YMCA Camping - End of year Contractor Report

TABLE OF CONTENTS

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EXECUTIVE SUMMARY

As agreed with Sport and Recreation Victoria (SRV) this report will be abridged version of a full report, as per the Financial Year 2020/21 report, due to the nearly four months of closures in 2022 and then moving into priority to reinstate services recovery and rebuild of staff and providers back to required operational levels. These interruptions and adaptations impacted our priority focus and in some cases, ability to have the normal space required to deliver into full compliance across our service level agreement requirements. What we were able to do was reinstate the camps quickly when restrictions were lifted and maintain quality programs and services to client groups.

The COVID 19 environment resulted in a diversion of time and effort from our team to focus on safely responding to the immediate needs for each site rather than deliver to the level of planned activity, particularly in areas such as innovation and development and capital projects. At the Y we are fully aware of our contractual requirements and will fully reinstate the investment and key deliverables to ensure we meet compliance especially in the areas of asset maintenance and condition rating levels. The uncertainty around potential future closures and impacts beyond lockdown six, created a level of nervousness in planning for short- and long-term projects that were not identified as critical at the point in time.

What we were able to achieve in and out of closure was a significant focus on being operational ready, or fit for purpose, for when restrictions were lifted. This was an outstanding effort across all sites to manage staffing teams to match levels of bookings across the sites, manage presentation of sites coming out of lockdown, reinstating suppliers and providers in mostly regional parts of Victoria to match booking numbers and needs. All of these areas provided significant challenges where across the sites we estimate approximately we were 25% down on our normal operating staffing numbers.

COVID – 19 IMPACTS

To say that the 2021-22 operational year was another challenging year for camps of navigating the State closures due to Covid-19 would not come as a surprise.

From July 2021 through to the end of October, the SRV campsites, and the whole camping industry, were closed for just under 100 days due to lockdowns five and six.

From November 2021 to January 2022, the camps moved into recovery mode, quickly adjusting and preparing to reopen all sites to get young people and community active and outdoors at camp.

Our focus was on reinstating staff, recruiting staff and ensuring sites were fit for purpose. The response from community to maintain bookings and the desire to come to camp as soon as restrictions were removed was staggering.

The table below shows the revenue generated quickly moved into catching budget expectations by end of November with the 4th Quarter (April to end of June) exceeding budget as we managed recovery and reinstating camps back into community.

In relation to our participation numbers the below chart shows the impact on our numbers of participants and bed nights compared to 2019 pre COVID numbers.

The impact of COVID-19 across the industry has been significant and the recovery even more difficult. The new issues around COVID fatigue on people is real, it had, and is continuing to have, an ongoing impact across the staff teams. The well documented shortage of hospitality staff across the state and nation is being experienced at the camps across positions that have historically been filled relatively easily pre COVID. Chefs, kitchen hands and cleaning staff our most affected areas of difficulty to date.

POSITIVE START

During November 2021, the Y Discovery Camps team worked directly with the Victorian Education Department in positioning the camping sector as an important experiential opportunity for young people, especially for those that missed out due to the pandemic.

Assisting with industry data and specific information on pricing and capacity to support the activation of free camps for this cohort, this work led to the ‘Positive Start Program’ and the Premier Daniel Andrews announcement in December 2021 for $84m into the camping sector. This public/media announcement was held at Camp Manyung on 5 December 2021 where I was invited to speak on behalf of the camping industry with Premier Daniel Andrews and Education Minister.

SETTING VICTORIAN KIDS UP FOR THE BEST START TO 2022

POSITIVE START CAMPS AND EXPERIENCES

The revenue information provided above includes only a small proportion resulting from the ‘Positive Start ‘Program’ as the camps had little capacity to take on these new programs. The Y Discovery Camps will experience a considerable impact of this funding into 2022 – 2023 financial year.

ASSETS AND MAINTENANCE

During November 2021, the Y Discovery Camps team worked directly with the Victorian Education Department in positioning the camping sector as an important experiential opportunity for young people, especially for those that missed out due to the pandemic.

A notable impact of the closures due Covid during the FY 21/22 was not only to groups visiting the site, it was the delay or cessation of many projects that were to happen during this time, including priority works and development of programs. This was due to staff terminations, retention of staff and the inability to have people onsite during the periods of lockdown.

The YMCA recognise our responsibilities towards assets and maintenance across the camps and throughout the closures, rebuild and recovery the camps have been actively working towards ensuring the sites are fit for purpose for clients to return.

There is further work to be done, with planning and resources being allocated to ensure we maintain the assets to the condition rating required, along with asset improvements and capital projects the YMCA committed to in our tender.

This ongoing formal arrangement with asset management specialists, Sproutt LTD, demonstrates our commitment to improve and put in place systems and processes that will support our asset management requirements for the long term. Sproutt will provide the Y site managers with clear guidance, support and systems to enhance our maintenance. A sequel server is being developed to capture all works from the John Dixon audits and provide works advice and support.

The closures have hampered our projected timelines for systems to be implemented and to get Sproutt contractors on sites but the Y is confident that the current, more stable environment, will enable the camps to quickly respond to our commitments under our contractual compliances.

4.63 AVERAGE RATING

Our service KPI’s reveal percentages that are lower than we have had in the past across some camps. This has been captured and is being addressed to ensure they meet acceptable levels into the future.

During FY21/22, we have introduced new questions and new ways to obtain a groups response to the surveys to improve our reporting rates. The questions have included more questions relating to the ‘softer’ outcomes of camps, regarding the feeling the experience gives people and levels of inclusiveness.

The new reports also include an ‘always on’ tracking of Net Promoter Score (NPS) and average star rating that provide a qualified snapshot of the camps performance using internationally recognised benchmarking.

The Y Discovery Camps, collectively, received very positive results for the FY 21/22 considering the interruptions and challenges to our business. (see below for NPS explainer).

We recognise that the current system of customer response data is not representing the full customer group, rather relies on a representative of the group (most often a teacher or group leader) and therefore the responses relating to the KPI acceptable levels (reported later in this report) can be subjective and motivated by the responder that influences the overall rating. Y Camps are currently working on strategies and exploring new platforms that can be implemented to capture a wider range of responses.

INNOVATION AND DEVELOPMENT PROJECTS

The camps were closed but during this period the staff teams were able to complete a range of strategic operational tasks that were focussed on building a strong recovery for camps;

• Managed client groups from cancellations to rebooking in vacant times to ensure a camp experience

• The flow-on supply and demand issues that arose from impacted bookings by; rolling bookings into new vacant dates, developing programs to enable increased capacity in preferred dates (full and partial camp out); considered logistical/strategic booking match ups to better serve clients and the Y’s operations and financial implications

• Increased capacity by implementing an offsite camp experience sales plan, and targeting desired user groups for this program model

• Developed strategic relationships with new clients to increase business activity and opportunities: successfully facilitated large new day programs for BMG; researched, developed and implemented new journey based program for Year 9 BMG – this framework can now be utilised by other clients; obtained additional bookings, plus retained existing programs on an annual basis

• New staff structure implemented to enable operational stability, provide quality services and outcomes for clients and provide growth opportunities for both the business and staff

• Improved staff culture and retention through strategic hiring and appointments, incentive programs, staff engagement and extra-curricular activities

• Continue supporting local business/procurement activity

Where possible Y Discovery Camps were able to secure a range of funding to support business and our community impact.

• Working For Victoria State Government grant successful application in 2021 ($93,000) supported two positions: (roles completed in February 2022)

Position 1 Building a new program (Resilient You) rolled out to over 3500 young people and training to over 200 teachers and YMCA staff to deliver key elements of this program into other areas.

Position 2 COVID 19 risk person to ensure camps have best / latest practices related to COVID procedures.

• Development of QR codes trialled at camps that support information / education on key areas identified to support program enhancement.

• Establishment of Beacon software platform implemented across camps to support management of contractors coming onto sites to undertake works meet all compliances.

• Contracting Island Energy PTY LTD to support camps journey to reduce our carbon footprint targets stated in our tender application of 30% reduction by 2025.

• Stage 1 completed where we have captured data that identifies our footprint to establish our base line. Stage 2 is investment into measuring this data live and ongoing, develop our roadmap to establish future investment and priorities.

• New programs including:

- Indigenous Radio Rogaine

- Forest skills

- Risky kids

- Environmental chase Nature immersion program

- Deadly kids youth camps

- Meditation programs

- Equipment improvements to create greater access for people with limited mobility

- Facilitating seniors bushwalking programs on the High Plains

- Youth CFA programs

- Partnership with AusCycle and programs more suited to age groups

• Behind the scenes our central business support departments have been working on key projects including:

- Support to camps managing COVID impacts across all areas of operations including – staffing, OH&S, legal, governance, tech, financials (forecasting), payroll, grant writing.

- Camps rebranding to capture partnership with SRV and the introduction of Discovery Camps

- Customer Value Proposition (CVP) and the roll out of communications to internal and external peopleto keep everyone informed and updated over a range of social media platforms.

- Development of Camps Staff induction manual

- Sponsorship with SRV for a virtual conference (Campference)

THE FUTURE

As we plan for the future, through a changed environmental lens of no more closures due to a pandemic, we are confident of positive interactions across the board where the Y Discovery camps can again provide the opportunity to activate community and provide opportunities for people to get outdoors and active. This will continue to help people, of all ages and abilities, to reconnect with themselves, others and the natural world.

Our business can move away from survival and recovery mode of operations and focus on innovation and development for greater social impact. YMCA Victoria are investing significantly into capturing meaningful data that can measure our community and social impact across the organisation with a strong focus with camping.

The Y Camps have a dedicated and strategic focus on re-establishing our key clients and partnerships to reinstate activity that we can build on including our connections with indigenous groups, key stakeholder partners and new opportunities.

The increased level of rebound from client groups after closures clearly demonstrates the value proposition that community see in camps. Schools and community groups, in most cases, were very keen to hold bookings until the last minute before cancelling. The Y Discovery camps are currently turning away more and more groups as we are unable to fulfil their dates or location enquiries. The camps are holding solid booking numbers 12 months in advance and, for the Y, we are exploring a development model that includes building our capacity in camping.

This value proposition of camps has been identified within government via the introduction of the Positive Start Program that will not only deliver lifelong positive memories, it will have the opportunity to support the development of important life skills for thousands of young people across Victoria.

The Y are committed to the requirements under the long-term lease and the service deliverables. The Y are acutely aware of all that is required, and comfortable with the investment, works and expectations that are required to deliver on this commitment.

The Y believe that there is a natural alignment with the government’s community and social impact policies that are imbedded in our organisation and are certain that, in partnership with SRV, we will be able to exceed expectations where community will be the benefactors of this work.

Our commitment is to reinstate this focus, outputs and community impact into metropolitan and regional Victoria in partnership with SRV.

NPS SCORE EXPLAINED

The Y Discovery Camps, collectively, received very positive results for the FY 21/22 considering the interruptions and challenges to our business. (see below for NPS explainer). Net promotor score (NPS) is a widely used market research metric of measuring customer satisfaction. Creators of NPS, Bain & Company, suggest a score:

• Above 0 is good,

• Above 20 is favourable,

• Above 50 is excellent, and

• Above 80 is world class.

According to Survey Monkey’s global benchmark data, which accounts for the NPS of more than 150,000 organizations, the average score is +32

ANGLESEA DISCOVERY CAMP

SECTION 1: COVID IMPACTS

k

194 BOOKINGS

CLOSURES

9,673 GUESTS

200 NIGHTS

15,075 BEDNIGHTS

7

45,961 MEALS

Anglesea Discovery Camp started the financial year with 25 staff. Due to the inconsistency of work over Term 3 and 4 of 2021, the total workforce dropped to as low as 18 staff.

Numbers increased to 30 after employment of 10 program staff and 2 trainees over the December/January period. Although it was a positive to have a greater workforce, it is important to note that none of these staff had any industry experience or the qualifications relevant to the outdoor field.

To upskill these new staff members, training was undertaken by six staff on High Ropes and 8 staff on canoeing to ensure staff were qualified to safely facilitate programs. In Term 1 2022, to mitigate the staffing shortages and experience gaps, Anglesea Discovery Camp outsourced a number of school programs to local providers Ecologic, Go Ride a Wave and Sea Earth Adventures to ensure continuity and quality experiences for our valued customers.

Staff quality or quantity continued to be a significant challenge for Term 2 2022, finishing the FY22/23 with 35 staff members. This is 15 people below the desired number required going into Term 3, 2022.

IMPACT

A notable impact of the closures due Covid during the FY 2021/22 was not only to groups visiting the site, it was the delay or cessation of many projects that were to happen during this time, including priority works and development of programs. This was due to staff terminations, retention of staff and the inability to have people onsite during the periods of lockdown.

1. Schools

Movement of 45 of the 64 schools booked to attend camp between July 2021 and February 2022. Of those 45 schools, 5 were able to be moved to April /June 2022, however there were still 40 schools that, due to Covid restrictions, concerns from their school community, or decisions made through school leadership committees, were unable to attend camp.

2. Community Groups

Community group leaders had difficulties convincing their communities/groups to travel away to a shared accommodation facility. Questions were raised around the air quality, ventilation of rooms and communal areas, density limits and the ability to limit or control the spread of COVID while staying at camp. These concerns were amplified through the Indigenous, elderly, and disability groups.

Between July 2021 and February 2022, 48 community groups decided to postpone their camp until a time when COVID wasn’t as prevalent. Four of the 15 groups were able to move to April/June 2022, however the four groups that did attend, all had heavily reduced numbers with an average decrease in participation by 63% across the four groups.

3. Other Group Bookings

Cancelation of 33 weekend groups between July 2021 and February 2022.

4. Any other comments/information

For the FY21/22 period, the cumulative sum of the cancelations due to Covid was a total of 93 group bookings resulting in a loss in of approximately one third of the total estimated income.

REOPENING

Employee Numbers at time of reopening:

Started Term 4 (October, 2021) with 18 staff. This is a stark comparison to the 45 staff members we would normally have at that time of year.

Staff challenges/highlights:

Reopening was an extremely challenging and stressful time for the management team due to the complex operation and human resource challenges of working with new staff, fatigued staff and others that were unsure of their comfort levels to return to work due to Covid. The mandated vaccination requirements of workforces resulted the need for some emotionally taxing conversations with team members and some the loss of some staff.

The changing operating environment required the team to be agile in program offering and to provide lateral solutions for catering delivery.

IMPACT

1. Schools

The majority of schools were very understanding of the challenges the camp was facing of reduced staff numbers and a fatigued workforce, and we worked together to modify agreed programs that ensured that the campers still had a positive opportunity, especially after missing out on many opportunities due to Covid.

Strong business relationships were forged with Routley’s Bakery, The Anglesea Family Caravan Park, Ecologic and other local providers, to enable the delivery of a high-quality experience.

2. Community Groups

The School holiday program SOAK saw participation of 286 people days of participation with 137 themed adventure days (themes included Bikes, Paddle and Skateboard).

Kids Go Bush has partnered with a local company, Patagonia, to run a bespoke school holiday program for the company’s families, these young people amassed 367 people days (2,936 hours) of outdoors participation across the families with primary aged children.

3. Other Group Bookings

When restrictions allowed, the long-standing programs of YMCA Kids Go Bush provided an ongoing connection within the community for families and young people to come together to connect in the outdoor environment.

• Developed strategic relationships with new clients to increase business activity and opportunities: successfully facilitated large new day programs for Bacchus Marsh Grammar; researched, developed and implemented new journey-based program for Year 9 Bacchus Marsh Grammer - this framework can now be utilised by other clients; obtained additional bookings, plus retained existing programs on an annual basis.

• New staff structure implemented to enable operational stability, provide quality services and outcomes for clients and provide growth opportunities for both the business and staff.

• Improved staff culture and retention through strategic hiring and appointments, incentive programs, staff engagement and extra-curricular activities.

• Continue supporting local business/procurement activity by engaging local contractors including bike mechanic.

• Further developed good working relationships with other activity providers (Ecologic, Seaearth, GRAW), by providing business opportunities peak period whilst assisting with staff shortages (staff sharing).

• Large Asset replacement for continued program continuity, safety and quality;

- Purchase of new Merida instructor and participant Mountain bikes

- Refurbishing the bouldering room

- Installation of new basketball rings in gym

- Installation and reengineering of Climbing Wall activity with self-belaying system (Trublue), as endorsed by Murray Tucker

SECTION 2: INNOVATION AND DEVELOPMENT

1. Indigenous Radio Rogaine

Developed an Indigenous version of Radio Rogaine. Students use indigenous animal words to represent each letter they find rather than the phonetic alphabet. The words are broken up on the sheet to assist with pronunciation of the words.

2. Forest Skills Program

A highlight for the team was the introduction of our Forest Kids, and later our Forest skills programs. These programs are an extension of parent supported playgroups, and a true leap into independent outdoor, learning, adventure and self-managed play under the skilled guidance of Forest School leaders, Outdoor Edder’s and Environmental scientists. Starting in October 2021 Forest Kids has been operating for 3 successful terms, totalling 320 days of facilitated outdoor discovery and the benefits of self-guided play. With older age 9-15 years Forest Skills session having been operating for one term. The feedback from families has incentivised the growth of the program after 90 days of active participation from the teens/tweens participating.

3. New Program – Environmental Chase

Environmental chase activity has been added to programs during term 2, 2022. During term 4, 2021 we developed the lesson plan, safe operating procedure, risk assessment and purchased the equipment to run the program. Early in Term 2 we conducted a staff training on how to run the activity and best location to conduct the activity. Environmental Chase has been a highlight for many students who have completed it so far and teachers have commented on how engaging it is as all students are involved for the duration of the activity and not waiting around for a turn.

4. More Information/Extra Notes

Hut building improvements – additions have been made to the hut building activity to include a focus on bush survival, including water sourcing and fire building skills.

SECTION 3: DELIVERABLES CONTRIBUTING TO SRV 3 YEAR PLAN

1. Indigenous Radio Rogaine

• Ongoing camps during school holidays to provide local indigenous students with outdoor adventure activities and develop stronger connections with other indigenous students. Skateboarding has been the focus during these camps to continue to scaffold their the skate skills developed in previous years camp experiences. Facilitated a community skate day in June 2022 for the Wathaurong Co-Op at ‘The Park’ indoor skate centre in North Geelong.

• Connections have been made with the Wadawurrung traditional owners to facilitate a Welcome to Country ceremony, through the provision of a booking form that groups can fill in and send to them to organize traditional welcome ceremony. The team are currently working to introduce this on Monday and Wednesdays when schools arrive at camp.

• Through the connections built with the local Wathaurong Co-Op, new indigenous activities are being developed to be added to the indigenous trail activity and / or create a new art style activity that can be both YMCA or leader led.

2. Industry Leadership

• Features in Surfcoast times, supporting out Nature programs and Play Australia Membership spot light, were ways to promote the Kids Go Bush program offering to a broader community.

• Hosted a workshop at the launch of Nature Play Week at the Royal Botanic Gardens attended by over 800 people.

• Presented at the Outdoors Victoria Conference to showcase how the added value forest skills and open-ended nature connections and skills can add value to any outdoor program.

3. Compliance

• Obtained a’ low risk’ profile assessment conducted by Compliance Lab, which assesses business/safety systems off ISO accreditation standards.

• Digital transformation of logbooks, conducted using QR codes. Reducing reliance on paper, fromalising and streamlining the requirements by staff and expediating the process of completion.

• Implementation of a range of staff training opportunities, for whole group days and regular Due to the regular program training / tool box training sessions. This has resulted in a number of program staff completing the High ropes conductor course and Level 1 Flat water guide.

• Updating all program risk assessments to a new format.

• Commenced updating program safe operating procedures to new format.

• Due to the retirement of the climbing wall, modifications have been made to change the use of the room for bouldering and mini golf.

- The mini golf is now permanently set up for both YMCA and Teacher led activity.

- A number of improvements to the bouldering room have been made including: the addition of extra rock holds in the room. New rocks have been added to allow students greater access to challenge themselves by climbing onto the roof section.

4. More Information/Extra Notes

In addition to the key projects above, a number of other improvements have been made to the site:

• Carpark Extension with retaining walls and new driveway to manager’s residence to mitigate flooding

• Implement new contractor system, Beakon, and onboard existing and new contractors.

• Resurfacing of ramps in Skate Park

• New Roller Blinds to all cabins in Seasider and remote-controlled blinds in seaside lounge area.

• Frisbee golf course around the camp utilising the recently cleared space from DEWLP

• Golf Cart and Ride on Mower purchased

• New Basketball Rings and Backboards

• Revamp staffroom

• Upgrade driveway and drains, bush kinderentrance path, indigenous walking trail.

• Re-clad ‘Y’ signs and paint with indigenous artwork

• New ducted vacuum system at SeaSider

SECTION 4: WORK WITH TARGETED SPECIFIED COMMUNITIES

1. Indigenous Radio Rogaine

Wathaurong Aboriginal Co-Operative - Cultural day programs and overnight camps.

• Day programs conducted on the 10th, 11th and 12th of January 2022

- 20 youth participants each camp - total of 60 youth participants, plus 6 leaders each day.

Camps

• April 11th to 14th 2022 - 35 youth participants and 6 leaders - 14 years and older age group

• April 12th to 13th 2022 - 20 youth participants and 6 leaders – 10-13 years old

• April 14th 2022 - 30 youth participants and 6 leaders – 6-9 years old

VACCA - The Victorian Aboriginal Child Care Agency (VACCA) – Western District

• 29th of June to 1st of July 2022

• 34 youth participants and 7 leaders.

2. SEIFA/CALD Community

Bruh Tesfa Ethiopian Youth and Parents Association is a Non Profit Organisation - youth centre based in Adigrat Ethiopia. “In Tigrinya, Bruh Tesfa means ‘bright hope’ and we aim to be exactly that to the youth in our area.”

3. LGBTIQA + Community

• Melbourne Gay and Lesbian Chorus – 60 people from across Melbourne. The program helps those struggling with identity by giving them a safe space to talk. MGLC is Australia’s longest running LGBTQIA+ choir since 1990.

• Big Brother Big Sister - To provide vulnerable young people with strong and enduring, professionally supported one-to-one mentoring relationships, that change lives for the better, two people at a time.

4. Seniors Community

5. Girls/Female Groups

ITEM 6: OTHER

• Gateways Support Services – People with Disabilities. Gateways Support Services is a not-for-profit community organisation making a positive difference in the lives of children and adults with a disability or additional needs and their families for more than 20 years.

• Interchange Outer East Incorporated, Create opportunity and offer choice for people with disabilities and their families.

4.63 AVERAGE RATING

CAMP MANYUNG

SECTION 1: COVID IMPACTS

/

k 178 BOOKINGS

CLOSURES

7 F 262 NIGHTS

16,617 BEDNIGHTS

50,812 MEALS

Camp Manyung deeply felt the impact of 2 years of COVID and the various closures to the business and most acutely related to staffing. The sustained closures resulted in a dramatic decline in staffing numbers across the board - programming, catering and cleaning.

To ensure the continued delivery of high safety standards and to accommodate for the unusual high-turnover of staff, some strategic decisions were made on the program offering for our clients, including reducing some programs from 100% facilitated experiences to 50%.

IMPACT

5. Schools

Camp Manyung was closed for 13 weeks over Term 3 and 4 in 2021 due to the COVID pandemic. These closured resulted in our school clients once again effected, with 60 cancellations due to Government directives or once open, general fear of contagion to group and staffing challenges at the schools .

6. Community Groups

Community groups were again impacted due to the pandemic, resulting in reduced participation numbers across the board. The Summer holiday period, throughout December and January, were significantly impacted for this cohort with six client groups cancelling their bookings.

3. Other Group Bookings

In October 2021, Camp Manyung unfortunately needed to cancel the Get Active Expo (for 50+ years) due to the pandemic. A local community event in partnership with Frankston City Council and Mornington Peninsula Shire, is hosted at Camp Manyung and promotes and celebrates the opportunities available to the Senior cohort on the Peninsula.

REOPENING

Employee Numbers at time of reopening:

Upon re-opening in October 2021, Camp Manyung’ s staff team was 27 employees compared to an average level of 45 employees pre-Covid, with a number of staff members leaving to pursue more consistent employment.

Staff challenges/highlights:

Over the last 12-month period, Camp Manyung experienced numerous changes in the team with replacements of coordinator/team leader roles as well as a significant turnover of program staff. It is also worth noting that recruitment during this period was particularly challenging, with some roles taking over 9 months to fill with suitable candidates.

Key staff impacts/movements:

• Catering: New Catering Coordinator recruited

• Programming: New Program Coordinator (Mat. Leave replacement)

• Operations New Maintenance Coordinator, cleaning team operating with 50% less staff.

A specific challenge from Covid impacts was the low number of staff that held specific qualifications, particularly during our summer months and the number of water-based qualifications required. To rectify this, during the rebuilding phase, our program team have run a number of professional development/training sessions for our new staff including, but not limited to;

• High Ropes Course training,

• Canoe Instructor courses,

• Risk Management training.

IMPACT

1. Schools

Camp Manyung experienced a strong rebound during the period of being open, with the majority of school clients keen to provide their students with the planned camp experience, with only 60 groups deciding to cancel or reschedule.

Across the board, the numbers arriving in these groups were the same (or very close to) the anticipated numbers per booking. We were fortunate that during this period, only 10 schools needed to send home students with COVID related symptoms or for testing positive.

2. Community Groups

Compared to school groups, community groups proved to be more challenging throughout the year to secure their booking. Most of our regular, and some new, community groups have returned, however the size of these groups was considerably lower across the board.

In total, 58 community groups cancelled during this period.

3. Other Group Bookings

The annual Girls Surf Camp has become a regular event in the calendar of Camp Manyung’s extra programs. In the January 2022 we had 18 girls attend the very successful camp. After having to cancel our 2021 program due to Covid it was great to be able to return the camp. During the program girls participated in surf lessons, snorkelling, yoga and had sessions around healthy eating & lifestyle.

Bush Kinder Programs – We have continued our partnership with Kunyung Kinder to deliver a term-based bush kinder experience for their 4-year-old students. We also ran a day origination type experience for the 3-year old in lead up 2022 term program.

In the summer of 2022 Camp Manyung hosted 18 guests as part of the National Trust Heritage Festival During the event, guests were able to explore Camp Manyung's historical grounds & buildings with a guided

tour lead by one of the YMCA's staff. The group learnt about some of the camp's significant buildings like the 'bunkhouses & Manager's residence that feature distinctive elements, such as rusticated corners, pointed gabled ends and Burley Griffen 'Knitlock' roof tiles.

SECTION 2: INNOVATION AND DEVELOPMENT

Nature Immersion Program

Camp Manyung partnered with Mt Eliza Primary School to deliver a new Nature Immersion program throughout Term 2 to 75 students. The program, facilitated by one of YMCA Camp Manyung’ s Program Officers who has been studying nature therapy, was designed to engage students to appreciate the environments they travel through and to take more note of their surrounds. The program was a huge success and Mt Eliza Primary School have requested to continue the program as part of their curriculum into the future. At this point in time, we will continue to work with Mt Eliza Primary School and look to potentially expand program to other schools into the future.

SECTION 3: DELIVERABLES CONTRIBUTING TO SRV 3 YEAR PLAN

1. Access & Inclusion

At Camp Manyung we have continued to work in the space on designing greater accessible equipment. One of the key projects we have been working on during this period were the design and development of a specialised Universal Harness, this harness is designed to improve access to our activities for all Victorians, regardless of age or ability. We have worked in partnership with CF & MS Tucker Pty, Tim Marchington – Solve Disability, Ferno Australia & Harken Industrial. Y Camps aim to share this development more broadly across our individual sites and throughout the sector and aim to have the new Universal Harness in operation in 2023

2. Engagement with Traditional Owners of Country & Aboriginal Community Groups Camp Manyung are continuing to grow and strengthen working relationships with local Aboriginal groups. Specifically, our working relationship with the Willum Warrain Aboriginal Gathering Place in Hastings.

In the April 2022 school holidays, Camp Manyung, was able again to deliver our Deadly Kids Youth Camp in partnership with Willum Warrain to 18 young people from the around the Peninsula. This is made possible through the Sports Australia grant program. Camp Manyung also had eight staff members staff attend Willum Warrain Reconciliation walk.

3. Compliance / Safety

A key focus area for our team over the 12-month reporting period has been on the camps’ overall safety. Given that there have been periods of closure and reduced people onsite in the prior year and into the first two quarters of this financial year, the team was tasked with ensuring that all areas of the camp have undertaken significant checks and appropriate upskilling has occurred.

Considering that the Camp Manyung team were in the rebuilding process after staff changes, it was important that adequate and appropriate training and professional development was invested in the various teams, including:

• 24 staff attended Critical Incident training,

• 8 completed High Ropes Training,

• 2 staff members completed their Cert IV Work Health & Safety

4. Environment, KPI Performance & Asset Condition

Preserving Camp Manyung’ s Heritage Values has been an ongoing focus, in FY 21/22. The team have continued to explore ways to celebrate and acknowledge the historical significance of the camp, including a grant submission through Heritage Victoria, as part of the Living Heritage Grants program, for funds to help minimize the rising damp damage to the Heritage Bunkhouses

Manyung have continued our working relationship with Eco Repair to assist in the management of our Environmental Management Plan (see works attached). Some key projects completed in 2021/22: Further planting of 100 + native trees on front streetscape, eradication of feral animals (2 foxes).

SECTION 4: WORK WITH TARGETED SPECIFIED COMMUNITIES

Indigenous Community

• Throughout FY21/22, Camp Manyung delivered programs for four Indigenous community/school groups, engaging 118 young people in outdoor programming.

• Interesting to note, originally had seven groups booked, however 3 cancelled. As outlined in Section 3:

• Eight Camp Manyung staff members attended the annual Reconciliation Action Walk in Hastings

• Delivered the annual Deadly Kids Camp in partnership with Willum Warrain through the Sports Australia grant funding. The program has been such a success over the last 2 years that both Camp Manyung & Willum Warrain Aboriginal Meeting Place have committed to continuing on with the program through a ‘joint funding’ arrangement.

2. SEIFA/CALD Community

• Established working relationship with Taskforce*, Victoria Police, Salvation Army to run youth engagement program for disadvantaged youth in and around Frankston North/Peninsula area. The Y Camp Manyung donated 15 bikes to the program and are working with Taskforce on an ongoing program to deliver off-site experiences for young people in the future.

*Taskforce is a not for profit supporting Victorians in need, with a focus on drug and alcohol misuse, youth and family services, education and employment.

3. LGBTIQA + Community NA

4. Seniors Community

Planned to run Get Active Expo for over 55’s in partnership with Frankston City Council & Mornington Peninsula Shire, however due to Govt. COVID restrictions we had to cancel this event.

5. Girls/Female Groups

As above, Annual Girls Surf Camp, attended by 18 girls aged 12-18 years.

4.72 AVERAGE RATING

HOWMANS GAP ALPINE DISCOVERY CAMP

SECTION 1: COVID IMPACTS

247 BOOKINGS

4,642 GUESTS

887 NIGHTS

12,037 BEDNIGHTS

7

29,077 MEALS

CLOSURES IMPACT

1. Schools

YMCA Howmans Gap Alpine Discovery Camp experienced a significant degree of hesitancy from many schools in attending camp in 2021/22, with a loss of 56 school bookings for the year. Many schools were cautious to increase any possible risk to their communities, with the time spent on bus, a colder environment (in winter) and the isolation of camp being factors influencing their decision making not to attend. Almost 3,000 students and staff were prevented from experiencing nature at the Y Howmans Gap Alpine Discovery Camp in 2021/22.

2. Community Groups

Although YMCA Howmans Gap Alpine Discovery Camp did have numerous weekend groups attend camp, numbers were vastly reduced from previous years, with a loss of 46 community group bookings making up over 1,400 guests not being able to achieve their goals or experience the connection with nature at YMCA Howmans Gap Alpine Discovery Camp – this included indigenous groups, active senior’s groups, people with a disability and people from SEIFA communities.

Group camp organisers experienced considerable difficulty in organising weekends away for large numbers and most chose to opt out of running camps rather than taking on the burden of trying to organise something and work within the COVID restrictions.

Independent bookings were significantly reduced also with a further 766 guests unable to make the trip to the Alpine National Park due to restrictions on travel or group size.

3. Other Group Bookings

Indigenous bookings were the most impacted over the year, with all six bookings cancelling between July 2021 and April 2022. The Camp Manager worked to maintain strong relationships with the local Jaithmathang Traditional Ancestral Bloodline Original Owners First Nation Aboriginal Corporation through regular meetings during the non-winter months on Bimble (Country).

REOPENING

Employee Numbers at time of reopening:

Howmans Gap experienced significant challenges in staffing throughout 2021/22 with the loss of key personnel including the Head Chef, Administration Officer, Maintenance Coordinator, Cleaning Coordinator as well as numerous casual cleaning and kitchen staff.

The high number of cancellations for this period resulted in the inability to provide consistent employment for many staff. Combined with a shortage of housing options in North East Victoria and a migration of staff into other areas of employment during COVID, the tourism and accommodation industry has experienced a staff shortage crisis across the region. This has resulted in a higher level of competition for the available staff – particularly for Winter.

In total, Howmans Gap lost four permanent staff members (of 6) during 2021/22 and was able to replace only two of those key positions. We experienced the loss of the entire casual cleaning and kitchen team of 12 staff to other employers - to be replaced with either leadership team or program team members until a skeleton staff was assembled for Winter 2022.

Staff challenges/highlights:

Howmans Gap experienced significant challenges in staffing throughout 2021/22 with the loss of key personnel including the Head Chef, Administration Officer, Maintenance Coordinator, Cleaning Coordinator as well as numerous casual cleaning and kitchen staff.

The high number of cancellations for this period resulted in the inability to provide consistent employment for many staff. Combined with a shortage of housing options in North East Victoria and a migration of staff into other areas of employment during COVID, the tourism and accommodation industry has experienced a staff shortage crisis across the region. This has resulted in a higher level of competition for the available staff – particularly for Winter.

In total, Howmans Gap lost four permanent staff members (of 6) during 2021/22 and was able to replace only two of those key positions. We experienced the loss of the entire casual cleaning and kitchen team of 12 staff to other employers - to be replaced with either leadership team or program team members until a skeleton staff was assembled for Winter 2022.

• Conducting an inaugural 8-day program across the Bogong High Plains for 110 students from Firbank Grammar. This is the largest single cohort booking of Y Camps. Core elements of the program contributed to Firbank Grammar winning an award for Outdoor Education in 2022. The program stretched from Mount Bogong to Feathertop and Harrietville with 9 groups matched to journeys that would stretch and inspire them as they enter their senior years at Firbank.

• Providing sequential programming to 180 students of Overnewton College including a two-night journey program on the Bogong High Plains – building on their experiences at other Y Discovery Camps.

• Providing accessible experiences for participants in the Leisure Options “High Country Adventure” including a welcome to country by the Jaithmathang Elders as well as numerous on and offsite activities.

1. Schools

Once reopening in February 2022, Howmans Gap experienced an average 20% decrease in numbers of students attending camp to June 30, 2022 compared to pre-Covid numbers.

2. Community Groups

Howmans Gap experienced an overall 40% decrease in our Community Groups attendance.

3. Other Group Bookings

Despite their efforts, Howmans Gap struggled to convince Indigenous groups to return in large numbers to the mountain. We were able to continue building relationships, however group sizes were heavily impacted at a loss of almost 80% of our clients.

SECTION 2: INNOVATION AND DEVELOPMENT

1. Seniors Bushwalking Program

The Diamond Valley Bushwalking group, compromising three individual Bushwalking Victoria clubs from across Victoria, spent 6 days traversing the Bogong High Plains. An inspirational achievement with participants walking up to 15km per day over mountainous terrain and the participants’ average age was early to mid-70’s with the oldest participant on the program being 88 years old.

In the lead up to the Peak Experience Event, careful planning took place between Howmans Gap staff and the trip planner to ensure specific requirements of the group were catered for. Considerations included using bottom bunks to ensure that after long walks they didn't need to climb ladders to get into bed, and the use of the AAA building was paramount in providing exceptional service for the Group.

Individuals were able to tap into the first-hand local knowledge of the Howmans Gap staff over the entire event. Information provided often pertained to route planning, risk assessment, weather guidance, nutritional recommendations and general commentary of sites to experience in the area.

Due to the event running in early Summer, there were an abundance of native flowers in bloom. Howmans Gap staff created and distributed flora and fauna identification cards to members of the Bushwalking Group and held information sessions for those who wanted to know a little bit more about when the best time of day might be to have the opportunity to experience different fauna sightings.

At the conclusion, participants were supplied with take home packs filled with information on the area - maps, route cards, the flora and fauna cards provided participants with the knowledge to ensure they could return safely to the area and conduct their own hikes in the future.

2. Use of QR codes

YMCA Howmans Gap Alpine Centre implemented a more widespread use of QR codes to provide greater accessibility for our guests and staff. This was enabled through the connection to Starlink for faster internet and an expansion of Wi-Fi on site throughout the buildings and facilities on site during 2021/22. Staff and guests are now able to scan a QR code to:

a) Report a maintenance request or hazard on site

b) Complete the Guest Feedback survey on Survey Monkey.

c) Complete a daily check on any of our vehicles (Staff only)

The Guest Feedback survey was of particular importance to increase the completion of these surveys by groups, schools and independent guests - particularly in Winter –when guests often check out without consulting with a staff member.

SECTION 3: DELIVERABLES CONTRIBUTING TO SRV 3 YEAR PLAN

1. Premier disability winter sports destination

- Utilisation of Alpine Accessible Accommodation building (AAA)

2021/22 saw the continued development of the final building stage for the AAA building including planning for installation of a Lift and finalising Exit signage into the AAA building. YMCA Howmans Gap Alpine Centre also continued to progress the partnership agreement with Disabled Wintersport Australia throughout winter 2021 and planning for Winter 2022.

Over 13 weekends, this winter saw DWA members across Guides, Kids Plus, Sitski, ParNordic and Independent make excellent use of the AAA building. The DWA Camps Coordinator lived onsite for the duration of winter and collectively worked with Howmans Gap staff and Managers to deliver the program weekends.

2. Country Fire Authority (CFA) training

Howmans Gap was the base for a four-day training program for 40 youth members (aged between 15-17 years) from local CFA’s – from Fall Creek across to Corryong stations. The CFA purposely selected Howmans Gap due to its ability to fulfil the range of environments needed for the specialised training of this camp, such as different bush density, accessible outside fire hydrants, variable terrain for trucks to drive on and live ‘controlled’ fire to practice dowsing. This successful program has demonstrated Howmans Gap as the ideal location for future CFA volunteer training opportunities.

3. Increasing relationship with local Indigenous Communities

Indigenous Elders of the Jaithmatung and Dhudhuroa in tandem with Howmans Gap staff worked collaboratively throughout 2021/22 on stronger ties and relationships as well as a range of programs that have been run and planned for future groups.

This included several impromptu “Welcome to Country” ceremonies for various groups and guests – most spectacularly with the Leisure Options booking for People with a Disability in January of 2022. This welcome included Jathmathang Elders Group welcoming the participants with ceremonial facial painting of the participants as well as the wearing of traditional possum skin cloaks and a smoking ceremony.

The Senior Elders Group of the Jaithmathang Traditional Ancestral Bloodline Original Owners First Nation Aboriginal Corporation also used Howmans Gap Alpine Discovery Camp as a base for researchers to set up drone surveys and placing monitoring Wi-Fi cameras around newly identified habitats for the critically endangered Mountain Pygmy-Possum around the Bogong High Plains.

Through the Mountain Pygmy-possum Recovery Project, First Nations people will be asked to co-design opportunities to help bring about reconnection and build interest and care for their Country. The Jaithmathang TABOO Senior Elders have been making regular journeys to the region, including attending an Alpine Ecology Workshop at Falls Creek.

“We’re starting to make more regular trips to our Mung (Mother) Country – our Mung is calling us, recognising us and being more accepting of us and she is waiting patiently for her children to return,” Goengalla Jumma, Jaithmathang TABOO Senior Elder said.

“We are continuing to positively engage with Victorian Government agencies who have dedicated staff and others who reside, work, and have common strategies and passions for working with us towards bringing the balance back to our Sacred Jaithmathang ancient living landscape. In the future we wish to see the funding provided by projects like the Mountain Pygmy-possum Recovery Project create opportunities for our youth and adults alike; including supporting their return and individual spiritual reconnection – to be recognised and accepted by Mung Country and of our Old People.”

The Mountain Pygmy Possum Recovery Project is supported by the North East CMA through funding from the Australian Government’s National Landcare Program. The group also utilised Howmans Gap as the base for many of its operations in support of a grant of $120,000 to be paid over three years for the “Beginning the journey to cultural healing on Jaithmathang country” under the Bushfire Recovery Fund grant program.

The project will operate a program of annual cool burns and work with key environment and government stakeholders, including Parks Victoria and DELWP, to share learnings. Specifically, the grant aims to build the capacity of the organisation by contributing to the cost of employing a Jaithmathang descendant to lead the project over the next three years for the purposes of realising Jaithmathang goals in establishing ongoing partnerships that can support Jaithmathang operating sustainably into the future as custodians on Country.

4. Journey based program development

Howmans Gap Alpine Discovery Camp continued to build the outdoor education journey-based program offerings on the high plains through extended programs with existing clients including Overnewton College and Preston College as well as through the attraction of new clients including the inaugural 8 day Firbank journey program which utilised the high plains from Harrietville, Feathertop to Mount Bogong in November 2021 with 110 students.

SECTION 4: WORK WITH TARGETED SPECIFIED COMMUNITIES

1. Indigenous Community

This period, was utilised by the Camp Manager to further develop the connections between Howmans Gap and the Elders of the Jaithmatung and Dhudhuroa First Nations People. Despite the reluctance of Indigenous groups to attend during the COVID period Howmans Gap achieved a significant increase in Camper nights from 2 in 2020/21 to 58 in 2021/22. It is hoped that the connections developed in 2021/22 will result in a greater indigenous presence on site and on Bimble.

Elders have stayed at Howmans Gap Alpine Discovery Camp over the year on multiple occasions to discuss Country. Discussions were held on Country with the Camp Manager from Howmans Gap, Environmental Scientists and the Elders to progress their application for recognition as traditional owners as well as supporting a range of initiatives including funding application which will enable a more permanent presence of Traditional Owners on Bimble (Country).

2. SEIFA/CALD Community

Through a concerted effort of the team, more accurate data was extracted from groups identifying as being from SEIFA or CALD communities in 2021/22. This effort resulted in a dramatic increase from 174 to 444 guests from SEIFA communities and a more modest increase from 411 to 563 guests from CALD communities. A high number of guests from CALD communities are preferring the privacy and self-containment of cottage bookings to the communal offering in the main accommodation

3. People with a Disability

FY 21/22 saw a significant increase in guests identifying as those with a disability. People with a disability staying at or utilising programs at YMCA Howmans Gap Alpine Centre increase from 136 to 498 from FY20/21. These included groups from Disabled Wintersports Australia, Leisure Options, Special Schools and individuals.

4. Youth

Participants of groups identifying as Youth increased from 133 in FY 20/21 to 295 in FY 21/22 – with a slight increase in participant numbers from the groups that did attend and the delivery of school holiday programs for regional youth.

5. Girls/Female Groups

There was a significant increase in female participation at Howmans Gap Alpine Discovery Camp in FY21/22 from 0 to 224 participants - largely due to better identification of female only participation in various groups as well as delivery of a women only XC ski camp and the recruitment of female only school groups.

LADY NORTHCOTE DISCOVERY CAMP

SECTION 1: COVID IMPACTS

233 BOOKINGS

12,728 GUESTS

330 NIGHTS

20,887 BEDNIGHTS

7

59,227 MEALS

CLOSURES IMPACT

1. Schools

Schools did experience nervousness in their ability to being able to staff camps in Term 1 2022, resulting in four schools cancelling their booking and another two moving their dates to a later time in 2022.

2. Community Groups

Community groups demonstrated the most noticeable impact of Covid, with a number of existing groups or historical bookings showing no interested in engaging with the Y around development, delivering new or modifying existing programs throughout this period.

3. Other Group Bookings

NA

REOPENING

Employee Numbers at time of reopening:

Lady Northcote re-opened with only marginally lower staff numbers compared to pre-Covid staffing complement.

Staff challenges/highlights:

Lady Northcote did not experience any issues with their staff members regarding the vaccination requirements for returning to work. Staff loved coming back to work and this is evident by only a small number leaving during Covid lockdowns.

The biggest challenge for staffing was the differing restrictions between the metro and regional areas, considering a number of staff reside in metropolitan Melbourne and the geographical location of Lady Northcote Discovery Camp is considered regional Victoria, the staff members needed to navigate the requirements around this.

1. Schools

Lady Northcote experienced a fast and strong return from schools in 2021, with school groups making over 70% of bookings during FY2/122.

To compensate for cancellations due to lockdowns and restrictions during Term 3, Lady Northcote saw a large number of schools book in for day visits during Term 4, 2021. This resulted in a total of 13% of groups attend as Day visits during FY21/22 compared to 10% of groups in FY18/19.

2. Community Groups

In contrast to the school groups, Community groups have been very slow to return and engage with programs with Lady Northcote, with this sector making up less than 30% of the bookings for the FY21/22. Lady Northcote had 95 Community groups for the FY21/22, compared to pre COVID levels of approximately 160 groups per year.

SECTION 2: INNOVATION AND DEVELOPMENT

Partnership with AusCycling

During FY21/22, Lady Northcote Discovery Camp started the process of developing a strategic partnership with AusCycling to co-develop the Ausbike learn/develop to ride program. This program is designed to help young people to develop their fundamental bike riding skills and confidence, supporting kids in progressing physical literacy and independence.

In the June 2022 school holiday period, program staff undertook training to deliver the program, with a pilot rollout to occur in Term 4, 2022. The aim is for the program to rollout across the Y Discovery Camps network in Term 1, 2023.

Environmental Consciousness – Paperless site

Lady Northcote continued to develop internal systems of business application that reduce the use of paper onsite. Where possible systems were converted to electronic platforms or a greater integration of technology was adopted to create efficiencies whilst decrease the reliance on paper. Some examples of this is the use of QR codes to gather participant numbers for activities and the Venue 360 Online portal. More Information/Extra Notes:

Innovation and Development has been quite limited in FY21/22 due to a number of contributing factors. Having the site closed for 5 months due to extended lockdowns, managing re-opening and the every changing landscape of COVID required a high level of focus and attention to ensure that all of the necessary compliances and protocols were being followed for both safety and a level of comfort for our customers. In addition to this, the Manager had three months of unexpected leave due to health reasons in Term 1 and 2 2022. The staff team did a highly commendable job of managing camp operations during this busy time of year.

SECTION 3: DELIVERABLES CONTRIBUTING TO SRV 3 YEAR PLAN

The highlights for Lady Northcote for this period, was our role in getting people outdoors, and engaged with others and nature after the challenges of Covid lockdowns. The team prided ourselves in increasing the ability for groups to be able to access Lady Northcote within the government restrictions of the time.

Improved Customer Access to Booking Systems

A significant customer experience through the continual improvement of the functionality of the Customer Self Service portal in Venue 360 to provide greater customisation, flexibility and agility in the booking system. This is especially relevant for those with special needs and have the requirement for greater levels of documentation.

Increased program offerings

During this year, the Lady Northcote has explored new opportunities and introduced new programs to expand the different type of program offerings available to groups, including both self-led and facilitated programs.

• Mindfulness

• AusCycle bike skills program

SECTION 4: WORK WITH TARGETED SPECIFIED COMMUNITIES

The highlight for Lady Northcote Discovery Camp in working with targeted specified communities in FY21/22 was the ability to make connections with new Disability groups that were allowed to attend camps during lockdowns due to the Government directives of this cohort.

1. Indigenous Community

Due to being a vulnerable community, groups were not interested in participating in a residential based camp during this period.

2. SEIFA/CALD Community

Lady Northcote was fortunate to continue to work with some including the Western Bulldogs Community Foundation, however on the whole, this demographic was reluctant to book due the uncertainty of knowing if Camps would be able to run or not, and all of the complexities around this.

3. LGBTIQA + Community NA.

4. Seniors Community

Very little activity occurred at Lady Northcote in this space for the period of FY21/22 due to groups not wanting to attend programs because they are a community at risk

5. Girls/Female Groups

Lady Northcote Discovery Camp was able to market and deliver programs to female sporting groups with great outcomes around developing communities, working together.

4.56

MT EVELYN DISCOVERY CAMP

SECTION 1: COVID IMPACTS

k

81 BOOKINGS

CLOSURES IMPACT

1. Schools

5,513 GUESTS

133 NIGHTS F

7

9,317 BEDNIGHTS

26,766 MEALS

• The 16th July through end October closure resulted in loss of 26 school group bookings.

• Carnegie Primary School attended in a break in the mandatory lockdown period 2nd to 6th August 2021 resulting in 326 student bed nights.

2. Community Groups

• 16th June through end October closure resulted in loss of 7 community group bookings.

• YMCA Whittlesea inclusion respite camp attended twice during lockdown as an exemption to lockdown as a disability group 66 bed nights in August 2021 and 94 bed nights in October 2021.

3. Any other comments/information Community Groups

• June through end October closures resulted in loss of combined 3,980 bednights from 4,915 anticipated to 935 actual.

• 3 months of expected revenue and changing restrictions impacted the camps ability to complete innovative programs and maintenance works, delaying purchases that were not critical and monopolising manager and directors working hours while we restart our return to work plans, reschedule group bookings, update covid safe plans and continue to keep our teams engaged.

• Adequate levels of preparation for the Oct – Mar fire danger period was continued as mandatory works with completion of all essential safety work and the fire danger period checklist.

• Storms impacted reopening in the first week of November with trees falling onsite destroying several fencelines and blocking the driveway to the first group booked.

SECTION 2: INNOVATION AND DEVELOPMENT

1. Risky Kids activity launch

• In April, five Y staff members undertook training to facilitate the Risky Kids activity developed in partnership with Risky Kids.

• Participation in Risky Kids activity for the period of April to June by school groups resulted in:

i. 1,325 participation hours and

ii. 1060 students participated learning about safe decision making, challenging themselves and pr actice building physical literacy

2. Indigenous artwork commissioned

Local indigenous artwork designed by local Wurundjeri artist representing aboriginal elder overlooking the Dandenong Ranges, Olinda Creek and a gathering of people in the camp grounds. This artwork is now hanging proudly in the dining hall to represent our acknowledgement of indigenous culture.

SECTION 3: DELIVERABLES CONTRIBUTING TO SRV 3 YEAR PLAN

1. Develop a range of unstructured activities which promote physical literacy Storms felled large eucalypts onsite which have been used as obstacles to balance/run/jump onto and off in the Risky Kids and free play areas. Unstructured free play time.

2. Offer groups a self-catered option which promotes community connectedness through cooking together Friday self-catered dinners have been offered to weekend bookings of 50 or less people. Camp catering team prepare a trolley with pizza toppings and pitta breads and the weekend duty manager briefs the group leaders on the use of the wood fire pizza oven.

3. Compliance

• Obtained a’ low risk’ profile assessment conducted by Compliance Lab, which assesses business/safety systems off ISO accreditation standards.

• Digital transformation of logbooks, conducted using QR codes. Reducing reliance on paper. More Information/Extra Notes:

• Cubbies replaced in all bunkrooms

• Local contractor engaged resulting in significant completion of Tech and Maintenance tasks

• Installed new enclosure for the Green Tree Frogs in the Wildlife Encounter activity

• Beacon program instituted to manage site visitors and contractors

• Melbourne Water stream frontage grant expended

SECTION 4: WORK WITH TARGETED SPECIFIED COMMUNITIES

1. Indigenous Community

• Mullum Mullum Indigenous Gathering Place – jointly designed program that respects indigenous culture.

2. SEIFA/CALD Community

• Sponsored school students experiencing financial hardship through YMCA Open Doors Foundation

• Islamic CMG

• Ubuntu Project

3. LGBTIQA + Community NA.

4. Seniors Community

• Scrappy Chicks

5. Girls/Female Groups

• HiVibe fitness – offered exclusive access for less than minimum numbers

• VFLW Southern Saints

6. Other

• YMCA Whittlesea Disability respite camp

• Diabetes Victoria – developed customized menu with calorie counting information supplied and snacks delivered to activity groups at activties

4.71 AVERAGE RATING

PEOPLE AND CULTURE

During the lockdown periods, the entire camps staff were stood down except for management and the key maintenance staff to ensure the camp facility remained well maintained due to the unknown nature of the length of time that the sites were unable to be utilised.

The Y shared services People and Culture Business Partner worked closely with the Camps Management team to stand down and stand up staff during lock downs and reopening periods. The key priority was to ensure all staff received the relevant communications in a timely manner and provided as much information as possible that related to their individual circumstances. The teams worked together to support staff in determining their eligibility for Job Keeper, based on their working situation, and assisted with the relative steps to receive the assistance payment during periods of when they were unable to work.

The People and Culture team also played an integral role in supporting the Camps management team to undertake sensitive and at times difficult conversations related to the various government guidelines and most specifically the requirement to have a fully vaccinated workforce. As the camps did have a number of unvaccinated employees the Y was obliged to terminate staff who were not compliant.

Parallel to the Covid support, the People and Culture team worked with the Camps Management team to facilitate the casual conversion process, ensuring that all casual employees were captured and where possible transitioned them into permanent employment.

The greatest challenge returning from these lockdown periods, and the associated workforce changes, was a staff shortage. People and Culture, with the Talent Acquisition Team (also within the Y Shared services), have been working together to create successful recruitment and in the past 18 months have helped in the recruitment of close to 150 staff members in the Discovery Camps Business Unit.

Key Areas of Support for FY 21/22:

• Casual conversion

• HRO onboarding (in conjunction with Talent Acquisition team)

• Camps employee handbook

• Qualification/compliance review for each role

• PD review and refine

• Award Review

INNOVATION AND DEVELOPMENT

Casual conversion process – a major project undertaken to work with the Camp management team to provide permanent employment for regular casuals, enabling them roster more affectively.

PD review process – The People and Culture Business Partner worked with the Camps management team to refine and review all positions within the Camps Business Unit to ensure that they are all standardised and relevant for all camps within the network, rather than a specific site.

Qualification/compliance review - Worked with Camp Managers to ensure all roles were reviewed to have the correct industry qualification and compliance.

HR Onboarding – Historically the recruitment process has been very manual. The Talent Acquisition team have worked on creating a new system called HR-onboard for job posting and recruiting staff. This system has been implemented to make managers job of onboarding staff more streamlined, and a better candidate experience.

Camping employee induction handbook – Worked to support the Marketing Business Partner in the creation of a new employee induction handbook with the intention to ensure all new employees felt connected to the Discovery Camps network from the beginning and had the essential information in one place to enable them to start their employment journey as a YMCA employee.

HEALTH AND SAFETY – RSEQ REVIEW

In FY21/22, the Health and Safety Team, as part of the Y Shared Services RSEQ Team, were able to impact and engage with the Camps Business Unit across several initiatives. The key focus of these projects was on the Health, Safety and Well-being of camp staff and participants, whilst adhering to regulatory compliance.

1. COVID-19 Support

Aim was to help mitigate Covid-19 outbreaks at our camps, protect camp staff and campers and instil confidence in our user group to attend camps through:

• Development and updating of Camps COVID Safe Plans to ensure compliance with the Victorian Government Pandemic orders and requirements.

• Regularly updating Camp Managers on changes to Victorian Government restrictions and disseminating the Pandemic orders, as there was no clear information for the camping industry.

• Provision of advice on suitable initiatives to reduce the spread of COVID -19 within the camping environment, i.e. high touch point cleaning, including program equipment, social distancing and mask-wearing whilst trying to keep the camping experience for our campers.

2. Compliance Lab ISO45001: 2018 OHS Management System Audit

Compliance Lab completes its annual audit on behalf of SRV, ensuring that YMCA Victoria has adhered to applicable legislative requirements regarding risk management, document control, reporting and operations.

It is worth noting that none of the six audited camps (inclusive of Lake Dewar Discovery Camp) reflected an audit rating higher than a Medium Risk ‘Not urgent, but should be treated as soon as practicable.’

Noting 8.1.4 Procurement was picked up across three camps and will be improved using the Beakon Contractor management system to reduce this risk at all camps.

The gap analysis aims to review and assess the risks involved in the workplace operations of these facilities and their safety documents against the principles and relevant criteria of the ISO45001:2018 OHS Management System Standard.

All Camps performed extremely well on their audits with three of the five SRV camps score 100% for their audit, and all SRV Camps score above 92%.

3. Beakon Contractor Management System

In April 2022, the Health and Safety Team rolled out the Beakon Contractor Management System to improve the management and compliance of all third-party contractors that attend our camps. All contractor pre-qualifications, insurance documentation, trade licenses and induction activities will be managed via the Beakon system. Stage two of the system will be rolled out in early 2023, including online works permits.

On-site training was delivered to key staff who will be responsible for the management of Beakon for their camp. Ongoing consultation and training have been delivered to Camps to support them in this transition phase of the implementation, which will be fully transitioned by 2023.

Four of Five SRV Camps have adopted this system, with the plan to implement Beakon at Howman’s Gap between October and December 2022.

Since implementation, the organisation (particular in the camping sector) have seen significant improvement in contractor compliance and site induction completion rate, with further initiatives to continue improving this system and its functionality.

The below image represents the SRV Camp’s current compliance. The red segments represent compliances with YMCA organisational induction/requirements, insurances, trade licenses and other required documentation which have either expired or are yet to be completed/uploaded. Compliance can be tracked with these rings for Camps to identify the current compliance level and acted upon in a timely manner to ensure compliance is attained. This result is expected as not all contractors will complete regular site work. Contractors cannot complete works at the site unless they have full compliance.

LEARNING WORKING WITH CHILDREN INSURANCE LICENCE

4. Health and Safety Training

Throughout the past 12 months, the Health and Safety Team conducted several pieces of training to engage and increase the knowledge of camp staff in this area including:

• Covid-19 Exposure Checklist Training (senior leaders)

• Critical Incident Training

• Health and Safety Officer Training (Part 1- HSO Induction)

• Beakon Contractor Management System Training

• Health and Safety Officer Training (Part 2- Risk Assessment and Hazard Identification Training)

• Incident Management Training

In addition to these training items, Risk Resolve (Clare Dallat) was engaged to facilitate sessions on ‘Contemporary Health and Safety in the Outdoor Environment.’ YMCA Discovery Camps Leadership, Camp Managers and Camps Health Safety Officers (HSOs) attended these sessions and were provided with a number of new Health and Safety practices that can be easily adapted into the camps program.

5. Investigation Projects

During the last 12 months, the Health and Safety Team have worked to strengthened the Camps aquatic (pool) safety via a proactive review on how onsite pools are managed and to put together more formal policies and procedures to ensure user groups who utilise these facilities understand and are responsible in pool use.

This work provides Camp teams with greater levels of confidence around pool safety requirements and reduces the likelihood of an aquatic incident occurring.

Key recommendations were consulted with key leaders, and Camps have since adopted the agreed recommendations including:

• Camps completing due diligence when handing over responsibility of the pool to the user group

• Reviewed ratios for supervisors to swimmers (when YMCA is not providing Lifeguards)

• Pool signage and depth marker improvements

• Improved hiring agreement

Further program review reports will be completed in FY22/23 and used to advise Camps on related subjects.

MARKETING

COVID CLOSURES AND IMPACT

The Y Marketing and Communications Team continued to play an integral role in supporting the Y Discovery Camps, and the organisation as a whole, in keeping our customers informed of the relevant changes in business operations throughout the times of impact due to the Covid 19 pandemic, including closures, the changing of restrictions and government guidelines for returning on site.

The team also provided significant support in the need for continued tailored communications with the internal stakeholders of Y staff members, including the Camps team with advice on stand downs, job keeper and vaccination requirements.

The Marketing and Communications team experienced a reduction in resources, as per other areas of the business, due to stand downs and reduced hours as required from the organisation, especially in the period of July to November 2021.

INNOVATION AND DEVELOPMENT ACHIEVEMENTS

1. Customer Value Proposition

The Y, lead by the Marketing and Communications Team, have undertaken a major project using the expertise of branding and marketing specialists, Clemenger BBDO to define the relative Customer Value Propositions (CVP) for each of the key Business Units, including Camps.

This work and outcomes support the Branding and Identity project undertaken in FY 20/21 and further strengthens the brand proposition and the ability to clearly articulate our point of difference to our competitors. The team undertook a number of in-depth interviews with key stakeholders, including a number of customers and prospective customers, to determine the key findings and then find the three key themes and differentiators to explore further. These were then further developed and tested until the one that resonated with the audiences the most was the chosen direction. The most encouraging part of this work was the close alignment of the outcomes of this with that of the key messaging and brand values that were developed for the brand identity, therefore understanding that a strong foundation is being built.

CUSTOMER

OUR CAMPS CHANGE PEOPLE. CAMPERS ARE GIVEN SPACE TO BREATHE FROM THEIR EVERYDAY. WHEN ON CAMP IT FEELS LIKE THERE'S SPACE TO START FRESH. THINGS ARE SEEN IN A NEW LIGHT. EVERYDAY INHIBITIONS PUT THE SIDE AND THINGS THAT WOULDN'T NORMALLY BE EXPLORED ARE CONQUERED. NEW ADVENTURES, SKILLS AND CHALLENGES ARE THERE READY TO OPEN NEW DOORS. EACH STEP WHILE AT CAMP HELPS PEOPLE DISCOVER A LITTLE MORE ABOUT WHO THEY ARE. WHEN THEY LEAVE, THEY'RE CHANGED FOR THE BETTER.

AWAY FROM HOME

EXPERIENCES ENABLE SELF-DISCOVERY AND TRANSFORMATION

"WHEN ELSE IN LIFE ARE YOU ABLE TO EXPERIENCE THINGS THAT WILL CHANGE YOU FOREVER."

"UNIQUE, DIFFERENT, SPECIAL. NOT SOMETHING YOU CAN DO IN YOUR BACKYARD. "

VALUE PROPOSITION

How we apply the CVP:

CUSTOMER VALUE PROPOSITION

Why you choose this brand over any other? Away from home experiences enabling self-discovery and transformation.

SOCIAL BENEFITS

EMOTIONAL BENEFITS

FUNCTIONAL BENEFITS

ATTRIBUTES

Future Applications

What this says about you choosing this brand over any other? I am open to new possibilities that will help me grow.

How the product/service brand experience makes you feel? Liberated from the conventions of everyday life and confident to explore my potential.

What the product/service rationally does? Away from home experiences encouraging you to step beyond your comfort zone.

What are the unique set of features of the product/service that form the basis of what the brand is, does, the experience and value it creates?

• lmmersive, out of the ordinary experiences

• Safe, professionally run environments

• Real impacts last beyond the camp

The CVP will become the key reference point for all marketing and communications for the Discovery Camps network.

• It will provide the internal strength to the Brand Promise and Brand Values that will be used for external communications.

• It will build the consistency of language across our Discovery Camps network.

• It will help us connect the Discovery Camps strategic activities to the broader strategic priorities and goals.

• In turn, this will provide an ability to articulate the alignment between the delivery of activity at Camps and how it fits with the overall Y Strategy and SRV Strategy and pillars of the learning framework.

• Final to be a succinct explanation of the interplay and connection between all our relevant key strategic documents that demonstrate the delivery and impact of our camps to our customers

2. Development of a Digital Asset Management Portal

A comprehensive Digital Asset Management Portal has been developed using a secure cloud-based platform called MediaValet.

This solution provides a beneficial tool for all stakeholders to be able to have fast, secure access to the key assets relating to the Discovery Camps brand. It is essentially a library for all items to be curated and held in the one place – such as logos, brand identity guidelines, photography and video assets, letter head and presentation templates.

In time, it will also enable the Y Discovery Camps to archive historic assets and campaigns so that they can be found at any time.

A key example is that the DAM is housing the SRV Annual Report, there will be a dedicated portal to house the key content report and all necessary supporting documents, which will then be filed chronologically each year.

3. Y Discovery Camps Induction Guidebook

A new Induction Handbook has been developed, in consultation with the Y People and Culture Team, to provide an engaging and comprehensive introduction to the Y and Y Discovery Camps for all new employees.

The intent of this resource is to make new starters feel connected from day one and provide important details relevant to their role from the overarching brand story, pillars and values through to a detailed checklist of the all the relevant policies, procedures and requirements of an employee. It provides an outline of the Learning Framework, information on the broader Y Discovery Camps network and the inclusion and access approach of these.

The guidebook is designed to be a ‘one stop shop’ for all the relevant information a staff member needs and includes a number of QR codes that link direct to access the systems and resources they will need such as time and rostering, payroll services, Ynet (the Y intranet) and Employee Assistance programs.

How we apply the CVP:

BUSINESS PLAN ACHIEVEMENTS

Gold Level Sponsorship of ‘CAMPference – Where Nature Meets Story

1.

CAMPference is an immersive and, in 2021, online conference that explores the many ways stories and nature can combine into practical tools, resources and inspiration for teaching and learning.

Attended by closer 3000 attendees across the world, it attracts a wide-ranging audience including educators across every level of schooling, educators and careers supporting young people with a disability, health professionals, OSCH teams and Camp Leaders.

The Y Discovery Camps, in partnership with SRV, were Gold Sponsors of this event and worked closely with the team to ensure this event could continue in an online forum and help promote the important interaction of learning and the natural environment.

Key topics include:

• health and wellbeing for all ages,

• inclusive practice in nature-based programming,

• incorporating indigenous perspectives and

• the benefits of ‘risky’ nature play.

2. Implementation of new branding

How we apply the CVP:

New Uniforms:

Collateral Pieces – (examples from FY21/22)

3. Social Media Playbook

The Y Social Media team have been working on the development of a long term strategic social media plan. The first step of this has been the development of a Y Discovery Camps Social Media Playbook – a comprehensive reference tool for all social media content contributors to use.

A team of site based Social Media ‘Champions’ has been set up to explore and provide engaging and real time content that showcases the activity that is happening on each site. This is an ongoing project that will in time, empower more members of our team to help create stronger connections with our communities as we introduce who we are, our values and stories in an engaging way.

Sample Pages:

MT EVELYN YEAR 7 CAMP

TEACHER

4. Photoshoot/Video – Increase library RISKY KIDS VIDEO

SERVICE DELIVERY KPI’S CLIENT

SPECIFIED COMMUNITIES DATA

ANGLESEA

21/22

DISCOVERY CAMP SPECIFIED COMMUNITIES – FY

CAMP MANYUNG SPECIFIED COMMUNITIES – FY 21/22

HOWMANS GAP ALPINE DISCOVERY CAMP SPECIFIED COMMUNITIES – FY 21/22

LADY NORTHCOTE DISCOVERY CAMP SPECIFIED COMMUNITIES – FY 21/22

MT EVELYN DISCOVERY CAMP SPECIFIED COMMUNITIES – FY 21/22

CLIENT FEEDBACK SURVEYS

QOSD: Client Satisfaction with Services & Client Satisfaction with Assets (page 73 & 75 of Services Contract)

Comments

Anglesea: Catering quality, quantity and range has been addressed through a change in Catering Leadership.

The change in booking system, coupled with change in Y staff using the new booking system, meant clients experience wasn’t as succinct as we would have liked. With an Administration team that has now been in the role for longer than 6months, we have been able to develop the skills within our team to improve the Bookings process for our clients. Camp accessibility. Anglesea’s layout and design needs to be addressed in a master plan in order to address the overall accessibility for all our clients. The master plan works will be undertaken in 2023.

Mt Evelyn: The options for menu choice was taken away due to low staff numbers and maintaining the rebooting of programs caused some issues around quantity controls and adjustments to groups.

Lady Northcote: Catering Action Plan

• Implementation of an instant feedback system to gather more information around feedback.

• Investing in new kitchen equipment to increase ability to have a greater range of meals

• Forensic investigation into feedback around specific areas (is it building related, age bracket, demographic of group, etc)

• Research other camp’s menus and compare

• Recruit a 2IC in the kitchen to assist with skills gap.

Howmans Gap: Bookings & Information: The loss of key staff significantly impacted on the sites ability to provide prompt responses to booking enquiries. This combined with the significant low number of responses to the survey has greatly influenced the less than ideal score.

Catering: The loss of the Head Chef early in 2022 combined with the low number of client survey responses directly contributed to the low rating in “Range of meals on offer”. The new Head Chef – our previous apprentice, Matt Davis has worked extensively on improving the range and quality of meals on offer. It should be noted that the range and

quality of meals on offer at Howmans Gap may be substantially greater than at other YMCA camps due to the length of stay and the higher expectations of independent guests during winter.

Safety & Inclusivity at Camp: Considering the efforts the site has made to provide and promote inclusivity and safety on site it is difficult to understand where these scores have been derived from. The low number of responses to the client survey may point to one issue. The inclusion of QR code accessibility for all guest reviews may contribute to either increasing guests’ participation in the survey and will hopefully lead to better quality data to respond to.

QUALITY OF SERVICE DELIVERY: CLIENT SATISFACTION WITH ASSETS

Comments

Anglesea: The appropriateness of heating and cooling is part of a larger issue of aging facilities. The cost of Addis, Bells and Jarosite renovations is beginning to amount to staggering figures.

As examples,

• The floor joists and stumps need replacing - $150,000

• The heating and cooling needs replacing - $120,000

• The roofing needs replacing - $140,000

• General furniture replacement for site - $60,000

Further works assessments are being conducted through external organisation SPROUT to refine the maintenance works required

Howmans Gap: General comfort of facilities and furniture: This has been a persistent problem at YMCA Howmans Gap Alpine Centre – we have undertaken replacement of all mattresses throughout the facility and recently purchased a range of couches and furniture replacing much of the outdated pine lounge furniture which should resolve a number of these issues. We will continue to invest to move these percentages.

Lady Northcote: Some key personnel retired during 21/22 FY, these roles were filled and staff trained in the areas. During this time some feedback relates to areas around cleaning, presentation of site.

Wakalieta has received a lot of feedback. In the FY 23/24 there will be money budgeted to refurb the inside. Planning will be undertaken during 22/23FY ready for work to be carried out in 23/24FY.

UTILISATION

The following data reflects the operations of the Financial Year 2021/22. Although the figures are for the full year, there was significant periods of closure and subsequent disruption to the business operations that mean that the overall capacity and delivery is lower than a full operating year. The comparative figures related to period 202/21 are for nine months only (October 2020 to 30 June 2021) due to Covid 19 closures.

CAMPER NIGHTS

NUMBER OF

DAY VISITORS

OVERNIGHT VISITORS

ACTIVITY TYPE

CASE STUDY: BIKE PARTICIPATION DATA

The Y Discovery Camps have continued to grow the Bike Education and Mountain Bike programs with delivery to over 11200 young people during the FY21/22. With approximately 20% of these participants being either unable to ride or having very low confidence levels prior to taking this important program. Learning and developing life skills such as these at our camps have the opportunity to change a person’s life forever.

CAPITAL EXPENCES

LADY NORTHCOTE

MANYUNG

HOWMANS GAP

MT EVELYN

APPENDICES

Certificate of Currency

Date of Issue: 30 June 2021

Contact: Ellen Tesser

Client Relationship Manager

t: (03) 9211 3245

e: ellen.tesser@aon.com

We hereby certify that the under mentioned insurance policy is current as at the date of this certificate, please refer to the important notices below .

Policy Type General & Products Liability Insured The National Council of the YMCAs of Australia. This policy also insured other parties as specified in the definition of the Insured.

Insurer XL Insurance Company Limited

Policy Number(s) AU00002677LI21A

Limits of Liability

Section 1 – Public and Products Liability

Limit each Occurrence but limited in the aggregate for all Occurrences during the Period of Insurance in respect of Products $20,000,000

Geographical Limit Geographical Scope

Anywhere in the world but excluding any operations of the Insured domiciled in the United States of America or Canada. Notwithstanding the above, indemnity is provided in respect of:

1. Insured persons temporarily located in such countries for the purposes of business

2. Products exported into those countries

Further Information

Should you have any queries, please contact us on the details set out at the top of the page.

Important notes

• Aon does not guarantee that the insurance outlined in this Certificate will continue to remain in force for the period referred to as the Policy may be cancelled or altered by either party to the contract, at any time, in accordance with the terms of the P olicy and the Insurance Contracts Act 1984 (Clth)

• Aon accepts no responsibility or liability to advise any party who may be relying on this Certificate of such alteration to o r cancellation of the Policy.

• Subject to full payment of premium

• This certificate does not: - represent an insurance contract or confer rights to the recipient; or - amend, extend or alter the Policy - contain the full policy terms and conditions

Aon Reference: AONMEL0TH7C Aon | ABN 17 000 434 720 | AFSL 241141

Public Health and Wellbeing Act 2008 (Vic)

Public Health and Wellbeing Regulations 2019 (Vic)

CERTIFICATE OF REGISTRATION

(Valid upon payment of 2022 Registration)

The Council of Surf Coast Shire under the powers under Section 74 of the Public Health and Wellbeing Act 2008, renews the registration of the premises described below.

The certificate is granted to:

Proprietor: YMCA Camping Limited

Address of premises: 1535 Great Ocean Road, Anglesea VIC 3230

Name of business: Anglesea Recreation Camp

Registration Number:HFP12/00445

Date issued: 1 January 2022

Type of premises: Prescribed Accommodation - >50 people

The registration continues in force until 31 December 2022

Adam Lee Coordinator Environmental Health Delegate

under the Act

NOTE: If the business is sold or if there is any change in the ownership of the premises, application must be made to the Council for the transfer of this Registration

SCHEDULE 4

Regulation 9

Food Act 1984

Food (Forms and Registration) Regulations 2015

CERTIFICATE OF REGISTRATION OF FOOD PREMISES

(Valid upon payment of 2022 Registration)

Registration Authority: Surf Coast Shire Council

This certificate of registration is granted to YMCA Camping Limited of 1535 GREAT OCEAN ROAD, Anglesea VIC 3230. The registration continues in force until 31 December 2022.

Name of business (if any): Anglesea Recreation Camp

Description of business: HFP12/00027 - Camps (potentially hazardous food)

Address of food premises: 1535 Great Ocean Road, Anglesea VIC 3230

Class of food premises: Class 2

Registration Authority: Adam Lee

Coordinator Environmental Health

Delegate under the Act

Date: 1 January 2022

NOTE: If the business is sold or if there is any change in the ownership of the premises, this registration is cancelled and a new application must be made to the Council for Registration

CAMP MANYUNG: SUPPORTING DOCUMENTS

Camp Manyung YMCA

This is to certify that has successfully completed the documentation and procedures required to satisfy the Australian Tourism Accreditation Standard for a Camp and Adventure Activity Business

The Department of Education and Training Victoria recognises this venue as a Residential Campsite

Valid Until

30/06/2022 926982

Registration Number

Grace Maynard Victoria Tourism Industry Council

CERTIFICATE OF REGISTRATION 2022

PUBLIC HEALTH & WELLBEING ACT 2008 and all associated regulations

H-2001/0010

Renewal of Registration

The Mornington Peninsula Shire in pursuance of the powers vest ed in it by the PUBLIC HEALTH & WELLBEING ACT 2008, HEREBY registers for the year ending 31 December 2022, the premises depicted in the plan lodged with Council and situated at the address:

CAMP MANYUNG

35A Sunnyside Road

MOUNT ELIZA VIC 3930

And for the purpose described hereunder:

Holiday Camp

This certificate is granted to:

The Victorian Council Of The Ymca Camp Manyung

35 Sunnyside Road

MOUNT ELIZA VIC 3930

This certificate is granted subject to the following conditions:

NONE

Authorised Officer Peter O’Brien

Date: 22/02/2022

Prop No: 71370

Land No: 53541

CERTIFICATE OF REGISTRATION 2022

F-2001/0053

FOOD ACT, 1984

The Registration Authority, Mornington Peninsula Shire Council, in pursuance of the powers vested in it by the FOOD ACT 1984, HEREBY registers for the year ending 31 December 2022, the premises depicted in the plan lodged with Council and situated at the address:

CAMP MANYUNG

35A Sunnyside Road

MOUNT ELIZA VIC 3930

And for the purpose described hereunder:

Class 2 - Medium Risk Food Premises Canteen/Camp

BEST BITES FOOD AWARDS PROGRAM - Gold Award

This certificate is granted to:

The Victorian Council Of The Ymca Camp Manyung

35 Sunnyside Road

MOUNT ELIZA VIC 3930

This certificate is granted subject to the following conditions:

NONE

Authorised Officer – Peter O’Brien

Date: 02/03/2022

Prop No: 71370

Land No: 53541

This is a certificate of registration – no payment is required.

If the business is sold or if there is any change in the ownership of the premises, application must be made to the Environmental Health Unit for the transfer of this registration to the new proprietors.

This is to certify that has successfully completed the documentation and procedures required to satisfy the Australian Tourism Accreditation Standard for a Camp and Adventure Activity Business

The Department of Education and Training Victoria recognises this venue as a Residential Campsite

Valid Until

30/06/2022

Registration Number

1260463

YMCA Howmans Gap Alpine Centre

Grace Maynard

Victoria Tourism Industry Council

Pam Kappelides ACA President

Rod Thomson Chief Executive Officer

Public Health and Wellbeing Act 2008 (Victoria) CERTIFICATE OF

REGISTRATION PRESCRIBED ACCOMMODATION

Registration Authority: ALPINE SHIRE COUNCIL

This certificate of registration is granted to:

Proprietor: YMCA CAMPING LTD

Address: RMB 2587 BOGONG HIGH PLAINS ROAD, FALLS CREEK VIC 3699

Name of business: HOWMANS GAP ALPINE CENTRE

Address of premises: RMB 2587 BOGONG HIGH PLAN ROAD, FALLS CREEK VIC 3699

Description of business: PRESCRIBED ACCOMMODATION

Date Issued: 23 DECEMBER 2021

The registration continues in force until 31 December, 2022.

Destiny-Joy Kelly Environmental Health Officer

Food Act 1984 (Victoria)

Food (Forms and Registration) Regulations 2015

CERTIFICATE OF REGISTRATION OF FOOD PREMISES

Registration Authority: ALPINE SHIRE COUNCIL

This certificate of registration is granted to:

Proprietor: YMCA CAMPING LTD

Address: RMB 2587 BOGONG HIGH PLAINS ROAD, FALLS CREEK VIC 3699

Name of business: HOWMANS GAP ALPINE CENTRE

Address of premises: RMB 2587 BOGONG HIGH PLAINS ROAD, FALLS CREEK VIC 3699

Premises class: CLASS 2

Description of business: CANTEEN / CAMPS

Date Issued: 23 DECEMBER 2021

The registration continues in force until 31 December, 2022.

Destiny-Joy Kelly Environmental Health Officer

This is to certify that has successfully completed the documentation and procedures required to satisfy the Australian Tourism Accreditation Standard for a Camp and Adventure Activity Business

Lady Northcote Recreation Camp YMCA

Grace Maynard Victoria Tourism Industry Council

MECHANICAL PLANT CONTRACTING SERVICES (VIC) PTY LTD PREVENTATIVE MAINTENANCE AGREEMENT

BETWEEN:

MECHANICAL PLANT CONTRACTING SERVICES (VIC) PTY LTD

169, MOUNTAINVIEW BOULEVARD, CRANBOURNE NORTH, VIC, 3977. (known hereinafter as ‘Plant Contractor”)

AND:

LADY NORTHCOTE CAMP (known hereinafter as “THE OWNER”) In respect of MAINTENANCE SERVICE AGREEMENT (known hereinafter as “The Equipment”)

LOCATED AT:

1273 GLENMORE ROAD, ROWSLEY VIC 3340.

PERIOD OF AGREEMENT From: 01/02/2021 To: 31/01/2022

CONDITIONS:

1. The Plant Contractor shall to the extent provided in this agreement including attached schedule, arrange for the periodic inspection of the Equipment, and shell provide such maintenance, adjustments and tests as are in its opinion necessary to maintain (relative to the initial design data) the anticipated expected life and operational efficiency of The Equipment.

2. Following completion of periodic inspection, the Plant Contractor shall supply THE OWNER with evidence of the inspection.

DocuSign Envelope ID: 0F80DD83-05A4-4A70-9C75-AF4823DFF519

Tour operator and activity provider licence

Section 27D National Parks Act 1975

Section 140I Land Act 1958

Licence number: CA-1980

Licence to conduct organised tourism business activities on public land areas in Victoria.

Licensor and YMCA Camping Limited ACN 606062793

The full document is available on the portal. See contents page.

Yarra Ranges Council PO Box 105

Lilydale Vic 3140 DX 34051

Call1300 368 333

Fax03 9735 4249

mail@yarraranges.vic.gov.au

2022

Certificate of Registration of a Health Premises

Public Health & Wellbeing Act 2008

The Yarra Ranges Council under the powers described in Public Health & Wellbeing Act 2008 hereby registers for the year ending 31 December 2022 the Registration of the Health Premises as described below.

This Certificate is granted to:

Business: Mt Evelyn Recreational Camp

Proprietor(s): YMCA

Address: 70 Tramway Road, Mount Evelyn 3796

Premises Type: Holiday Camp (41+)

Classification: Class F

Registration No: 299HLTHD

Joanne Kraljik Authorising Officer

Date: 13 December 2021

This certificate is issued subject to compliance with the requirements of the Public Health and Wellbeing Regulations 2008.

Yarra Ranges Council PO Box 105

Lilydale Vic 3140 DX 34051

Call1300 368 333

Fax03 9735 4249

mail@yarraranges.vic.gov.au

www.yarraranges.vic.gov.au

2022 Certificate of Registration of a Food Premises

Food Act 1984

Food (Forms and Regulations) Regulations 2005

The Yarra Ranges Council under the powers described in Part VI of the FOOD ACT 1984 hereby registers for the year ending 31 December 2022 the Registration of the Food Premises as described below.

This Certificate is granted to:

Business: Mt Evelyn Recreational Camp

Proprietor(s): YMCA

Address: 70 Tramway Road, Mount Evelyn 3796

Premises Type: Canteen / Camps

Classification: Class 2

Registration No: 627FOOD2

Caitlyn Menzies

Authorising Officer

Date: 31 December 2021

This registration is issued on the condition that the provisions of the Food Act 1984 and all associated amendments are complied with by the specified date of compliance.

ABN 21 973 226 012

Yarra Ranges Shire Council

INCOME STATEMENT

Special Purpose Branch Income Statement for the year ended 30 June 2022

SRV Camps

ABN : 77 606 062 793

Special Purpose Branch Income Statement

SRV Camps (A branch of YMCA Camping Limited)

Income Statement for the year ended 30 June 2022

The accompanying notes form part of the Branch Income Statement.

Special Purpose Branch Income Statement

SRV Camps

(A branch of YMCA Camping Limited)

Notes to the branch income statement for the year ended 30 June 2022

1. Summary of accounting policies

Statement of compliance

The branch is not a reporting entity because in the opinion of the directors there are unlikely to exist users of the financial report who are unable to command the preparation of reports tailored so as to satisfy specifically all of their information needs. Accordingly, this ‘special purpose branch income statement’ has been prepared to satisfy the directors’ reporting requirements under the operating contract between YMCA Camping Ltd and the Sport and Recreation Camps Committee of Management Incorporated dated 1 October 2020 (“the operating contract”).

Basis of preparation

The branch income statement has been prepared on the basis of historical cost using the accruals method. Cost is based on the fair values of the consideration given in exchange for assets. Unless otherwise indicated, all amounts are presented in Australian dollars.

Critical accounting judgements and key sources of estimation uncertainty

In the application of the branch’s accounting policies, which are described below, management is required to make judgements, estimates and assumptions about carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and various other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

The following significant accounting policies have been adopted in the preparation and presentation of the branch income statement:

(a) Revenue Recognition

Revenue from contracts with customers is recognised when control of the goods or services are transferred to the customer at an amount that reflects the consideration to which the branch expects to be entitled in exchange for those goods or services. The following specific recognition criteria must also be met before revenue is recognised:

Rendering of services

Revenue from the rendering of services is recognised over time when the service is delivered, rendered or the performance obligations is met.

Special Purpose Branch Income Statement

SRV Camps

(A branch of YMCA Camping Limited)

Notes to the branch income statement for the year ended 30 June 2022

1. Summary of accounting policies (continued)

(a) Revenue Recognition (continued)

Sale of goods

Revenue from the sale of goods is recognised at a point in time when control of the goods is transferred to the customer.

Contract Partner funding

Operating subsidies from contract partners are recognised as revenue when the right to receive the subsidy has been established and all conditions precedent have been met.

Other revenue

- Management fees – management fees are charged on each contract. These charges are recognised as revenue on a monthly basis, as the services are rendered.

- Fundraising revenue – revenue from fundraising is recognised when the donation is received or right to receive payment when there are no sufficient specific performance obligations or it cannot be identified when the obligation is satisfied.

Government grants

Government grants are recognised where there is reasonable assurance that the grant will be received, and all attached conditions will be complied with. When the grant relates to an expense item, it is recognised as income on a systematic basis over the periods that the related costs, for which it is intended to compensate, are expensed. When the grant relates to an asset, it is recognised as income in equal amounts over the expected useful life of the related asset.

Government grants related to government subsidy payments are recognised as a receivable and income when the branch obtains control over the funding when the branch becomes eligible to receive the subsidy in accordance with AASB 1058 Income of Not-For-Profit Entities. During the year ended 30 June 2021, the branch received subsidies from the Australian government related to the JobKeeper programs. This government grant received, or receivable has been recognised as Other revenue – JobKeeper subsidy.

(b) Interest revenue

Finance income is recognised from the time the right to receive interest revenue has been attained, using the effective interest method.

(c) Income Tax Expense

The branch is exempt from income tax under S50-5 of the Income Tax Assessment Act 1997.

Special Purpose Branch Income Statement

SRV Camps

(A branch of YMCA Camping Limited)

Notes to the branch income statement for the year ended 30 June 2022

1. Summary of accounting policies (continued)

(d) Goods and Services Tax

Revenues, expenses and assets are recognised net of the amount of goods and services tax (GST), except:

i. where the amount of GST incurred is not recoverable from the taxation authority, it is recognised as part of the cost of acquisition of an asset or as part of an item of expense; or

ii. for receivables and payables which are recognised inclusive of GST

The net amount of GST recoverable from, or payable to, the taxation authority is included as part of receivables or payables.

Special Purpose Branch Income Statement

SRV Camps

Income Statement for the year ended 30 June 2022

Independent Auditor's Report to the Directors of YMCA Camping Ltd Opinion

We have audited the branch income statement, being a special purpose branch income statement, of the SRV Camps, a branch of YMCA Camping Ltd (the Branch), which comprises the income statement and summary of significant accounting policies and other explanatory notes for the year ended 30 June 2022

In our opinion, the accompanying branch income statement is prepared, in all material respects, in accordance with the financia l reporting obligations of the Management and Operation Agreement between YMCA Camping Ltd and the Sport and Recreation Camps Committee of Management Incorporated dated 1 October 2020, as described in Note 1.

Basis for Opinion

We conducted our audit in accordance with Australian Auditing Standards. Our responsibilities under those standards are further described in the Auditor’s Responsibilities for the Audit of the Branch Income Statement section of our report. We a re independent of the Branch in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to our audit of the financial report in Australia. We have also fulfilled our other ethical responsibilities in accordance with the Code.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Emphasis of Matter - Basis of Accounting and Restriction on Distribution

We draw attention to Note 1 to the branch income statement which describes the basis of accounting. The branch income statement is prepared to assist the Branch to meet the requirements of the operating contract between YMCA Camping Ltd and the Sport and Recreation Camps Committee of Management Incorporated (collectively the Recipients). As a result the branch income statement may not be suitable for another purpose. Our report is intended solely for the Recipients and should not be distributed to parties other than the Recipie nts. Our opinion is not modified in respect of this matter.

Responsibilities of the Directors for the Branch Income Statement

The directors of the Branch are responsible for the preparation of the branch income statement in accordance with the financial report ing requirements of the operating contract as described in Note 1 and for such internal control as the directors determine is necessary to enable the preparation of the branch income statement that is free from material misstatement, whether due to fraud or error.

In preparing the branch income statement, the directors are responsible for assessing the Branch’s ability to continue as a going concern, disclosing, as applicable, matters relating to going concern and using the going concern basis of accounting unless the directors either intend to liquidate the Branch or to cease operations, or have no realistic alternative but to do so.

member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation

Auditor's Responsibilities for the Audit of the Branch Income Statement

Our objectives are to obtain reasonable assurance about whether the branch income statement as a whole is free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Auditing Standards will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of this branch income statement.

As part of an audit in accordance with the Australian Auditing Standards, we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the branch income statement, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the Branch’s internal control.

• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the directors.

• Conclude on the appropriateness of the directors’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the Branch’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the branch income statement or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the Branch to cease to continue as a going concern.

We communicate with the directors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit

Ernst & Young

Melbourne

29 September 2022

A member firm of Ernst & Young Global Limited Liability limited by a scheme approved under Professional Standards Legislation

BALANCE SHEETS

Balance Sheet

Balance Sheet

Anglesea Recreation Camp (104)

As at: Period 13 2022

Balance Sheet

Camp Manyung (117)

As at: Period 13 2022

Balance Sheet

Howman's Gap Alpine Centre (146)

As at: Period 13 2022

Balance Sheet

Balance Sheet

Lady Northcote Recreation Camp (151)

As at: Period 13 2022

Balance Sheet

Mt Evelyn Recreation Camp (165)

As at: Period 13 2022

Balance Sheet

CAMPING ENTITY COMPLIANCE

YMCA Camping Ltd

ABN 77 606 062 793

Essential Services, Rates and Taxes

David Strickland

C/O Sport and Recreation Victoria

GPO Box 2392V

Melbourne Vic, 3000

Date 13th December, 2021

Re compliance with all Essential Services, Rates and Taxes

It is to my best knowledge that all camps leased by YMCA from SRV are complying with all essential services, rates and taxes, applicable for their business, contract obligations and local requirements.

Yours sincerely

Brendan Smith YMCA Camps General Manager

YMCA Camping Ltd

ABN 77 606 062 793

OH&S (Letter of compliance)

David Strickland

C/O Sport and Recreation Victoria

GPO Box 2392V

Melbourne Vic, 3000

Date 13th December, 2022

Re compliance with OH&S

It is to my best knowledge that all camps leased by YMCA from SRV are complying with all OH&S regulations applicable for their business, contract obligations and local requirements.

Yours sincerely,

Brendan Smith

YMCA Camps General Manager

YMCA Camping Ltd

ABN 77 606 062 793

David Strickland

C/O Sport and Recreation Victoria

GPO Box 2392V

Melbourne Vic, 3000

Date 13th December, 2022

Re compliance with Other Laws

It is to my best knowledge that all camps leased by YMCA from SRV are complying with, and ensure its officers, employees, agents and subcontractors comply with all laws applicable to the performance for the business, contract obligations and local requirements.

Yours sincerely,

Brendan Smith YMCA Camps General Manager

CAMPS ANNUAL REPORT 21/22- HEALTH AND SAFETY SUMMARY

In the 2021/22 financial year, the Health and Safety Team, as part of the larger RSEQ Team, were able to impact and engage with Camps through several initiatives The Health, Safety and Well-being of camp staff and participants was a key focus whilst adhering to regulator compliance during this period

Initiatives included:

COVID-19 Ensuring we did everything we could to help mitigate Covid-19 outbreaks at our camps, protect camp staff and campers and instil confidence in our user group to attend camps

 We achieved this with the camping team by:- Camps COVID Safe Plans were developed and regularly updated to ensure compliance with the Victorian Government Pandemic orders and requirements.

 Regularly updating Camp Managers on changes to Victorian Government restrictions and disseminating the Pandemic orders, as there was no clear information for the camping industry.

 We advised on suitable initiatives to reduce the spread of COVID-19 within the camping environment, i.e. high touch point cleaning, including program equipment, social distancing and mask-wearing whilst trying to keep the camping experience for our campers.

Compliance Lab ISO45001: 2018 OHS Management System Audit-

Compliance Lab completes its annual audit on behalf of SRV, ensuring that YMCA Victoria has adhered to applicable legislative requirements regarding risk management, document control, reporting and operations.

The gap analysis aims to review and assess the risks involved in the workplace operations of these facilities and their safety documents against the principles and relevant criteria of the ISO45001:2018 OHS Management System Standard.

Three of the five SRV camps score 100% for their audit, and all SRV Camps score above 92%. None of the six audited camps reflected an audit rating higher than a Medium Risk' Not urgent, but should be treated as soon as practicable.'

Noting 8.1.4 Procurement was picked up across three camps and will be improved using the Beakon Contractor management system to reduce this risk at all camps

Last Updated 22/02/2023 by Matt Shaw

Beakon Contractor Management System:

In April 2022, the HSE Team rolled out the Beakon Contractor Management System to improve the management and compliance of all third-party contractors that attend our camps.

All contractor pre-qualifications, insurance documentation, trade licenses and induction activities will be managed via the Beakon system. Stage two of the system will be rolled out in 2023, including high-risk online work permits

On-site training was delivered to key staff who will be responsible for the management of Beakon for their camp. Ongoing consultation and training have been delivered to Camps to support them in this transition phase of the implementation, which will be fully transitioned by 2023.

Four of Five SRV Camps have adopted this system, planning to implement Beakon at Howman's Gap in 2023

Since implementation, the organisation (particularly in the camping sector) have seen significant improvement in contractor compliance and site induction completion rate, with further initiatives to continue improving this system and its functionality.

The below image represents the SRV Camp's current compliance. The red segments represent compliances with YMCA organisational induction/requirements, insurances, trade licenses and other required documentation that have expired or are yet to be completed/uploaded. Compliance can be tracked with these rings for Camps to identify the current compliance level.

This is expected as not all contractors will complete regular site work. Contractors cannot complete works at the site unless they have full compliance.

Last Updated 22/02/2023 by Matt Shaw

Health and Safety Training:

Throughout the past 12 months, the HSE Team conducted several pieces of training to engage and increase the knowledge of camp staff in health and safety. These include

 Covid-19 Exposure Checklist Training (senior leaders only)

 Critical Incident Training

 Health and Safety Officer Training (Part 1- HSO Induction)

 Beakon Contractor Management System Training

 Health and Safety Officer Training (Part 2- Risk Assessment and Hazard Identification Training)

 Incident Management Training

Additionally, Risk Resolve (Clare Dallat) was engaged to facilitate sessions on 'Contemporary Health and Safety in the Outdoor Environment.' YMCA Camps Leadership, Camp Managers and Camps Health Safety Officers (HSOs) attended these sessions and found these sessions to be very informative with practices that can be easily adapted into the camps program.

Investigation Projects:

Throughout the past 12 months, the HSE Team strengthened the Camps aquatic (pool) safety through a proactive review to improve how Camp pools are managed and ensure user groups who utilise these facilities are responsible. It gives Camps full confidence and reduces the likelihood of an aquatic incident occurring.

Key recommendations were consulted with key leaders, and Camps have since adopted the agreed recommendations. These recommendations included:

 Camps completing due diligence when handing over the responsibility of the pool to the user group

 Reviewed ratios for supervisors to swimmers (when YMCA is not providing Lifeguards)

 Pool signage and depth marker improvements

 Improved hiring agreement

Further program review reports will be completed in the 22/23 FY and used to advise Camps on certain subjects.

Page 3 of 4

Camps Annual Report 21-22- Health and Safety

21022023.docx

Last Updated 22/02/2023 by Matt Shaw

Incident and Injuries

 There were nil Critical events for the 21 / 22 Financial Year

 There were 82 Major events (incidents & Injuries) for the 21 / 22 Financial Year

o 54 (66%) related to staff or participants contracting the COVID-19 virus

o 15 (18%) Major participant injuries, i.e. they required external medical treatment

 Five were related to broken bones due to slip, trips and fall whilst participating in program activities or occurred during free time

 Four were related to lacerations and soft tissue injuries whilst bike ride

 Four were the result of head knocks whilst participating teachers led low-risk initiatives

 Two related to the participant's pre-existing medical Conditions

o 7 (9%) related to incident. (4 x camper behaviours, 3 x Near misses (tree falls and equipment issues)

o 6 (7%) Major staff injuries

 Two were related to slip, trips and falls in the outdoor environment

 Two were related to strains and sprains form manual handling equipment.

 Two were related incidents in the Kitchen; A burn and a laceration from a knife

Camping Incidents Program Activities

 We continue to see trends in incidents across program activity and free time. We contribute this to young participants pushing their limits while on program activities like bike riding where the activity environment cannot be controlled like other adventure activities.

During the 22/23 financial year, the HSE team will be completing a gap analysis of our bike riding programs, and the camps programming team are engaging with Ausbike to look at way we can continue to improve the quality and outcomes of our bike programs.

Last Updated 22/02/2023 by Matt Shaw