ARV works to several key government policies and directions including:
- Letter of Expectations: expectations set by the Minister for Environment, aligned to the Alpine Resorts Strategic Plan 2020–2025 and setting priorities for ARV to address within the nominated period.
- The Alpine Resorts Strategic Plan (ARSP): the key strategic tool currently guiding the alpine sector. This will be reviewed and updated in 2025 to reflect the current operating environment of the resorts and their journey to financial sustainability. The Plan aims to encompass the needs and opportunities for the sector in its entirety, ensuring that all facets of Victoria’s alpine resorts work towards common goals and success.
| Strategic Objective 1 Enable investment that drives sustainable businesses |
|---|
| Strategic Action 1.1 Identify new, and enhance current, year-round experiences that attract investment. |
| Strategic Action 1.2 Seek opportunities for diverse sources of development funding. |
| Strategic Action 1.3 Work with infrastructure and service providers to maintain, upgrade, replace and provide the optimum suite of assets for a sustainable, climate-ready alpine region. |
| Strategic Objective 2 Protect and enhance the mountain environment and adapt to climate change |
|---|
| Strategic Action 2.1 Lead climate change adaptation planning for the alpine resort sector informed by the Alpine Resorts Futures Vulnerability Assessment delivered by DEECA in 2017. |
| Strategic Action 2.2 Sustain and protect the biodiversity of the alpine ecosystems |
| Strategic Action 2.3 Connect people with the alpine environment and enable low impact visitation. |
| Strategic Action 2.4 Reduce the environmental footprint of the alpine resorts |
| Strategic Objective 3 Enhance the visitor experience |
|---|
| Strategic Action 3.1 Deliver the optimum visitor experience by matching infrastructure and services with visitor needs via marketing and communications. |
| Strategic Action 3.2 Deliver a resort experience that meets the needs of current and emerging markets. |
| Strategic Objective 4 Implement practical policy and regulatory reform |
|---|
| Strategic Action 4.1 Implement alpine governance reform. |
| Strategic Action 4.2 Lead planning and leasing reform. |
| Strategic Action 4.3 Identify practical solutions to industry priorities. |
| Stategic Objective 5 Enhance organisational excellence and sustainability |
|---|
| Strategic Objective 6 Build constructive culture and leadership capabilities |
|---|
| Strategic Action 6.1 Create an inclusive, safe and constructive work environment |
| Strategic Action 6.2 Improve employee attraction and retention. |
| Strategic Action 6.3 Build cultural competence of all Board and staff members with Traditional Owner engagement. |
Page last updated: 21/04/26