3. SUPPORTING INFRASTRUCTURE INITIATIVES

Improving Public Transport for Tourists In the long term, it is hoped more regular and convenient electrified services will continue to be developed down the existing railway line to eventually link to the French Island and Phillip Island ferry from Stony Point. This positive development will however still leave much of the Mornington Peninsula region lacking in public transport options useful to tourists. VLine bus services linking with train services and extending throughout the Mornington Peninsula region, as exist in most other parts of regional Victoria, are required.

Point Nepean National Park Master Plan The Victorian Government is seeking to attract private investment into the Point Nepean National Park under the 2013 Point Nepean National Park Master Plan. This would involve the heritage Quarantine Station being adapted for use as a high yield tourist usage. The Master Plan represents an important direction for Mornington Peninsula and Victoria in demonstrating how to better utilise the values of National Parks for tourism whilst preserving environmental and public amenity values.

39 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 3.1 Essential Infrastructure and Services Address key infrastructure and services gaps that restrict tourism operations Where and visitor’s experiences. Specific issues exist at various points throughout the Mornington Peninsula region. Need Objectives Linkages Inadequate infrastructure and services • Ensure infrastructure in the • Mornington Peninsula Shire can be detrimental to visitor’s Mornington Peninsula region Economic Development experiences and are a constraint on supports the expectations of its Strategy (2009) includes tourism business development. target markets. implication ‘Improvement and/ • Ensure infrastructure in the or establishment of relevant Key issues in the Mornington Peninsula Mornington Peninsula region tourism infrastructure’. region are telecommunications supports tourism industry • Frankston City Council Economic infrastructure (to provide adequate development requirements (e.g. Development Strategy (2011) communications and internet/WiFi/ smart phone applications). includes objective ‘to establish mobile network to service tourists • Address key issues in existing Frankston City as a regional and operator’s needs) and capacity infrastructure. tourism and visitation hub’. issues with power. Some of these • Frankston City Council Economic infrastructure issues are current focus Development Strategy (2011) areas in the region however require includes objective ‘to ensure greater priority treatment with telecommunications and support from the tourism industry. information technology are delivered to best practice standards across the city’. Implementation Mornington Peninsula Regional Tourism Board will play a key role in communicating needs and issues to Frankston City and Mornington Peninsula Shire councils. The councils either provide the infrastructure and services or advise third- party providers of regional infrastructure investment priorities.

MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 40 3.2 Public Transport & Car Hire Expand options for visitors to navigate the Mornington Peninsula region Where utilising public transport and utilise hubs such as Frankston as bases to explore Frankston is currently the key hub the Mornington Peninsula region. from which to extend services to connect with the train line. Additional seasonal buses through key activity areas (e.g. along the Port Phillip Bay coast) are to be considered. Commercial tours and services may also fill some of the gaps in public transport options. Need Objectives Linkages Existing public transport options • Improve access to the Mornington • Mornington Peninsula Shire across much of the Mornington Peninsula region for visitors Economic Development Strategy Peninsula region are limited or highly without a car (which are more (2009) includes implication ‘Identify inconvenient. Taxi services in many likely to be interstate and opportunities for improved parts are considered unreliable and international visitors). transport for tourism workers’. create ongoing issues for tourists in • Significant uptake of public • Frankston City Council Economic the region. Bus services to traverse the transport would help mitigate the Development Strategy (2011) Mornington Peninsula are limited. seasonal (summer) congestion on includes objective ‘to improve Mornington Peninsula region roads. transport infrastructure links and These constraints limit visitation to • Public transport options (e.g. hop- services to the Mornington primarily self-driving tourists. They on, hop-off busses) could improve Peninsula, Southeast Melbourne are also a limitation on experiencing the experience at some and Central Melbourne’. the region to its full potential – for Mornington Peninsula region example wine country tours do not attractions (e.g. wineries and always suit self-drivers. dining). Implementation The Mornington Peninsula region tourism industry is investigating options for privately run public transport. Public transport is otherwise primarily a responsibility of the State, with the Mornington Peninsula Regional Tourism Board to work with the councils to promote public transport needs for the Mornington Peninsula region.

41 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 3.3 Mornington Peninsula Victorian Parks Management Plan An updated management plan developed for State and National Parks in the Where Mornington Peninsula region. State and National Park sites are located across the Mornington Peninsula region. Need Objectives Linkages State and national parks are key • Provide a coherent, up-to-date • Victoria’s 2020 Tourism Strategy tourism assets for the Mornington plan for the Mornington Peninsula states that the Victorian Peninsula region. Many are region’s Victorian Parks assets. Government is committed to underutilised or poorly managed for • Promote the development of a ‘removing prohibitions on private tourism purposes. plan for the Mornington Peninsula sector development in national region’s Victorian Parks assets from parks and extending maximum Opportunities for the parks include a tourism perspective. lease terms’. use by the tourism industry for events • Improve interpretation and • Parks Victoria is required to (including supporting infrastructure), infrastructure within parks to assist develop management plans that tourism development leases, camping visitors with the enjoyment of the ‘have a 15-year time frame and infrastructure and potentially disposal natural environment. adopt a landscape-wide approach, of non-core assets to the market. so they consider things bordering the park that influence how a park operates’. • Victorian Competition and Efficiency Commission recommends removing prohibition of private development of tourist facilities in national parks where they complement environmental, heritage and other values, and generate a net public benefit. Implementation Parks Victoria will develop the management plan for the Mornington Peninsula. Tourism Victoria and the Mornington Peninsula Region Tourism Board will represent industry interests for developing the plan.

MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 42 4. ONGOING OPPORTUNITY INITIATIVES

Initiatives Already Underway Colonial Leisure Group has been approved for a $6.8 million microbrewery development including a restaurant, function centre, brewery and farm outlet development at Barragunda, Cape Schanck.

4.1 Digital Strategy Ongoing investment in developing digital tools to assist visitors in the Where Mornington Peninsula region. Focus of this is on visitor’s experiences once in Tools would support the entire the Mornington Peninsula region: navigating (in terms of finding products and Mornington Peninsula Destination routes that fit visitor interests) and interpreting the region. Current approaches experience. may include augmented reality, QR codes, web cams and smart phone based applications and will likely evolve significantly over the life of the plan. Complements (does not replace) the signage project. Need Objectives Linkages Digital tools to support tourists • Develop the Mornington • Tourism Victoria’s 2020 Strategy are being rapidly developed and Peninsula region as cutting edge / nominates Digital Excellence as implemented across the world. The innovative outer urban and semi- one of its seven priorities and Mornington Peninsula region’s target rural destination. more specifically states the markets are particularly attuned to • Improve dispersal in the objective to ‘focus on increasingly technology and the region needs to Mornington Peninsula region. digital delivery and interactive be a leader amongst Australia’s regions • Position Mornington Peninsula information’. for adoption and innovation of digital region’s investment in tourism tools. infrastructure for the future. Implementation Mornington Peninsula Regional Tourism Board in conjunction with leveraging State and National digital initiatives.

43 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 4.2 Golf Associated Developments Development of accommodation and tourism activity focuses associated with Where the Mornington Peninsula region’s existing golf courses. Areas of the Mornington Peninsula region with potential for golf associated development relate to existing golf courses in the region. Specifically this includes Boneo, Fingal, Cape Schanck, Flinders, Sandhurst, Long Island, Frankston North. Need Objectives Linkages The Mornington Peninsula region’s golf • Build on key assets for the region. • Mornington Peninsula Shire assets are abundant and of genuine Economic Development Strategy national to international standard. (2009) includes strategy Whilst the sector is currently relatively ‘continue to promote golf tourism weak it historically cycles similar to on the Peninsula, and link to retail or housing. The Mornington improved accommodation’. Peninsula region needs to plan to position future tourism development relative to its golfing assets for the next cycle. The opportunity is not related to developing more golf courses, but rather additional infrastructure and uses about existing golf courses to increase their utilisation and contribution to tourism for the Mornington Peninsula region. Implementation The Mornington Peninsula Region Tourism Board will work with Mornington Peninsula region golf course operators to identify specific opportunities for future investment attraction.

4.3 Special Interest Tours 4.3 Special Interest Tours 4.3 Special Interest Tours 4.3 Special Interest Tours

MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 44 4.3 Special Interest Tours Employ tour guides and develop special interest self-guided tours to reflect the Where diversity and specific assets of the Mornington Peninsula region. Special interest touring options exist throughout the Mornington Peninsula region. Need Objectives Linkages The Mornington Peninsular region • Assist presentation of the region • Tourism Victoria’s Regional Tourism contains a high concentration to its target market types. Strategy 2013-16 notes interactive and diversity of boutique tourism • Make the region more accessible experiences about food and attractions related to various interest for interstate and international wine as a key experience related to areas. visitors. product strength of Victoria’s • Provide more options for product regions. There is an ongoing need to build tour packaging by major international products (drive, walking, horse-back, hotel brands. etc.) to connect these attractions about themes. These tour products are also important to improving outcomes with interstate and international markets. Implementation The Mornington Peninsula Region Tourism Board will be a key conduit to developing connections and networks to grow the availability of special interest tours on the Mornington Peninsula. Some development has already been made, led by significant accommodation providers in the Mornington Peninsula region.

4.4 Arts & Culture Network Improve linkages to the tourism industry with the Mornington Peninsula Where region’s significant arts and culture assets. Special interest touring options exist throughout the Mornington Peninsula region. Need Objectives Linkages Arts and culture products are • Better communicate the region’s • Tourism Victoria’s Regional Tourism important to tourism both as a arts and culture assets. Strategy 2013-16 supports Art and product that tourists experience and • Improve accessibility to arts and culture as a key product strength a marker of an exceptional tourism culture assets, particularly for non for Victoria’s regions. destination. self-driving visitors. • Develop better linkages between The Mornington Peninsula region has arts and cultural assets and a number of unique and high-standing traditional tourism products and assets and events about arts and services. culture. In many cases, the assets can be relatively difficult to locate and access for a casual tourist. Implementation Frankston City Council and Mornington Peninsula Shire Council with support from the Mornington Peninsula Region Tourism Board will be the key drivers of improving the arts and culture touring route in the Mornington Peninsula region.

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5. CATALYTIC INITIATIVES

Selected Initiatives Already Underway Mornington Peninsula region continues to add to its diverse and sometimes eclectic mix of tourism products. The Arthurs Seat chairlift (called Skylift) closed in 2006 following decades of operation as a popular tourism attraction, has recently submitted its planning application to Mornington Peninsula Shire Council for an expanded gondola ride. At Hastings on Western Port the Otama Oberon-class submarine currently at anchor is planned to be brought ashore and converted into a tourist attraction.

Food for Thought Napa Valley is arguably the most famous food and wine region in the new world. It has thrived not only due to its climate, soils and producers, but due to its proximity to the thriving city of San Fransico and Silicon Valley areas, and position within California as a whole (the 12th largest economcy in the world). Napa Valley has a long history of regulating to preserve the primacy of agricultural land uses in the region, with the first Agricultural Preserve in the United States zoned in 1968. It also has strict regulations around local content (75%) for farmgate and winery operations and the types of activities that can occur on agricultural country. These restrictions have been complemented with the promotion of restaurant and accommodation development in the region’s villages. Whilst largely seen as successful in preserving the region’s agricultural assets, a number of regulations were eased in from late-2009 (for example in relation to events and food-pairing) in an attempt to improve the balance for viable land uses. Whilst the region’s agriculture regulations are about the strictist in the world, there is a recognition of the essential role of tourism to supporting viable land use.

MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 48 5.1 Mornington Peninsula Tourism Location Framework Development of a Tourism Location Framework for the Mornington Peninsula Where region (Frankston City and Mornington Peninsula Shire municipalities). Desired tourism activity levels across the entire Frankston City and Mornington Framework to identify suitable locations and precincts for future tourism Peninsula Shire local government development and designate activity levels. Plan should include, or be developed areas. Areas that need to be better in conjunction with a regional transport plan. delineated for tourism use/locations include Frankston, the Port Phillip Bay coastal strip (including townships such as Mornington, Dromana, Sorrento, Portsea), Arthurs Seat, Fingal, Boneo, Main Ridge, Red Hill, Merricks North, Moorooduc, French Island and Flinders. Need Objectives Linkages Delays and resistance to tourism • Provide guidance for tourism • Mornington Peninsula Shire investment proposals in the investors and assists Mornington Economic Development Strategy Mornington Peninsula region are Peninsula region to be more (2009) includes strategy ‘support exacerbated by a lack of strong investor ready. the implementation of the planning recognition of tourism uses, • Provide guidance to community as Regional Tourism Plan’. even where tourism characteristics to intended tourism footprint. • Frankston City Council Economic dominate an area. A more concrete • Cause council’s to work through Development Strategy (2011) overlay of intended tourism outcomes where tourism activity should go. includes strategy ‘managing a will be complicated to achieve, but • Stimulate product development. co-ordinated approach to regional critical to providing both investors and • Stimulate more innovative and economic development (e.g. the community with greater clarity of authentic tourism products. regional partnerships)’ and action intended outcomes. • Stimulate revitalisation of to ‘Review the existing municipal underperforming tourism areas wide activity centre and and improve dispersal. employment areas strategic • Provide an innovative pilot project documents with a view to to progress State (Tourism Victoria, identifying opportunities and Victorian Competition and projects to facilitate appropriate Efficiency Commission) objectives development opportunities, for tourism development. while preserving the economic • Develop product that appeals to hierarchy of various commercial target markets precincts within the municipality’. • Supported by recommendations from the Victorian Competition and Efficiency Commission’s Unlocking Victorian Tourism report. • Tourism Victoria’s 2020 Strategy has also supported Victorian Competition and Efficiency Commission’s recommendations (e.g. ‘Victorian Government committed to providing greater flexibility in GreenWedge, Farming and Rural Conservation Zones for tourism developments.’) Implementation Mornington Peninsula Regional Tourism Board will be responsible for driving and co-ordinating the Tourism Location Plan with co-operation from Frankston City and Mornington Peninsula Shire councils who will provide mapping and planning expertise in its delivery.

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