Great Ocean Road Coast & Parks Authority Annual Report 2024-25_FINAL
ACKNOWLEDGMENT OF COUNTRY
We acknowledge and respect the separate and distinct Eastern Maar and Wadawurrung People 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 re ect 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.
For further information or to receive this document in an alternative format, please contact us: Phone: 1300 736 533
Email:
info@greatoceanroadauthority.vic.gov.au
Website:
www.greatoceanroadauthority.vic.gov.au
Front cover image: Eagle Rock Parade, Aireys Inlet, Victoria.
Inside cover image: Sedimentary rock formation, Urquhart Blu , Victoria.
ACCESSIBILITY
To receive this document in an alternative format, phone the Customer Service Centre on 1300 736 533, email info@greatoceanroadauthority.vic.gov.au, or contact National Relay Service on 133 677
DISCLAIMER
This publication may be of assistance to you, however the Great Ocean Road Coast and Parks Authority and its employees do not guarantee that the publication is without aw of any kind or is wholly appropriate for your particular purposes and therefore disclaims all liability for any error, loss or other consequence which may arise from you relying on any information in this publication.
About this Annual Report
The Great Ocean Road Coast and Parks Authority (the Authority) Annual Report 2024-25 is a formal account of the Authority’s nancial and operational activities for the nancial year.
The report highlights the Authority’s adherence to its governance framework, including compliance with relevant laws, government policies, and obligations.
The report covers the Authority’s performance in managing the coast and parks under its care and includes an independently audited Performance Statement and Financial Report.
Additionally, it details key initiatives, achievements, and activities guided by the Minister for Environment’s Statement of Expectations, contributing to the ongoing management reforms outlined in the Great Ocean Road Action Plan.
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 2025
Libby Mears
Chair Great Ocean Road Coast and Parks Authority Responsible Body
Christine Ferguson
Interim Chief Executive O cer, Great Ocean Road Coast and Parks Authority
Accountable O cer
8 October 2025
About The Great Ocean Road Coast and Parks Authority
The iconic coast and parks along the Great Ocean Road are so special, and so important to Victoria, that the Government established the Great Ocean Road Coast and Parks Authority (the Authority) as the dedicated parks manager for the Great Ocean Road coast and parks.
The Authority is the dedicated parks manager of the Great Ocean Road coast and parks. We exist to protect, conserve, enhance and manage public land within the Great Ocean Road coast and parks so they can be enjoyed by all, now and for generations to come.
All of its functions and responsibilities relate to the delivery of its parks management role, and as outlined in section 47 of the Great Ocean Road and Environs Protection Act 2020, are spatially con ned to within the Great Ocean Road coast and parks.
The Great Ocean Road coast and parks include a wide range of public land types, and hence the Authority’s responsibilities cover a range of land management domains
such as environmental and coastal protection, eld management and conservation, port and waterway management, co-regulation of behaviours and enforcement of laws, provision of a great visitor experience, and emergency management.
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 the Hopkins River), 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.
All revenue raised on the land we manage is reinvested back into the management of the Great Ocean Road coast and parks so they can be enjoyed now and for generations to come.
The Authority is part of the Victorian Government and accountable to the Minister for Environment (the Minister) for the delivery of its purpose and its performance and for operating in the public interest.
The responsible Minister for the period from 1 July 2024 to 30 June 2025 was the Hon. Steve Dimopoulos, Minister for Environment MP
Taking in the view at the iconic lookout over Point Addis, Torquay.
THE OBJECTIVES OF THE AUTHORITY
OUR VISION
Our vision for the Great Ocean Road coast and parks is to thrive as one living and integrated natural entity.
OUR PURPOSE
We exist to protect, conserve, enhance, and manage public land and coastal assets within the Great Ocean Road coast and parks so that they can be enjoyed by all, now and for generations to come.
OUR VALUES
At the Great Ocean Road Coast and Parks Authority, we are a committed and capable team working together to care for one of Victoria’s most iconic and sensitive landscapes.
Our work is guided by four core values:
TRUST
We act with integrity, transparency, and respect, earning the con dence of our partners, communities, and each other.
COLLABORATION
We value connection, listen actively, and work in partnership to create shared solutions.
LEADERSHIP
We take initiative, empower others, and act decisively to meet today’s challenges and shape a sustainable future.
EVIDENCE
We make informed decisions based on data, expertise, and deep listening, always striving to improve and adapt.
Together, these values guide how we work, how we lead, and how we care for the coast now and for generations to come. It is expected that the Authority will deliver the following bene ts:
• Holistic and strategic approach to managing the Great Ocean Road coast and parks, its visitation and impacts of natural processes, severe weather events, and climate change.
• Consistent and exemplary approach to the application of statutory requirements and State policies within the Great Ocean Road coast and parks. Partnerships with the Traditional Owners to maintain, restore and heal Country, its cultural landscapes and biocultural values; to protect Traditional Owner knowledge, rights and interests in, and connections to, Country.
• Improved visitor experience, including visitor facilities and infrastructure, products, information, and services.
About The Great Ocean Road Coast and Parks Authority (continued)
GREAT OCEAN ROAD COAST AND PARKS PROTECTION PRINCIPLES
In delivering on our vision and responsibilities, our work is guided by the protection principles established under the Great Ocean Road and Environs Protection Act 2020
These principles provide a framework for decision-making, planning, and on-ground management, ensuring the long-term health, sustainability, and cultural integrity of the Great Ocean Road coast and parks.
GENERAL AND ECONOMIC PRINCIPLES
1 The amenity and visitor experience of the Great Ocean Road coast and parks, including its natural features, character and appearance, should be protected and enhanced for the bene t of the whole community.
2 A holistic approach to the management of the Great Ocean Road coast and parks should be adopted with integrated planning, aligned decision-making and coordinated implementation of planning across all responsible entities.
3 Decision-making should be based on the e ective integration of environmental, cultural, social and economic considerations.
4 Protecting the environment and attracting sustainable investment should be a responsibility shared by all levels of government, industry, business and communities.
5 Each generation should ensure that the environmental, social, cultural and economic bene ts that have been acquired are maintained or enhanced for the bene t of future generations.
ABORIGINAL INCLUSION PRINCIPLES
1 Aboriginal cultural values, practices, heritage and knowledge should be acknowledged, respected, protected and promoted.
2 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.
3 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.
ENVIRONMENTAL PRINCIPLES
1 Natural, cultural and ecological values should be protected, and cumulative impacts on the environment should be considered in decision-making.
2 Decision makers should take into account evidence about climate change risks to avoid, so far as possible, serious or irreversible damage resulting from climate change.
3 If there are threats of serious or irreversible damage to the environment, a lack of full scienti c certainty should not be used as a reason for postponing measures to prevent or minimise those threats.
4 There should be a net gain for the environment arising out of any individual change in land use.
SOCIAL PRINCIPLES
1 The historic heritage of the Great Ocean Road and its coastal post-European settlement communities should be recognised, protected and promoted.
2 Management and development of the Great Ocean Road coast and parks should protect and improve community access, use and enjoyment, and allow for multiple compatible uses of public open spaces that are within the environmental carrying capacity of those spaces.
3 Community consultation and participation should play an essential and e ective role in the protection, improvement and promotion of the Great Ocean Road coast and parks.
Koroit GlenelgHopkinsCorangamite
Koroit
MOYNE
MOYNE
Warrnambool Cobden Terang
arrnambool
Camperdown
Camperdown
CORANGAMITE
Warrnambool Cobden Terang
arrnambool
Port Campbell
Port Campbell
WHAT WE MANAGE
The Authority is the dedicated parks manager for the Great Ocean Road coast and parks, operating within a complex and dynamic coastal and marine environment. Under Schedule 1 of the Great Ocean Road and Environs Protection Act 2020 (GOREP Act), the Authority will be the designated land manager for speci ed public land by 1 November 2025. In addition, it may be assigned responsibility for the care, protection, and management of other public land within the broader Great Ocean Road coast and parks.
The public land that the Authority will manage in the Great Ocean Road coast and parks will cover more than 150,000 hectares of land and water protected for their environmental, cultural, recreational, and community values.
This includes:
Approximately 40,000 hectares of National Parks
• Approximately 12,000 hectares of Marine National Parks and Sanctuaries
• Three local ports: Lorne, Apollo Bay (including commercial operations), and Port Campbell
• Approximately 355 kilometres of coastline, including the foreshores of Torquay, Jan Juc, Anglesea, Lorne, Wye River, Kennett River, Apollo Bay, Marengo, Port Campbell and Peterborough
• Approximately 6,000 hectares of land reserved for coastal protection, nature conservation, community use, and infrastructure purposes (e.g., Apollo Bay Airport and telecommunications towers)
• Approximately 115,000 hectares of coastal waters reserves
CORANGAMITE
Eastern Maar
Eastern Maar
NATIONAL PARKS AND MARINE PROTECTED AREAS
By 1 November 2025, the Authority will assume management of National Parks Act 1975 (NP Act) land as listed in Schedule 1 of the GOREP Act, including:
• Bay of Islands Coastal Park
• Port Campbell National Park
• Signi cant portions of Great Otway National Park
• Point Addis Marine National Park
• Twelve Apostles Marine National Park
• Eagle Rock Marine Sanctuary
• Marengo Reefs Marine Sanctuary
• Merri Marine Sanctuary
• Point Danger Marine Sanctuary
The Arches Marine Sanctuary
Colac
Colac
COLAC OTWAY
COLAC OTWAY
SURF
SURF
Wadawurrung
Wadawurrung
COAST
COAST
Anglesea Barwon Heads
Anglesea Barwon Heads
As with Parks Victoria, the Authority is obligated to manage these parks in alignment with the objectives of the NP Act and in accordance with an approved management plan for each park, pursuant to Part IIA and Section 17 of the NP Act and relevant sections of the GOREP Act. These plans are reviewed every 15 years to ensure relevance and responsiveness to changing environmental and community needs.
RESERVES
The Authority’s management responsibilities extend across a diverse range of reserve types, including but not limited to:
• Bushland and nature reserves Coastal reserves and coastal waters reserves
• Community use reserves and regional parks
• Water frontage, bed and bank reserves
• State Forest and wildlife reserves
• Reserves for government and utility uses
Management of these reserves focuses on delivering practical, on-ground actions to protect and maintain ecosystems that support public access, visitor enjoyment, and appreciate to the landscape.
Some reserves contain highly modi ed environments that support multiple and sometimes competing uses. For example, several coastal town foreshores are central public open spaces for local communities, providing recreational facilities, parking, public amenities, and space for events and tourism-related activities.
Through its legislative mandate, the Authority seeks to balance conservation and environmental outcomes with community, and recreational needs across this iconic and culturally signi cant landscape.
Apollo Bay
Lorne
Forrest
Apollo Bay
Lorne
Forrest
About The Great Ocean Road Coast and Parks Authority (continued)
OUR OBJECTIVES
The Minister’s Statement of Expectations sets out the ve priority areas for our performance and functions.
WE LEAD THE EFFECTIVE MANAGEMENT, PROTECTION, AND ENHANCEMENT OF THE GREAT OCEAN ROAD COAST AND PARKS, TAKING INTO ACCOUNT:
• Their environmental, cultural, social and economic values
• The rights, knowledge, assertions and aspirations of Traditional Owners, including the requirements of any relevant legislation
• The impacts of climate change and pressures of population growth
• Operational excellence in planning, maintenance, and service delivery.
WE SUPPORT FIRST PEOPLES’ SELF-DETERMINATION BY:
• Partnering with Traditional Owners across all aspects of planning, decision-making, and land management
• Honouring Cultural heritage and caring for Country by integrating Traditional Owner knowledge, values, wisdom and practices
• Supporting pathways for greater self-determination
• Creating culturally safe and respectful environments for First Peoples to lead, participate in, and bene t from opportunities across the coast and parks.
WE PROVIDE INCLUSIVE AND ENRICHING OPPORTUNITIES FOR COMMUNITIES AND VISITORS TO ENJOY, UNDERSTAND, AND CONNECT WITH THE COAST AND PARKS BY:
• O ering a diverse range of accommodation options to support sustainable year-round visitation and appeal to a broad mix of markets and needs
• Providing safe, accessible, and high-quality visitor experiences
• Encouraging environmental stewardship and awareness through communications and marketing activities
• Supporting regional economies and local partnerships.
WE BUILD TRUST AND LASTING RELATIONSHIPS THROUGH MEANINGFUL COMMUNITY ENGAGEMENT BY:
• Listening to and respecting diverse community voices in planning, decision-making, and project delivery
• Delivering inclusive, transparent, and place-based engagement processes
• Empowering communities to actively participate in the stewardship and care of the coast and parks Collaborating with stakeholders and partners to align e orts and strengthen social, cultural, and environmental outcomes.
WE ENSURE LONG-TERM FINANCIAL SUSTAINABILITY TO SUPPORT OUR PURPOSE AND DELIVER PUBLIC VALUE BY:
• Investing in infrastructure, systems, and people that support long-term operational excellence
• Managing resources responsibly and e ciently to maximise value for the community, environment, and future generations
• Strengthening partnerships and innovation to support regional prosperity.
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 them. We work respectfully with both groups to ensure we engage on the terms that they choose, realising their rights (including self-determination) and respecting their cultures and knowledges.
We’re committed to building genuine partnerships with Rights Holders that embody selfdetermination, 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.
Our enabling legislation the Great Ocean Road and Environs Protection Act 2020 is embedded in our organisation’s identity and 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.
EASTERN MAAR
The following statement (in a Maar language and in English) is from the Eastern Maar— ‘watnanda koong meerreeng, tyama-ngan malayeetoo’
Meerreeng-ngeeye, thookay-ngeeye, pareeyt pareeyt ba waran waran-ngeeye, wangeeyarr ba wangeet – ngeeye, maar ba thanampoolngeeye, Ngalam Meen-ngeeye, mooroop-ngeeye
Together body and Country, we know long time (We see all of you), greeting. Mother my Country. Father my Country. Sister my Country. Brother my Country.
We are the Maar speaking Peoples. Hear us.
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.
The following statement (in the Wadawurrung language and in English) is from the Wadawurrung—
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.
Wadawurrung shared their knowledge of singing, dance, 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.
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.
Chair’s Foreword
I am proud to present the 202 4–2 5 A nnual Repor t for the Great Ocean Road Coast and Park s Authorit y, marking a year of tangible progress, strong par tnerships, and renewed commitment to safeguarding one of Victoria’s most ex traordinar y landscapes .
This year, we strengthened our role as the dedicated parks manager for the Great Ocean Road coast and parks. Consolidating land management under a single authority has brought clarity and coordination, enabling us to tackle long-standing challenges with purpose, agility, and evidencebased action, delivering real bene ts for communities, visitors, and the environment
The Great Ocean Road is priceless It is a heritage-listed wonder, an economic driver generating $1.9 billion in tourism each year, and above all, a place of identity, connection, and shared memory Every decision we make is guided by this truth and enriched by the knowledge, aspirations, and enduring cultural connection of the Eastern Maar and Wadawurrung Peoples
Celebrating our achievements
Our results this year show the power of collaboration in action. Coastal adaptation planning advanced in key locations, including Mounts Bay, Anglesea, Torquay, Lorne, Kennett River, and Apollo Bay
Major infrastructure projects under the Geelong City Deal continued to progress through engagement and planning in Apollo Bay, Kennett River, and Lorne, laying the groundwork for future improvements to community amenity and visitor experiences
Partnership is our foundation By working alongside Traditional Owners, local communities, government agencies, and industry stakeholders, we are delivering enduring environmental, cultural, and social outcomes Together, we are building a stronger Authority, ready to ensure the Great Ocean Road
coast and parks thrive for generations to come
A new Trails Strategy to boost nature-based tourism
In 2024–25, we were proud to host Minister for Environment Steve Dimopoulos to launch the Great Ocean Road Regional Trails Strategy 2025–35—a transformative plan to enhance the region’s trail networks
For the rst time, Traditional Owners, local councils, state agencies, tourism bodies, and community groups have united to deliver a shared vision for 12 iconic trail networks From coastal walks and scenic rail trails to mountain biking adventures, the Strategy invites visitors to slow down, stay longer, and explore the region’s full diversity
The Strategy supports eco-tourism, local businesses, and jobs, while helping people connect more deeply with our landscapes and communities
Planning for the future
This year, we welcomed a new Board for the Authority. I am honoured to be reappointed as Chair, leading a team whose expertise spans governance, environmental science, conservation, outdoor recreation, tourism, and capital works. Many members live and work locally, bringing invaluable insight into the needs of our communities and visitors.
I also extend my sincere thanks to outgoing Board members David Pope, Christine Wyatt, Doug Humann, Sarah Eccles, and Jason Misfud, for their dedication and service in guiding the Authority through its formative years. Their collective
expertise, commitment, and passion have laid strong foundations for our future
We also acknowledge the valued leadership of our inaugural CEO, Jodie Sizer, who concluded her time with the Authority in April 2025. Jodie played a pivotal role in establishing the organisation during the challenging early years of the COVID-19 pandemic, forging strong relationships with our communities and uniting responsibilities previously spread across 11 entities
As we begin the search for a permanent CEO, we warmly welcome Christine Ferguson as CEO Under Christine’s guidance, the Authority remains steadfast in its mission: caring for the iconic Great Ocean Road coast and parks and ensuring they continue to thrive for generations to come.
Looking forward
The work ahead is signi cant, but so are the opportunities. I would like to thank my Board colleagues for their strategic clarity and shared commitment to guiding the evolution of the Authority and development of its capability
On behalf of the Board, I extend our gratitude to Christine and our dedicated sta , whose commitment and hard work continue to bring our vision to life
I would also like to express our deep gratitude to Rights Holders and community members, whose collaboration has been essential in shaping our work.
I look forward to working closely with the Minister for Environment, the Hon. Steve Dimopoulos MP, to support the Great Ocean Road coast and parks in 2025–26
Libby Mears Chair
CEO’s Overview
The 202 4–2 5 nancial year has been a de ning period of consolidation and progress for the Great Ocean Road Coast and Park s Authorit y.
A s CEO, it is a priv ilege to re ect on the achievements of our organisation and the enduring commitment of our people to care for and manage this iconic par t of Victoria .
Bringing management together
This year marked the historic transfer of some of Victoria’s most signi cant coastal and marine areas to the Authority.
The addition of Bells Beach Sur ng Reserve, Port Campbell National Park, the Bay of Islands Coastal Parks, and seven marine protected areas – Point Danger Marine Sanctuary, Point Addis Marine National Park, Eagle Rock Marine Sanctuary, Marengo Reefs Marine Sanctuary, Twelve Apostles Marine National Park, The Arches Marine Sanctuary, and Merri Marine Sanctuary –represents a major step forward in creating an integrated and holistic approach to management along the Great Ocean Road coast and parks
Consolidating our foundations
Our operational performance this year was strong, with 87% of planned actions completed or on track. This outcome highlights not only the dedication and professionalism of our people, but also the e ectiveness of the structures and systems we continue to build.
Partnerships remain central to our progress. Our work is guided by Eastern Maar and Wadawurrung Traditional Owners, whose knowledge and connection to Country informs our work.
We also thank the many community members who shared their views through 714 days of engagement, including 74 in-person and 31 online sessions, and more than 1,800 survey responses. We look forward to continuing to strengthen our engagement with all Victorians who love the Great Ocean Road.
Sustaining our operations
The Authority continues to build a sustainable nancial base to support reinvestment into the coast and parks. In 2024–25, caravan park operations and the Cape Otway Lightstation generated $25 million, representing 87% of our total income, and an 8% increase on the previous year.
Delivering bene ts for all Victorians
With more than six million visitors annually, the Great Ocean Road remains one of Australia’s most visited and admired regions. Great Ocean Road Parks supported more than 780,000 visitor nights, while the Cape Otway Lightstation welcomed 113,400 people.
Over 191 events were hosted along the coast, engaging over 84,000 participants and generating more than $363,000 in license and permit revenue.
We advanced several Geelong City Deal projects that will enhance visitor experiences, including the Point Grey Redevelopment in Lorne, improvements to tourism infrastructure at Kennett River, and the Apollo Bay Harbour Redevelopment. These initiatives will deliver lasting bene ts for local communities and the regional economy.
Shaping the Next Chapter
I extend my sincere thanks to the outgoing Board of Directors for their leadership in guiding the Authority through its formative years and establishing the solid foundations we now build upon. I warmly welcome our new Board members, whose focus and expertise will be critical as we consolidate our role and deliver the next phase of our mandate.
These priorities provide direction and focus for our work to integrated, sustainable management of the coast and marine environment.
Together with our sta , Traditional Owners, partners, and communities, we are united by a single purpose: to protect, conserve, enhance and manage these remarkable landscapes so they can be enjoyed by all, now and for generations to come.
Christine Ferguson Chief Executive O cer
Year in Review Snapshot
ASSETS MANAGED
37km Roads (SEALED AND UNSEALED)
125km PATHS, TRAILS & BOARDWALKS
233 Marine Structures and Coastal Protection Assets
ten caravan parks Cape Otway Lightstation and the ACROSS 260 hectares weed control initiatives COMPLETED revegetation works across
15 Boat ramps 25 Sea walls MANAGED
RECORDED OVER 784,613 visitor nights in caravan park revenue GENERATED OVER $25 million
430 Buildings toured the Cape Otway Lightstation TICKETED 95,071 visitors plus biodegradable dog bag dispensers
7 2 BBQs
25 outdoor showers MANAGED
Paths Trails
Over 15km of the Surf Coast Walk plus other paths and trails in Torquay, Lorne, Apollo Bay, Port Campbell and Peterborough and DEVELOPED Great Ocean Road Regional Trails Strategy to establish the region as a premier trail destination at our caravan parks
DEDICATED
473 hours to revegetation activities
490 volunteer hours from conservation volunteers in weed management 5,054 hrs INVESTED
13
13 hectares DELIVERED SUPPORTED BY
3 Skate parks & playgrounds
88
62 BEACH ACCESS POINTS STAIRCASES and an additional
268 bins
COASTAL OPERATIONS (CONTINUED)
5 Accessible beaches
1 Accessible riverbank &
6 Beach wheelchairs
5 Beach walkers
3 Portable hoists
285 new parcels
COMMUNICATIONS COMMUNITY ENGAGEMENT LEASES, LICENCES AND PERMITS
714 DAYS OF ENGAGEMENT
7 1,066 New Website VISITORS
4,451 Facebook followers (UP 40%)
51,134 Facebook visits (UP 30%) Facebook reach:
1,835 SURVEY RESPONSES
31 Online sessions
74 In person sessions
17 PROJECTS ON THE & 55,112 Have Your Say website
47 EMAIL SUBMISSIONS LAND MANAGEMENT TRANSFERS of public coast and parks management ADDITIONAL 17,387 hectares from six land managers TRANSFERRED
PROJECT PAGE VIEWS (UP FROM 25,295)
56 LEASES
54 ISSUED & MANAGED:
30 GENERAL LICENCES
592,327 (INCREASE OF 103%) TOUR OPERATOR LICENCES
191 events ISSUED PERMITS FOR MORE THAN GENERATED $1.76million from lease fees
July 2024 –30 June 2025 GENERATED $363,000 in revenue from licencing and permit fees
84,100 participants in activities MORE THAN
Our Performance
The 2024–25 reporting year marked an important phase in the evolution of the Great Ocean Road Coast and Parks Authority, as we consolidated and advanced our role in managing the coast and parks on behalf of all Victorians.
The appointment of a new Board and the transition to a revised Ministerial Statement of Expectations provided renewed strategic direction, reinforcing our role as the dedicated parks manager of the Great Ocean Road’s coast and parks.
The 2024–25 Report of Operations outlines our performance against the Corporate Plan, which was developed in response to the Minister for Environment’s priorities. The Plan comprises
37 actions across key focus areas, encompassing both legislated responsibilities and initiatives dependent on external funding or specialist resourcing. All actions are reviewed annually through our planning and budget process to ensure alignment with strategic objectives and delivery capacity.
Over the year, the Authority delivered 19 priority actions, with a further 13 actions well progressed and on track for completion.
Six actions were not commenced. Of these, ve (Actions 3.5, 5.3, 5.4, 5.5 and 5.6) required specialist expertise or funding that was not available during the reporting period. One action (2.4) was deferred for consideration in the 2025–26 planning cycle.
In total, 84 per cent of planned actions were completed or well progressed. We are proud of the progress made and remain focused on building this momentum into 2025–26.
1.3 Identify and implement shared priorities and opportunities, aligned with Meereengeeye ngakeeporryeeyt and Paleert Tjaara Dja to share land and sea management, advocacy, research, economic, visitation, and communication activities with Rights Holders.
1.4 Embed Traditional Owner Cultural Values Assessment as part of the Regional Coastal Adaptation Plan (RCAP) and Coastal and Marine Management Plan (CMMP).
2.1 Implement an annual action plan to support the Wellbeing and Occupational Health and Safety Strategies.
2.2 Develop an Emergency Management Framework.
2.3 Support the employee experience by developing a reward and recognition program and enhancing our future leaders’ programs.
ACTION
2024-25 CORPORATE PLAN ACTIONS
2.4 Develop and implement a Five-Year Workforce Plan (Talent Management and Succession Planning Framework).
2.5 Finalise the end-state operating model, including the Authority’s nal outlined roles and responsibilities.
2.6 Review and update the Authority's Transformation Plan.
3.1 Support the development of the Victorian Government’s State of the Environment Report for the Great Ocean Road.
3.2 Develop a Natural Capital Roadmap.
3.3 Develop an internal Service Level Framework for coastal operations.
3.4 Develop future management arrangements for National Parks.
3.5 Commence the development of the 2025 Coastal and Marine Management Plan and/or Land Management Plan.
3.6 Develop and deliver Marine and Coastal Act, Policy, and Strategy Materials.
3.7 Undertake strategic adaptation planning in alignment with the Victorian’s Resilient Coast –Adapting for 2100+.
4.1 Review and continue to deliver our Community Engagement Strategy and support crossorganisational project delivery.
4.2 Implement rst-year initiatives outlined in the Communications Strategy.
5.1 Progress delivery of Geelong City Deal-funded projects at Point Grey Lorne, Kennett River, and the Apollo Bay Harbour.
5.2 Deliver prioritised infrastructure upgrades.
5.3 Develop a Caravan Park masterplan for Lorne Foreshore Caravan Park.
5.4 Develop a Caravan Park masterplan for Torquay.
Our Performance (continued)
2024-25 CORPORATE PLAN ACTIONS
5.5 Develop a masterplan for the Cape Otway Lightstation.
5.6 Review and update the conservation management plan for the Cape Otway Lightstation.
5.7 Implement the Brightly Maintenance Module within Operations – Phase 1.
5.8 Finalise the ve-year Commercial Strategy, identifying new revenue streams and an improved pathway to ensure nancial sustainability.
5.9 Prepare for the implementation of revised Tour Operator Licence regulations.
5.10 Implementation of our Sustainable Funding Model.
5.11 Establish Philanthropic Foundation.
6.1 Continue lead agency role for Twelve Apostles Visitor Economy operations.
6.2 Commence Stage 1 of Sustainable Visitation Management Strategy.
6.3 Implement Sustainability Scorecards.
6.4 Develop Asset Management Plans for Buildings and Marine Structures.
6.5 Establish and activate the Caravan Parks Optimisation Plan.
6.6 Deliver Stage 1 of the Apollo Bay Recreation Reserve Masterplan.
6.7 Implement Review Pro Customer Experience analytics system.
Coastal Operations
ANNUAL CLIFF SAFETY CAMPAIGN – HIDDEN DANGERS IN PLAIN SIGHT
In January 2025, the Great Ocean Road Coast and Parks Authority ran its annual cli safety campaign to raise awareness of the dangers along this dynamic coastline.
Cli s constantly shaped by wind, waves, and rain can collapse without warning. Recent incidents, including falls at Point Roadknight, Demons Blu , and Soapy Rock, reinforced the need for caution. Some iconic sites, like Loch Ard Gorge and Rocky Point stairs, remain closed due to instability.
The campaign urged visitors to stay behind barriers, stick to established paths, watch for falling rocks, and share safety messages with others. Crews worked to monitor changes, install signs, and assess risks, highlighting that safety is a shared responsibility.
SECOND FISH CLEANING TABLE INSTALLED AT FISHERMANS BEACH, TORQUAY
In April 2025, the Victorian Fisheries Authority and the Great Ocean Road Coast and Parks Authority collaborated to install a second sh cleaning table at Fishermans Beach in Torquay.
The new facility formed part of broader upgrade works that began in 2024, complementing recent improvements to the car park. Installed in partnership with the Torquay Angling Club, the additional table helped meet growing demand and enhanced the shing experience for locals and visitors.
The second table, located adjacent to the existing one, matched its design and was plumbed into the existing sump system, with sh waste collected for composting. This re ected best-practice environmental management, protecting both marine life and beachgoers.
The project was funded with $50,000 from the Victorian Fisheries Authority, sourced from the sale of recreational shing licences. Construction commenced in late April 2025, marking another step toward establishing Fishermans Beach as a premier destination for recreational shing on the Surf Coast.
STEP FORWARD FOR BEACH ACCESSIBILITY IN APOLLO BAY
Beach accessibility was enhanced in Apollo Bay with the introduction of free hire beach mobility equipment. A range of accessible equipment, including hoists, beach wheelchairs, beach walkers, and beach matting, was made available, ensuring people of all abilities could enjoy the coastline from Torquay to Port Campbell.
Mobility equipment and facilities were already accessible at Fishermans Beach in Torquay, Anglesea Riverbank, Point Roadknight, Lorne Beach, Apollo Bay, and Port Campbell. Apollo Bay’s o ering expanded with the addition of a beach wheelchair and beach walker, which were provided through a new self-service booking system and located near existing beach matting, further improving access and inclusion along the coast.
An upgraded online booking system was launched at the beginning of summer, making it easier to reserve equipment and support broader use of accessible beach facilities.
Coastal Operations (continued)
ACCESSIBLE BEACH MATTING DEDICATED TO PORT CAMPBELL LOCAL
A signi cant milestone in beach inclusion and accessibility was achieved at Port Campbell with the dedication of accessible beach matting in honour of sevenyear-old Goldie Elsum. Goldie, a local resident, lives with a rare neurodevelopmental condition that causes epilepsy and seizures.
Visitors to Port Campbell beach gained free access to a range of inclusive facilities, including a beach wheelchair, beach walker, accessible beach matting, a portable hoist, accessible parking, and an accessible toilet. The Port Campbell Inclusive Beaches Project is the result of collaboration between local organisations and volunteers committed to making the beach accessible for everyone.
The dedication of the “Goldie’s Way” beach matting was celebrated by the local community. The initiative also enabled local resident John Wilson, who has lived with Primary Progressive Multiple Sclerosis since 1983, to return to the beach after 30 years.
Accessible beach matting is rolled out each year from December through April at six locations from Torquay to Port Campbell. The matting provides a stable, smooth surface over uneven sand, bene ting people with mobility challenges, including wheelchair and walker users, as well as parents with prams, elderly community members, and those recovering from injury.
Around one in six Australians, or about 4.4 million people, live with a disability, highlighting the importance of projects like this in making coastal areas welcoming and accessible to all.
OUTRIGGER CANOE CLUB FINDS NEW HOME
In November 2024, the Torquay Outrigger Canoe Club, Victoria’s only open-ocean outrigger canoe club, settled into its new home at Fishermans Beach, Torquay. The relocation to a storage area beside the Torquay Sailing Club formed part of a broader upgrade to one of the coast’s most popular boating and recreation areas.
The move has helped maximise space at the newly redeveloped Fishermans Beach car park, now o ering 24 spacious parking bays for cars and trailers, improved pedestrian crossings, a shared pathway, and dedicated parking for boaters with limited mobility. A new DDA-compliant beach access ramp also improves access for people of all ages and abilities, including young families, wheelchair users, and people using mobility devices.
For the club, the new location provides an ideal base to grow its vibrant paddling community and introduce more people to outrigger canoeing — a sport built on teamwork, coordination, and connection to the ocean. With its boats now securely housed and easy beach access on its doorstep, the Torquay Outrigger Canoe Club is well-positioned to continue building momentum and inspiring more people to take to the water.
Conservation
ENVIRONMENTALECONOMIC ACCOUNT FOR THE GREAT OCEAN ROAD COAST AND PARKS
This year, we contributed to completion of the rst Great Ocean Road Coast and Parks Environmental-Economic Account (EEA), a comprehensive assessment of the region’s ecosystems and the value they deliver to the community and economy.
Using a globally recognised System of Environmental-Economic Accounting framework, the EEA takes stock of our natural assets, from forests and marine habitats to biodiversity, and measures the services they provide, such as coastal protection, carbon storage, recreation, and tourism.
The ndings highlight the extraordinary contribution these ecosystems make. They generate more than $100 million each year in direct economic value and over $700 million in community value, with almost four million tourism visits annually linked to the region’s natural assets.
Our 40,000 hectares of national parks and reserves, 128,000 hectares of marine habitats and 36,000 hectares of forests underpin both biodiversity and visitor experiences, supported by an active community of more than 1,300 volunteer stewards.
Nature-based recreation is made possible through 240 kilometres of walking tracks and 70 kilometres of mountain bike trails and bike paths, while coastal and marine habitats provide $3–10 million worth of protection services annually. The region’s ecosystems also store an estimated 35 million tonnes of carbon, valued between $60 million and $180 million each year.
Importantly, the EEA incorporates cultural perspectives, with a Wadawurrung Country case study developed in partnership with the Wadawurrung Traditional Owners Aboriginal Corporation. This work lays the foundation for future accounts to re ect Traditional Owner values identi ed by both Eastern Maar Aboriginal Corporation and Wadawurrung Traditional Owner Aboriginal Corporations.
INAUGURAL NATURAL CAPITAL ROADMAP
In 2024, the Authority partnered with the IDEEA Group to develop a Natural Capital Roadmap, turning the Department of Energy, Environment, and Climate Action’s Environmental–Economic Account into practical actions.
The Roadmap, approved in March 2025, outlined a three- to veyear plan to embed natural capital thinking across the organisation. It de ned initiatives to lead that enhance environmental health, support thriving communities, and encourage responsible investment for future generations. Seven key roles were identi ed, with engagement of Traditional Owners and local communities recognised as essential.
Initial e orts focus on building internal capacity, followed by the integration of natural capital principles into processes such as data management, reporting, and decision-making.
The Roadmap not only guides the Authority internally but also informs broader reporting, contributing to the inaugural State of the Great Ocean Road Coast and Parks report. It establishes a strong foundation for sustainable, long-term management of the natural assets within the coast and parks.
Conservation (continued)
MID-POINT REVIEW OF THE COASTAL VEGETATION STRATEGY
Three years into its implementation, the Coastal Vegetation Strategy (CVS) has guided the Great Ocean Road Coast and Parks Authority (GORCAPA) in managing 61 coastal vegetation areas from Point Impossible to Marengo. Highpriority objectives showed strong progress, with 67% achieved or on track for completion by 2027, while medium- and low-priority objectives advanced at 78% and 54% respectively.
Key achievements included the establishment of the Apollo Bay Operations Depot with a nursery to support indigenous species revegetation e orts, and the commencement of on-ground management at high-pro le parcels including Djarrak (Bells Beach) and the Anglesea Fairylands.
The review con rmed the CVS remains a practical tool for guiding day-to-day conservation work. Findings will inform future iterations, including better integration of cultural values and greater use of technology, ensuring the work continues to deliver meaningful environmental outcomes across the coast.
APOLLO BAY PLANT NURSERY IS A GROWING SUCCESS
In March 2025, works were completed on the new nursery at the Apollo Bay depot, creating a hub for local conservation initiatives along the Great Ocean Road. The facility began housing more than 2,500 plants, propagated from seeds and cuttings, ready to support a range of projects aimed at protecting and enhancing coastal bushland and foreshore areas.
The nursery focuses on indigenous species, including trees, shrubs, and grasses, providing essential vegetation to restore habitats, increase biodiversity, and builds healthy and resilient coastal landscapes.
With the Apollo Bay Plant Nursery fully operational, Great Ocean Road Coast and Parks Authority gained a stronger platform for ongoing long term nature conservation outcomes, securing a more healthy and resilient future for the coast and parks.
CELEBRATING OUR VOLUNTEERS
Every corner of the Great Ocean Road tells a story, and volunteers are central to writing it. Across the region, hundreds of community members dedicate their time, energy, and expertise to protect and enhance this iconic and culturally signi cant landscape.
Over the past year, more than 500 volunteers have contributed close to 6,000 hours to a wide range of projects. Their e orts help keep beaches and parks clean and accessible, safeguard native wildlife, and protect fragile dune systems from erosion. From Hooded Plover monitoring and weed control to track maintenance, volunteers play a hands-on role in caring for the coast every day.
Local stewardship thrives through groups such as the Aireys Inlet, Anglesea and Torquay Rubbish Rangers, Friends of Queens Park and Taylor Park, Jan Juc Coast Action, Surfrider Foundation, Wye to Wongarra Landcare, and Apollo Bay Landcare. The impact of volunteers extends even further, with emergency services, Surf Life Saving Clubs, and sporting clubs also contributing to the health and safety of communities along the coast and parks.
Every well-maintained track, every Hoodie chick surviving against the odds, and every clean, safe beach re ects the quiet dedication of volunteers. Their work is the backbone of the region, ensuring the Great Ocean Road remains a vibrant, thriving place for residents and visitors alike.
Conservations rangers undertaking woody weed removal at Aireys Inlet.
WSL ONE OCEAN VOLUNTEERS
PROTECT AN ICONIC SURF BREAK
Bells Beach, on the southwestern coast of Australia, has long been celebrated as one of the world’s most iconic surf breaks. Known as ‘Djarrak’, meaning ‘bended arm’ on Wadawurrung Country, the site has been a hub for surfers since the 1960s and continues to attract thrillseekers and spectators from across the globe.
Ahead of the 2025 Rip Curl Pro, a dedicated team of volunteers, including members from World Sur ng League One Ocean, the Great Ocean Road Coast and Parks Authority (GORCAPA), and the Wadawurrung Traditional Owners Aboriginal Corporation (WTOAC), alongside professional surfers Lakey Peterson, Carly Shanahan, Joel Vaughan, and Liam O’Brien, rolled up their sleeves to protect the fragile coastal ecosystem and improve public safety along the cli tops.
Volunteers installed brush matting, a technique that uses harvested branches to stabilise soil, encourage revegetation, and prevent spectators from approaching unstable cli edges. By combining safety and nature, the volunteers’ e orts helped ensure that Bells Beach remained accessible for both surfers and spectators while preserving its natural environment.
RECORD-BREAKING BREEDING SEASON FOR HOODED PLOVERS
The Great Ocean Road recorded a landmark breeding season for the vulnerable Hooded Plover, with conservation e orts achieving the highest number of successful edglings in recent history. Between August 2024 and March 2025, 10 chicks successfully edged across the estate, marking a historic outcome since monitoring began.
The season highlighted the impact of collaboration, with Friends of the Hooded Plover, the Conservation Team, Parks Victoria, Birdlife, and responsible beachgoers all contributing to success. Volunteer wardens monitored breeding sites, dog owners adhered to beach restrictions, beachgoers respected exclusion zones, and visitors engaged with conservation education, together helping to protect these vulnerable shorebirds.
Key achievements of the 2024–25 breeding season included:
• A historic rst at Aireys Inlet, where three chicks edged—the rst time a full 3/3 outcome had been achieved on the Surf Coast and the rst edglings at Aireys in ve years.
• A total of 20 chicks recorded across the Great Ocean Road, more than double the previous record of nine chicks set in 2017–18.
• Successful breeding at the Barham River in Apollo Bay, with two chicks edged.
• Port Campbell National Park conservation e orts delivering two edglings near Peterborough and the Bay of Martyrs, alongside an active nest containing two eggs.
• Additional edglings recorded at New eld Point and a suspected chick at Curdies Inlet.
• Ongoing monitoring further along the coast, including an active nest with two eggs at the Twelve Apostles, suggesting further potential successes.
Photo credit: Dough Gimesy – Hooded Plover chick taken with an ultra-long lens and under the supervision of Hooded Plover Monitors.
Climate Action and Resilience
The Great Ocean Road coastline is diverse, dynamic, and always changing. We take seriously our responsibility to plan and prepare for the inevitable natural processes, such as erosion and inundation, that are continually shaping the Great Ocean Road coast.
Natural processes, including high winds, waves, and storm activity, threaten our environment and the infrastructure that helps all of us enjoy this beautiful part of the world. These ‘hazards’ not only alter the physical landscape but are already changing how we can access and use the coast.
Through our Resilient Coast program, we will ensure a proactive and strategic approach is undertaken to adapt to coastal hazards is required to ensure the values of the region are retained. This work – like all we do at the Great Ocean Road Coast and Parks Authority – will be underpinned by science and research.
Our work aligns with the Marine and Coastal Policy and the new Victoria’s Resilient Coast Guidelines, which provide a seven-stage approach for managing and adapting to coastal hazards and risks in our state.
REGIONAL COASTAL ADAPTATION PLAN
From Torquay to Warrnambool, the Great Ocean Road coastline is shaped by powerful natural forces. Erosion, inundation, and cli collapse are already impacting our coast, and these hazards are expected to intensify with a changing climate.
To prepare for these challenges, we’re developing a Regional Coastal Adaptation Plan (RCAP) in partnership with Traditional Owners, coastal land managers, and local communities. This regionwide plan will help us understand what coastal values are at risk and guide how we adapt to sustain the coast’s natural, cultural, social, and economic values.
The RCAP follows Victoria’s Resilient Coast – Adapting for 2100+ framework, ensuring a consistent, collaborative, and long-term approach to managing coastal hazard risks.
The Great Ocean Road coast and parks is home to iconic landscapes like the Twelve Apostles and Loch Ard Gorge, rich biodiversity, deep cultural heritage, and a thriving tourism economy. Strategic planning is essential to balance protection, access, and sustainable use of this dynamic coastline.
The RCAP will provide a shared roadmap for adaptation across the region that re ects community values, respects Country, and is informed by the latest science and hazard mapping. To learn more, visit the Looking Forward project page
During our longest-running engagement program, from December 2024 to April 2025, and building upon what we have already learned through other projects, we deepened our understanding of what the community cares about and how we will adapt to an everchanging coast.
We’re grateful for the community’s time, insights, and passion for protecting this iconic coastline. A full Engagement Snapshot and Report Back will be made available on the Looking Forward project page
Regional Coastal Adaptation Plan wave tank launched to support community engagement.
ENGAGEMENT HIGHLIGHTS:
5,156 SNAPSHOT
1 July 2024 –30 June 2025 of our Looking Forward Have Your Say page VIEWS
150,000+ 2,000+
FACEBOOK USERS REACHED via boosted posts, with CLICK-THROUGHS
JAN JUC TO TORQUAY CLIFF TRAIL SAFETY WORKS
The Great Ocean Road Coast and Parks Authority successfully completed construction of a new trail link to ensure safe access between the Jan Juc Surf Lifesaving Club and Rocky Point. Waves and storm surges have increasingly impacted the cli in this area, creating safety risks and the likelihood of future trail closures.
In January 2024, we engaged with the community to understand how people value this stretch of coast and to outline our approach to managing the safety issues Seventy per cent of survey respondents supported our planned management actions, with feedback captured in the Jan Juc to Torquay Cli Trail Safety Engagement Summary Report
In March 2025, we completed the new link connecting the coastal trail to the inland trail alongside the Torquay Golf Course. This connection will allow the western section of the cli trail to remain open after the anticipated closure of the eastern section, while preserving coastal views and maintaining
77 7 PEOPLE ATTENDED one of 26 in-person engagements
access to the eastern end of Jan Juc Beach, particularly at high tide. This achievement re ects our commitment to safe, sustainable coastal access for all.
STRENGTHENING COASTAL RESILIENCE ALONG THE GREAT OCEAN ROAD
A series of beach nourishment projects were successfully delivered over summer at key locations along the Great Ocean Road, including Skenes Creek, Apollo Bay, and Mounts Bay.
These essential works replenished sand and provided critical protection for beach areas, infrastructure, and the surrounding natural environment. Beach nourishment, an established and e ective method for mitigating erosion, was carefully timed to conclude before the summer holiday period, ensuring minimal disruption to the community and visitors
• Skenes Creek was the rst site to undergo nourishment. Sand sourced from the Point Bunbury Groyne was transported by road,
safeguarding the staircases, car park, and adjacent public spaces.
• In Apollo Bay, e orts focused on stabilising the northern end of the revetment. Sand was harvested from the southern side of the Wild Dog Creek Groyne to reinforce the beach and protect nearby infrastructure.
• The nal phase at Mounts Bay targeted erosion risks to the road and essential services. Guided by an evidence-based approach, sand was sourced from south of Point Bunbury.
Throughout the project, active monitoring of hooded plovers was a priority. Works were carefully scheduled to avoid disturbing a newly observed family of chicks on the Barham River spit, re ecting our commitment to environmental stewardship.
We extend our sincere thanks to the community and visitors for their cooperation and patience during these important protection works. Safety signage and operational protocols were well observed, contributing to the smooth delivery of the project.
Visitor Experience
As the proud caretakers of the coast and parks surrounding the Heritage-listed Great Ocean Road, one of the world’s most iconic coastal touring routes and Victoria’s leading tourism drawcard, we embrace a unique dual role.
We are both the largest accommodation provider along this spectacular stretch and the managers of its natural and cultural treasures. Revenue from our parks and commercial operations is essential to funding this work.
In 2024–25, our ten caravan parks and commercial operations delivered another strong year, generating more than $25 million in caravan park revenue and welcoming over 784,613 visitor nights across our ten parks from Torquay to Port Campbell. We also welcomed 95,071 ticketed visitors to the Cape Otway Lightstation, enriching their understanding of this historic landmark.
The year brought economic changes to the domestic travel industry.
Post-COVID global headwinds and local cost-of-living pressures have slowed international travel, yet a growing number of Australians are
choosing local holidays over overseas trips. We’ve embraced this shift, investing in products and services that meet the needs of the domestic market. We’ve also broadened our accommodation options and price points.
Above all, we are committed to creating opportunities for people to enjoy, connect with, and appreciate this spectacular part of Victoria, leaving with memories that will last a lifetime and a deeper respect for the places they have explored.
ACTIVATING THE COAST AND PARKS THROUGH LEASES, LICENCES AND PERMITS
Over the past nancial year, our coast and parks thrived with activity, supported by the 56 leases, 54 general licences, and 30 Tour Operator Licences we issued and managed.
From lively markets to music festivals, we facilitated more than 191 events, attracting over 84,100 participants and generating $363,000 in licensing and permit revenue – all reinvested into caring for our coast and parks.
These licensed operations and events are more than just a boost to the economy; they are the heartbeat of our coastal towns. They support local jobs, keep our beaches vibrant, and ensure that every dollar earned helps protect and enhance the coast we all love.
Our leases also generated $1.76 million in fees, supporting a diverse range of coastal-dependent businesses, including the caravan park at Cumberland River, the Mantra Lorne, and a network of restaurants, sailing clubs, and kiosks.
Along our foreshore, couples exchanged vows with the ocean as their witness, lmmakers captured the raw beauty of our landscapes, food vans served up local avours, and surf schools introduced thousands to the thrill of the waves.
FUTURE VISION SET FOR KENNETT RIVER FAMILY CARAVAN PARK
The Great Ocean Road Coast and Parks Authority (GORCAPA) Board endorsed a new Master Plan for the Kennett River Family Caravan Park, establishing a clear 10-year vision to guide the site’s future.
The plan, developed alongside the Kennett River Precinct Plan, set out an integrated vision to enhance visitor experience, public amenity, and environmental outcomes across the township.
Extensive community input shaped the plans, with dozens of submissions, online sessions, and targeted discussions informing key decisions. The upgraded park was designed to celebrate the natural beauty of Kennett River while improving safety, accessibility, and site functionality.
Enjoying the views at Erskine Falls, Lorne, Great Ocean Road
Planned improvements included upgraded roads, enhanced wastewater treatment, native landscaping, green open spaces, nature-based play areas, and modernised accommodation options. Central amenities, outdoor dining areas, and water-smart infrastructure further reinforced the park’s focus on sustainability.
The staged upgrades will be delivered over the coming decade, creating a more welcoming, environmentally responsible destination for visitors while safeguarding the unique coastal environment.
KIDNEY DIALYSIS BUS RETURNS TO TORQUAY
The Torquay Foreshore Caravan Park once again hosted the Big Red Kidney Bus in winter 2024, enabling more kidney dialysis patients to enjoy a holiday along the stunning Great Ocean Road.
By providing life-saving treatment on-site, the service removes a major barrier for those requiring regular dialysis, allowing them to experience the coast with family and friends without interrupting critical care.
The program delivers multiple dialysis sessions daily on the bus, making travel and relaxation possible for more people living with kidney disease.
LEASE SECURES PETERBOROUGH CARAVAN PARK OPERATIONS
The Great Ocean Road Coast and Parks Authority sought public input on its proposal to enter a new lease arrangement with the operator of the Peterborough Tourist Park.
The lease will enable the caravan park to continue operating at the key Peterborough tourist site
for up to 21 years. It covers three land parcels currently used by the operator, simplifying the lease process while providing a framework for long-term management.
The arrangement is expected to support improvements to the park’s facilities, enhance the visitor experience, provide stability for a trusted operator, and ensure continued accommodation options for visitors while helping sustain the local economy.
This initiative, supported by the Great Ocean Road Coast and Parks Authority in partnership with Monash Health and Kidney Health Australia, helps expand holiday access for patients managing a demanding treatment schedule.
THE GREAT OCEAN ROAD: A LIVING MEMORIAL TO COURAGE AND SACRIFICE
Each ANZAC Day, communities along the Great Ocean Road gather to honour those who served and sacri ced for our nation. From Torquay to Warrnambool, services are held at memorials overlooking the ocean – places where history, community, and the coastal landscape come together.
In the lead-up to ANZAC Day, the Great Ocean Road Coast and Parks Authority works alongside local RSL branches, councils, and community groups to help prepare and present these commemorations. Our teams assist by ensuring public spaces are clean, safe, and accessible, and that the surrounding natural areas are cared for ahead of the services.
At Point Danger, where the memorial arch and cenotaph stand above the surf, we clear pathways, tidy gardens, and coordinate works so the site is ready to welcome veterans, residents, and visitors.
Similar e orts take place at service locations along the coast, supporting smooth event delivery and a respectful setting.
This ongoing care for the surrounding environment ensures these memorial sites remain places of re ection throughout the year. While the Great Ocean Road is known worldwide for its beauty, it also carries the enduring legacy of the returned servicemen who built it – a living tribute that continues to bring communities together in remembrance.
Lest we forget.
The Big Red Kidney Bus visits Torquay Foreshore Caravan Park
Community Engagement
ENGAGING COMMUNITIES ACROSS THE REGION
In 2024–25, our Engagement Team continued to place people at the heart of everything we do, ensuring that the voices of Rights Holders, communities, and stakeholders shape our decisions and outcomes.
Across the year, we delivered 714 days of engagement, connecting with people right along the coast and at key local forums and events. These touchpoints strengthened relationships with residents, visitors, and partners, building trust, accountability, and shared purpose.
Our approach combined face-to-face connection with digital reach. We facilitated 74 in-person sessions and 31 online sessions, hosted open days, pop-ups, walk-and-talks, workshops, interactive displays, and creative activities. Each experience provided
a platform for feedback, discussion, and collective input— ensuring more people in more places could have their say.
We also continued to expand and enhance our Have Your Say (HYS) platform. This year:
• 17 projects were hosted on HYS.
• 55,112 project page views were recorded — more than double last year’s gure of 25,295.
• 791 new followers joined, taking our total HYS community to 1,992.
• 1,835 survey responses and 47 email submissions were received.
Informative videography and inclusive content helped make engagement more accessible for locals, visitors and community members who live outside the region year-round.
COMMUNITY ENGAGEMENT HIGHLIGHTS:
17
PROJECTS WERE HOSTED ON HYS
791
NEW FOLLOWERS JOINED
55,112
INAUGURAL ANNUAL COMMUNITY SURVEY
In 2024–25, the Great Ocean Road Coast and Parks Authority released the results of its inaugural Annual Community Survey, o ering new insights into how people want to be involved in shaping the future of the coast and parks.
Conducted over summer, the survey received 174 responses and more than 1,200 visits to its online page.
More than half of respondents were permanent residents along the Great Ocean Road, while 28 per cent were holiday homeowners and ratepayers who, although living elsewhere, remained engaged in regional matters.
1 July 2024 –30 June 2025
PROJECT PAGE VIEWS WERE RECORDED MORE THAN DOUBLE LAST YEAR’S FIGURE OF 25,295
TAKING OUR TOTAL HYS COMMUNITY TO:
1,992
1,835
SURVEY RESPONSES AND 47 EMAIL SUBMISSIONS WERE RECEIVED
People were most motivated to take part when they had a speci c interest in a project, could in uence decisions in their area, or were directly a ected by an issue. Almost 70 per cent had participated in previous engagement activities, while 16 per cent were contributing for the rst time
Respondents highlighted barriers to engagement including limited time, digital and physical access, caring responsibilities, and low awareness of when and how to get involved. These issues were more common for people outside the region and those with accessibility needs
In response, the Authority committed to earlier and clearer engagement, continuing to extend its reach beyond the immediate coast, and o ering more exible options to participate both in person and online. A plain-language guide, Join the Discussion: A Guide to Engaging with Us, is also being developed to explain how to get involved and how feedback is used in decision-making.
COMMUNITY SHAPES MARENGO ACCESS RAMP REPLACEMENT
Community feedback has guided the design of the new Marengo Access Ramp at Mounts Bay, near Apollo Bay, enhancing safety, accessibility, and environmental integration.
Engagement in late 2024 included an online survey and drop-in sessions, attracting over 270 web visits, 40 survey responses, and 50 face-to-face discussions. Key outcomes included a non-slip surface, grab rails, removal of unsafe stairs, light-grey colouring to blend with the landscape, and strategically placed hazard signage.
The ramp will retain its current position to protect against erosion and preserve cultural and environmental values. Re ecting local priorities, the upgraded ramp will deliver safer, more resilient, and inclusive access to the coast. Construction is set to begin in FY2025-26.
COMMUNITY VALUES REFLECTED IN FISHERMANS BEACH MIXED-USE SITE REDEVELOPMENT
Community input has played a key role in shaping redevelopment plans for the mixed-use site above the Torquay Angling Club at Fishermans Beach. The site had been licensed to a commercial food and beverage operator for seven years under a trial arrangement, while maintaining community access to the viewing platform overlooking Fishermans Beach.
In 2024, the Authority sought feedback on the trial pop-up bar. This input directly informed a new concept design, which retained a food and beverage o ering while enhancing community use of the area.
Feedback highlighted the site’s importance for social gatherings and events, emphasising the need to balance community use with commercial operations. The community also identi ed opportunities to improve accessibility, preserve beach views, provide additional weather protection, and retain the casual surf-town timber aesthetic.
Community engagement at Fishermans Beach Mixed Use Site, Torquay.
Locals having their say at Fishermans Beach pop up community engagement.
Ports
STRENGTHENING ENVIRONMENTAL MANAGEMENT ACROSS OUR REGIONAL PORTS
In 2024–25, the Great Ocean Road Coast and Parks Authority commenced a major step toward enhancing safety and sustainability across its regional ports, with the development of an Integrated Safety and Environment Management Plan (SEMP) for the Ports of Lorne, Apollo Bay, and Port Campbell.
As the designated local port manager under the Port Management Act 1995, the Authority is responsible for overseeing port operations to ensure they are carried out safely, e ciently, and e ectively. The development of a SEMP is essential to this responsibility, as it systematically examines the full scope of operational activities and identi es risks to both port users and the environment.
Rather than develop three separate SEMPs, the Authority made a strategic decision to consolidate them into a single integrated document. This approach ensures consistency in risk management,
planning, and compliance across all three regional ports, while allowing for place-speci c actions where needed.
The Integrated SEMP was developed by an independent consultant with signi cant input and oversight from the Authority’s Port Manager. It identi es potential risks, outlines control measures, and integrates these into operational and management systems to support continual improvement. The Integrated SEMP will be audited in September 2025.
On 1 July 2024, responsibility for managing the Local Ports of Apollo Bay and Port Campbell was formally transferred to the Great Ocean Road Coast and Parks Authority, from Colac Otway Shire and Parks Victoria respectively.
This completed the management transition of all three regional ports along the Great Ocean Road, with the Local Port of Lorne already under our stewardship since 1 December 2020.
Throughout the transition, our focus has been on ensuring continuity for port users while laying the foundations for safe, e cient, and sustainable operations. We are actively assessing current operations to strengthen occupational health and safety, emergency management, and environmental compliance. Building strong relationships with local stakeholders and port users has also been a key priority, ensuring we retain and respect local knowledge and community connections.
To support a seamless transition at the Port of Apollo Bay, four experienced team members transferred from Colac Otway Shire to the Authority, preserving valuable expertise and helping maintain dayto-day operations.
In August 2024, we appointed a dedicated Port Manager to oversee the integrated management of all three local ports. This role plays a central part in advancing operational excellence, managing maintenance and capital works, and embedding consistent standards and procedures across the network.
SUPPORTING MARINE POLLUTION PREPAREDNESS AT APOLLO BAY
In June 2025, the Great Ocean Road Coast and Parks Authority proudly supported Victoria’s annual Marine Pollution Exercise, held at the Local Port of Apollo Bay.
The large-scale event brought together more than 50 personnel from agencies across the state, including Victoria Police, Marine Rescue, EPA Victoria, Parks Victoria, Portland Harbour, Gippsland Ports, Safe Transport Victoria, and the Department of Transport and Planning (DTP), which led the exercise.
The day focused on enhancing preparedness and re ning coordinated responses to potential marine pollution incidents along the Great Ocean Road coastline. Despite tough winter conditions, with 30-knot winds, heavy rain, and temperatures around 9°C, the operation ran smoothly, demonstrating strong collaboration and a shared commitment to protecting Victoria’s marine and coastal environments.
The Authority played an active role, with coastal operations sta from Apollo Bay to Port Campbell forming the rst line of shore-based response. Sta also contributed to safety management and event logistics, ensuring a seamless and safe exercise.
No injuries or incidents were recorded. The exercise was widely regarded as a success and reinforced the value of interagency cooperation and readiness in responding to environmental emergencies.
ESSENTIAL WORKS UNDERWAY AT LORNE PIER
The Great Ocean Road Coast and Parks Authority has commenced vital works to replace the ageing timber decking on the much loved and frequently visited Lorne Pier, ensuring the structure remains safe, functional, and accessible.
The project involves the staged removal and replacement of timber decking and capping beams using durable materials. The existing decking, installed when the pier was rebuilt in 2007, has deteriorated and no longer meets the structural and environmental requirements of this popular coastal infrastructure. Stage 1 will focus on renewing sections of the lower shing deck.
Originally constructed in 1879, the Lorne Pier played a critical role in the early development of the region, enabling safer access for steamships, the export of timber from the Otways, and the delivery of vital supplies. Today, the pier remains a key destination along the Great Ocean Road, popular for shing, walking, sightseeing, and as the starting point for the iconic Lorne Pier to Pub swim.
The Lorne Pier Deck repairs are being delivered with funding support from the Department of Transport and Planning and the Great Ocean Road Coast and Parks Authority.
Essential works at Lorne Pier to replace ageing
Planning
POINT IMPOSSIBLE IMPROVEMENT PROJECT
The Point Impossible Improvement Project (PIIP) is the Authority’s agship partnership project with Wadawurrung Traditional Owners Aboriginal Corporation (WTOAC). It will deliver the actions of the Point Impossible to Jan Juc Foreshore Master Plan at Kurrak Panyul, also known as Point Impossible or ‘Possos’.
In partnership with Wadawurrung Traditional Owners, we will protect cultural and environmental values to provide long-term sustainable access and improve low-key facilities consistent with the natural character of Kurrak Panyul.
This project is funded through the Victorian State Government’s Distinctive Areas and Landscapes program. The key objectives of the project are:
• Collaborating with Wadawurrung Traditional Owners to improve visitor understanding and appreciation of Wadawurrung cultural values, enhancing education and care for Country.
• Undertaking a coastal hazard assessment that investigates options to manage erosion, including consideration of Wadawurrung living cultural heritage sites and long-term sustainable access to the beach and surf break.
• Completion of a landscape master plan, including a review of the car parking layout, drainage, access paths, infrastructure and development of a signage and interpretation plan.
• Improving visitor understanding and appreciation of environmental values, including shorebird habitat, remnant vegetation and natural coastal processes.
The project has progressed through the development of a Coastal Hazard Assessment and Traditional Owner record search. Development of a landscape master plan is currently underway, with a draft expected to be released for community engagement in late 2024.
This collaborative project is a great demonstration of the principles of the Great Ocean Road and Environs Protection Act 2020 and the direction in the Authority’s Statement of Expectations for First Peoples self-determination. The Authority is committed to building genuine partnerships with Wadawurrung Traditional Owners that embody self-determination and are led by their expectations.
Community engagement at Point Impossible included walk and talks through the site to explore cultural and environmental values.
GREAT OCEAN ROAD REGIONAL TRAILS
STRATEGY 2025–2035
The Great Ocean Road Regional Trails Strategy 2025–2035 was launched in May 2025 by Minister for Tourism, Sport and Major Events, Environment and Outdoor Recreation, Steve Dimopoulos. Its development marks a pivotal step in positioning the Great Ocean Road as one of Australia’s outstanding trail regions.
Spanning from Torquay to Port Fairy, the Strategy provides a coordinated framework for state and local government agencies to guide the planning, development, management and marketing of trails across the region’s diverse natural and cultural landscapes. It establishes a shared vision, to be an outstanding trails region renowned for its diverse, high-quality trail experiences that celebrate our unique natural and cultural landscapes, strengthen the economy and enhance community health and well-being, and outlines the principles, goals and actions needed to realise this vision over the next decade.
The Strategy identi es 12 trails and trail networks, including the Surf Coast Walk, Great Ocean Road Coastal Trail, Great Ocean Walk, Forrest and Anglesea Mountain Bike trails, and scenic rail trails such as Camperdown to Timboon and Port Fairy to Warrnambool.
The Strategy’s development was funding by the Great Ocean Road Visitor Experience Uplift and developed in coordination and collaboration with the Eastern Maar Aboriginal Corporation, the Wadawurrung Traditional Owners Aboriginal Corporation, State Government Departments and agencies including the Department
of Energy, Environment and Climate Action, Parks Victoria, Department of Transport and Planning and Department of Jobs, Skills, Industries and Regions, the local government areas of Colac Otway Shire, Corangamite Shire, Moyne Shire, Surf Coast Shire and Warrnambool City, and Great Ocean Road Regional Tourism. The Strategy further re ects valuable input from the local community, visitors to the region, and trail industry expertise. We look forward to bringing the Strategy to life as we transition into implementation.
L-R: Board Directors – Ryan Brown, Terry Bracks AM, Mark Edmonds, Minister Steve Dimopoulos, Board Director Mark Lucas, Great Ocean Road Region Tourism General Manager Liz Price.
Infrastructure
APOLLO BAY RECREATION RESERVE CAMPING UPLIFT
The Apollo Bay Recreation Reserve moved into its most exciting transformation yet in 2025, with major upgrades well advanced to elevate the camping experience for locals and visitors alike.
This revitalisation followed the endorsement of the Masterplan for the Apollo Bay Recreation Reserve by the Great Ocean Road Coast and Parks Authority Board in October 2023, providing a clear vision for its future.
Commencing in February 2025, the works progressed strongly, introducing state-of-the-art features that blend comfort, sustainability, and natural beauty, including:
Ten Safari Eco Tents and ten pop-up tents – including ve fully accessible options with DDAcompliant bathrooms – o ering a stylish and immersive camping experience.
• New road alignment and civil works to improve functionality and visitor ow.
• Re-grassed green spaces to enhance recreation and relaxation opportunities.
• Upgraded signage, park benches, and bin enclosures to elevate the visitor experience.
Once complete, the redevelopment will deliver a more immersive, sustainable, and accessible camping experience while maintaining the Reserve’s welcoming charm. Works have been carefully managed to ensure uninterrupted access to the sports and recreation facilities within the Reserve.
The project is made possible through funding from Regional Development Victoria, the Department of Energy, Environment and Climate Action, and the Great Ocean Road Coast and Parks Authority. The upgraded facilities are on track to open for bookings in time for the September 2025 school holidays.
FISHERMANS BEACH CAR PARK UPGRADE
In November 2024, the Great Ocean Road Coast and Parks Authority opened the newly upgraded car park at Fishermans Beach Boat Ramp in Torquay, introducing innovative electronic signage to support more exible parking arrangements. This responded directly to community feedback, which highlighted the need for greater exibility while ensuring that boat trailer parking closest to the ramp remained a priority.
The trial of the new system used electronic signage to prioritise boat trailers on the ocean side of the car park between October and April.
“No Standing” messages indicated when spaces were restricted to trailers, while a green parking symbol was displayed when weather conditions were unsuitable for boating, allowing general vehicle use.
Camping uplift works are underway to diversify accommodation at the Apollo Bay Recreation Reserve.
We’ve upgraded the Fishermans Beach car park
and more enjoyable.
The upgrade delivered 25 car and boat trailer parks, 14 car-only parks, one accessible car and boat trailer park, three accessible car parks, and four permit-only parks near Torquay Marine Rescue. A live webcam on Boating Victoria was also installed to show parking conditions in real time.
To maximise space in the car park, the Torquay Outrigger Canoe Club was relocated to a new storage area adjacent to the Torquay Sailing Club. The precinct was redesigned to operate in a one-way direction to improve accessibility and public safety, with raised pavements and crossing points installed to slow tra c. The entry was located near the Salty Dog Café opposite Beach Road, with the exit towards Zeally Bay Road.
Additional works included the completion of a universally accessible ramp, new seating, and other associated improvements. These upgrades were made possible through funding from Better Boating Victoria and the Department of Energy, Environment and Climate Action.
GEELONG CITY DEAL
In 2022–23, the Great Ocean Road Coast and Parks Authority (GORCAPA) assumed responsibility for delivering three landmark projects along the Great Ocean Road under the $676 million, 10-year Geelong City Deal – a partnership between the Australian and Victorian governments, in association with local councils and authorities.
Together, these projects aim to transform the Geelong and Great Ocean Road economies, while enhancing the liveability and functionality of iconic coastal destinations for local communities and the millions of visitors who travel here each year.
The projects include the redevelopment of Lorne’s Point Grey, improvements to tourism infrastructure at Kennett River, and redevelopment of Apollo Bay Harbour, o er GORCAPA a unique opportunity to showcase best practice coastal development. Each is being planned and delivered to re ect the latest policy directions and respond to emerging climate science, ensuring designs are resilient to coastal erosion, sea level rise, and other impacts of climate change.
All three projects are located on the lands of the Eastern Maar Nation. GORCAPA is working in partnership with the Eastern Maar Aboriginal Corporation, the Registered Aboriginal Party for the area, to ensure Traditional Owner values are embedded throughout planning, design, and delivery.
Since taking on these responsibilities, GORCAPA has implemented strengthened planning and engagement processes, placing a strong emphasis on partnership with Traditional Owners, meaningful community consultation, and expert input. This approach has accelerated progress across all three projects, which are on track for completion in 2026.
APOLLO BAY HARBOUR REDEVELOPMENT
In June 2023, GORCAPA took over responsibility for the Apollo Bay Harbour precinct from the Colac Otway Shire Council. Our rst step was to review the Apollo Bay Harbour Development Plan 2020 to test its feasibility against current policy and project conditions. Re nements were made to align the proposal with planning requirements and ensure strong community support, with extensive engagement shaping the revised project.
The updated plan will enhance the visitor experience while broadening commercial and recreational opportunities in the harbour precinct. Planned works include a new public viewing deck, upgrades to the Fishermen’s Co-operative building and hospitality o erings, new public toilets, improvements to the Port Operations Depot, and better cycling and pedestrian connections to the town centre.
Planning and assessments will be completed in 2025, with construction beginning in late 2025 and nishing by mid-2026.
KENNETT RIVER TOURISM INFRASTRUCTURE IMPROVEMENTS
Kennett River’s popularity as a visitor destination has put pressure on its small township. In June 2023, GORCAPA assumed delivery of a $3.69 million upgrade project from the Colac Otway Shire. The revised precinct plan, shaped by extensive consultation with residents, businesses, visitors, and tour operators, balances improved facilities with protection of the area’s natural environment and unique character.
Upgrades will include a new public toilet, a new wastewater treatment plant within the Kennett River Family Caravan Park, new public spaces, and improved car parking and road access. These changes will improve amenity and safety while preserving the qualities that make Kennett River special.
Planning and assessments are scheduled for completion in 2025, with construction to follow and project completion anticipated in the rst half of 2026.
POINT GREY REDEVELOPMENT, LORNE
Point Grey holds deep signi cance for locals and visitors alike, and GORCAPA has worked closely with the community to shape a project that respects the site’s cultural and maritime heritage while delivering modern facilities.
The redevelopment will revitalise public land with open spaces, hospitality experiences, and improved infrastructure for shing and boating. Key features will include a new Lorne Aquatic and Angling Club building, upgraded walking paths, cultural heritage recognition, maritime history interpretation, and exible spaces for casual hospitality and al fresco seating.
Community engagement has also explored ways to honour the legacy of the former Lorne Fishing Cooperative building and the area’s timber and maritime industries, while creating functional, resilient facilities for future generations.
The draft Urban Design Framework for the Point Grey Redevelopment was release for community engagement in June 2025.
The Kennett River Precinct Plan was endorsed in May 2025.
Asset Management
In FY2024–25, the Authority’s non- nancial ( xed) assets totalled $221.3 million, up $88.8 million from the previous year, largely due to assets transferred from other entities. Our portfolio, with a written down value of approximately $205.5 million as at 30 June 2025, includes 430 buildings, 37 km of roads, 125 km of paths, trails, and boardwalks, 233 marine structures, 7,205 open space assets, 241,500 sqm of car parks, 15 boat ramps, and 25 sea walls.
These assets – from playgrounds and park furniture to commercial caravan parks – are essential to delivering our purpose. The Asset Management team is embedding a whole-of-lifecycle approach to maintenance, renewal, and replacement, ensuring our infrastructure remains safe, functional, and nancially sustainable. Revenue from commercial assets is reinvested into the coast and parks, supporting long-term stewardship for future generations.
STORM DAMAGE AT TORQUAY SURF BEACH
In November 2024, signi cant storm damage severely a ected the Torquay Surf Beach seawall, the Surf Life Saving Club (SLSC) concourse, and access ramp, leading to immediate closures and safety measures. Following a detailed assessment by specialised marine engineers, urgent steps were taken to protect the site from further deterioration.
Heavy machinery, including trucks and excavators, installed approximately 80 giant rock bags— each weighing more than a tonne— along the seawall near Spring Creek. This measure aimed to prevent further erosion and structural damage as a temporary safeguard while longer-term repair plans are developed.
Specialist engineers with expertise in marine environments continued to oversee the remediation works and advise on sustainable, long-term protection strategies. The recent successful use of rock bags at Cosy Corner informed the approach taken at Torquay Surf Beach.
HERITAGE WORKS SET TO CONTINUE AS LIGHTSTATION CLIMB RE-OPENS
In December 2024, the iconic climb to the top of the Cape Otway Lightstation reopened to visitors, marking a signi cant milestone in the recovery of one of the Great Ocean Road’s most treasured heritage sites.
The lighthouse had stood watch over Bass Strait for more than 175 years before a magnitude 5.0 earthquake shook the Otway Ranges in October 2023. The tremor caused mercury to spill from the lighthouse lens, forcing the closure of the climb for an extended period while essential safety and conservation measures were undertaken.
In close collaboration with Parks Victoria and specialist contractors, we led an extensive program of decontamination and testing. Every step was taken to ensure that the historic tower could once again be safely experienced—allowing visitors to enjoy the sweeping views from Australia’s oldest surviving mainland lighthouse.
While the climb was closed, the wider Lightstation precinct and surrounding heritage buildings remained open, with discounted entry ensuring visitors could still explore the site’s remarkable history.
The reopening comes as part of a broader, long-term program of works to protect and conserve the Lightstation’s heritage value for generations to come.
The spectacular climb at the Cape Otway Lightstation reopened in December 2024, whilst ongoing essential works continue across the site.
Strategy and Transformation
In 2024–25, the Great Ocean Road Coast and Parks Authority signi cantly expanded its responsibilities, taking on stewardship of an additional 17,387 hectares of public land reserves.
A total of 285 parcels were transferred from six di erent land managers, marking a major milestone in our mission to protect and enhance the natural and cultural values of these cherished landscapes.
BELLS BEACH SURFING RECREATION RESERVE
One of the most signi cant additions was the world-famous Bells Beach / Djarrak, which came under our care on 1 July 2024. Located on Wadawurrung Country, this 48-hectare reserve of coastal heathland, limestone cli s and sandy beaches has been an iconic destination for surfers and visitors alike for decades.
Declared the world’s rst sur ng reserve in 1971, Surf Coast Shire has managed it since that time. Our management now extends to surrounding bushland and car parks, including the Waves car park, Winkipop and Bells Beach, bushland up to the east edge of Southside car park, and waters 300 metres out to sea from Rocky Point in Torquay to Point Addis Marine Sanctuary.
We have worked closely with Council to ensure a smooth transition, with the Coastal and Marine Management Plan 2015–2025 continuing to guide the respectful protection of the natural environment, Wadawurrung heritage and sur ng culture.
PORT CAMPBELL NATIONAL PARK
On 1 August 2024, Port Campbell National Park on Kirrae Whurrung Country, Eastern Maar Nation, transferred to our management from Parks Victoria.
This dramatic coastline, of deep cultural signi cance to the Eastern Maar Peoples and treasured by locals and visitors alike, is being cared for in partnership with Parks Victoria, whose sta remain active in the park during the transition, providing conservation science expertise and environmental works.
On the same date, we also assumed management of several land and sea parcels across Torquay, Moggs Creek, Lorne, Separation Creek, Apollo Bay, Marengo and Port Campbell, transferred from the Department of Energy, Environment and Climate Action (DEECA) under the Great Ocean Road and Environs Protection Act 2020.
Recreation Reserve.
BAY OF ISLANDS COASTAL PARK
Further along the coast, the Bay of Islands Coastal Park on Eastern Maar Country was transferred from Parks Victoria on 1 November 2024. Protected under the National Parks Act, the park is celebrated for its spectacular limestone stacks and sweeping views and remains dedicated to conservation.
On 1 December 2024, additional parcels across Anglesea, Apollo Bay, Big Hill, Eastern View, Kennett River, Lorne, Moggs Creek, Separation Creek, Peterborough and Princetown were transferred from DEECA, along with the Port Campbell Foreshore, which came to us from Corangamite Shire Council on 23 December 2024.
SEVEN UNIQUE MARINE PARKS TRANSFERRED
In March 2025, the Great Ocean Road Coast and Parks Authority (GORCAPA) took on management responsibility for seven Marine National Parks and Marine Sanctuaries, marking a signi cant step toward holistic stewardship of the iconic Great Ocean Road coast. The transferred areas include Point Danger Marine Sanctuary, Point Addis Marine National Park, Eagle Rock Marine Sanctuary, Marengo Reefs Marine Sanctuary, Twelve Apostles Marine National Park, The Arches Marine Sanctuary, and Merri Marine Sanctuary. These areas encompass Sea Country of both the Wadawurrung Traditional Owners Aboriginal Corporation and the Eastern Maar Aboriginal Corporation.
The transfer maintained the high conservation standards previously upheld by Parks Victoria, which continued to provide monitoring, environmental works, and scienti c support throughout the transition. Importantly, the management shift did not change protection measures, ensuring the ongoing care of Victoria’s unique marine ecosystems and species.
This transfer increased GORCAPA’s total management area by 12,146 hectares, bringing the Authority’s stewardship to 20,228 hectares and reducing fragmented management along the coast from Point Impossible to the Hopkins River.
Since its establishment in 2020, GORCAPA has consolidated responsibility for reserves previously managed by 11 di erent entities, achieving signi cant progress toward integrated, long-term management of this treasured coastal and marine environment.
BELLBRAE
In April 2025, four parcels of coastal land along the Great Ocean Road at Bellbrae joined our portfolio, extending our management footprint in the Surf Coast region.
43 NEW CROWN LAND SITES
The Great Ocean Road Coast and Parks Authority continued to strengthen its role as the dedicated manager of Victoria’s iconic coastal and parklands, taking on responsibility for an additional 43 parcels of public land and reserves.
From 1 May 2025, the Authority assumed management of 42 sites between Lorne and Peterborough, including coastal areas, bushland, waterway frontages, and ecologically signi cant reserves previously overseen by DEECA and Parks Victoria. Key sites included the Lorne Country Club grounds, the Aire River Valley and Wildlife Reserve, Johanna Falls Scenic Reserve, and Latrobe Bushland Reserve.
A further site, the Johanna Public Purposes Reserve (tennis courts), transferred to the Authority on 16 May, following the expiry of management by the Johanna Public Purposes Recreation Reserve Committee Incorporated, who had cared for the site for over a decade.
These transfers mark a signi cant step towards more holistic management across the Great Ocean Road Coast and Parks. By consolidating previously fragmented land management, the Authority is better positioned to respond to challenges such as rising visitation, environmental pressures, and climate change, ensuring the protection and sustainable enjoyment of these treasured landscapes for all Victorians.
Hinterland walk at Lavers Hill, Great Ocean Road.
The breathtaking rock platform at Eagle Rock Marine Sanctuary, Aireys Inlet.
Financial Summary
Current Year Financial Review
In FY 2024-25, the nancial performance of the Great Ocean Road Coast and Parks Authority re ects our strategic focus on prioritising the allocation of limited resources towards environmental protection, sustainable asset management, land management transformation and sustainable revenue generation.
The year has resulted in sustained growth, achieving the successful land management transition, including assets transferred from Department of Energy, Environment and Climate Action (DEECA) and Parks Victoria, as well as the transfer of management of the Ports of Apollo Bay and Port Campbell. This is part of the ongoing progress towards the Great Ocean Road reform land transfer process.
Total operating income and assets have continued to grow, primarily due to the fair value of assets transferred from other Government entities and robust income from our commercial operations, caravan parks and Cape Otway Lightstation, allowing us to continue to reinvest in the future of the coast and parks.
As part of the Great Ocean Road management reform land transfer process, the Authority has been able to manage its nancial obligations and performance to date, mainly associated with public land transferred from Local Government entities, DEECA and Parks Victoria.
However, this rapid expansion underscores a critical need: securing and realising a sustainable funding model to sustain our progress and e ectively manage the risks associated with our new land management responsibilities.
TOTAL OPERATING INCOME
The Authority generates income from the use of its land and coastal assets to ful l its objectives. In FY2024-25, total income reached $53.64 million, a decrease of $7.4 million from the previous year, largely due to value of assets transferred in FY2024-25 at $18.74 million being less than the previous value of $31.67 million.
Income generated by the Authority to manage its operations totalled $28.2 million. This is supplemented by $154,000 and $972,000 of Government subsidies towards beach cleaning and port management.
Total income included:
• $24.50 million from self-managed Caravan Parks and Cape Otway Lightstation;
• $1.74 million related to assets transferred from other entities at fair value;
• $6.70 million recognised as government grants for projects (includes subsidies);
• $2.12 million from Reserves, Leases, and Licences;
• $1.08 million from other sources; and
• $0.49 million in interest received.
The Authority’s primary revenue sources to funds its operations are its self-managed Caravan Parks and the Cape Otway Lightstation, which contribute 87% of total normal operating income (excluding assets transferred from other Government entities at fair value and the recognition of deferred grant income associated with speci c projects) Revenue generated from Caravan Parks and Cape Otway Lightstation operations has increased on the previous year by 8%.
Income from Reserves, Leases and Licenses contributed 8% of total normal operating income which excludes asset transferred and grants towards speci c capital projects.
Other Income of $1.08 million includes contributions from miscellaneous items such as one-o insurance claims.
TOTAL OPERATING EXPENDITURE
Total operating expenses, including depreciation, for FY2024-25 was $40.29 million, 10% higher than the previous year.
These expenses were incurred for the purpose of managing caravan parks plus the maintenance and conservation of coastal crown land, such as maintaining pathways, toilet blocks, cultural heritage protection, pest control and Port management.
Current Year Financial Review (continued)
Costs incurred to deliver our land management responsibilities and objectives consisted of:
• $20.49 million towards labour resources;
• $12.06 million in operating expenses;
• $5.93 million relating to depreciation and amortisation;
• $1.10 million of operating expenses related to speci c government grants.
• $571,000 related to loss on asset disposals
• $136,000 towards interest; Operating costs excluding depreciation rose by 5% on the previous year due to the increased costs associated with additional land and asset management responsibilities.
ASSETS
The Authority is entrusted to manage vast community assets of signi cant nancial, environmental and cultural value, including buildings, infrastructure, platforms, seawalls and heritage assets.
In FY2024-25, the value of nonnancial or xed assets totalled $221.74 million, an increase of $88.86 million, largely due to assets transferred from other Government entities approx. $66.7 million and an increase in asset value approx. $20.06 million from cyclical asset revaluations in FY2024-25.
LIABILITIES
Total liabilities increased by $1.74 million to $33.58 million due to an increase in deferred grant income (government grant funds tied to projects) and payables held as at 30 June 2025.
GRANTS
For the year ending June 30, 2025, the Authority held $22.99 million in deferred grant revenue, recorded within contract liabilities. This is held and committed to fund future infrastructure improvements, coastal erosion prevention, and risk mitigation. An increase of 3% or $727,000 on previous year.
EQUITY
Total equity increased by $81.4 million to $196.68 million due to land assets transferred from relevant portfolio entities, recognised within contributed capital, valued at $47.99 million plus $20.06 million attributed to asset revaluations as part of the asset revaluation.
Grants Summary
GRANT NAME SUMMARY OF WHAT THE GRANT WILL DELIVER
Fishermans Beach Torquay Car Park Upgrade.
An upgrade to the Fishermans Beach Torquay Car Park. These upgrades aim to improve safety, accessibility, and ease of use for recreational boaters, shers, divers, and beachgoers.
SHORT STATEMENT ON PROGRESS, NOTING WHAT HAS BEEN DELIVERED THIS YEAR
TOTAL VALUE OF GRANT FUNDS
Parks Victoria: Cape Otway Lightstation Development Works
Organisational Change Management
Development of a Conservation Management Plan and the remainder to be spent on essential works such as repairs to the Telegraph / Signal Station Roof and other works at the Cape Otway Lightstation.
Lorne Pier Decking Repairs
Kennett River E uent Field Upgrade
Funding for the Great Ocean Road Coast and Parks Authority to engage expert organisational change management professional services to support the development and implementation of its future state.
Camping Uplift for the Great Ocean Road Region – Apollo Bay
Replacement of pier timbers that have deteriorated, causing trip hazards.
Funding is for an upgrade to the Kennett River Caravan Park e uent dispersal eld to prevent contamination and meet EPA compliance.
Funding is for improving the range of camping o erings at the Apollo Bay Recreation Reserve.
TOTAL VALUE OF GRANT FUNDS RECEIVED TO DATE BY FINANCIAL YEAR (30 JUNE 2025) (ex GST)
The upgraded car park o cially opened in November 2024, delivering enhanced safety and accessibility. Works included 24 trailer-friendly bays, pedestrian crossings, accessible parking, a DDA-compliant beach access ramp, a kayak drop-o zone, two outdoor showers, and bike parking. $1,120,024 $1,120,024
The Conservation Management Plan is now complete. Essential repair works are underway, including corrosion treatment on the Lighthouse bulkhead door and restoration of the Telegraph/Signal Station (render, fascia, painting, and roof sheeting). Completion of the slate roof replacement is anticipated in FY2025–26. $300,000 $300,000
A service model development project has been completed to guide the Authority’s organisational change management program. Further change management activities will be delivered in 2025-26 to support the transition of responsibility for direct management of national parks.
Replacement timber has been ordered and a contractor appointed. Installation is scheduled for August 2025.
Following adoption of the Kennett River Family Caravan Park Masterplan in mid 2025, a contract has been awarded for upgrades to the wastewater treatment system, including the e uent dispersal eld.
Construction commenced in February 2025, following contract award in December 2024. Practical completion is expected in late July 2025, with new accommodation available for the September school holidays.
$200,000 $170,000
$132,614 $110,026
$300,000 $300,000
$2,000,000 $2,000,000
Grants Summary (continued)
GRANT NAME
SUMMARY OF WHAT THE GRANT WILL DELIVER
Marengo Beach Access Ramp Replacement
Great Ocean Road Visitor Experience Uplift Grant
Removing the old Marengo Beach Access Ramp approx. 100m away from the Marengo Caravan Park.
Funding is provided to undertake a number of visitor facilities and infrastructure projects. This includes improvements to public toilets and amenities, enhanced accommodation o erings, smart coast infrastructure and enhanced cultural experiences, as well as to support planning and delivery of the Great Ocean Road Coastal Trail
Geelong City Deal Great Ocean Road Commitment
Jan Juc Beach Access Ramp Design
Point Impossible Improvement Project (PIIP)
Funding will be used to deliver the Apollo Bay Harbour Redevelopment, the Point Grey Lorne Redevelopment, and Improvements to Tourism Infrastructure at Kennett River.
Design an access ramp to the Jan Juc Beach to upgrade beach access for pedestrians, lifesaving and emergency vehicles onto beach, including building resilience to erosion events.
Collaborate with WTOAC to improve visitor understanding and appreciation of Wadawurrung Cultural values, enhancing education of care for Country; undertake a coastal hazard assessment; complete a landscape master plan; and improve visitor understanding and appreciation of environmental values.
Koorie Cultural Walk (Yirripa Yan)
WTOAC to develop marketing videos for Yirripa Yan (Koorie Cultural Walk) at Ironbark Basin. Two videos will be created to share information and visuals and encourage people to connect with Country. The videos will encourage people to immerse themselves in Wadawurrung Culture by booking in a cultural education session with Wadawurrung Traditional Owners.
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 2025) (ex GST)
Detailed design is complete. Grant acquittal is expected by December 2025. $150,000 $150,000
A signi cant number of projects are now completed, including caravan park upgrades, coastal access stairs and viewing platform upgrades, toilet block upgrades, carpark upgrades, and playgrounds. $18,724,060 $18,724,060
Precinct plans and masterplans have been adopted to support construction of the Apollo Bay Harbour and Point Grey Lorne redevelopments, and tourism infrastructure upgrades at Kennett River in 2025–26.
$22,250,000 $937,531
Victoria’s Resilient Coast
– pilot funding
Anglesea Resilient 2100+ Coast Project
Victoria Resilient Coast Grant Contribution towards Stages 1 and 2 of the Anglesea Coastal Adaptation Plan.
Detailed design is complete. Grant acquittal is expected by December 2025. $92,000 $135,000
The PIIP has progressed through delivery of the nal coastal hazard assessment by BMT consulting. The draft master plan is currently under development, with a draft issues and opportunities paper produced by Hansen Partnership that is currently with WTOAC for feedback.
WTOAC is producing two cultural education videos for Yirripa Yan, with $20,000 transferred in FY25–26. As agreed with DEECA, the remaining $12,000 will be redirected to the PIIP
Funding supported delivery of Stages 1 (Scoping) and 2 (Values, Vision and Objectives) of the Anglesea Coastal Adaptation Plan. Grant acquittal is expected by 30 June 2025.
$262,000 $250,000
$20,000 $32,000
$100,000 $100,000
GRANT NAME SUMMARY OF WHAT THE GRANT WILL DELIVER
Coastal Erosion Preparedness Grant
Sustainable Visitation Management Strategy
Funding is provided to build the Authority’s preparedness for coastal erosion including studies to understand the Authority’s coastal landscape and adaptation planning.
To develop a sustainable Great Ocean Road coast and parks visitation management strategy.
SHORT STATEMENT ON PROGRESS, NOTING WHAT HAS BEEN DELIVERED THIS YEAR
TOTAL VALUE OF GRANT FUNDS
Understanding First Nations Heritage on the Great Ocean Road
The project aims to discover new heritage sites, artifacts, and values in order to facilitate new learning into the history and heritage of the region.
Local Port of Apollo Bay Priority Projects
Port Operations and Risk Services for the Local Port of Apollo Bay
Victoria’s Resilient Coast
– pilot funding Cape Otway to Point Impossible Scoping Study
Funding is provided to undertake agreed priority projects at the Port of Apollo Bay, including lee breakwater Structure A repairs, coastal process study, Harbour compliance works, and priority investigations, processes and works.
To engage Ports Victoria and/or Gippsland Ports Committee of Management Inc. to support GORCAPA’s transition and inform the development of its safety management plan and environment management plan.
Victoria Resilient Coast Grant Contribution towards stage 1 of the Regional Coastal Adaptation Plan
TOTAL VALUE OF GRANT FUNDS RECEIVED TO DATE BY FINANCIAL YEAR (30 JUNE 2025) (ex GST)
This grant has enabled extensive community engagement across the region and collection of critical data to support coastal adaptation planning from Torquay to Warrnambool. $6,825,000 $6,825,000
The Sustainable Visitation Management Strategy (SVMS) is a critical piece of work. We have engaged TRC Tourism to assist us in this important piece. Their understanding and appreciation of the Framework will help ensure vertical integration of the SVMS.
GORCAPA is co-designing two distinct cultural heritage projects with Eastern Maar and Wadawurrung Traditional Owners. These projects will contribute to the essential work Traditional Owners are undertaking in protecting cultural heritage in the Great Ocean Road coast and parks.
The grant remains active postFY25 and continues to fund replacement of port equipment and completion of compliance and maintenance works, including Structure A repairs and a coastal process study.
Safety and Environment Management Plans (SEMPs) for all three ports are complete and under review by the CEO.
VRC funding contributed to the delivery of Stage 1 (Scoping and Preparation) & Stage 2 (Values, Vision and Objectives) of the Regional Coastal Adaptation Plan.
$150,000 $150,000
$250,000 $112,000
$471,000 $471,000
$100,000 $100,000
$80,000 $80,000
Grants Summary (continued)
GRANT NAME SUMMARY OF WHAT THE GRANT WILL DELIVER
Boat Ramp Maintenance (VF/ BBV) – Relating to the abolition of Boat Ramp and Associated Parking Fees, contributed funding of maintenance of Boat Ramps and Associated Parking Fees.
Round 3 Point Grey Coastal Hazard Adaptation Plan
Changing Places Grant – Apollo Bay
Storm Recovery Grant
Eliminate boat parking fee, support preventative maintenance programs.
SHORT STATEMENT ON PROGRESS, NOTING WHAT HAS BEEN DELIVERED THIS YEAR
TOTAL VALUE OF GRANT FUNDS
BBV Recently conducted a Port of Apollo Bay site review. BBV are supportive of the current maintenance plan.
TOTAL VALUE OF GRANT FUNDS RECEIVED TO DATE BY FINANCIAL YEAR (30 JUNE 2025) (ex GST)
$7,940 $7,940
Great Ocean Road Coastal Trail –Communications, Engagement, Signage and Operational Plan
Mounts Bay Foreshore Protection Measures
This project delivered stages 1 to 5 of an adaptation plan for the Point Grey precinct.
Construct one accredited Changing Places toilet facility in a location agreed by DFFH and GORCAPA.
This funding is being provided to Great Ocean Road Coast and Parks Authority (GORCAPA) to deliver recovery works across its land tenure. Funding was requested for works detailed in Attachment 4, including Torquay Surf Life Saving Club Seawall, Port Campbell Seawall, Eastern View, Mothers Beach and Sandy Gully.
Funding has been provided to deliver a number of plans related to the future Great Ocean Road Coastal Trail.
This funding is to identify long-term foreshore protection measures that will protect key infrastructure and beach amenity at Mounts Bay.
The Point Grey Coastal Adaptation Plan is complete. $60,000 $60,000
The project has been on hold since 2022 while additional funding is sought to proceed with construction of the accredited facility. $110,000 $110,000
The grant agreement has been signed and funds received. Early project planning has commenced. $2,978,681 $2,978,681
Project planning has commenced and procurement is underway. Communications and engagement activities are ongoing. $300,000 $150,000
Concept designs for foreshore protection measures are completed. Planning for further site assessment is underway. $100,000 $63,636.36
TOTAL $57,083,319 $35,436,989
Subsequent Events
Ministerial approval was received for the transfer of land from Parks Victoria to the Authority, as part of the land mandated to be transferred by section 62Q Appointment of Authority as land manager of the Great Ocean Road and Environs Protection Act 2020.
In accordance with Financial Reporting Direction 119 Transfers through contributed capital (FRD 119), Requirement 4.2(d) Other transfers, these land parcels are required to be treated as capital contributions for the nancial year 2025-26 for the Authority.
The total value of assets associated with the land parcels transferred is estimated at $32.5 million and occurred after the balance date, therefore as a non-adjusting event, no adjustments have been made to the nancial statements as of the 30 June 2025.
This land transfer is expected to materially impact the Authority’s nancial position although not its liquidity, as it is funded by existing Government funding arrangements for National Parks.
After 30 June 2025, the Authority received support for a Letter of Comfort from the Department of Treasury and Finance, con rming the State’s ongoing nancial support. This support reinforces the entity’s ability to meet its nancial obligations and continue operations.
In addition, a Treasurer’s Advance of $6.1 million was approved and received on 1 August 2025. The advance was provided to support the entity’s short-term liquidity and operational funding requirements. These events occurred after the end of the reporting period but prior to the authorisation of the nancial statements. While they do not a ect the nancial position as at 30 June 2025, they have been considered in the assessment of the Authority’s ability to continue as a going concern.
Governance and Organisational Structure
The Great Ocean Road Coast and Parks Authority is a statutory authority governed by a Board of Directors appointed by the Hon. Steve Dimopoulos MP, Minister for Environment.
The Authority was established by the Great Ocean Road and Environs Protection Act 2020 (GOREP Act), and, like all other managers of public land, is required to manage the coast and parks in accordance with public land Acts and other enactments applying to the land.
ORGANISATIONAL CHART
MINISTER FOR ENVIRONMENT
BOARD
Executive Administration
Directorate Support
CORPORATE SERVICES & CFO
Steve Major
Occupational Health and Safety
Finance
People and Culture
Governance and Risk
Information
Communications and Technology
Emergency Management
CHIEF EXECUTIVE OFFICER
Christine Ferguson
Transformation Government and Media Relations
COMMUNITY, CORPORATE AFFAIRS AND VISITOR ECONOMY
Brigid Isaac (Acting)
INFRASTRUCTURE AND PLANNING
Mark Davies (Acting)
Board Secretary
ENVIRONMENT & COASTAL OPERATIONS
Leia Howes (Acting)
Accommodation Service Coastal Operations Planning
Commercial and Visitor Economy
Community Engagement
Climate Action and Resilience
Environment and Conservation
BOARD
Our Authority Board was appointed by the Minister for Environment in November 2020 for a term of four years. The Victorian Government appointed a new board for the Authority in December 2024.
Our Board includes a nominee of each formally recognised Traditional Owner 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.
Outgoing Board Members during the 2024-25 reporting period include Sarah Eccles, Doug Humann AM, Jason Misfud, David Pope, and Christine Wyatt. We thank them for their service.
BOARD MEMBERSHIP AND ROLES
The Authority was established under the Great Ocean Road and Environs Protection Act 2020. Our objective is to protect, conserve, enhance, and manage public land and coastal assets within the Great Ocean Road coast and parks.
The Authority has the following functions as directed in the Act:
• to accept appointment as the committee of management of Crown land 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
BOARD STRUCTURE
BOARD
Libby Mears (Board Chair)
Peter Dorling
Mark Lucas
Ryan Brown
Terry Bracks AM
Hon Ryan Smith
• to provide advice to the Minister, the Department Head and responsible entities on matters relevant to 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
• any other function conferred on the Authority by or under the Act or any other Act.
The 12 directors who 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 speci ed Aboriginal party, and other directors who are responsible for guiding the Authority and overseeing the application of its functions.
Mark Edmonds (Deputy Chair)
Daniel Ierodiaconou
Victoria Marles AM
Jenny McMahon
Rebecca Dalton
Governance and Organisational Structure (continued)
Libby Mears (Chair)
Libby is a highly experienced Board Chair, Non-Executive Director and CEO, with signi cant governance, risk, and strategic leadership credentials.
She has lived and raised a family on the Great Ocean Road for more than two decades and is committed to leading the transformational change required to protect and manage these precious coastal and marine environments for now and for generations to come.
Libby is also the Chair of Western Leisure Services, a Board Director of Barwon Health and Mercy Community Services Australia, and a former Mayor of the Surf Coast Shire.
Mark Edmonds (Deputy Chair)
Mark Edmonds BA FAICD brings extensive experience in leadership, risk, corporate governance, retail, marketing, property, and services procurement. As a business owner and mentor, he has built, owned, and operated a motel and continues to run his own business mentoring service, supporting entrepreneurs and business leaders in achieving their goals.
Mark has previously served as Chair of Barwon Coast, overseeing strategic planning and environmental stewardship of the region’s coastal assets. Additionally, he was a NonExecutive Director of the Western Coastal Board, where he contributed to policies and initiatives focused on protecting and enhancing Victoria’s coastal environment.
Mark is currently a Member of the Geelong Authority and serves on the Board of Bene t Geelong.
Terry Bracks AM
Terry Bracks is an experienced NonExecutive Director. She is currently the Founding Chair of Western Chances, the Executive O cer of the Balibo House Trust, and Patron of the Williamstown Literary Festival.
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.
Ryan Brown
Ryan Brown is the Chief Executive O cer of The Royal Children’s Hospital (RCH) Foundation, a role he was appointed to in 2024. Ryan joined the organisation in 2017 and in this time has held senior leadership positions including Director of Fundraising and Deputy Chief Executive O cer.
Ryan has over 20 years leadership experience working at organisations such as Northern Health, CARE Australia and Variety, the Children’s Charity. He currently holds nonexecutive board positions with Omeo District Health and Gippsland Primary Health Network.
Ryan and his family have a long history of visiting the Great Ocean Road coast. He has fond memories of holidaying in Apollo Bay and surrounds and visiting family properties along the coast for a number of generations. Ryan has a passion for the environment and lives with his partner on Raymond Island.
Rebecca Dalton
Rebecca Dalton is a proud Wadawurrung woman, a dedicated mother, and an award-winning researcher. Rebecca is an experienced Non-Executive Director, widely recognised for her leadership in projects that empower Aboriginal voices and drive strategic planning to address the complex needs of remote Aboriginal communities.
With a background in Education and a Masters in Aboriginal Health by Research, Rebecca currently leads Horizon Power’s Remote Communities Engagement team, mobilising community engagement and self-determination to ensure energy equity for remote Aboriginal communities.
Passionate about family, Country, and community, Rebecca represents her family line on the Board of the Wadawurrung Traditional Owner Aboriginal Corporation and serves as Chair of her local Volunteer Surf Lifesaving Club. She has deep family ties and active networks across Victoria, as well as throughout the Southwest and Kimberley regions of Western Australia.
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.
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.
Lucas
Mark Lucas the Chief Financial O cer of Zoos Victoria, where he overs nancial strategy and performance to support the organisation’s mission in wildlife conservation and strengthening the connection between people and wildlife.
With a Bachelor of Commerce (Accountancy) and as a Fellow of Chartered Accountants Australia and New Zealand, Mark has extensive experience in nancial management, strategic planning, and corporate governance. Throughout his career, he has held senior leadership positions in major Australian organisations, including Myer, Elders IXL Limited, and RACV. His expertise spans nancial
stewardship, risk management, and commercial operations in both corporate and not-for-pro t sectors.
Beyond his executive roles, Mark is passionate about mentoring the next generation of nance professionals. He actively contributes as a mentor at the University of Melbourne’s Faculty of Business and Economics, where he supports emerging leaders in business, nance, and accounting.
Victoria Marles served as the CEO of Trust for Nature (the Victorian Conservation Trust) from 2009 to 2024. Prior to this, she was Victoria’s Legal Services Commissioner and Chief Executive O cer of the Legal Services Board.
A lawyer by profession, Victoria specialises in media and communications law and policy. She previously served as Deputy Telecommunications Industry Ombudsman and Deputy Director of the Communications Law Centre.
Victoria has a strong background in the arts, having studied Drama at the Victorian College of the Arts. She has held various board positions with organisations including the Arts Centre, the Victorian Women’s Trust, and the Melbourne Writers Festival. She also served as Chair of the Circus Oz Board for 14 years and is currently a Board Member of the Consumer Action Law Centre and a Director of the Australian Advertising Standards Council.
Dr Daniel Ierodiaconou
Mark
Victoria Marles AM
Governance and Organisational Structure (continued)
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.
BOARD COMMITTEES
Hon Ryan Smith
Hon Ryan Smith is a seasoned leader with a wealth of experience in both politics and the corporate sector. He served as the Member for Warrandyte in the Victorian Legislative Assembly from 2006 to 2023, representing the Liberal Party. During his time in government, Ryan held ministerial positions as Minister for Environment and Climate Change and Minister for Youth A airs from 2010 to 2014, playing a key role in shaping policies on environmental sustainability, conservation initiatives, and youth engagement programs.
Before entering politics, Ryan built a strong career in the nancial sector, spending 20 years working in foreign exchange and money markets. He held various roles with some of Melbourne’s leading banks and nancial institutions, developing deep expertise in nancial strategy, risk assessment, and market analysis.
With a passion for leadership, governance, and public service, Ryan continues to contribute his knowledge and experience across various sectors. His background in both government and corporate nance gives him a unique perspective on policy development, economic strategy, and stakeholder engagement.
FINANCE, AUDIT AND RISK MANAGEMENT COMMITTEE
Mark Edmonds (Chair)
Daniel Ierodiaconou
*External member
Rebecca Dalton
Mark Lucas (Deputy Chair)
Libby Mears
PEOPLE AND PERFORMANCE COMMITTEE
Libby Mears (Chair)
Mark Edmonds
Ryan Brown
Tony Ficca*
Terry Bracks (Deputy Chair)
REFORM AND MAJOR PROJECTS COMMITTEE
Jenny McMahon (Chair)
Peter Dorling
Victoria Marles AM
Hon Ryan Smith (Deputy Chair)
Libby Mears
EMAC Representative
MEETING ATTENDANCE
N/A = Not applicable
STATEMENT OF DECLARATION OF PECUNIARY INTERESTS
Declarations of pecuniary interests have been duly completed and are updated by all Board members and relevant o cers. A ‘Register of Private Interest Declarations’ is retained by the Chief Executive O cer (the Authority’s Accountable O cer) and is available on request to the relevant Ministers, Members of Parliament, and thepublic, subject to the provisions of the Freedom of Information Act
Workforce Data
As of 30 June 2025, the Great Ocean Road Coast and Parks Authority employed 156.55 full-time equivalent (FTE) ongoing sta , including employees on WorkCover, compared to 162.90 FTE ongoing sta at the end of the 2023–24 nancial year. Employees have been correctly classi ed in workforce data collections, with grading classi cations outlined in the Great Ocean Road Coast and Parks Authority Enterprise Agreement 2021–2025.
Our workforce numbers have reduced slightly compared to the previous year, with a headcount reduction of 6 and a total FTE reduction of 6.35. Sta numbers increase over the summer period across all Accommodation Services sites due to the addition of seasonal casual sta members.
A decision was made during the reporting period to uplift all Level 1 classi ed employees to Level 2 following more than six months of continuous employment. This change resulted in a reduction in the number of Level 1 employees and a corresponding increase in Level 2 classi cations. Historically, many of these employees were engaged only for the peak season, making such an uplift unnecessary in prior years. No signi cant changes were observed across other classi cation levels during this period.
In July 2024, land and port management responsibilities for the Port of Apollo Bay transferred to the Authority, resulting in the transfer of four additional sta . These sta remained employed under the terms and conditions of the Colac Otway Shire Enterprise Agreement.
EXECUTIVE OFFICER DISCLOSURE
Senior Executive Service (SES) Level
* Notes:
Remuneration Package (TRP) Range (inc. Superannuation)
(a) The salaries reported are for the full nancial year, at a 1-FTE rate, and exclude superannuation (b) An additional SES-1 role remained vacant from March 2025 following an employee resignation
WORKFORCE INCLUSION POLICY
The Authority is committed to fostering a balanced and inclusive working environment where equal opportunity and diversity are genuinely valued, and re ective of the communities we serve.
As at, 30 June 2025, our Board comprised ve women and six men, with one vacancy yet to be lled.
During the 2024–25 reporting period, we observed changes in gender representation across the organisation. The proportion of women in the Executive Senior Leadership Team declined to 22.7%, down from 60% in the previous nancial year. There was also a signi cant decrease in the number of women in casual employment, contributing to a shift in the organisation’s overall gender balance.
At the end of the reporting period, women represented 41.7% of the workforce (down from 46.6% in 2023–24), while men accounted for 47.1% (up from 43.0% in 2023–24).
Representation of Aboriginal and/ or Torres Strait Islander peoples remains low, with 10% of employees choosing not to disclose this information. In response, we are exploring targeted initiatives for the year ahead, including traineeships designed to increase representation and provide meaningful, long-term career pathways.
We also observed shifts in the age pro le of our workforce. The proportion of employees under 29 years of age declined, while the representation of employees aged 50–59 increased. This trend aligns with the reduction in casual employment, which has historically included a higher proportion of younger workers.
Disability disclosure remains voluntary, with 11.7% of employees opting not to respond. The Authority continues to prioritise individual engagement and tailored workplace accommodations to support employee wellbeing and inclusion.
Occupational health and safety
The Great Ocean Road Coast and Parks Authority remains rmly committed to strengthening occupational health and safety (OHS) performance and embedding a culture of safety across the organisation.
In 2024–25, we experienced a notable shift in our safety metrics. Lost Time Injuries (LTIs) increased from zero to seven, driving our Lost Time Injury Frequency Rate (LTIFR) from 0 to 19.5, well above our established target of 12.
While this rise is concerning, it highlights the importance of our continued focus on improving safety practices and responding to emerging risks across our growing operations.
There were, however, several encouraging developments. The number of workplace inspections completed doubled, re ecting a proactive approach to identifying and addressing potential hazards. We also saw a 16% increase in hazard and action reporting, demonstrating a heightened safety awareness and engagement among sta .
Over the past year, we successfully embedded our safety management system across all levels of the organisation. This system continues to ensure compliance with legislative requirements and supports a culture of accountability. In the coming year, we will prioritise enhancements to this system in line with regulatory changes and our expanding operational responsibilities.
Our commitment to fostering a safe work environment remains unwavering. By adopting bestpractice safety standards and encouraging proactive participation in safety initiatives, we aim to build a culture where safety is ingrained in everything we do—creating a more secure and productive workplace for all.
INCIDENT MANAGEMENT
During the last year, a total of 210 incidents were reported. These incidents included injuries, near misses, and instances of property and environmental damage, reported by both employees and visitors. The diverse nature of these reports highlights the importance of comprehensive incident investigations to address various types of incidents e ectively.
Slips, trips, and falls accounted for 22% of the incident reports during the 2024-25 nancial year, marking a 7% increase from the previous year. This mechanism of injury also resulted in four lost time injuries to sta during the reporting period. The rise in such incidents underscores the need for targeted workplace and asset inspections into future years.
Of the 116 reported injuries, 53% involved members of the public, while 47% involved employees or contractors. The vast majority of these required only very minor treatment, such as rst aid. Nonetheless, these incidents reinforce the need for continued vigilance and adaptive safety measures to ensure the well-being of both our workforce and the broader community.
Notably, nine incidents required noti cation to the OHS Regulator (WorkSafe Victoria) during the reporting period, compared to two in the previous year..
INJURY MANAGEMENT
Supporting injured workers and facilitating safe, timely returnto-work outcomes remains a key focus. We continue to re ne our injury management protocols and implement consultative strategies that prioritise employee wellbeing and promote long-term health outcomes.
We continue to focus on supporting injured workers and planning consultative return-to-work strategies. These e orts aim to facilitate the safe and timely return to work for our employees, ultimately striving to positively impact our workers health outcomes whilst also having a favourable impact on our workers compensation insurance premiums into the future.
In 2024-25, three new workers’ compensation claims were lodged. Our WorkCover Premium has decreased due to improved performance over the past three years, resulting in an 11% reduction for 2025-26. However, the average cost per claim has risen signi cantly from $33,346 to $75,275. This rise re ects the complexity of recent cases and will likely have a signi cant impact on future premiums.
Management commitment
Evidence of OHS policy statement, OHS objectives, regular reporting to senior management of OHS. OHS Policy and OHS Objectives and Targets established.
Evidence of agreed structure of designated workgroups (DWGs), health and safety representatives (HSRs), and issue resolution procedures (IRPs).
DWGs agreed and in place
elected HSRs (3) require training)
by a HSR
(No requests for HSR refresher training, will be scheduled following release of new OHS Regulations)
1 Rates have been calculated based on an FTE of 181.20.
Other Disclosures
LOCAL JOBS FIRST (FRD 25)
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.
Departments and public sector bodies are required to apply the Local Jobs First policy in all projects valued at $3 million or more in Metropolitan Melbourne or for statewide projects, or $1 million or more for projects in regional Victoria.
MPSG applies to all construction projects valued at $20 million or more. The MPSG guidelines and VIPP guidelines will continue to apply to MPSG-applicable and VIPP-applicable projects respectively where contracts have been entered prior to 15 August 2018
Projects commenced – Local Jobs First Standard
During 2024-25, the Authority commenced four contracts worth $3.751 million under three previously commenced Local Jobs First Standard projects. Of those contracts, three were in regional Victoria, with a commitment of 94.7% per cent of local content, and one Statewide with a commitment of 97% local content. No projects were commenced that occurred in metropolitan Melbourne. The MPSG did not apply to any project or contract.
The commitments made as part of the Local Jobs First policy for these contracts are as follows:
• an average of 94 per cent of local content commitment was made
• a total of 5.04 jobs (AEE) were committed, including the creation of 1.3 new jobs and the retention of 3.7 existing jobs (AEE)
• Four small to medium enterprises prepared a Local Industry Development Plan (LIDP) for contracts, successfully appointed principal contractor. Fifty-eight small to medium-sized businesses were engaged through the supply chain on commenced Standard Projects.
Grey Redevelopment –Urban Design Framework
jobs (AEE).
Bay Recreation Reserve Camping Uplift
DS25 Apollo Bay Harbour Redesign Quantity Surveyor
T24-0007 Apollo Bay Harbour Redevelopment Precinct, Design Consultant
Projects completed –Local Jobs First Standard
During 2024–25, the Authority did not complete any Local Jobs First Standard projects.
During 2024-25, the Authority completed one Local Jobs First Standard project, totalling $1,925,332.73. This project was in regional Victoria. The MSPG did not apply to this project.
The commitments made and outcomes achieved for the Standard Project that completed in 2024-25 were as follows:
• An average of 97.2 per cent of local content commitment was made, with an average of 96 per cent achieved.
CONSULTANCY EXPENDITURE
• A commitment to support a total of 1.3 jobs (annualised employee equivalent (AEE)) was made, including the creation of 0.0.65 new jobs and the retention of 0.65 existing jobs (AEE).
• A total of 1.94 jobs were supported, including the creation of 0.73 new jobs and the retention of 1.21 existing jobs.
• 11 small to medium enterprises prepared a Local Industry Development Plan (LIDP) for contracts. Twenty-four small to medium-sized businesses were engaged through the supply chain on the completed Standard Project.
• Standard Projects that completed in this nancial year were due to submit one post contract reviews, with one submitted.
Reporting requirements –All projects
The Authority did not commence any MPSG-applicable and VIPPapplicable contracts prior to 15 August 2018.
Reporting requirements – Grants
The Authority did not provide any grants during 2024–25.
GOVERNMENT ADVERTISING EXPENDITURE (FRD 22)
Nil reports. The Authority’s expenditure in the 2024-25 reporting period on government campaign expenditure did not exceed $100,000.
In 2024-25, there were 33 consultancies where the total fees payable to the consultants were $10,000 (excluding GST) or greater. The total expenditure incurred during 2024-25 in relation to this consulting expenditure was $1,252,845 (excl. GST). Details of individual consultancies are outlined below.
Other Disclosures (continued)
DETAILS OF CONSULTANCIES UNDER $10 000
In 2024-25, there were 30 consultancies engaged during the year where the total fees payable to the individual consultancies were less than $10,000. The total expenditure incurred during 2024-25 in relation to these consultancies was $93,949 (excluding GST).
REVIEW AND STUDIES EXPENDITURE (FRD 22)
Nil reports. There were no reviews and studies undertaken during the 2024-25 reporting period.
INFORMATION AND COMMUNICATION TECHNOLOGY EXPENDITURE (FRD 22)
For the 2024-25 reporting period, the Authority had a total ICT expenditure of $1,000,680 —details shown below.
$1,000,680
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
The Authority did not enter into any major contracts during 2024-25. A ‘major contract’ is a contract entered into during the reporting period valued at $10 million or more.
CAPITAL WORKS
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.
FREEDOM OF INFORMATION (FRD 22)
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, lms, micro che, 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; and information provided to the Authority in con dence.
Under the Act the Freedom of Information (FOI) processing time for requests received is 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 satis ed by a decision made by the Authority, under section 49A of the Act, they have the right to seek a review by the O ce of the Victorian Information Commissioner (OVIC) within 28 days of receiving a decision letter.
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
25 Baines Crescent, Torquay, Victoria 3228
An application fee of $33.62 applies. Access charges may also be payable if the document pool is large, and the search for material, 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.
When making an FOI request, applicants should ensure requests are in writing and clearly identify what types of material/documents are being sought.
FOI statistics/timeliness
During 2024–25, the Authority received 2 applications. Of these requests, both were from the general public.
The Authority made 3 FOI decisions during the 12 months ended 30 June 2025.
• 2 decisions were made within the statutory 30-day time period;
• 1 decision within an extended statutory 30–45-day time period;
• 0 decisions within 46 to 90 days; and
• 0 decisions in greater than 90 days.
The average time taken to nalise requests in 2024–25 was 17 days.
During 2024–25, one request was subject to a complaint/internal review by OVIC.
Further information
Further information regarding the operation and scope of FOI can be obtained from the Act; regulations made under the Act; and Freedom of Information – O ce of the Victorian Information Commissioner (https://ovic.vic.gov.au)
COMPLIANCE WITH THE BUILDING ACT 1993 (FRD 22)
Compliance with the Building Act 1993
The Authority owns or manages 430 government buildings located along the foreshore and ten caravan parks between Torquay and Peterborough. 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 quali ed 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 re 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 2024-25:
Number of major works projects undertaken (>$50 000) 10 major works projects
Number of building permits, occupancy permits, or certi cates of nal inspection issued in relation to buildings owned
Number of emergency orders and building orders issued in relation to buildings
Number of buildings that have been brought into conformity with building standards during the year
COMPETITIVE NEUTRALITY POLICY
1 building permit
0 occupancy permits
0 certi cates of nal inspection
0 emergency order
0 building orders
0 buildings brought into conformity
Competitive neutrality requires government businesses to ensure where services compete, or potentially compete with the private sector, any net advantage arising from government ownership is accounted for if it is not in the public interest.
Government businesses are required to set a competitively neutral price, which accounts for any net advantage that comes from public ownership. 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 e ciency in the provision of service.
The Authority continues to comply with the requirements of the Competitive Neutrality Policy.
PUBLIC INTEREST DISCLOSURE ACT 2012
The Public Interest Disclosures Act 2012 (PID Act) enables people to make a disclosure about corrupt or improper conduct by a public o cer 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 o cer or a public body.
‘Improper or corrupt conduct’ involves substantial mismanagement of public resources, risk to public health or safety or the environment, or corruption.
‘Detrimental action’ is action taken against a person in reprisal for making a public interest disclosure.
How do I make a public interest disclosure?
You can make a public interest disclosure about the Authority or its board members, o cers or employees by contacting IBAC (details below).
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, o cers or employees. You can access the Authority’s Public Interest Disclosure Policy and Procedure on our website.
Independent Broad-Based Anti-Corruption Commission (IBAC) Victoria
Address: Level 1, North Tower, 459 Collins Street, Melbourne Victoria 3000.
The Disability Act 2006 rea rms and strengthens the rights of people with a disability and recognises that this requires support across the government sector and within the community.
The Authority is working towards the preparation of its inaugural Disability Action Plan to achieve compliance with its obligations under the Act. This is an identi ed action to be achieved once the Authority reaches its future-state on 1 November 2025.
The Plan will consider reducing barriers to access goods, services and facilities; reducing barriers to a person with a disability obtaining and maintaining employment; and promoting inclusion and participation in the community and achieving tangible changes in attitudes and practices that discriminate against people with a disability.
As required by the Disability Act, the Authority reports annually on the progress towards the implementation of its Disability Action Plan in its annual report.
COMPLIANCE WITH THE CARERS RECOGNITION ACT 2012
The Authority has taken all practical measures to comply with its obligations under the Act. These include reviewing our employment policies, such as exible working arrangements and leave provisions, to ensure that these comply with the statement of principles in the Act.
ESTABLISHING ACT
The Great Ocean Road Coast and Parks Authority is a State Government entity established by the Great Ocean Road and Environs Protection Act 2020 (GOREP Act) as the dedicated land manager for the Great Ocean Road coast and parks.
Schedule 1 lists the land for which management responsibility is to be transferred to the Authority on or by 1 November 2025 (formerly managed by 11 di erent entities).
DISCLOSURE OF SOCIAL PROCUREMENT ACTIVITIES UNDER THE 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.
Achievements
The Authority has developed a new social procurement framework. The aim of the strategy is to align our operations with the SPF and to engage with suppliers who have the capability to deliver our procurement requirements, while delivering social bene ts 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 2024–25 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 and the employment of Aboriginal people.
DISCLOSURE OF PROCUREMENT COMPLAINTS (FRD 22)
Nil reports. The Authority did not receive any procurement complaints during the 2024-25 reporting period.
DISCLOSURE OF EMERGENCY PROCUREMENT (FRD 22)
In 2024- 25, the Authority activated Emergency Procurement on one occasion following the requirements of government policy and accompanying guidelines. One new contract, valued at or more than $100 000 (GST inclusive), was awarded in connection with the emergency. Details of the Authority’s emergency procurements are shown below.
Note:
This is the total of all expenditure, including contracts under and over $100 000.
Storm
to Torquay Seawall leading to risk of collapse
REPORTING OF OFFICE-BASED ENVIRONMENTAL DATA BY GOVERNMENT ENTITIES (FRD 24)
The Authority’s commitment to capturing, reporting on, and actioning sustainability and environmental data is driven by our obligations under the Financial Reporting Direction 24D (FRD24D) and our existing Coastal and Marine Management Plan.
Electricity production and consumption
The following data table outlines our reporting obligations. .
Transportation
The Authority’s eet comprised of 77 vehicles essential to the Authority’s provision of services. Of the road vehicles, 61 per cent were internal combustion engine vehicles and 6 per cent were hybrid vehicles.
The following data table outlines the number and proportion of eet vehicles in the organisational boundary, segmented by engine/fuel type and vehicle category for the reporting period.
Transportation
•
COMPLIANCE WITH DATAVIC ACCESS POLICY
The Authority did not make any data sets available on the DataVic website in 2024-25.
STATEMENT OF 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 2021- 2025 and the Fair Work Act 2009 (Cth).
STATEMENT OF AVAILABILITY OF OTHER INFORMATION (FRD 22)
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:
(a) details of publications produced by the Authority about itself, and how these can be obtained
(b) details of any major external reviews carried out on the Authority
(c) details of major research and development activities undertaken by the Authority
(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: 1300 736 533
foi@greatoceanroadauthority vic.gov.au
Additional information included in the Annual Report
Details in respect to the following items have been included in the Authority’s Annual Report, on the pages indicated below:
(f) assessments and measures undertaken to improve the occupational health and safety of employees (on page 57)
(g) a statement on industrial relations within the Authority (on page 68)
(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 52)
(i) a statement of completion of declarations of interests by relevant o cers (on page 53)
Information that is not applicable to the Authority
The following information is not relevant to the Authority for the reasons set out below:
(j) a declaration of shares held by senior o cers (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).
The Asset Management Accountability Framework (AMAF) is a principlesbased, devolved accountability model that requires compliance with 41 mandatory asset management requirements. The Framework applies to the Authority’s non-current physical and intangible assets, excluding nancial assets
This section outlines the Authority’s self-assessed maturity against the AMAF requirements for the 2024–25 reporting period
The Authority’s target maturity level is Competence, which is de ned as having systems and processes fully in place, consistently applied, and systematically meeting AMAF requirements. It also re ects an embedded culture of continuous improvement to enhance performance beyond the minimum requirements
LEGEND
Status Scale Not Applicable N/A
0 Awareness 1
2
3
4 Unassessed U/A
AMAF MATURITY ASSESSMENT-STATUS
Current Maturity Score
Target Score
Other Disclosures (continued)
Leadership and Accountability (requirements 1-19)
The Authority is progressing toward its target maturity level across most requirements in this category. Some areas, including the allocation of asset management responsibilities, are not yet fully compliant. Improvement plans are in place to address these gaps and further strengthen capability. Roles and responsibilities continue to be re ned as the Authority transitions to its target operating model.
Planning (requirements 20-23)
The Authority is advancing toward its target maturity in this category. A key milestone was the nalisation and endorsement of its inaugural Asset Management Strategy. Further work is underway to document the Authority’s Operational Risk Register to support integrated asset planning.
Acquisition (requirements 24 and 25)
The Authority has met or exceeded its target maturity level across all requirements in this category.
Operation (requirements 26-40)
The Authority has achieved its target maturity level for most operational requirements. Areas for improvement remain in asset maintenance, monitoring and preventive action, and information management. Plans are being implemented to strengthen proactive maintenance practices and prevent asset performance failures.
To support this, the Authority has commenced rollout of an electronic Work Order Management System to improve the recording, planning, monitoring and reporting of asset maintenance activities.
Disposal (requirement 41)
The Authority has met its target maturity level for asset disposal practices.
I, Libby Mears, on behalf of the Responsible Body, certify that the Great Ocean Road Coast and Parks Authority has no Material Compliance De ciency with respect to the applicable Standing Directions under the Financial Management Act 1994 and Instructions.
Libby Mears
8 October 2025
Audited Financial Statements
for 12 months of nancial year 2024-25
Comprehensive income statement
For the period ended 30 June 2025
The above comprehensive income statement should be read in conjunc on with the accompanying notes.
Statement of financial position
As at 30 June 2025
Statement of changes in equity
For the period ended 30 June 2025
The statement of changes in equity should be read in conjunc on with the accompanying notes.
Notes to the Financial Statements Statement of cash flows
For the period ended 30 June 2025
Net
w ( w) from
g v
The GST component of cash ows arising from inv ng and nancing ac v s, which is recoverable from, or payable to, the ATO, is classi ed as opera ng cash ows and disclosed therein
The above statement of cash ows should be read in conjunc on with the accompanying notes.
Notes to the financial statements
SECTION 1 - ABOUT THIS REPORT
Structure
1.1 Corporate inform on
1 2 Basis of accoun ng prepara on and measurement
1 3 Compliance inform on
1.4 C accoun ng e tes and judgements
1 1 Corporate informa
Great Ocean Road Coast & Parks Authority (the Authority) is a Victorian statutory authority established by the Victorian Government under the Great Ocean Road and Environs Protec on Act 2020 (Vic) The ncial statements cover the Authority as an individual repo ng en y 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 ac es of the Authority are outlined under Part 5 of the Great Ocean Road and Environs Protec on Act 2020 (Vic) , being the objec e is to protect, conserve, rehabilitate and manage Crown land and coastal assets within the Great Ocean Road coast and parks.
These annual ncial statements represent the audited general purpose ncial statements for Authority for the period ended 30 June 2025 The purpos e of the report is to provide users with inform on about the Authority’s stewardship of resources entrusted to it.
The Authority is not designated to apply the N onal Tax Equivalent Regime (NTER).
1.2 Basis of accoun ng prepara and measurement
These ncial statements are Tier 2 general purpose ncial statements prepared in accordance with AASB 1060 General Purpose Financial Statements – Simpli d Disclosures for For-Pro and Not-for-Pro Tier 2 En (AASB 1060) and Financial Repo ng Direc on 101 Applica on of Tiers of Australian Accoun ng Standards (FRD 101) with the historical cost conven on and on a going concern basis.
These ncial statements are in Australian dollars and the historical cost conven on is used unless a d erent measurement b asis is spe ally disclosed in the note associated with the item measured on a d erent basis.
The accrual basis of accoun ng has been applied in preparing these ncial statements, whereby assets, liabil es, equity, income and expenses are recognised in the repo ng period to which they relate, regardless of when cash is received or paid.
Consistent with the requirements of AASB 1004 Contribu ons , contribu ons by owners (that is, contributed capital and its repayment) are treated as equity transac ons and, therefore, do not form part of the income and expenses of the Authority Add ons to net assets which have been designated as contribu ons by owners are recognised as contributed capital Other transfers that are in the nature of contribu ons to or distribu ons by owners have also been designated as contribu ons by owners In accordance with Financial Repor ng Direc on 119 transfers of land from a local government en y is not a contribu on by owner and is recognised as othe r income
Judgements, e tes and assump ons are required to be made about ncial inform on being presented The signi cant judgements made in the prepara on of these ncial statements are disclosed in the notes where amounts ected by those judgements are disclosed E tes and associated assump ons 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 d er from these e tes.
Judgements and assump ons made by management in applying AAS that have signi cant e ects on the ncial statements and e tes are disclosed in the notes under the heading: ‘C Accoun ng Judgements’
All amounts in the ncial 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 ncial instruments and for non-recurring fair value measurements such as non nancial physical assets held for sale, in accordance with the requirements of AASB 13 and the relevant Financial Repo ng Direc ons (FRDs).
SECTION 1 - ABOUT THIS REPORT (c
1.2 Basis of accoun ng prepara and measurement (con ed)
All assets and liabil es for which fair value is measured or disclosed in the ncial statements are categorised within the fair value hierarchy, described as follows, based on the lowest level input that is signi cant to the fair value measurement as a whole:
- Level 1 Quoted (unadjusted) market prices in ac e markets for iden al assets or liabil es;
- Level 2 Valu on techniques for which the lowest level input that is signi cant to the fair value measurement is directly or indirectly observable; and
- Level 3 Valu on techniques for which the lowest level input that is signi cant to the fair value measurement is unobservable.
For the purpose of fair value disclosures, the Authority has determined classes of assets and liabil es on the basis of the nature, characte and risks of the asset or liability and the level of the fair value hierarchy as explained above
In add on, the Authority determines whether transfers have occurred between levels in the hierarchy by re-assessing catego on (based on the lowest level input that is signi cant to the fair value measurement as a whole) at the end of each repo ng period.
The Authority monitors changes in the fair value of each asset and liability through relevant data sources to determine whether revalua on is required
1.2.1 Going concern
The ncial statements have been prepared on a going concern basis, which assumes that the Authority will be able to realise its assets and se le its liabil es in the normal course of business.
If the Authority is unable to secure add onal opera g income to fund its expanded func ons, legisl ve responsibili es and meet the Minister’s Statement of Expect ons, its ability to con nue as a going concern may be ected.
The Authority has been impacted by the increased opera g costs associated with the scale up of park management opera ons, as required by the GOREP Act, which ha ve not been matched by a corresponding increase in opera g revenue
There has been no change in government policy or direc on that materially impact the Authority's func ons, therefore the Authority remains op about its ability to generate future revenue for its opera g future
The Authority is ac ely pursuing various strategies to minimise expenditure, including deferring discre onary internal projects, while maintaining core ac es and focusing on strategies to maximize exi g revenue streams
Financial forecasts prepared by management support the Authority’s ability to con nue as a going concern based on the responsible Minister’s commitment to provide ncial support through a Le er of Comfort for the period up to October 2026.
This disclosure provides an overview of the issues facing the Authority and management’s plans to address them
SECTION 1 - ABOUT THIS REPORT (c
1.3 Compliance informa
These general-purpose ncial statements have been prepared in accordance with the Financial Management Act 1994 (Vic) (FMA) and applicable Australian Accoun ng Standards (AASs), which include Interpreta ons, issued by the Australian Accoun ng Standards Board (AASB) In par ular, they are presented in a manner consistent with the requirements of AASB 1049 Whole of Government and General Government Sector Financial Repo ng.
Where appropriate, those AASs paragraphs applicable to not-for-pro en es have been applied Accoun ng policies selected and applied in these ncial statements ensure that the re ng ncial inform on es the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transac ons or other events is reported
1.4
Cri al accoun ng es ates and judgements
In the applica on of AAS, management is required to make judgements, e tes and assump ons about carrying values of assets and liabil es that are not readily apparent from other sources The e tes and associated assump ons 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 d er from these e tes.
E tes and judgements are con nually evaluated and are based on historical experience and other factors including expect ons of future events that may have a ncial or disclosure impact on the Authority and are believed to be reasonable under the circumstances.
1.4.1 Cri al accoun ng judgements
C judgements that management has made in the process of applying Authority’s accoun ng policies and that have the most signi cant e ect on the amounts recognised in the ncial statements are:
Impairment of non nancial assets
The Authority assesses impairment of all assets at each repo ng date by evalua g cond ons spe to the Authority and to the par ular asset that may lead to impairment These include obsolescence or physical damage, technology, economic and poli al environments and future product expect ons If an impairment trigger exists, the recoverable amount of the asset is determined.
Fair value of infrastructure, property, plant and equipment
All non nancial physical assets are ly recorded at cost and subsequently revalued at fair value in accordance with FRD 103
Non-Financial Physical Assets The last formal asset revalua on was undertaken in FY2020 An exemp on to revalue assets in FY2021 was granted by DTF As per the 5-year asset revalua on cycle and in accordance with FRD 103, a formal assessment may be undertaken as at 30 June 2026, however given 5 years past since the last revalua on, management determined a formal assessment be undertaken by an external valuer as at 30 June 2025, of the Authority's non-current physical assets and determined that their carrying values approximate their fair values.
The revalua on resulted in a net increase in the carrying value of PPE, which has been recognised in other comprehensive income and accumulated in the revalua on surplus, except where it reversed a previous decrement recognised in pro or loss.
Assets transferred from other government en es during the year (refer to note 4 1 2) are recognised at fair value agreed by both organ ons, at the e of transfer For all other assets, fair value assessments are based on management's evalua ons In the absence of observed market inputs, future-oriented e tes are used to determine the recoverable amounts of classes of property, plant, and equipment E g the carrying amounts of these assets involves foreca g the impact of uncertain future events as of the end of the repo ng period.
SECTION 2 - FUNDING DELIVERY OF OUR SERVICES
Introduc on
Great Ocean Road Coast & Parks Authority's (the Authority's) overall objec ve is to protect, conserve, enhance and manage Crown land and coastal assets within the Great Ocean Road Coast and Parks.
To enable the Authority to ful l its objec ve and provide outputs, it receives income from the use of its land and coastal assets.
2.1 Summary of revenue and income that funds the delivery of our services
2.2 Income from transac ons
2.1 Summary of revenue and income that funds the delivery of our services
Revenue and income that fund delivery of the Authority’s services are accounted for consistently with the requirements of the relevant accoun ng standards disclosed in the following notes
2.2 Income from transac ons
2.2.1 Sale of goods and services
The revenue included in the table above are transac ons that the Authority has determined to be classi ed as revenue from contracts with customers in accordance with AASB 15.
Performance obliga ons and revenue recogni on policies
Revenue is measured based on the considera on speci ed 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 obliga ons for the services to the customer are sa s ed
Where revenue is received of a xed amount over the term of the contract (eg monthly or annual lease payments) and the customer consumes the bene ts of the services as the Authority provides them, the revenue is recognised on a straight line bas is over the term of the contract.
Revenue from the performance of accommoda on services is recognised upon the comple on of services performed or when the accommoda on was provided.
Considera on received in advance of recognising the associated revenue from the customer is recorded as a contract liability
(Note 6.2)
SECTION 2 - FUNDING DELIVERY OF OUR SERVICES (con ued)
Grants
under AASB 1058
Income from grants that are enforceable and with su ciently speci erformance obliga ons are accounted for under AASB 15 Revenue from Contracts with Customers, with revenue recognised as these performance obliga ons are met.
Where the en ty receives a transfer of nancial assets to enable it to acquire or construct a recognisable non nancial asset that it controls, a liability is recognised for the excess of the ini al carrying amount of the nancial asset received over the value of the related capital works completed up to repor ng date. The liability is recognised un l such me that the en ty sa s es its obliga ons under the transfer, at which point it is recorded as revenue
Capital grants received by the en ty from the Victorian Government in accordance with the funding agreement meet the criteria for revenue recogni on under AASB 1058, Income for Not For Pro t En so far as they represent transfers of nancial assets (cash) to enable the en ty to acquire or construct recognisable non nancial assets (speci capital works along the Great Ocean Road) that are controlled by the en ty.
Accordingly, the en ty will ini ally account for each capital related grant payment received as a liability (deferred income) on its balance sheet and progressively bring to account income from this source in the pro t or loss statement, as the capital works obliga ons of the funding deed are met.
Interest income includes interest received or receivable on bank term deposits There are no bank term deposits therefore interest income is recognised when received.
SECTION 3 - THE COST OF DELIVERING SERVICE
This sec on provides an account of the expenses incurred by the Authority in delivering services In Sec on 2, the funds that enable the provision of services were disclosed and in the note the cost associated with provision of services are disclosed
Introduc Structure
3 1 Expenses incurred in delivery of services
3 2 Grant expenses
3.1 Expenses incurred in delivery of services
3.1.1 Employee bene ts expenses
Salaries, wages, annual leave and long service leave
Employee expenses include all costs related to employment including wages and salaries, fringe bene tax, leave en ements, termina on payments and WorkCover premiums
The amount recognised in the comprehensive opera g statement in re on to superannu on is employer contribu ons for members of de ed contribu on superannu on plans that are paid or payable during the repo ng period
Termina on bene are payable when employment is terminated before normal re ement date, or when an employee accepts an o er of bene in exchange for the termina on of employment Termina on bene are recognised when the Authority is demonstrably comm ed to termina g the employment of current employees according to a detailed formal plan without possibility of withdrawal or providing termina on bene as a result of an o er made to encourage voluntary redundancy.
Provision is made for bene accruing to employees in respect of wages and salaries, annual leave and long service leave (LSL) for services rendered to the repo ng date and recorded as an expense during the period the services are delivered
SECTION 3 - THE COST OF DELIVERING SERVICE (c
3.1 Expenses incurred in delivery of services (con ed)
3.1.2 Employee bene ts in the balance sheet
3.1.3 Wages and salaries, annual leave and sick leave
Liabili es for wages and salaries (including non-monetary bene , annual leave and on-costs) are recognised as part of the employee bene provision as current liabil es, because the Authority does not have an uncond onal right to defer se lements of these liabil es. The liability for salaries and wages are recognised in the balance sheet at remunera on rates which are current at the repo ng date. As the Authority expects the liabil es to be wholly se led within 12 months of repo ng date, they are measured at undiscounted amounts. The annual leave liability is ed as a current liability a nd measured at the undiscounted amount expected to be paid, as the Authority does not have an uncond onal right to defer se lement of the liability for at least 12 months a er the end of the repo ng period
No provision has been made for sick leave as all sick leave is non-ve g and it is not considered probable that the average sick leave taken in the future will be greater than the bene accrued in the future As sick leave is non-ve g, an expense is recognised in the comprehensive income statement as it is taken
Employment on-costs such as payroll tax and workers compen on are not employee bene They are disclosed separately as a component of the provision for employee bene when the employment to which they relate has occurred
3.1.4 Long service leave
Uncond onal LSL is disclosed as a current liability; even where the Authority does not expect to se le the liability within 12 months because it will not have the uncond onal right to defer the se lement of the en ement 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 se le within 12 months; or
• present value – if the Authority does not expect to wholly se le within 12 months.
Cond onal LSL is disclosed as a non-current liability There is a cond onal right to defer the se lement of the en ement un the employee has completed the requisite years of service This non-current LSL is measured at present value. Any gain or loss following revalua on of the present value of non-current LSL liability is recognised as a transac on, 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 ow’ in the net result.
SECTION 3 - THE COST OF DELIVERING SERVICE (c
3.1 Expenses incurred in delivery of services (con ed)
3.1.5 Opera g expenses
Opera onal services are expenses incurred on delivering works on the ground across the Authority's managed caravan parks and reserves to maintain tracks, ports, manage pest and weeds, and protec g cultural heritage
Where the organ on incurs opera g expenses in order to ful l the performance oblig ons 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.
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 xed) such as those based on performance or usage of the underlying asset, are recognised in the Comprehensive opera g statement (except for payments which has been included in the carrying amount of another asset) in the period in which the event or cond on that trigg ers those payments occur.
3.2 Grant expenses
3 2 1 Government grant opera g expenses
Grant expenses are contribu ons of the Authority’s resources to another party for spe or general purposes where there is no expect on that the amount will be repaid in equal value (either by money, goods or services) It also includes other payments made towards spe projects inline with the Authority's opera onal requirements.
Grants can either be opera g or capital in nature Grants can be paid as general-purpose grants, which refer to grants that are not subject to cond ons regarding their use Altern vely, they may be paid as spe purpose grants which are paid for a par ular purpose and/or have cond ons a ached regarding their use
Grant expenses are recognised in the repo ng period in which they are paid or payable Grants can take the form of money, assets, goods, services or forgiveness of liabil es.
SECTION 4 - KEY ASSETS TO SUPPORT SERVICE DELIVERY
The Authority controls infrastructure that is u lised in ful lling its objec ves and conduc ng its ac vi es The core assets represent the resources that have been entrusted to the Authority to be u lised for delivery of those outputs
Where the assets included in this sec on are carried at fair value, addi onal informa on is disclosed in Note 7.4 in connec on with how those fair values were determined
4.1 Total property, plant and equipment
4.1 Total property, plant and equipment
SECTION 4 - KEY ASSETS TO SUPPORT SERVICE DELIVERY (con ued)
4.1 Total property, plant and equipment (con nued)
4.1.1 Total right-of-use assets
The Authority initally recognises a right-of-use assets and a lease liability at the lease commencement date The right-of-use asset is ini ally measured at cost which comprises the ini al amount of the lease liability adjusted for:
• Any lease payments made at or before the commencement date less any lease incen ve received; plus
• Any ini al direct costs incurred; and
• An es mate 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 revalua on In addi on, the right-of-use asset is periodically reduced by impairment losses, if any and adjusted for certain remeasurements of the lease liability.
4.1.2 Addi ons and transfers received at fair value
The Authority received a number of land and assets transfers (approx. $66.7m) during the year from various Government en There assets were recorded at fair value when the Authority obtain control of the assets A summary of these addi ons is noted below:
• $41.3m transferred from Parks Victoria;
• $18.3m of Port Assets (Apollo Bay, Lorne and Port Campbell); and
• $7.2m transferred from DEECA
SECTION 4 - KEY ASSETS TO SUPPORT SERVICE DELIVERY (con ued)
4.1 Total property, plant and equipment (con nued)
4.1.3 Deprecia on and amor sa on
All infrastructure assets, buildings, plant and equipment and other non nancial physical assets that have nite useful lives, are depreciated. The excep ons to this rule include items under assets held for sale, land and investment proper es.
Deprecia on is calculated on a straight-line basis, at rates that allocate the asset’s value, less any es mated residual value, over its es mated useful life. Typical es mated useful lives for the di erent asset classes for current and prior years are included in the table below
Deprecia on rates and methods are reviewed at least annually and, where changed, shall be accounted for as a change in accoun ng es mate Where deprecia on rates or methods are changed, the net wri en down value of the asset is depreciated from the date of the change in accordance with the new deprecia on rate or method. Deprecia on recognised in prior nancial years shall not be changed, that is, the change in deprecia on rate or method shall be accounted for on a prospec ve basis
The es mated useful lives, residual values and deprecia on method are reviewed at the end of each annual repor ng period, and adjustments made where appropriate
Inde nite life assets, being land, earthworks, and core cultural assets, which are considered to have an inde nite life, are not depreciated. Deprecia on is not recognised in respect of these assets because their service poten al has not, in any material sense, been consumed during the repor ng period.
SECTION 4 - KEY ASSETS TO SUPPORT SERVICE DELIVERY (con ued)
4.1 Total property, plant and equipment (con nued)
4.1.4 Reconcilia on of movements in carrying amount of property, plant and equipment
20,057
*Refer note 4.1.2 for addi ons and transfers
SECTION 4 - KEY ASSETS TO SUPPORT SERVICE DELIVERY (con ued)
4.1 Total property, plant and equipment (con nued)
4.1.4 Reconcilia on of movements in carrying amount of property, plant and equipment (con nued)
SECTION 5 - OTHER ASSETS AND LIABILITIES
5.1 Receivables
Allowance for impairment losses of
All amounts are short-term The net carrying value of trade receivables is considered a reasonable approxima on 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 objec e evidence that the Authority will not be able to collect all amount due according to the original terms of the receivables.
5.1.1 Contractual receivables
Contractual receivables are ed as ncial instruments and categorised as ‘ ncial assets at amo ed costs’ They are ly recognised at fair value plus any directly a ributable transac on costs The Authority holds the contractual receivables with the objec e to collect the contractual cash ows and therefore subsequently measured at amo ed cost using the e ec e interest method, less any impairment The average credit period on sales of goods or provision of services is 30 days.
5.2 Other non- nancial assets
SECTION 5 - OTHER ASSETS AND LIABILITIES (c
5.2 Other non- nancial assets (con ed)
Other non nancial 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 ncial accoun ng period
5.3 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 cond ons of amounts payable vary according to the par ular agreements.
5.3.1 Contractual payables
Contractual payables, ed as ncial instruments and measured at amo ed cost. Accounts payable represent liabil es for goods and services provided to the Authority prior to the end of the ncial year that are unpaid.
5.3.2 Statutory payables
Statutory payables, that are recognised and measured similarly to contractual payables, but are not ed as ncial instruments and not included in the category of ncial liabil es at amo ed cost, because they do not arise from contracts.
SECTION 6 - HOW WE FINANCED OUR OPERATIONS
This sec n provides informa n on the sources of nance u sed by the Authority during its opera ns, along with interest expenses (the cost of borrowings) and other informa n related to nancing ac vi es of the Authority.
This sec n includes disclosures of balances that are nancial instruments (such as borrowings) Notes 7.3 provide addi nal, speci c nancial instrument disclosures.
6.1 Cash w informa n and balances
6.2 Contract liabili es and deferred income
6.3 Borrowings
6.4 Leases
6 1 Cash w informa on and balances
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 mee ng short-term cash commitments rather than for investment purposes, and which are readily conver ble to known amounts of cash and are subject to an insigni cant risk of changes in value
6.2
6 2 1 Deferred capital grant
Grant revenue for capital works recognised consistent with the capital works undertaken during the year
Transfer to opera ng grant
SECTION 6 - HOW WE FINANCED OUR OPERATIONS (con nued)
6 2 Contract liabili es and deferred income (con ed)
6.2.1 Deferred capital grant revenue (con ed)
Capital grant considera n was received from the following:
- Department of Jobs, Skills, Industry and Regions for various capital projects; and - Department of Energy, Environment and Climate Ac n for various projects.
Capital grant revenue is recognised progressively as the asset is constructed, since this is the me when the Authority sa s es its obliga ns 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 re ects the progress to comple n as costs are incurred as the works are done. As a result, the authority has deferred recogni n of a por n of the grant considera n received as a liability for the outstanding obliga ns
6.2.2 Deferred opera grant revenue
Grant revenue recognised consistent with performance obliga ns Transfer from capital grant
Add: Payments received for performance obliga ons yet to be completed during the period
Less: Revenue recognised in the repor ng period for the comple on of a performance obliga on
Represented by:
Contract liabili es include considera n received in advance for reserva n deposits for future bookings. Invoices are raised once the goods and services are delivered or provided to them
SECTION 6 - HOW WE FINANCED OUR OPERATIONS (c
6.3 Borrowings
(a) Secured by the assets leased Leases liabil s are c vely secured as the rights to the leased assets revert to the lessor in the event of default
‘Borrowings’ refer to interest bearing liabil es mainly raised from public borrowings raised through the Treasury Corpora on of Victoria, lease liabil es and other interest-bearing arrangements
Borrowings are ed as ncial instruments Interest bearing liabil es are ed at amo ed cost and recognised at the fair value of the considera on received less directly a ributable transac on costs and subsequently measured at amo ed cost using the e ec e interest method.
SECTION 6 - HOW WE FINANCED OUR OPERATIONS (c
6.3 Borrowings (con ed)
The authority operates under the Government fair payments policy of se ling ncial oblig ons within 30 days and in the event of a dispute, making payments within 30 days from the date of resolu on
‘Interest expense’ includes costs incurred in connec on with the borrowing of funds and includes interest on bank overdra s and short-term and long-term borrowings, interest component of lease repayments and the increase in ncial liabil es and nonemployee provisions due to the unwinding of discounts to re ect the passage of e.
6.4 Leases
Inform on about leases for which the Authority is a lessee is presented below
6.4 Leases (con ed)
6 4 1 Amounts recognised in the Balance Sheet
Right-of-use assets are presented in note 4 1 1.
SECTION 6 - HOW WE FINANCED OUR OPERATIONS (c
6.4.2 Expense recognised for short-term leases and leases of low-value assets
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 prac al expedients Instead of recognising a right-of-use asset and lease liability, the payments in re on to these are recognised as an expense in pro or loss on a straight-line basis over the lease term
The following amounts are recognised as expense re g to short-term leases and leases of low-value assets:
Expenses re g to leases of low value assets
6.4.3 Recogni and measurement of leases as a lessee
For any new contracts entered into, the Authority considers whether a contract is or contains a lease. A lease is de ed as ‘a contract, or part of a contract, that conveys the right to use an asset (the underlying asset) for a period of e in exchange for considera on’ To apply this de on the Authority assesses whether the contract meets three key evalua ons:
• whether the contract contains an iden ed asset, which is either explicitly iden ed in the contract or implicitly spe ed by being iden ed at the e the asset is made available to the Authority and for which the supplier does not have substan e sub u on rights
• whether the Authority has the right to obtain substan ly all of the economic bene from use of the iden ed asset throughout the period of use, considering its rights within the de ed scope of the contract and the Authority has the right to direct the use of the iden ed asset throughout the period of use
• whether the Authority has the right to make decisions in respect of ‘how and for what purpose’ the asset is used throughout the period of use
Lease liability – measurement
The lease liability is ly measured at the present value of the lease payments unpaid at the commencement date, discounted using the interest rate implicit in the lease if that rate is readily determinable or the Authority's incremental borrowing rate
Lease payments included in the measurement of the lease liability comprise the following:
• xed payments (including in-substance xed payments) less any lease incen e receivable
• variable payments based on an index or rate, ly measured using the index or rate as at the commencement date
• amounts expected to be payable under a residual value guarantee
• payments arising from purchase and termina on op ons reasonably certain to be exercised
Lease liability – subsequent measurement
Subsequent to measurement, the liability will be reduced for payments made and increased for interest. It is remeasured to re ect any reassessment or modi ca on, or if there are changes in-substance xed payments
When the lease liability is remeasured, the corresponding adjustment is re ected in the right-of-use asset, or pro and loss if the right-of-use asset is already reduced to zero
The Authority presents right-of-use assets as ‘property plant equipment’ ‘(refer to note 4 1) Lease liabil es are presented as ‘borrowings’ in the balance sheet (refer to note 6 1).
SECTION 7 - FINANCIAL INSTRUMENTS, CONTINGENCIES AND VALUATION JUDGEMENTS
The Authority is exposed to risk from its ac es and outside factors In add on, it is o en necessary to make judgements and e tes associated with recogn on and measurement of items in the ncial statements This sec on sets out ncial instrument spe inform on
The Authority is a not-for-pro Victoria Statutory Authority and does not declare dividends.
7.2.1 Contributed capital
Consistent with the requirements of AASB 1004 Contribu ons , contribu ons by owners (that is, contributed capital and its repayment) are treated as equity transac ons and, therefore, do not form part of the income and expenses of the Authority. Add ons to net assets which have been designated as contribu ons by owners are recognised as contributed capital The Authority received land at fair value during the year from the Department.
7.2.2 Physical asset revalua serve
7.2.3 Accumulated surplus/(de cit)
SECTION 7 - FINANCIAL INSTRUMENTS, CONTINGENCIES
AND VALUATION JUDGEMENTS (c
7.3 Financial instruments
Due to the nature of the Authority’s ac es, certain ncial assets and ncial liabil es arise under a statute rather than a contract Such assets and liabil es do not meet the de on of ncial instruments in AASB 132 Financial Instruments: Presenta on
7.3.1 Categories of nancial assets and nancial liabili
Financial assets at amor sed cost
Financial assets are measured at amo ed 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 ows; and - the assets’ contractual terms give rise to cash ows that are solely payments of principal and interests.
These assets are ly recognised at fair value plus any directly a ributable transac on costs and subsequently measured at amo ed cost using the e ec e 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 re ed to pro or loss However, upon disposal of these equity instruments, any related balance in fair value reserve is re ed to retained earnings.
Financial es at amor sed cost are ly recognised on the date they are originated They are ly measured at fair value plus any directly a ributable transac on costs Subsequent to recogn on, these ncial instruments are measured at amo ed cost with any d erence between the recognised amount and the redemp on value being recognised in pro and loss over the period of the interest-bearing liability, using the e ec e interest rate method The Authority recognises the following liabil es in this category:
- payables (excluding statutory payables).
Some master ne g arrangements do not result in an o et of balance sheet assets and liabil es Where the Authority does not have a legally enforceable right to o et recognised amounts, because the right to o et is enforceable only on the occurrence of future events such as default, insolvency or bankruptcy, they are reported on a gross basis.
Derecog of nancial assets: A ncial asset (or, where applicable, a part of a ncial asset or part of a group of similar ncial assets) is derecognised when:
- the rights to receive cash ows from the asset have expired; or
- the Authority retains the right to receive cash ows from the asset, but has assumed an oblig on 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 ows from the asset and either:
a) has transferred substan ly all the risks and rewards of the asset; or
b) has neither transferred nor retained substan ly all the risks and rewards of the asset but has transferred control of the asset
Where the Authority has neither transferred nor retained substan ly all the risks and rewards or transferred control, the asset is recognised to the extent of the Authority’s con nuing involvement in the asset.
SECTION 7 - FINANCIAL INSTRUMENTS, CONTINGENCIES AND VALUATION JUDGEMENTS (c
7.3.1 Categories of nancial assets and nancial liabili s (con ed)
Derecog of nancial es: A ncial liability is derecognised when the oblig on under the liability is discharged, cancelled or expired
When an exi g ncial liability is replaced by another from the same lender on substan ly d erent terms, or the terms of an exi g liability are substan ly modi ed, such an exchange or modi ca on is treated as a derecogn on of the original liability and the recogn on of a new liability The d erence in the respec e carrying amounts is recognised as an ‘other economic ow’ in the comprehensive opera g statement.
Reclassi of nancial instruments : Subsequent to recogn on, re on of ncial liabil es is not perm ed
If under rare circumstances an asset is re ed, the re on is applied prospec ely from the re on date and previously recognised gains, losses or interest should not be restated If the asset is re ed to fair value, the fair value should be determined at the re on date and any gain or loss arising from a d erence between the previous carrying amount and fair value is recognised in net result.
Categoris of nancial instruments and net holding gain/(loss) on nancial instruments by category
Financial assets are required to be re ed between fair value through net result, fair value through other comprehensive income and amo ed cost when and only when the Authority’s business model for managing its ncial assets has changed such that its previous model would no longer apply. (a) The total amounts disclosed exclude
SECTION 7 - FINANCIAL INSTRUMENTS, CONTINGENCIES AND VALUATION JUDGEMENTS (c
7.3.1 Categories of nancial assets and nancial liabili s (con ed)
Categoris of nancial instruments and net holding gain/(loss) on nancial instruments by category
(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 ncial 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 revalua on of the ncial assets, and minus any impairment recognised in the net result.
7.4 Fair value
The Authority measures certain non nancial physical assets at fair value in accordance with AASB 13 and FRD 103 Fair value represents the price that would be received to sell an asset or paid to transfer a liability in an orderly transac on between market par nts at the measurement date
The Authority categorises its fair value measurements into a three-level hierarchy based on the observability of inputs used in the valua on techniques:
• Level 1: Quoted prices (unadjusted) in ac e markets for iden al assets or liabil es.
• Level 2: Inputs other than quoted prices that are observable for the asset or liability, either directly or indirectly.
• Level 3: Unobservable inputs for the asset or liability.
All non nancial physical assets measured at fair value by the Authority are ed as Level 3, re ec g the use of signi cant unobservable inputs These valua ons are based on current replacement cost, adjusted for physical deteriora on and func onal and economic obsolescence Independent valua ons are obtained periodically, with interim assessments conducted by management to ensure carrying amounts approximate fair value
SECTION 7 - FINANCIAL INSTRUMENTS, CONTINGENCIES AND VALUATION JUDGEMENTS (c
7.4 Fair value (con ed)
7.4.1 Fair value determina : Non- nancial physical assets
All non nancial physical assets are ly recognised at cost and subsequently measured at fair value, less any accumulated deprecia on and impairment losses Where assets are acquired at no or nominal cost, their cost is deemed to be their fair value at the date of acquisi on
Land and other non nancial physical assets are measured at fair value based on their highest and best use, taking into account any legal or construc e restric ons on use, as well as public announcements or commitments regarding their intended purpose
Poten altern ve uses are not considered unless it is virtually certain that exi g restric ons will no longer apply Accordingly, unless otherwise stated, the current use of these assets is assumed to re ect their highest and best use
The fair value of infrastructure, plant, equipment and vehicles is generally determined using the current replacement cost method This approach e tes the cost to replace the asset’s service capacity, adjusted for deprecia on based on the asset’s useful life
7.4.2 Revalua s of non- nancial physical assets
Non nancial physical assets are measured at fair value on a cyclical basis, in accordance with the FRDs issued by the Assistant Treasurer A full revalua on normally occurs every e years based upon the asset’s on but may occur more frequently if fair value assessments indicate material changes in values Independent valuers are generally used to conduct these scheduled revalua ons Certain infrastructure assets are revalued using specialised advisors Any interim revalua ons are determined in accordance with the requirements of the FRDs.
Revalua on increases or decreases arise from d erences between an asset’s carrying value and fair value. Net revalua on increases (where the carrying amount of a class of asset is increased as a result of a revalua on) are recognised in ‘Other economic ows – other comprehensive income’, and accumulated in equity under the asset revalua on surplus However, the net revalua on increase is recognised in the net result to the extent that it reverses a revalua on decrease in respect of the same asset previously recognised as an expense (other economic ows) in the net result.
Net revalua on decrease is recognised in ‘Other economic ows – other comprehensive income’ to the extent that a credit balance exists in the asset revalua on surplus in respect of the same asset Otherwise, net revalua on decreases are recognised immediately as other economic ows in the net result The net revalua on decrease recognised in ‘Other economic ows – other comprehensive income’ reduces the amount accumulated in equity under the asset revalua on surplus.
Revalua on increases and decreases re g to individual assets in a class of property, plant and equipment, are o et against one another in that class but are not o et in respect of assets in d erent classes The asset revalua on surplus is not transferred to accumulated funds on derecogn on of the relevant asset.
It was determined that the valua on of the non nancial physical assets approximated fair value at 30 June 2025 Independent valua ons have been obtained for all non nancial physical assets, including Buildings, Open Space Assets and land These valua ons were fair value assessments under AASB13
7.4.2.1 Land and Buildings
Non-specialised land is valued using the market approach Under this valua on 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 oblig on (CSO) to re ect the specialised nature of the land being valued
SECTION 7 - FINANCIAL INSTRUMENTS, CONTINGENCIES AND VALUATION JUDGEMENTS (c
7.4 Fair value (con ed)
7.4.2 Revalua s of non- nancial physical assets (con ed)
7.4.2.1 Land and Buildings (con nued)
The CSO adjustment is a re ec on of the valuer’s assessment of the impact of restric ons associated with an asset to the extent that is also equally applicable to market par nts This approach is in light of the highest and best use considera on required for fair value measurement and takes into account the use of the asset that is physically possible, legally permissible and ncially feasible As adjustments of CSO are considered as signi cant unobservable inputs, specialised land would be ed as Level 3 assets.
The value of specialised buildings was determined, a er deduc g allowances for any physical deteriora on and func onal and economic obsolescence already occurred or expired (depreciated replacement cost) As deprecia on adjustments are considered as signi cant unobservable inputs, specialised buildings are ed as Level 3 fair value measurements.
7.4.2.2 Vehicles
Vehicles are valued using their original cost less deprecia on (which approximately equals the Current Replacement Cost method) The Authority acquires new vehicles and at es disposes of them before the end of their economic life The process of acquisi on, use and disposal in the market is managed by experienced eet managers in the Department of Treasury and Finance who set relevant deprecia on rates during use to re ect the u i on of the vehicles As deprecia on adjustments are considered as signi cant unobservable inputs, these assets are ed as Level 3 fair value measurements.
7.4.2.3 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 deprecia on (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 deprecia on adjustments are considered as signi cant unobservable inputs, these assets are ed as Level 3 fair value measurements.
7.4.2.4 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 a er applying deprecia on 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 oors, the use of reasonable materials and methods of construc on have been assumed bearing in mind the age and nature of the building The e ted cost of reconstruc on including structure services and hes as applicable
As deprecia on adjustments are considered as signi cant unobservable inputs, these assets are ed as Level 3 fair value measurements.
SECTION 7 - FINANCIAL INSTRUMENTS, CONTINGENCIES AND VALUATION JUDGEMENTS (c
7 4 Fair value (con ed)
7.4.3 Descrip on of signi cant unobservable inputs to Level 3 valua s
V on Technique & Sig cant unobservable inputs
Land at fair value
Buildings at fair value (excluding right to use assets)
Plant, equipment and vehicles at fair value
Open space assets at fair value
Market approach
Current replacement cost
Sens vity of fair value measurement to changes in sig cant unobservable inputs
(1) Community service obliga n (CSO) adjustment
(1) Cost per building; (2) Condi n of asset; and (3) Rela nship between current condi n and remaining service poten al.
Current replacement cost
Useful life of plant and equipment (1) Cost per unit; and (2) Useful life
Current replacement cost
There were no changes in sign nt unobservable inputs to level 3 valua ons in FY2024-25.
(1) Cost per building; (2) Condi n of asset; and (3) Rela nship between current condi n and remaining service poten al.
SECTION 8 - OTHER DISCLOSURES
Introduc Structure
This sec on includes add onal material disclosures required by accoun ng standards or otherwise, for the understanding of this ncial report.
8 1 Subsequent events
8 2 Responsible persons
8 3 Remunera on of execu es
8 4 Key management personnel
8 5 Related par es
8.6 Remunera on of auditors
8 7 Con ngent liabil es and con ngent assets
8 8 Commitments
8.1 Subsequent events
Ministerial approval was received for the transfer of land from Parks Victoria to the Authority, as part of the land mandated to be transferred by sec on 62Q Appointment of Authority as land manager of the Great Ocean Road and Environs Protec on Act 2020
In accordance with Financial Repo ng Direc on 119 Transfers through contributed capital (FRD 119), Requirement 4 2(d) Other transfers, these land parcels are required to be treated as capital contribu ons for the ncial year 2025-26 for the Authority
The total value of assets associated with the land parcels transferred is e ted at $32 5 million and occurred a er the balance date, therefore as a non-adju g event, no adjustments have been made to the ncial statements as of the 30 June 2025.
This land transfer is expected to materially impact the Authority’s ncial po n although not its liquidity, as it is funded by exi g Government funding arrangements for N onal Parks.
Subsequent to 30 June 2025, the Authority received support for a Le er of Comfort from the Department of Treasury and Finance, con ng the State’s ongoing ncial support This support reinforces the en y’s ability to meet its ncial oblig ons and con nue opera ons Refer to note 1 2 1 for further details on the Authority's going concern
In add on, a Treasurer’s Advance of $6 1 million was approved and received on 1 August 2025 The advance was provided to support the en y’s short-term liquidity and opera onal funding requirements.
These events occurred a er the end of the repo ng period but prior t o the autho on of the ncial statements While they do not ect the ncial po n as at 30 June 2025, they have been considered in the assessment of the Authority's ability to con nue as a going concern
SECTION 8 - OTHER DISCLOSURES (c
8 2 Responsible persons
In accordance with the Ministerial Direc ons issued by the Minister for Finance under the Financial Management Act 1994 (FMA), the following disclosures are made regarding responsible persons for the repo ng period
The responsible Minister during the 2024-25 repo ng period was the Hon Steve Dimopoulos, Minister for Environment, Tourism, Sport, Major Events and Outdoor Recre on Remunera on paid to the respec e Minister is excluded in the ncials statements
The persons who held the po ns of minister, directors and accountable o ers in the Authority during the year are as follows:
Responsible Ministers
Hon. Steve Dimopoulos 1 Jul 2024 to 30 Jun 2025
Directors
Ms Libby Mears (Chair)
Jul 2024 to 30 Nov 2024, 10 Dec 2024 to 30 Jun 2025
Mr Peter Dorling (Deputy Chair) 1 Jul 2024 to 30 Nov 2024
Mr Mark Edmonds (Deputy Chair) 10 Dec 2024 to 30 Jun 2025
Mr Peter Dorling 10 Dec 2024 to 30 Jun 2025
Ms Terry Bracks AM 1 Jul 2024 to 30 Nov 2024, 10 Dec 2024 to 30 Jun 2025
Ms Jenny McMahon 1 Jul 2024 to 30 Nov 2024, 10 Dec 2024 to 30 Jun 2025
Mr Jason Mifsud 1 Jul 2024 to 30 Nov 2024, 10 Dec 2024 to 23 Jan 2025
Associate Professor Dr Daniel Ierodiaconou 1 Jul 2024 to 30 Nov 2024, 10 Dec 2024 to 30 Jun 2025
Ms Rebecca Dalton 10 Dec 2024 to 30 Jun 2025
Directors ( ed)
Mr. Mark Lucas 10 Dec 2024 to 30 Jun 2025
Ms Victoria Marles AM
Mr Ryan Brown
Hon Ryan Smith
Dec 2024 to 30 Jun 2025
Mr Douglas Humann AM 1 Jul 2024 to 30 Nov 2024
Mr David Pope 1 Jul 2024 to 30 Nov 2024
Ms Ch e Wy 1 Jul 2024 to 30 Nov 2024
Ms Sarah Eccles 1 Jul 2024 to 30 Nov 2024
Accountable O er
Jodie Sizer 1 Jul 2024 to 11 Apr 2025
Ch e Ferguson (Interim CEO) 28 Apr 2025 to 30 Jun 2025
8.2.1 Responsible person's remunera (i)
Short-term employee bene Accountable O er
Total remuner paid or payable (including bonuses and superannu ) during the period
SECTION 8 - OTHER DISCLOSURES (c
8.2 Responsible persons (con ed)
(i) The responsible Ministers from 1 July 2024 to 30 June 2025 was the Hon Steve Dimopoulos, Minister for Environment, Tourism, Sport, Major Events and Outdoor Recre on Minister remunera on and allowances is set by the Parliamentary Salaries and Superannu on Act 1968 Amounts re g to ministers are reported in the State's Annual Financial Report and therefore not disclosed in this report
8.3 Remunera of execu ves
The number of execu e o ers, other than ministers, directors and accountable o ers, and their total remunera on during the repo ng period is shown in the table below Remunera on comprises of employee bene (as de ed in AASB 119 Employee Bene in all forms of considera on paid, payable or provided by the en y, or on behalf of the en y, in exchange for services rendered Accordingly, remunera on is determined on an accrual basis, and only short-term employee bene have been paid during the repo ng period No other employee bene were paid during the repo ng period
(i) Annualised employee equivalent is based on the e frac on worked over the repo ng period.
8 4 Key
Key management personnel are those persons having authority and responsibility for planning, direc g and controlling the ac es of the Authority This includes the Minister, Directors, Accountable O er and Execu es in note 7 2 and 7 3 The remunera on detailed below excludes the bene the Minister receives.
and
SECTION 8 - OTHER DISCLOSURES (c
8 5 Related par es
The Authority is a wholly owned and controlled en y of the State of Victoria The Authority is included in the Annual Financial Report for the State of Victoria and all controlled en es are considered to be related par es
During the year the Authority conducted the following signi cant transac ons with Government-related en es;
- Received $4 2m from DEECA for various capital/opera g projects and beach cleaning subsidy
- Received $1 66m from Department of Transport and Planning for port management and maintenance
- Received $1 1m from Victorian Fisheries Authority for capital projects
All related party transac ons have been entered into on an arm's length basis.
8.6 Remunera of auditors
Victorian Auditor-General’s O
(i) The Victorian Auditor-General’s O e is prohibited from providing non-audit services
8 7 Con gent liabili s and con gent assets
Con ngent assets and con ngent liabil es are not disclosed in the balance sheet, but are disclosed by way of a note and, if quan e, are measured at nominal value. Con ngent assets and liabil es are presented inclusive of GST receivable or payable respec ely.
8.7.1 Con gent assets
There were no con ngent assets iden ed at 30 June 2025 (30 June 2024 - nil).
8.7.2 Con gent liabili
There were no con ngent liabil es iden ed at 30 June 2025 (30 June 2024 - nil).
SECTION 8 - OTHER DISCLOSURES (c
8.8 Commitments
Commitments iden ed at 30 June 2025 are as follows:
Commitments iden ed at 30 June 2024 are as follows:
DECLARATION
For the period ended 30 June 2025
The a ached cial statements for the Great Ocean Road Coast & Parks Authority have been prepared in accordance with Direc on 5.2 of the Standing Direc ons of the Minister for Finance under the Financial Management Act 1994, applicable Financial Repo ng Direc ons, Australian Accoun ng Standards including Interpreta ons, and other mandatory professional repo ng requirements.
We further state that, in our opinion, the inform on set out in the comprehensive opera statement, statement of ncial po n, statement of changes in equity, cash ow statement and accompanying notes, presen ts fairly th cial transac ons during the year ended 30 June 2025 and cial po of the Great Ocean Road Coast & Parks Authority at 30 June 2025
At th of signing, we are not aware of any circumstance which would render any par lars included in th ncial statements to be misleading or inaccurate.
statements for issue on 2025.
Ms Libby Mears Chair
Ms Ferguson Chief (Accountable
Mr Steve Major Director - Corporate Services (CFO)
Independent Auditor’s Report
To the Board of the Great Ocean Road Coast and Parks Authority
Opinion I have audited the nancial report of the Great Ocean Road Coast and Parks Authority (the authority) which comprises the: statement of nancial posi on as at 30 June 2025 comprehensive income statement for the year then ended statement of changes in equity for the year then ended statement of cas ows for the year then ended notes to the nancial statements, including material accoun ng policy informa on declara on for the period ended 30 June 2025
In my opinion, the nancial report presents fairly, in all material respects, the nancial posi on of the authority as at 30 June 2025 and its nancial performance and cash ows for the year then ended in accordance with the nancial repor ng requirements of Part 7 of the Financial Management Act 1994 and Australian Accoun ng Standards – Simpli ed Disclosures.
Basis for opinion
Board’s responsibili es for the nancial report
I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian Audi ng Standards I further describe my responsibili s under that Act and those standards in the Auditor’s responsibili es for the audit of the financial report sec on of my report
My independence is established by the Cons tu on Act 1975. My sta and I are independent of the authority in accordance with the ethical requirements of the Accoun ng Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (including Independence Standards) (the Code) that are relevant to my audit of the nancial report in Victoria. My st and I have also ful lled our other ethical responsibili s in accordance with the Code.
I believe that the audit evidence I have obtained is su cient and appropriate to provide a basis for my opinion.
The Board is responsible for the prepara on and fair presenta on of the nancial report in accordance with Australian Accoun ng Standards – Simpli ed Disclosures and the Financial Management Act 1994, and for such internal control as the Board determines is necessary to enable the prepara on and fair presenta on of a nancial report that is free from material misstatement, whether due to fraud or error
In preparing the nancial report, the Board is responsible for assessing the authority’s ability to con nue as a going concern, disclosing, as applicable, ma ers related to going concern and using the going concern basis of accoun ng unless it is inappropriate to do so
Auditor’s responsibili es for the audit of the nancial report
MELBOURNE
6 October 2025
As required by the Audit Act 1994, my responsibility is to express an opinion on the nancial report based on the audit. My objec ves for the audit are to obtain reasonable assurance about whether the nancial 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 Audi ng 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 aggregate, they could reasonably be expected to in uence the economic decisions of users taken on the basis of this nancial report
As part of an audit in accordance with the Australian Audi ng Standards, I exercise professional judgement and maintain professional scep cism throughout the audit. I also: iden fy and assess the risks of material misstatement of the nancial report, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is s cient and approp riate to provide a basis for my opinion The risk of not detec ng a material misstatement resul ng from fraud is higher than for one resul ng from error, as fraud may involve collusion, forgery, inten onal omissions, misrepresenta ons, 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 e ec ness of the authority’s internal control evaluate the appropriateness of accoun ng policies used and the reasonableness of accoun ng es mates and related disclosures made by the Board conclude on the appropriateness of the Board’s use of the going concern basis of accoun ng and, based on the audit evidence obtained, whether a material uncertainty exists related to events or condi ons that may cast signi cant doubt on the authority’s ability to con nue as a going concern. If I conclude that a material uncertainty exists, I am required to draw a en on in my auditor’s report to the related disclosures in the nancial 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 condi ons may cause the authority to cease to con nue as a going concern evaluate the overall presenta on, structure and content of the nancial report, including the disclosures, and whether the nancial report represents the underlying transac ons and events in a manner that achieves fair presenta on.
I communicate with the Board regarding, among other ma ers, the planned scope and ming of the audit and signi cant audit ndings, including any signi cant de ciencies in internal control that I iden fy during my audit
Timothy Max eld as delegate for the Auditor-General of Victoria
Disclosure Index
The annual report of the Great Ocean Road Coast and Parks Authority is prepared in accordance with all relevant Victorian legislation and pronouncements. This index has been prepared to facilitate the identi cation of the Authority’s compliance with statutory disclosure requirements. (FRD 10)
Legislation Requirement
Standing Directions and Financial Reporting Directions
Report of Operations
Charter and Purpose
FRD 22 Manner of establishment and the relevant Ministers
FRD 22 Purpose, functions, powers and duties
FRD 8 Departmental objectives, indicators and outputs
FRD 22 Key initiatives and projects
FRD 22 Nature and range of services provided
Management and Structure
FRD 22 Organisational structure
Financial and other information
FRD 8 Performance against output performance measures
FRD 8 Budget portfolio outcomes
FRD 10 Disclosure index
FRD 12 Disclosure of major contracts
FRD 15 Executive disclosures
FRD 22 Employment and conduct principles
FRD 22 Occupational health and safety policy
FRD 22 Summary of the nancial results for the year
FRD 22 Signi cant changes in nancial position during the year
FRD 22 Major changes or factors a ecting performance
FRD 22 Subsequent events
FRD 22 Application and operation of Freedom of Information Act 1982
FRD 22 Compliance with building and maintenance provisions of Building Act 1993
FRD 22 Statement on National Competition Policy
FRD 22 Application and operation of the Public Interest Disclosures Act 2012
FRD 22 Application and operation of the Carers Recognition Act 2012
FRD 22 Details of consultancies over $10,000
FRD 22 Details of consultancies under $10,000
FRD 22 Disclosure of government advertising expenditure
FRD 22 Disclosure of ICT expenditure
FRD 22 Reviews and studies expenditure
FRD 22 Statement of availability of other information
SD 5.2 Speci c requirements under Standing Direction 5.2
Compliance attestation and declaration
SD 5.4.1 Attestation for compliance with Ministerial Standing Direction
SD 5.2.3 Declaration in report of operations
Legislation Requirement
Financial statements
Declaration
SD 5.2.2 Declaration in nancial statements
Other requirements under Standing Directions 5.2
SD 5.2.1(a) Compliance with Australian accounting standards and other authoritative pronouncements
SD 5.2.1(a) Compliance with Standing Directions
SD 5.2.1(b) Compliance with Model Financial Report
Other disclosures as required by FRDs in notes to the nancial statements (a)
FRD 9 Departmental Disclosure of Administered Assets and Liabilities by Activity
FRD 11 Disclosure of Ex gratia Expenses
FRD 13 Disclosure of Parliamentary Appropriations
FRD 21
Disclosures of Responsible Persons, Executive O cers and other Personnel (Contractors with Signi cant Management Responsibilities) in the Financial Report
FRD 103 Non nancial Physical Assets
FRD 110 Cash Flow Statements
FRD 112 De ned Bene t Superannuation Obligations
FRD 114 Financial Instruments – general government entities and public non- nancial corporations
Legislation
Freedom of Information Act 1982 (Vic) (FOI Act)
Building Act 1993
Public Interest Disclosures Act 2012
Disability Act 2006
Local Jobs Act 2003
Financial Management Act 1994
Marine and Coastal Act 2018
Great
2020
Abbreviations
Term
Explanation
AAS Australian Accounting Standards
AASB Australian Accounting Standard Board
AEE Annualised employee equivalent
AM Member of the Order of Australia
ANGAIR Anglesea, Aireys Inlet Society for the Protection of Flora and Fauna
ANZAC Australian and New Zealand Army Corps
AIDA Aireys Inlet and District Association
AgVet Agricultural and veterinary
AWD All-wheel drive
BAU Business as usual
CAP Coastal Adaptation Plan
CAPEX Capital expenditure
CEO Chief Executive O cer
CPR Cardiopulmonary resuscitation
CRG Community Reference Group
CSO Community service obligation
COVID Coronavirus disease
DDA Disability Discrimination Act
DEECA Department of Energy, Environment and Climate Change
DJSIR Department of Jobs, Skills, Industry and Regions
Lesbian, gay, bisexual, transgender, diverse, intersex, and queer
LTIFR Lost time injury frequency rate
LSL Long service leave
MPSG
Major Project Skills Guarantee
MRU Marine Rescue Unit
OHS
OCC
OPEX
OVIC
PID Act
RACV
RCAP
RSL
SES
Occupational health and safety
Otway Coastal Committee
Operational expenditure
O ce of the Victorian Education Commissioner
Public Interest Disclosures Act 2012
Royal Automotive Club of Victoria
Regional Coastal Adaptation Plan
The Returned & Services League of Australia
Senior executive service
SPF Social Procurement Framework
SLSC
TEI
Surf Life Saving Club
Total estimated investment
UV Ultraviolet
VAGO
VIPP
VMIA
VCAT
Victorian Auditor General’s O ce
Victorian Industry Participation Policy
Victorian Managed Insurance Authority
Victorian Civil and Administrative Tribunal
WSL World Sur ng League
WTOAC
Wadawurrung Traditional Owners Aboriginal Corporation 2WD
Two-wheel drive
Four-wheel drive
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 coast and parks, 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
Visit www.greatoceanroadauthority.vic.gov.au to nd out more.
CONTACT US
Phone: 1300 736 533
Email: info@greatoceanroadauthority.vic.gov.au
Address: 25 Baines Cres, Torquay, VIC 3228, Australia
