receivables when there is an objective evidence that the Authority will not be able to collect all amount due according to the original terms of the receivables.
4.1.1 Contractual receivables Contractual receivables are classified as financial instruments and categorised as ‘financial assets at amortised costs’. They are initially recognised at fair value plus any directly attributable transaction costs. The Authority holds the contractual receivables with the objective to collect the contractual cash flows and therefore subsequently measured at amortised cost using the effective interest method, less any impairment. The average credit period on sales of goods or provision of services is 30 days.
4.2 Other non-financial assets 2023
2022
$’000
$’000
Prepayments
377
356
Deposits
11
-
388
356
388
356
Total non-financial assets Represented by: Current other assets
88
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 4 - WORKING CAPITAL (continued) 4.2 Other non-financial assets (continued) Other non-financial assets include prepayments, which represent payments in advance of receipt of goods or services or the payments made for services covering a term extending beyond that financial accounting period.
4.3 Payables 2023
2022
$’000
$’000
Accounts payable
1,060
958
Deposits and bonds
12
18
Other payables
997
347
Contractual
Statutory GST Payable Other taxes payable Total payables
-
25
88
80
2,157
1,428
2,157
1,428
Represented by: Current payables
Payables for supplies and services have an average credit period of 30 days. No interest is charged on the contractual payables. The terms and conditions of amounts payable vary according to the particular agreements.
4.3.1 Contractual payables Contractual payables, classified as financial instruments and measured at amortised cost. Accounts payable represent liabilities for goods and services provided to the Authority prior to the end of the financial year that are unpaid.
4.3.2 Statutory payables Statutory payables, that are recognised and measured similarly to contractual payables, but are not classified as financial instruments and not included in the category of financial liabilities at amortised cost, because they do not arise from contracts.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
89
SECTION 5 - OTHER ASSETS AND LIABILITIES Introduction This section sets out those other assets and liabilities that arose from the Authority's controlled operations.
Structure 5.1 Cash and cash equivalents 5.2 Contract liabilities 5.3 Leases
5.1 Cash and cash equivalents
Cash and deposits Total cash and cash equivalents
2023
2022
$’000
$’000
17,174
25,552
17,174
25,552
Cash and deposits, including cash equivalents, comprise cash on hand and cash at bank, deposits at call and those highly liquid investments with an original maturity of three months or less, which are held for the purpose of meeting short-term cash commitments rather than for investment purposes, and which are readily convertible to known amounts of cash and are subject to an insignificant risk of changes in value.
5.1.1 Reconciliation of net result for the period to cash flow from operating activities
Net result for the period
2023
2022
$’000
$’000
(1,475)
(6,318)
3,925
3,467
603
1,609
(1,944)
-
(17)
Non-cash movements: Depreciation and amortisation (Gain)/loss on sale or disposal of non-current assets Other non cash items Change in operating assets and liabilities:
90
Decrease / (increase) in receivables
211
Decrease / (increase) in other assets
(32)
(59)
Increase / (decrease) in payables
729
(1,343)
Increase / (decrease) in employee benefit provisions
59
467
Increase / (decrease) in deposits in advance
(3,626)
13,945
Net cash inflow from operating activities
(1,550)
11,751
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 5 - OTHER ASSETS AND LIABILITIES (continued) 5.2 Contract liabilities 2023
2022
Notes
$’000
$’000
Deferred capital grant revenue
5.2.1
17,449
20,209
Deferred operating grant revenue
5.2.2
908
1,798
Accommodation services
5.2.3
2,615
2,591
20,972
24,598
2023
2022
$’000
$’000
Total Contract Liabilities
5.2.1 Deferred capital grant revenue
Opening balance
20,209
8,394
Grant consideration for capital works received during the year
4,549
13,126
Grants repaid during the year
(43)
-
(7,266)
(1,212)
-
(99)
17,449
20,209
Grant revenue for capital works recognised consistent with the capital works undertaken during the year Transfer to operation grant Closing balance of deferred grant consideration received for capital works
Capital grant consideration was received from the following: - Department of Jobs, Skills, Industry and Regions for various capital projects; and - Department of Energy, Environment and Climate Action for various projects. Capital grant revenue is recognised progressively as the asset is constructed, since this is the time when the Authority satisfies its obligations under the transfer by controlling the asset as and when it is constructed. The progressive percentage costs incurred is used to recognise income because this most closely reflects the progress to completion as costs are incurred as the works are done. As a result, the authority has deferred recognition of a portion of the grant consideration received as a liability for the outstanding obligations.
5.2.2 Deferred operating grant revenue 2023
2022
$’000
$’000
1,798
-
Grant consideration received during the year
417
1,751
Grants repaid during the year
(938)
-
Grant revenue recognised consistent with performance obligations
(369)
(52)
-
99
908
1,798
Opening balance
Transfer from capital grant Closing balance of deferred grant consideration received for operating grants
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
91
SECTION 5 - OTHER ASSETS AND LIABILITIES (continued) 5.2 Contract liabilities (continued) 5.2.3 Accommodation services
Opening balance
2023
2022
$’000
$’000
2,591
2,259
Add: Payments received for performance obligations yet to be completed during the period
2,615
2,591
Less: Revenue recognised in the reporting period for the completion of a performance obligation
(2,591)
(2,259)
Total other contract liabilities
2,615
2,591
2,615
2,591
Represented by: Current contract liabilities
Contract liabilities include consideration received in advance for reservation deposits for future bookings. Invoices are raised once the goods and services are delivered or provided to them.
92
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 5 - OTHER ASSETS AND LIABILITIES (continued) 5.3 Leases Information about leases for which the Authority is a lessee is presented below.
5.3.1 The Authority as a lessee For any new contracts entered into, the Authority considers whether a contract is, or contains a lease. A lease is defined as ‘a contract, or part of a contract, that conveys the right to use an asset (the underlying asset) for a period of time in exchange for consideration’. To apply this definition the Authority assesses whether the contract meets three key evaluations:
• Whether the contract contains an identified asset, which is either explicitly identified in the contract or implicitly specified by being identified at the time the asset is made available to the Authority and for which the supplier does not have substantive substitution rights; • Whether the Authority has the right to obtain substantially all of the economic benefits from use of the identified asset throughout the period of use, considering its rights within the defined scope of the contract and the Authority has the right to direct the use of the identified asset throughout the period of use; and • Whether the Authority has the right to take decisions in respect of ‘how and for what purpose’ the asset is used throughout the period of use.
Short-term leases and leases of low-value assets The Authority has elected to account for short-term leases and leases of low-value assets using the practical expedients. Instead of recognising a right-of-use asset and lease liability, the payments in relation to these are recognised as an expense in profit or loss on a straight-line basis over the lease term.
5.3.2 Amounts recognised in the Balance Sheet The following amounts are recognised in the Balance Sheet relating to leases:
Current Non-current Total amounts recognised in the Balance Sheet
2023
2022
$’000
$’000
333
228
3,282
2,717
3,615
2,945
Right-of-use assets are presented in note 3.1.1.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
93
SECTION 5 - OTHER ASSETS AND LIABILITIES (continued) 5.3 Leases (continued) 5.3.3 Amounts recognised in the Comprehensive Operating Statement The following amounts are recognised in the Comprehensive Operating Statement relating to leases:
2023
2022
$’000
$’000
Interest expense on lease liabilities
172
99
Expenses relating to short term leases
201
44
373
143
Total amounts recognised in the Comprehensive Operating Statement
5.3.4 Amounts recognised in the Statement of Cashflows The following amounts are recognised in the Statement of Cashflows relating to leases:
2023
2022
$’000
$’000
Interest expense on lease liabilities
172
99
Expenses relating to short term leases
201
44
373
143
Total amounts recognised in the Statement of Cashflows
94
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 6 - CAPITAL AND RISK MANAGEMENT Introduction The Authority is exposed to risk from its activities and outside factors. In addition, it is often necessary to make judgements and estimates associated with recognition and measurement of items in the financial statements. This section sets out financial instrument specific information.
Structure 6.1 Dividend 6.2 Equity 6.3 Financial Instruments 6.4 Environmental Risk
6.1 Dividend The Authority is a not for profit Victoria Statutory Authority and does not declare dividends.
6.2 Equity 6.2.1 Contributed capital Consistent with the requirements of AASB 1004 Contributions , contributions by owners (that is, contributed capital and its repayment) are treated as equity transactions and, therefore, do not form part of the income and expenses of the Authority. Additions to net assets which have been designated as contributions by owners are recognised as contributed capital. Other transfers that are in the nature of contributions or distributions have also been designated as contributions by owners. Transfers of net assets arising from administrative restructurings are treated as distributions to or contributions by owners.
Balance at the beginning of the year Contribution of land at fair value
2023
2022
$’000
$’000
3,941
3,941
-
-
3,941
3,941
2023
2022
$’000
$’000
Balance at the beginning of the year
77,578
83,896
Net result for the year
(1,475)
(6,318)
Balance at the end of the year
76,103
77,578
Balance at the end of the year
6.2.2 Accumulated surplus/(deficit)
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
95
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments Due to the nature of the Authority’s activities, certain financial assets and financial liabilities arise under a statute rather than a contract. Such assets and liabilities do not meet the definition of financial instruments in AASB 132 Financial Instruments: Presentation.
6.3.1 Categories of financial assets and financial liabilities Financial assets at amortised cost Financial assets are measured at amortised costs if both of the following criteria are met and the assets are not designated as fair value through net result: - the assets are held by the Authority to collect the contractual cash flows; and - the assets’ contractual terms give rise to cash flows that are solely payments of principal and interests. These assets are initially recognised at fair value plus any directly attributable transaction costs and subsequently measured at amortised cost using the effective interest method less any impairment. The Authority recognises the following assets in this category: - cash and cash deposits; and - receivables (excluding statutory receivables). Upon disposal of these debt instruments, any related balance in the fair value reserve is reclassified to profit or loss. However, upon disposal of these equity instruments, any related balance in fair value reserve is reclassified to retained earnings.
Financial liabilities at amortised cost are initially recognised on the date they are originated. They are initially measured at fair value plus any directly attributable transaction costs. Subsequent to initial recognition, these financial instruments are measured at amortised cost with any difference between the initial recognised amount and the redemption value being recognised in profit and loss over the period of the interest-bearing liability, using the effective interest rate method. The Authority recognises the following liabilities in this category: - payables (excluding statutory payables). Some master netting arrangements do not result in an offset of balance sheet assets and liabilities. Where the Authority does not have a legally enforceable right to offset recognised amounts, because the right to offset is enforceable only on the occurrence of future events such as default, insolvency or bankruptcy, they are reported on a gross basis. Derecognition of financial assets: A financial asset (or, where applicable, a part of a financial asset or part of a group of similar financial assets) is derecognised when: - the rights to receive cash flows from the asset have expired; or - the Authority retains the right to receive cash flows from the asset, but has assumed an obligation to pay them in full without material delay to a third party under a ‘pass through’ arrangement; or - the Authority has transferred its rights to receive cash flows from the asset and either: a) has transferred substantially all the risks and rewards of the asset; or b) has neither transferred nor retained substantially all the risks and rewards of the asset but has transferred control of the asset. Where the Authority has neither transferred nor retained substantially all the risks and rewards or transferred control, the asset is recognised to the extent of the Authority’s continuing involvement in the asset.
96
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments (continued) 6.3.1 Categories of financial assets and financial liabilities (continued) Derecognition of financial liabilities: A financial liability is derecognised when the obligation under the liability is discharged, cancelled or expired. When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original liability and the recognition of a new liability. The difference in the respective carrying amounts is recognised as an ‘other economic flow’ in the comprehensive operating statement. Reclassification of financial instruments: Subsequent to initial recognition, reclassification of financial liabilities is not permitted. Financial assets are required to be reclassified between fair value through net result, fair value through other comprehensive income and amortised cost when and only when the Authority’s business model for managing its financial assets has changed such that its previous model would no longer apply. If under rare circumstances an asset is reclassified, the reclassification is applied prospectively from the reclassification date and previously recognised gains, losses or interest should not be restated. If the asset is reclassified to fair value, the fair value should be determined at the reclassification date and any gain or loss arising from a difference between the previous carrying amount and fair value is recognised in net result. Categorisation of financial instruments and net holding gain/(loss) on financial instruments by category
Notes
Financial assets at amortised cost $’000
Financial liabilities at amortised cost $’000
$’000
Financial assets Cash and cash deposits
5.1
17,174
-
17,174
Receivables (a)
4.1
Total financial assets
2023
577
-
577
17,751
-
17,751
Financial liabilities Payables (a)
4.3
-
2,069
2,069
Lease liabilities
5.3
-
3,615
3,615
-
5,684
5,684
Total financial liabilities Net holding gain/(loss) on financial instruments by category Total interest income/(expense)
-
172
172
Total
-
172
172
(a) The total amounts disclosed exclude statutory amounts (e.g. amounts owing from Victorian Government and GST input tax credit recoverable and taxes payable).
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SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments (continued) 6.3.1 Categories of financial assets and financial liabilities (continued) Categorisation of financial instruments and net holding gain/(loss) on financial instruments by category Financial liabilities at amortised cost $’000
$’000
Notes
Financial assets at amortised cost $’000
Financial assets Cash and cash deposits
5.1
25,552
-
25,552
Receivables (a)
4.1
830
-
830
26,382
-
26,382
1,323
Total financial assets
2022
Financial liabilities Payables (a)
4.3
-
1,323
Lease liabilities
5.3
-
2,945
2,945
Total financial liabilities
-
4,268
4,268
Net holding gain/(loss) on financial instruments by category Total interest income/(expense)
-
100
100
Total
-
100
100
(a) The total amounts disclosed exclude statutory amounts (e.g. amounts owing from Victorian Government and GST input tax credit recoverable and taxes payable).
The net holding gains or losses disclosed above are determined as follows: For cash and cash equivalents, loans or receivables and available for sale financial assets, the net gain or loss is calculated by taking the movement in the fair value of the asset, the interest income, plus or minus foreign exchange gains or losses arising from revaluation of the financial assets, and minus any impairment recognised in the net result.
6.3.2 Financial risk management objectives The Authority's activities do not expose it to any material financial risks such as changes in interest rates. The Authority does not enter into derivative financial instruments to manage its exposure to interest rate risk. Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, in respect of each class of financial asset and financial liability and equity instrument are disclosed in relevant notes of the financial statements. The Authority does not enter into or trade financial instruments, including derivative financial instruments for speculative purposes as per the Victorian Governments Borrowing and Investment Powers Act 1987 and subsequent amendments. The approach for managing these risks is discussed in more detail below.
98
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments (continued) 6.3.3 Credit risk Credit risk arises from the financial assets of the Authority, which comprise of cash and cash equivalents, trade and other receivables. The Authority's exposure to credit risk arises from the potential default of counter party on their contractual obligations resulting in financial loss to the Authority. Credit risk is measured at fair value and is monitored on a regular basis. Credit risk associated with the Authority’s financial assets is minimal because the main debtors are Lessees. For debtors other than Lessees, it is the Authority’s policy to only deal with entities with high credit ratings and/or to obtain a contractual agreement where appropriate, such as Twelve Month Permit holder agreements. The Authority does not engage in hedging for its financial assets. The Authority’s policy is to only deal with banks with high credit ratings. Allowance for impairment losses of contractual receivables is recognised when there is objective evidence that the Authority will not be able to collect a receivable. The Authority applies AASB 9 simplified approach for all contractual receivables to measure expected credit losses using a lifetime expected loss allowance based on the assumptions about risk of default and expected loss rates. The Authority has grouped contractual receivables on shared credit risk characteristics and days past due and select the expected credit loss rate based on the Authority past history, existing market conditions, as well as forward looking estimates at the end of the financial year. At 30 June 2023 the allowance for impairment losses was assessed to be nil.
The Authority's maximum exposure to credit risk is limited to the carrying amount of financial assets recognised at the reporting date, as summarised below: Financial assets that are neither past due nor impaired Financial institutions (AAA credit rating)
Other
2023
Notes
$’000
$’000
$’000
Cash and deposits
5.1
-
17,174
17,174
Receivables
4.1
-
577
577
-
17,751
17,751
Financial institutions (AAA credit rating)
Other
2022
Notes
$’000
$’000
$’000
Cash and deposits
5.1
-
25,552
25,552
Receivables
4.1
-
830
830
-
26,382
26,382
Credit quality of financial assets (a) Financial assets:
Total financial assets
Credit quality of financial assets (a) Financial assets:
Total financial assets
(a) The total amounts disclosed exclude statutory amounts (e.g. amounts owing from Victorian Government and GST input tax credit recoverable and taxes payable).
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
99
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments (continued) 6.3.3 Credit risk (continued) Impairment of financial assets under AASB 9 The Authority records the allowance for expected credit loss for the relevant financial instruments applying AASB 9’s Expected Credit Loss approach. Subject to AASB 9 impairment assessment include the Authority’s contractual receivables and statutory receivables. Equity instruments are not subject to impairment under AASB 9. Other financial assets mandatorily measured or designated at fair value through net result are not subject to impairment assessment under AASB 9. While cash and cash equivalents are also subject to the impairment requirements of AASB 9, the identified impairment loss was immaterial.
Contractual receivables at amortised cost The Authority applies AASB 9 simplified approach for all contractual receivables to measure expected credit losses using a lifetime expected loss allowance based on the assumptions about risk of default and expected loss rates. The Authority has grouped contractual receivables on shared credit risk characteristics and days past due and select the expected credit loss rate based on the Authority’s past history, existing market conditions, as well as forward looking estimates at the end of the financial year. The expected credit loss has been assessed as 0%. No loss allowance was recognised at 30 June 2023 under AASB 9 (0% at 2022). Credit loss allowance is classified as other economic flows in the net result. Contractual receivables are written off when there is no reasonable expectation of recovery and impairment losses are classified as a transaction expense. Subsequent recoveries of amounts previously written off are credited against the same line item. Statutory receivables at amortised cost The Authority’s non-contractual receivables arising from statutory requirements are not financial instruments. However, they are nevertheless recognised and measured in accordance with AASB 9 requirements as if those receivables are financial instruments. The statutory receivables are considered to have low credit risk, taking into account the counterparty’s credit rating, risk of default and capacity to meet contractual cash flow obligations in the near term. As the result, the loss allowance recognised for these financial assets during the period was limited to 12 months of expected losses. No loss allowance has been recognised.
6.3.4 Liquidity risk Liquidity risk arises when the Authority is unable to meet its financial obligations as they fall due. The Authority operates under the policy of settling financial obligations within 30 days and in the event of a dispute, making payments within 30 days from the date of resolution. It also continuously manages risks through monitoring future cash flows and maturities planning to ensure adequate holding of high quality liquid assets and dealing in highly liquid markets. The Authority’s maximum exposure to liquidity risk is the carrying amount of financial liabilities as disclosed on the face of the balance sheet. The Authority manages its liquidity risk to ensure that adequate cash funds are available at all times to meet its commitments as they arise. This objective is met through: - maintaining an adequate level of uncommitted funds that can be drawn at short notice to meet its short-term obligations; - careful maturity planning of its financial obligations based on forecasts of future cash flows; and - sound cash management practices. The Authority’s exposure to liquidity risk is deemed insignificant based on forward cashflow projections. Cash for unexpected events is generally sourced from its cash and prudential reserve.
100
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments (continued) 6.3.5 Market risk The Authority’s exposures to market risk is primarily through interest rate risk. Interest rate risk is deemed as an insignificant market risk. There are no financial assets that have had their terms renegotiated so as to prevent them from being past due or impaired, and they are stated at the carrying amounts as indicated. The following table discloses the ageing only of financial assets that are past due but not impaired.
6.3.6 Interest rate risk analysis The exposure to interest rate risks and the effective weighted average interest rates for financial assets and financial liabilities at the reporting date are as follows:
Floating interest
Non-interest bearing
2023
$’000
$’000
17,174
-
17,174
-
577
577
Total financial assets
17,174
577
17,751
Weighted average interest rate
0.2%
2,069
2,069
$’000 Financial assets: Cash and deposits Receivables (a)
Financial liabilities Payables (a)
3,615
-
3,615
3,615
2,069
5,684
13,559
(1,492)
12,067
Non-interest bearing
2022
$’000
$’000
25,552
-
25,552
-
830
830
Total financial assets
25,552
830
26,382
Weighted average interest rate
0.1%
Lease liabilities Total financial liabilities Net financial assets/(liabilities)
Floating interest $’000 Financial assets: Cash and deposits Receivables (a)
Financial liabilities -
1,323
1,323
2,945
-
2,945
Total financial liabilities
2,945
1,323
4,268
Net financial assets/(liabilities)
22,607
(493)
22,114
Payables (a) Lease liabilities
(a) The total amounts disclosed exclude statutory amounts (e.g. amounts owing from Victorian Government and GST input tax credit recoverable and taxes payable).
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
101
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments (continued) 6.3.7 Foreign exchange risk The Authority is not exposed to any foreign exchange risk.
6.3.8 Net fair value of financial assets and liabilities The net fair value of the Authority’s cash and deposits and non interest bearing financial assets and liabilities is equal to their carrying value. Carrying amount 2023
Fair value 2023
Notes
$’000
$’000
Cash and deposits
5.1
17,174
17,174
Receivables
4.1
619
619
17,793
17,793
Financial assets:
Total financial assets Financial liabilities Payables
4.3
2,157
2,157
Lease liabilities
5.3
3,615
3,615
5,772
5,772
Total financial liabilities
Carrying amount 2022
Fair value 2022
Notes
$’000
$’000
Cash and deposits
5.1
25,552
25,552
Receivables
4.1
830
830
26,382
26,382
Financial assets:
Total financial assets Financial liabilities Payables
4.3
1,428
1,428
Lease liabilities
5.3
2,945
2,945
4,373
4,373
Total financial liabilities
102
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments (continued) 6.3.8 Net fair value of financial assets and liabilities (continued) Fair value measurement on the balance sheet Certain financial instruments that are measured subsequent to initial recognition at fair value are grouped into levels 1, 2 or 3 based on the degree to which fair value is observable. - Level 1 fair value measurements are those derived from quoted priced (unadjusted) in active markets for identical assets or liabilities. - Level 2 fair value measurements are those derived from inputs other than quoted prices included with level 1 that are observable for the asset or liability either directly (ie as prices) or indirectly (ie derived from prices). - Level 3 fair value measurements are those derived from valuation techniques that include inputs for the asset or liability that are not based on observable market data (unobservable inputs). At 30 June 2023, no financial assets or liabilities held by the Authority required fair value measurement subsequent to initial recognition.
6.3.9 Ageing analysis of contractual financial assets
Notes
Carrying amount
Not passed due and not impaired
Less than 3 mths
$’000
$’000
$’000
3 mths – 1 yr $’000
2023 Receivables
4.1
Total
Notes
577
199
179
199
577
199
179
199
Carrying amount
Not passed due and not impaired
Less than 3 mths
$’000
$’000
$’000
3 mths – 1 yr $’000
2022 Receivables Total
4.1
830
447
17
366
830
447
17
366
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
103
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.3 Financial Instruments (continued) 6.3.10 Nature and extent of risk arising from investments and other financial assets There are no material financial assets which are individually determined to be impaired. Currently the Authority does not hold any collateral as security nor credit enhancements relating to any of its financial assets. There are no financial assets that have had their terms renegotiated so as to prevent them from being past due or impaired, and they are stated at the carrying amounts as indicated.
6.3.11 Maturity analysis of contractual financial liabilities
Notes
Carrying amount $’000
Nominal amount $’000
Less than 1 month $’000
1 to 3 months $’000
2023 Financial liabilities Payables
4.3
Total financial liabilities
Notes
2,069
1,009
1,058
2
2,069
1,009
1,058
2
Carrying amount
Nominal amount
Less than 1 month
1 to 3 months
$’000
$’000
$’000
$’000
2022 Financial liabilities Payables Total financial liabilities
104
4.3
1,323
365
923
35
1,323
365
923
35
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 6 - CAPITAL AND RISK MANAGEMENT (continued) 6.4 Environmental Risk The Authority is committed to environmental sustainability in its operations. Sustainability and greenhouse gas emissions reduction form core parts of the Authority’s corporate strategy. The Authority supports the Victorian public sector in adopting new technology that lowers emissions and increases environmental sustainability.
6.4.1 Climate-related risk Climate change has the potential to directly and indirectly impact the services and programs that the Authority delivers. This requires ongoing effort to understand and respond to risks, develop opportunities, and build resilience to climate impacts. The Authority's Board leads its risk management framework and is the collective owner of the Authority's strategic risks. The Board monitors risk mitigation activities through periodic risk management reporting. The Authority's Risk and Audit Committee provides independent assurance to the Board that the Authority's risk and control environment is operating effectively and efficiently. The committee actively monitors the Authority's risk profile, including climaterelated risks, and assesses the risk management strategies adopted. The Authority is continuing to build on its understanding of climate-related risks and opportunities, and assess and monitor their relative potential impacts. The Authority is currently monitoring and managing several key strategic climate-related physical and transition risks and opportunities including: • impact of increased temperatures and extreme heat on Authority operations, including the health and safety of staff operating outdoors; • impact of bushfires and extreme weather events on exposed assets; • impact of elevated sea levels on exposed costal assets; • reducing greenhouse gas emissions resulting from the Authority’s operations in line with Victorian Government commitments; • aligning procurement to circular economy principles; • improving environmental performance monitoring, evaluation and reporting, and • supporting the continuing uptake of renewable energy and other low emissions technologies across Victoria.
Management has determined that the direct financial impact of climate change on assets does not have a significant or materially adverse impact on The Authority’s current financial position, results of operations, or cash flows.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
105
SECTION 7 - PEOPLE Introduction This section provides an account of the expenses incurred by the Authority in relation to its employees and key management personnel.
Structure 7.1 Employee benefits 7.2 Superannuation 7.3 Responsible persons 7.4 Remuneration of executives 7.5 Key management personnel
7.1 Employee benefits 7.1.1 Employee benefits in the comprehensive operating statement 2023
2022
$’000
$’000
Salaries, wages, annual leave and long service leave
15,274
10,527
Superannuation
1,495
954
Workcover premium
425
262
Fringe Benefits Tax
40
24
17,234
11,767
Total Employee benefits in the comprehensive operating statement
Employee expenses include all costs related to employment including wages and salaries, fringe benefits tax, leave entitlements, termination payments and WorkCover premiums. The amount recognised in the comprehensive operating statement in relation to superannuation is employer contributions for members of defined contribution superannuation plans that are paid or payable during the reporting period. Termination benefits are payable when employment is terminated before normal retirement date, or when an employee accepts an offer of benefits in exchange for the termination of employment. Termination benefits are recognised when the Authority is demonstrably committed to terminating the employment of current employees according to a detailed formal plan without possibility of withdrawal or providing termination benefits as a result of an offer made to encourage voluntary redundancy.
Provision is made for benefits accruing to employees in respect of wages and salaries, annual leave and long service leave (LSL) for services rendered to the reporting date and recorded as an expense during the period the services are delivered.
106
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SECTION 7 - PEOPLE (continued) 7.1 Employee benefits (continued) 7.1.2 Employee benefits in the balance sheet 2023
2022
$’000
$’000
Unconditional and expected to settle within 12 months
532
482
Unconditional and expected to settle after 12 months
123
140
Current provision Annual leave
Long service leave Unconditional and expected to settle within 12 months
21
22
Unconditional and expected to settle after 12 months
237
263
90
74
Provisions for on costs
‑ expected to settle within 12 months Unconditional and Unconditional and expected to settle after 12 months
58
59
1,061
1,040
Employee benefits
229
199
On-costs
37
29
Total current provisions for employee benefits Non-current provision
Total non current provisions for employee benefits ‑ Total provisions for employee benefits
266
228
1,327
1,268
7.1.3 Reconciliation of movement in on-cost provision
Movement Opening balance
2023
2022
$’000
$’000
162
69
Additional provisions recognised
216
238
Reductions arising from payments/other sacrifices of future economic benefits
(193)
(145)
185
162
Current on-cost provisions for employee benefits
148
133
Total non-current on-cost provisions for employee benefits
37
29
Closing balance Represented by:
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SECTION 7 - PEOPLE (continued) 7.1 Employee benefits (continued) 7.1.4 Wages and salaries, annual leave and sick leave Liabilities for wages and salaries (including non-monetary benefits, annual leave and on-costs) are recognised as part of the employee benefit provision as current liabilities, because the Authority does not have an unconditional right to defer settlements of these liabilities. The liability for salaries and wages are recognised in the balance sheet at remuneration rates which are current at the reporting date. As the Authority expects the liabilities to be wholly settled within 12 months of reporting date, they are measured at undiscounted amounts. The annual leave liability is classified as a current liability and measured at the undiscounted amount expected to be paid, as the Authority does not have an unconditional right to defer settlement of the liability for at least 12 months after the end of the reporting period. No provision has been made for sick leave as all sick leave is non-vesting and it is not considered probable that the average sick leave taken in the future will be greater than the benefits accrued in the future. As sick leave is non-vesting, an expense is recognised in the Statement of Comprehensive Income as it is taken. Employment on-costs such as payroll tax, workers compensation and superannuation are disclosed separately as a component of the provision for employee benefits when the employment to which they relate has occurred.
7.1.5 Long service leave Unconditional LSL is disclosed as a current liability; even where the Authority does not expect to settle the liability within 12 months because it will not have the unconditional right to defer the settlement of the entitlement should an employee take leave within 12 months. The components of this current LSL liability are measured at: • undiscounted value – if the Authority expects to wholly settle within 12 months; or • present value – if the Authority does not expect to wholly settle within 12 months. Conditional LSL is disclosed as a non-current liability. There is a conditional right to defer the settlement of the entitlement until the employee has completed the requisite years of service. This non-current LSL is measured at present value. Any gain or loss following revaluation of the present value of non-current LSL liability is recognised as a transaction, except to the extent that a gain or loss arises due to changes in bond interest rates for which it is then recognised as an ‘other economic flow’ in the net result.
108
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 7 - PEOPLE (continued) 7.2 Superannuation 7.2.1 Superannuation contributions
Paid Contribution for the year
Outstanding Contribution at year end
2023
2022
2023
2022
$’000
$’000
$’000
$’000
14
10
-
-
Defined contribution plans AMP Custom Super (Accumulation) AMP Flexible Super (Accumulation)
17
13
-
-
Various other funds (Accumulation)
337
265
4
5
Australian Ethical Super (Accumulation)
38
27
-
-
Australian Super (Accumulation)
297
153
-
3
CBUS Super (Accumulation)
86
69
-
-
Colonial Select Personal Super (Accumulation)
18
14
-
-
First State Super (Accumulation)
13
8
-
-
Hostplus Super (Accumulation)
455
325
-
7
-
31
-
-
66
56
-
1
Sun Super Super (Accumulation) Rest Super (Accumulation) SUN Super (Accumulation)
7
-
-
-
Unisuper Super (Accumulation)
22
20
-
-
VIC Super (Accumulation)
67
46
-
1
Vision Super (Accumulation)
157
23
-
2
1,594
1,060
4
20
Total
Employees of the Authority are entitled to receive superannuation benefits and the Authority contributes to defined contribution plans. The Authority makes no employer superannuation contributions to a defined superannuation benefit fund.
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
109
SECTION 7 - PEOPLE (continued) 7.3 Responsible persons In accordance with the Ministerial Directions issued by the Assistant Treasurer under the Financial Management Act 1994 (FMA), the following disclosures are made regarding responsible persons for the reporting period. The responsible Ministers during the 2022-23 reporting period were the Hon. Lily D'Ambrosio, Minister for Climate Action, Energy and Resources and State Electricity Commission and the Hon. Ingrid Stitt, Minister for Early Childhood and Pre-Prep and Environment. Remuneration paid to the respective Minister is excluded in the financials statements.
The persons who held the positions of minister, directors and accountable officers in the Authority during the year are as follows:
Responsible Ministers Hon. Lily D'Ambrosio
1 Jul 2022 to 30 Nov 2022
Hon. Ingrid Stitt
1 Dec 2022 to 30 Jun 2023
Directors Ms Libby Mears (Chair)
1 Jul 2022 to 30 Jun 2023
Mr Peter Dorling (Deputy Chair)
1 Jul 2022 to 30 Jun 2023
Ms Terry Bracks AM
1 Jul 2022 to 30 Jun 2023
Ms Sarah Eccles
1 Jul 2022 to 30 Jun 2023
Mr Douglas Humann AM
1 Jul 2022 to 30 Jun 2023
Associate Professor Dr Daniel Lerodiaconou
1 Jul 2022 to 30 Jun 2023
Ms Jodie Leonard
1 Jul 2022 to 30 Jun 2023
Ms Jenny McMahon
1 Jul 2022 to 30 Jun 2023
Mr Jason Mifsud
1 Jul 2022 to 30 Jun 2023
Mr David Pope
1 Jul 2022 to 30 Jun 2023
Ms Christine Wyatt
1 Jul 2022 to 30 Jun 2023
Accountable Officer Jodie Sizer
1 Jul 2022 to 30 Jun 2023
7.3.1 Responsible person's remuneration (i) 2023
2022
$’000
$’000
Short-term employee benefits Directors
248
242
Short-term employee benefits Accountable Officer
414
397
662
639
Total remuneration paid or payable (including bonuses and superannuation) during the period
(i) The responsible Ministers during the 2022-23 reporting period were the Hon. Lily D'Ambrosio, Minister for Climate Action, Energy and Resources and State Electricity Commission and the Hon. Ingrid Stitt, Minister for Early Childhood and Pre-Prep and Environment. Minister remuneration and allowances is set by the Parliamentary Salaries and Superannuation Act 1968. Amounts relating to ministers are not reported in the Authority's financial statements.
110
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 7 - PEOPLE (continued) 7.4 Remuneration of executives The number of executive officers, other than ministers, directors and accountable officers, and their total remuneration during the reporting period is shown in the table below. Remuneration comprises of employee benefits (as defined in AASB 119 Employee Benefits) in all forms of consideration paid, payable or provided by the entity, or on behalf of the entity, in exchange for services rendered. Accordingly, remuneration is determined on an accrual basis, and only short-term employee benefits have been paid during the reporting period. No other employee benefits were paid during the reporting period.
Short-term employee benefits Other long-term benefits
2023
2022
$’000
$’000
1,060
644
12
-
Termination benefits
96
-
Total base remuneration
1,168
644
Total remuneration paid or payable (including bonuses and superannuation) during the year
1,168
644
5
4
5
4
Total number of executives Total annualised employee equivalents (i) (i) Annualised employee equivalent is based on the time fraction worked over the reporting period.
7.5 Key management personnel Key management personnel are those persons having authority and responsibility for planning, directing and controlling the activities of the Authority. This includes the Minister, Directors, Accountable Officer and Executives in note 7.3 and 7.4. The remuneration detailed below excludes the benefits the Minister receives.
Short-term employee benefits
2023
2022
$’000
$’000
1,722
1,283
Other long-term benefits
12
-
Termination benefits
96
-
Total base remuneration
1,830
1,283
Total remuneration paid or payable (including bonuses and superannuation) during the year
1,830
1,283
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
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SECTION 8 - OTHER INFORMATION Introduction This section includes additional material disclosures required by accounting standards or otherwise, for the understanding of this financial report.
Structure 8.1 Subsequent events 8.2 Related parties 8.3 Remuneration of auditors 8.4 Contingent liabilities and contingent assets 8.5 Commitments 8.6 Australian Accounting Standards issued that are not yet effective
8.1 Subsequent events No other matters or circumstances have arisen since the end of the financial year that require disclosure.
8.2 Related parties The Authority is a wholly owned and controlled entity of the State of Victoria. The Authority is included in the Annual Financial Report for the State of Victoria and all controlled entities are considered to be related parties. During the year the Authority conducted the following transactions with Government-related entities; • Received $3.9m from DEECA for various capital/operating projects and subsidy for beach cleaning; • Received $76k from Corangamite Catchment Authority for various operating projects; • Received $55k from Department of Families, Fairness and Housing for various operating projects; • Received $97k from Department of Transport and Planning for Port management Services and repairs; • Paid $115k to the Victorian Managed Insurance Authority (VMIA) for insurance services; • Paid $313k to Barwon Water for water services; and • Received $12k from Department of Jobs, Skills, Industry and Regions for an operating project.
8.3 Remuneration of auditors 2023
2022
$’000
$’000
25
35
25
35
Victorian Auditor-General’s Office Audit of the financial statements Total remuneration of auditors (i) The Victorian Auditor-General’s Office is prohibited from providing non-audit services
112
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
SECTION 8 - OTHER INFORMATION (continued) 8.4 Contingent liabilities and contingent assets Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way of a note and, if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented inclusive of GST receivable or payable respectively.
8.4.1 Contingent assets There were no contingent assets identified at 30 June 2023. (30 June 2022 - nil).
8.4.2 Contingent liabilities There were no contingent liabilities identified at 30 June 2023. (30 June 2022 - nil).
8.5 Commitments Commitments identified at 30 June 2023 are as follows: Less than 1 year $’000
1–5 years
5+ years
Total
$’000
$’000
$’000
Operating commitments payable
945
3,779
1,976
6,700
Capital expenditure commitments payable
309
-
-
309
1,254
3,779
1,976
7,009
Total commitments (inclusive of GST)
(637)
Less GST recoverable Total commitments (exclusive of GST)
6,372
Commitments identified at 30 June 2022 are as follows: Less than 1 year $’000
1–5 years
5+ years
Total
$’000
$’000
$’000 7,800
Operating commitments payable
1,100
4,400
2,300
Capital expenditure commitments payable
3,100
-
-
3,100
4,200
4,400
2,300
10,900
Total commitments (inclusive of GST) Less GST recoverable Total commitments (exclusive of GST)
(991) 9,909
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
113
SECTION 8 - OTHER INFORMATION (continued) 8.6 Australian Accounting Standards issued that are not yet effective Certain new and revised accounting standards have been issued but are not effective for the 2022 23 reporting period. ‑ AASB 2022-10 Amendments to Australian Accounting Standards – Fair Value Measurement of Non-Financial Assets of Not-forProfit Public Sector Entities. AASB 2022-10 amends AASB 13 Fair Value Measurement by adding authoritative implementation guidance and illustrative examples for fair value measurements of non-financial assets of not-for-profit public sector entities not held primarily for their ability to generate net cash inflows. Amoung other things, the Standard: • specifies that an entity needs to consider whether an asset’s highest and best use differs from its current use only when it is held for sale or held for distributions to owners under AASB 5 Non-current Assets Held for Sale and Discontinued Operations or if it is highly probable that it will be used for an alternative purpose; • clarifies that an asset’s use is ‘financially feasible’ if market participants would be willing to invest in the asset’s service capacity, considering both the capacity to provide needed goods or services and the resulting costs of those goods and services; • specifies that if both market selling price and some market participant data required to fair value the asset are not observable, an entity needs to start with its own assumptions and adjust them to the extent that reasonably available information indicates that other market participants would use different data; and • provides guidance on the application of the cost approach to fair value, including the nature of costs to be included in a reference asset and identification of economic obsolescence. This Standard applies prospectively to annual periods beginning on or after 1 January 2024, with earlier application permitted.
AASB 17 Insurance Contracts , AASB 2022-8 Amendments to Australian Accounting Standards – Insurance Contracts: Consequential Amendments and AASB 2022-9 Amendments to Australian Accounting Standards – Insurance Contracts in the Public Sector AASB 17 replaces AASB 4 Insurance Contracts , AASB 1023 General Insurance Contracts and AASB 1038 Life Insurance Contracts for not-for-profit public sector entities for annual reporting periods beginning on or after 1 July 2026. AASB 2022-9 amends AASB 17 to make public sector-related modifications (for example, it specifies the pre-requisites, indicators and other considerations in identifying arrangements that fall within the scope of AASB 17 in a public sector context). This Standard applies for annual reporting periods beginning on or after 1 July 2026. AASB 2022-8 makes consequential amendments to other Australian Accounting Standards so that public sector entities are permitted to continue to apply AASB 4 and AASB 1023 to annual periods before 1 July 2026. This Standard applies for annual reporting periods beginning on or after 1 January 2023. AASB 2020-1 Amendments to Australian Accounting Standards – Classification of Liabilities as Current or Non-Current and AASB 2022-6 Amendments to Australian Accounting Standards – Non-current Liabilities with Covenants AASB 2020-1 amended AASB 101 Presentation of Financial Statements to clarify requirements for the presentation of liabilities in the statement of financial position as current or non-current and was applicable to annual reporting periods beginning on or after 1 January 2022. AASB 2020-6 subsequently amended AASB 2020-1, deferring the mandatory effective date of AASB 2020-1 from 1 January 2022 to 1 January 2023. AASB 2022-6 was applicable for annual reporting periods beginning on or after 1 January 2022. AASB 2022-6 amends and clarifies the requirements contained in AASB 2020-1. Among other things, it: • clarifies that only those covenants that an entity must comply with at or before the reporting date affect a liability’s classification as current or non-current; and • requires additional disclosures for non-current liabilities that are subject to an entity complying with covenants within twelve months after the reporting date. AASB 2022-6 applies to annual reporting periods beginning on or after 1 January 2023. The Authority is currently in the process of assessing the potential impact of these standards and amendments. A number of other standards and amendments have also been issued that apply to future reporting periods, however they are not expected to have any significant impact on the financial statements in the period of initial application.
114
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
DECLARATION For the period ended 30 June 2023 The attached financial statements for the Great Ocean Road Coast & Parks Authority have been prepared in accordance with Direction 5.2 of the Standing Directions of the Assistant Treasurer under the Financial Management Act 1994, applicable Financial Reporting Directions, Australian Accounting Standards including Interpretations, and other mandatory professional reporting requirements. We further state that, in our opinion, the information set out in the comprehensive operating statement, balance sheet, statement of changes in equity, cash flow statement and accompanying notes, presents fairly the financial transactions during the year ended 30 June 2023 and financial position of the Great Ocean Road Coast & Parks Authority at 30 June 2023. At the time of signing, we are not aware of any circumstance which would render any particulars included in the financial statements to be misleading or inaccurate. We authorise the attached financial statements for issue on 31 August 2023.
Ms Libby Mears Chair Dated: 31 August 2023
Ms Jodie Sizer Chief Executive Officer (Accountable Officer) Dated: 31 August 2023
Mr Steve Major Director - Corporate Services (CFO) Dated: 31 August 2023
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
115
Independent Auditor’s Report To the Board of the Great Ocean Road Coast and Parks Authority Opinion
I have audited the financial report of the Great Ocean Road Coast and Parks Authority (the authority) which comprises the: • • • • • •
statement of financial position as at 30 June 2023 comprehensive income statement for the year then ended statement of changes in equity for the year then ended statement of cash flow for the year then ended notes to the financial statements, including significant accounting policies declaration in the financial statements.
In my opinion, the financial report presents fairly, in all material respects, the financial position of the authority as at 30 June 2023 and its financial performance and cash flows for the year then ended in accordance with the financial reporting requirements of Part 7 of the Financial Management Act 1994 and applicable Australian Accounting Standards. Basis for Opinion
I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian Auditing Standards. I further describe my responsibilities under that Act and those standards in the Auditor’s Responsibilities for the Audit of the Financial Report section of my report. My independence is established by the Constitution Act 1975. My staff and I are independent of the authority in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the financial report in Victoria. My staff and I have also fulfilled our other ethical responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
Board’s responsibilities for the financial report
The Board of the authority is responsible for the preparation and fair presentation of the financial report in accordance with Australian Accounting Standards and the Financial Management Act 1994, and for such internal control as the Board determines is necessary to enable the preparation and fair presentation of a financial report that is free from material misstatement, whether due to fraud or error. In preparing the financial report, the Board is responsible for assessing the authority’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless it is inappropriate to do so.
116
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
Auditor’s responsibilities for the audit of the financial report
As required by the Audit Act 1994, my responsibility is to express an opinion on the financial report based on the audit. My objectives for the audit are to obtain reasonable assurance about whether the financial report as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this financial report. As part of an audit in accordance with the Australian Auditing Standards, I exercise professional judgement and maintain professional scepticism throughout the audit. I also: •
•
• •
•
identify and assess the risks of material misstatement of the financial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for my opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control. obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the authority’s internal control evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the Board conclude on the appropriateness of the Board’s use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the authority’s ability to continue as a going concern. If I conclude that a material uncertainty exists, I am required to draw attention in my auditor’s report to the related disclosures in the financial report or, if such disclosures are inadequate, to modify my opinion. My conclusions are based on the audit evidence obtained up to the date of my auditor’s report. However, future events or conditions may cause the authority to cease to continue as a going concern. evaluate the overall presentation, structure and content of the financial report, including the disclosures, and whether the financial report represents the underlying transactions and events in a manner that achieves fair presentation.
I communicate with the Board regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that I identify during my audit.
MELBOURNE 8 September 2023
Paul Martin as delegate for the Auditor-General of Victoria
2
Great Ocean Road Coast and Parks Authority | Annual Report 2022-23
117
Disclosure Index The Annual Report of the Board is prepared in accordance with all relevant Victorian legislation and pronouncements. This index has been prepared to facilitate identification of the Authority’s compliance with statutory disclosure requirements. Legislation
Requirement
Page
Standing Directions & Financial Reporting Directions Report of Operations Charter and Purpose MRO
Chair's Foreword
10
MRO
CEO’s Foreword
11
FRD 22H
Manner of establishment and responsible Minister
47
FRD 22H
Objectives, functions, powers and duties
2
FRD 22H
Achievements and key initiatives
12 to 43
FRD 22H
Nature and range of services provided
12 to 43
Management and Structure FRD 22H
Organisational Structure
47 and 51
Financial and other information FRD 8D
Performance against operational objectives
8
FRD 10A
Disclosure index
118
FRD 12B
Disclosure of major contracts
61
FRD 15E
Executive officer disclosures
57
FRD 22H
Employment and conduct principles
52
FRD 22H
Occupational health and safety policy
54
FRD 22H
Summary of the financial results
44
FRD 22H
Significant changes in financial position during the year
45
FRD 22H
Major changes or factors affecting performance
45
FRD 22H
Subsequent events
45
FRD 22H
Application and operation of Freedom of Information Act 1982
61
FRD 22H
Compliance with Building Act 1993
62
FRD 22H
Statement on Competitive Neutrality Policy
63
FRD 22H
Application and operation of the Public Interest Disclosures Act 2012
63
FRD 22H
Details of consultancies over $10,000
60
FRD 22H
Details of consultancies under $10,000
60
FRD 22H
Disclosure of government advertising expenditure
59
FRD 22H
Disclosure of ICT expenditure
61
FRD 22H
Statement of availability of other information
63
FRD24D
Reporting on office based environmental impacts
59
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Disclosure Index (continued)
Legislation
Requirement
Page
FRD22
Emergency Procurement
59
FRD 25D
Local Jobs First
58
FRD 29C
Workforce Data
56
FRD22
Workforce Inclusion Policy
57
Compliance attestation and declaration SD 5.1.4
Attestation for compliance with Ministerial Standing Direction
64
SD 5.2.3
Responsible Body Declaration
1
Legislation
Requirement
Page
Financial statements Declaration SD 5.1.4
Financial management compliance attestation
115
Other requirements under Standing Directions 5.2 SD 5.2.1(a)
Compliance with Australian accounting standards and other authoritative pronouncements
72
SD 5.2.1(a)
Compliance with Standing Directions
116
SD 5.2.1(b
Compliance with Model Financial Report
Entire Document
Other disclosures as required by FRDs in notes to the financial statements FRD 9A
Departmental Disclosure of Administered Assets and Liabilities by Activity
N/A
FRD 11A
Disclosure of Ex gratia Expenses
N/A
FRD 13
Disclosure of Parliamentary Appropriations
N/A
FRD 21C
Disclosures of Responsible Persons, Executive Officers and other Personnel (Contractors with Significant Management Responsibilities) in the Financial Report
110
FRD 103H
Non-Financial Physical Assets
85
FRD 110A
Cash Flow Statements
69
FRD 112D
Defined Benefit Superannuation Obligations
N/A
FRD 114C
Financial Instruments – general government entities and public non-financial corporations
96
Legislation Building Act 1993 Freedom of Information Act 1982 Financial Management Act 1994 Great Ocean Road Environs and Protection Act 2020 Local Jobs Act 2003 Marine and Coastal Act 2018 Public Interest Disclosures Act 2012 Note: a) References to FRDs have been removed from the Disclosure Index if the specific FRDs do not contain requirements that are of the nature of disclosure.
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HOW TO FIND OUT MORE ABOUT THE GREAT OCEAN ROAD COAST AND PARKS AUTHORITY To stay up to date with the latest news from the Great Ocean Road region, including our work, volunteering, events, and opportunities to get involved and have your say: • Sign up to our Coast News and caravan parks newsletters • Follow us on Facebook and LinkedIn facebook.com/greatoceanroadauthority linkedin.com/company/great-ocean-road-coast-and-parks-authority/ • To have a say please visit haveyoursay.greatoceanroadauthority.vic.gov.au
PHOTOGRAPHY The cover image was taken by Edward James. Photos throughout the report are credited to Edward James, Jarrah Lynch and Visit Victoria. © State of Victoria, Great Ocean Road Coast and Parks Authority 2023. This publication is copyright. No part may be reproduced by any process except in accordance with the provisions of the Copyright Act 1968.
Visit www.greatoceanroadauthority.vic.gov.au to find out more.
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