PART 2 : PRODUCT & PROCESS

Transcription

1 PART 2 : PRODUCT & PROCESS

2 FUTURE MANAGEMENT OF THE DESTINATION Tourism across Australia and the Mornington Peninsula region has suffered from generally stagnant demand and rising costs over recent years. However, the industry is cyclical and the investment climate will improve in the future. The Mornington Peninsula Region Destination Management Plan looks to the longer term future for the destination and tourism industry, whilst also recognising current issues and constraints. DESTINATION MANAGEMENT OBJECTIVES The following destination management objectives for the Mornington Peninsula region have been developed as the priorities for managing the future of the destination for tourism. Competitiveness Improve the Mornington Peninsula region s competitiveness as a destination by addressing key product gaps, stimulating ongoing investment that is in tune with the region. Experience Improve the experience and satisfaction of visitors to the region though developing the destination s core attributes. Sustainability Address industry, community and environmental sustainability issues that impact on visitor s experiences in the Mornington Peninsula region. Contribution Improve the potential for tourism to contribute to the Mornington Peninsula region s economy and long term economic sustainability. The above objectives need to be considered in terms of the special features of the Mornington Peninsula region. Most notably Mornington Peninsula is neither regional nor metropolitan with unique essential services gaps, it generates solid interest from potential tourism investors but has difficulties balancing a range of competing interests to realise these investments, it has a highly diverse and slightly eclectic tourism product mix with summer beach holidaying and food and 19 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN

3 wine the most dominant themes and it is dependent on tourism and external wealth (holiday and lifestyle residents) to drive its economy. Destination development initiatives should positively support one or more of the destination management objectives whilst also maintaining destination values. DESTINATION VALUES The destination values and development requirements of the Mornington Peninsula region have been considered in terms of the visitor experience, community needs, environment needs, and investor and tourism industry needs in order to consider initiatives for the region to improve outcomes as a visitor destination. The region contains a large range of views and competing values which are often competing. However, there are also shared views around the importance of tourism and the need to protect core environmental and community values. Any diverse community of 282,000 residents and 5 million visitors per year is going to present a large range of views and competing values. The Mornington Peninsula region is especially diverse. MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 20

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5 Destination Values Visitor Experience The overarching visitor experience of the Mornington Peninsula region is the ability to continuously explore and discover new attractions, destinations and experiences. It is a great place to get lost. This experience is derived from the high density and diversity of products, landscapes and attractions. The Mornington Peninsula region is already regarded as a destination to return to because there are always new things to discover. Summertime beach and bay holidaying is the most iconic image of the Mornington Peninsula region however most tourists report no clear dominant attraction driving their visits or experiences. Community s The Mornington Peninsula region s community is extremely diverse. Some of Victoria s wealthiest households are found in the region, as are some of the State s most disadvantaged suburbs. Key community needs for the future of the destination are: Core urban and lifestyle areas not encroached by excessive tourism development. Tourism activity is required to support the region s lifestyle assets and outcomes. Tourism activity is required to provide jobs and business opportunities. Management of the Mornington Peninsula region s rural and environmental areas for tourism, community and environmental outcomes. Delivery and consolidation of metropolitan style amenity and services centre at Frankston. Investor & Tourism Industry s Ongoing investment in the Mornington Peninsula region tourism industry is not assured and requires encouragement and guidance. Both Frankston City and Mornington Peninsula Shire councils planning schemes subscribe to the State Policy objective for tourism: To encourage tourism development to maximise the employment and long-term economic, social and cultural benefits of developing the State as a competitive domestic and international destination. Key investor and tourism industry needs for the future of the destination are: Greater recognition of the tourism industry as a contributor to and asset of the Mornington Peninsula region. Regulatory and planning environments that encourage industry reinvestment and innovation and are comparable against competitor investment destinations. Clearer positions as to the types and locations of investment that are supported in the region. A strongly performing Metropolitan Activities Centre, providing a commercial focus hub. Environment s The environment of the Mornington Peninsula region includes pockets of wild areas, but is dominated by managed or cultivated landscapes. Key environmental needs for the future of the destination are: Empowerment of key stakeholders, including tourism industry landholders, to sustainably manage the environmental and economic values of their land. Improved management of the Mornington Peninsula region s coastal and marine zones. A need to better disperse visitation in the region, both temporally and geographically. Western Port was chosen because it has outstanding natural values, including a Ramsar wetland of international importance, on the fringe of the expanding city of Melbourne. Biosphere reserves aim to keep special places-like Western Port-special by fostering conservation and sustainable development. MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 22

6 DESTINATION MANAGEMENT INITIATIVES Focus Area 1. Regional Initiatives Initiatives relevant to the entire region. These initiatives are important to realising the full potential of core visitor assets of the Mornington Peninsula region destination. For example, the coastline is a core visitor asset, however there are also significant segments of the tourism industry that have little connection to it. 2. Specific Investment Initiatives A number of specific investment goals have been identified for the Mornington Peninsula region. The Mornington Peninsula Region Destination Management Plan does not seek to specify a full range of potential investments for the Mornington Peninsula region. Specific investments are only included where they address a critical gap in the existing product mix or have the potential to induce significant improvements to the destination s value. 3. Supporting Infrastructure Initiatives Infrastructure and utility issues in the Mornington Peninsula region which are impacting on the visitor experience. Visitors to the Mornington Peninsula region destination and the businesses that service them rely on much the same public infrastructure and utilities as the rest of the resident and business community. The tourism industry is a significant stakeholder group in working to address these issues. 4. Ongoing Opportunity Initiatives Ongoing tourism development opportunities that exist around durable tourism product strengths already in existence thereby strengthening the Mornington Peninsula region s competitive advantage. Durable tourism product strengths are those where the Mornington Peninsula region is likely to compare favourably to competitive regions in the long term. Ongoing Opportunity Initiatives are anticipated to develop in an indeterminate or ongoing fashion compared to the other initiatives in the Mornington Peninsula Region Destination Management Plan. 5. Catalytic Initiatives Catalytic initiatives have the potential to be transformative for the entire tourism industry in the Mornington Peninsula region. The most powerful actions that can be undertaken for the destination have widespread impacts across the region. The patchwork of many boutique attractions across the Mornington Peninsula region is one of its core attributes as a destination. Enabling an environment that stimulates the competitive and innovative capacity of industry across the Mornington Peninsula region is the core focus of initiatives in this section. 23 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN

7 Initiative Attractions Access Accommodation Amenity Awareness 1.1 Agriculture 1.2 Mornington Peninsula Coastal Tourism Plan 1.3 Eco-tourism Camping & Infrastructure 1.4 Luxury Lodges 1.5 Regional Functions & Events Assets 1.6 Business Events and Event Attraction 1.7 Tourism Drive Project 1.8 Community Awareness Program 2.1 Frankston Tourism Hub 2.2 Vehicular Ferry to Phillip Island 2.3 Marine Precincts 2.4 Branded Accommodation and Attractions Investment 2.5 Backpackers/Affordable Accommodation 2.6 Spa & Wellness Associated Developments 3.1 Essential Infrastructure & Services 3.2 Public Transport & Car Hire 3.3 Mornington Peninsula Victorian Parks Management Plan 4.1 Digital Strategy 4.2 Golf Associated Developments 4.3 Special Interest Tours 4.4 Arts & Culture Network 5.1 Mornington Peninsula Tourism Location Framework MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 24

8 1. REGIONAL INITIATIVES Selected Initiatives Already Underway Work is currently underway at Point Nepean to better develop its potential for events with improved roads, car parks and essential services infrastructure. RACV is currently seeking approval for a significant ($135 million) expansion in capacity for events and functions to 250 delegates at its existing Cape Schanck hotel, restaurant and golf course. This development would help fill a gap in the region in terms of integrated small to medium function spaces able to cater to corporate markets. 1.1 Agritourism Strengthened agritourism network to roles including policy, distribution and market access for Mornington Peninsula region wine, produce and related tourism developments. Formation of collaborative structure (e.g. cooperative, partnership) of region s food and wine producers to expand presence of regional produce at key tourism nodes and events. Agritourism related experiences are a central feature of the Mornington Peninsula region destination and the region has genuine competitive strengths. However competition for recognition in this market is intense from other regions in Victoria and beyond. The Mornington Peninsula region is at risk of its market reputation being eroded without further growth and development of the sector. Stimulate investment in tourism in rural areas. Strengthen the Mornington Peninsula region product and reputation as a wine, food and produce region. Develop direct connections between coastal villages and hinterland tourism products. Encourage use of local produce at local restaurants and cafes. The network to encompass the entire Mornington Peninsula region. Aim to extend influence of regional food and wine into key existing coastal tourism centres such as Frankston, Mornington and Sorrento. Tourism Victoria s Regional Tourism Strategy places food and wine as a key product strength of Victoria s regions. Current projects supporting this are the Regional Food Strategy Project for Mornington Peninsula Shire (2012) and Mornington Peninsula Gourmet Marketing & Brand Strategy. Mornington Peninsula Shire Economic Development Strategy (2009) includes opportunities development of more connections with tourism including events and products that enable visitors to experience local produce and further development of the local wine industry in terms of growing, production, retailing and exporting. It contains a strategy promote opportunities for farm-gate tourism and farmers markets. Mornington Peninsula Regional Tourism Board, supported by the Food Industry Advisory Board for Mornington Peninsula, industry associations, Mornington Peninsula Shire Council, Frankston City Council, Melbourne South East Touring Triangle and Tourism Victoria. 25 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN

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11 1.2 Mornington Peninsula Coastal Tourism Plan Develop a Coastal Tourism Plan to be sustainable and meet environmental management requirements but also incorporate planning for tourism growth. Some key requirements are improved foreshore camping / summer use infrastructure, consolidating marine infrastructure (e.g. piers) and unlocking any potential waterfront commercial use areas (e.g. events use as well as more permanent). The coastal zone is a critical asset for the Mornington Peninsula region tourism industry. Coastal management on Mornington Peninsula is ongoing, however there is a need for a regionally comprehensive approach with tourism, community and environmental objectives. Better management of core tourism asset (foreshore). Extended use of foreshore areas into shoulder seasons. Identification of sites with commercial use potential. The entire coastal zone within the Mornington Peninsula region. Mornington Peninsula Shire Economic Development Strategy (2009) includes implication Improvement and/ or establishment of relevant tourism infrastructure. Frankston City Council Economic Development Strategy (2011) includes objective to establish Frankston City as a regional tourism and visitation hub. The Coastal Tourism Plan would be developed by a committee of management in line with the Victorian Coastal Strategy 2008 and Coastal Management Act The tourism industry would be a key stakeholder in this process. 1.3 Eco-tourism Camping Infrastructure Eco-tourism camping infrastructure development at key visitor interest areas (e.g. waterfront, rural and green wedge areas). For example fixed pads for installation of tents, even glamping tents during off-season and lodge sites sympathetic to local environmental and community constraints. This may be implemented progressively with pilot / test areas first. Parts of the Mornington Peninsula region are overwhelmed by campers in summer however there is minimal camping opportunity year-round. There is a need to both better manage high-season camping and open up rural and coastal assets to camping accommodation in other seasons. There is also opportunity to develop higher-yielding camping opportunities. Provide experiences in a number of the Mornington Peninsula region s unique outdoor areas (e.g. Southern coastal areas, rural settings). Improve capacity of the region to deal with seasonal visitor loads. Key areas of interest include the traditional bay camping areas along the Port Phillip Bay Shore, Point Nepean, the coastal areas from Cape Schanck to Flinders, French Island and rural camping in the areas of Arthurs Seat, Red Hill, Main Ridge and Merricks North. Mornington Peninsula Shire Economic Development Strategy (2009) includes implication Improvement and/ or establishment of relevant tourism infrastructure. Ongoing work is being undertaken by Mornington Peninsula Shire Council regarding its waterfront camping with harder infrastructure required to support a use over longer periods. Local government policy guidance is required for ecotourism style camping purposes on private land. Parks Victoria controls camping options at national and state parks. partners will include Mornington Peninsula Shire Council, Frankston City Council, Melbourne South East Touring Triangle and Tourism Victoria. MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 28

12 1.4 Luxury Lodges Luxury lodge development at key locations (e.g. waterfront, rural and green wedge areas). For example similar development to Southern Ocean Lodge (Kangaroo Is, SA), The Louise (Barossa, SA), Wolgan Valley Lodge (NSW) sympathetic to local environmental and community constraints. Also ability to showcase local produce in associated fine dining. Luxury accommodation can really establish knowledge and reputation of a location or region and act as a catalyst for aspirational visitation. They also act as a pinnacle for regional produce and wines. Whilst generally small and exclusive in scale they can inject disproportionate economic and employment benefits into the local economy. Provide luxury experiences in a number of the Mornington Peninsula region s unique outdoor areas (e.g. Southern coastal areas, rural settings). Showcase use of the regions produce in high end restaurants. Key areas of interest include along the Port Phillip Bay Shore, Point Nepean, the coastal areas from Cape Schanck to Flinders, French Island and rural areas of Arthurs Seat, Red Hill, Main Ridge and Merricks North. Mornington Peninsula Shire Economic Development Strategy (2009) includes implication Improvement and/ or establishment of relevant tourism infrastructure. Tourism Victoria is actively pursuing small-scale lodge investment opportunities for iconic sites. partners will include Mornington Peninsula Shire Council, Frankston City Council, Melbourne South East Touring Triangle and Tourism Victoria. 29 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN

13 1.5 Regional Functions & Events Assets Identify assets across the region (including natural areas, rural areas, public spaces and underutilised built spaces) that can be utilised for temporary events. Support priority assets with infrastructure installations to enable effective use for temporary events such as power, storage spaces and flexible food preparation spaces. There is also need for additional fixed function capacity targeted to the corporate market, in association with existing or new major accommodation providers. Functions and events are an important tool for distributing visitation across seasons and regions. Mornington Peninsula region has existing strengths with the boutique market and a healthy community functions and events calendar. A number of previous studies have however identified that the Mornington Peninsula region lags other leading regional Victoria destinations for events and functions tourism, particularly in relation to corporate events. Enable distinctive Mornington Peninsula region locations and landscapes to be utilised for tourism. Better utilise existing assets such as showgrounds, galleries, Parks Victoria assets, parks, certain streets for tourism development. Continue to develop assets to enable the region to develop the small to medium corporate events market. Enable further events to be developed in the Mornington Peninsula region. Create capacity for more midweek and low season visitation. Improve business and corporate visitation to the Mornington Peninsula region. Potential assets for intermittent events use exist on private and public sites across the Mornington Peninsula region. Fixed function capacity targeted to the corporate market will be associated with significant existing and planned accommodation capacity. Tourism Victoria s 2020 Strategy sees events and business events as an increasingly important avenue for regions to attract visitation and reduce seasonality. Events and festivals are a major focus in the Three Year Strategic Tourism Framework for Frankston (2010). Mornington Peninsula Shire Economic Development Strategy (2009) includes implication Improvement and/ or establishment of relevant tourism infrastructure. Frankston City Council Economic Development Strategy (2011) includes objective to establish Frankston City as a regional tourism and visitation hub. An audit of sites with a focus on public land is required to drive approaches to making the sites event ready. An enhanced capacity for existing tourism uses such as agritourism and accommodation establishments to develop complementary events spaces requires direction from Frankston City and Mornington Peninsula Shire councils. MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 30

14 1.6 Business Events and Event Attraction Once further regional functions and events assets capacity (including supporting accommodation) has been established there is a need to actively promote them to attract events and business events. There are substantial benefits to hosting events including business events. In addition to the additional visitation and expenditure generated by the event there is potential to utilise mid-week capacity as well as marketing the region for revisitation purposes. Improve business and corporate visitation to the Mornington Peninsula region. Fixed function capacity targeted to the corporate market will be associated with significant existing and planned accommodation capacity. Tourism Victoria s 2020 Strategy sees events and business events as an increasingly important avenue for regions to attract visitation and reduce seasonality. Events and festivals are a major focus in the Three Year Strategic Tourism Framework for Frankston (2010). Mornington Peninsula Conference Bureau and Meeting Planners Guide. Most regions pursuing events (including business events) establish a Conference Bureau and a Meeting Planners Guide and market directly to Professional Conference Organisers. Mornington Peninsula has already established these and therefore it s a matter of keeping them updated and more targeted marketing matching potential clients with the available facilities. 31 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN

15 1.7 Tourism Drive Project Develop and implement a tourism signage, way-finding and roadside infrastructure plan for the Mornington Peninsula region. The focus of the signage is to be on way-finding, navigational assurance and direction to tourism precincts (rather than individual business signage) so that visitors in the region better disperse. Roadside infrastructure needs to in particular consider parking around key activity areas. Self-driving visitation dominates tourism in the Mornington Peninsula region. However infrastructure to support self-driving visitors is in many parts poor, with poor directional signage and lack of parking at key attractions and precincts. This is inhibiting dispersal of visitors and concentrating impacts to well-known destinations. Reach out to core self-drive market. Inform tourists to explore areas they may not otherwise consider. Communicate density and diversity of tourism experiences available to visitors driving through the region. Disperse self-drive visitors and manage impacts at key activity areas. The tourism drive project includes as its scope the entire Mornington Peninsula region. Key issues identified are the entrances to Frankston, signage along the Peninsula Link Highway and directional signage and parking infrastructure throughout the hinterland area. Tourism Victoria s 2020 Strategy has an objective to support the establishment of infrastructure (e.g. roads, transport, signage) to meet the needs of an increase in visitor numbers with a focus on markets with diverse language and cultural needs. The Tourism Drive Project should be developed in conjunction with the Tourism Structure Plan to give guidance to where visitors are best directed to travel. Signage policy considerations from Frankston City and Mornington Peninsula Shire councils and major roads operators in the region are critical considerations rather than drivers of the project. 1.8 Community Awareness Program Industry programs to engage community and improve awareness regarding the local tourism industry. This would be led by programs to encourage locals to visit tourism attractions. This is already identified in the MPRTB Strategic Plan but is also an important direction for destination management. Communities across the Mornington Peninsula region have a relatively low knowledge and acceptance of the tourism industry. Improved understanding and acceptance of tourism in the community. Increased utilisation of locals as a source of demand in low periods. Improved promotion of MP and use of tourism assets by VFR market. The scope of the Community Awareness Program would be all residents across the Mornington Peninsula region. Mornington Peninsula Regional Tourism Board Strategic Plan Frankston City Council Economic Development Strategy (2011) includes objective to establish Frankston City as a regional tourism and visitation hub. The Community Awareness Program is to be coordinated by industry through the Mornington Peninsula Regional Tourism Board. MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 32

16 2. SPECIFIC INVESTMENT INITIATIVES Selected Initiatives Already Underway The region has benefited from $3.35 billion expenditure on Eastlink and Peninsula Link both improving access to the region, as well as $371.1 million on hallmark projects since Considerable further investment is underway or in late stage planning. This includes the new Peninsula Aquatic and Recreation Centre, the South East Water offices development, Frankston Hospital Upgrade, Frankston Dolphins Function Centre, Frankston Yacht Club / Long Island Masterplan and recently completed upgrade to the Peninsula Centre now providing 4.5 star overnight accommodation. While many of these projects are not directly related to tourism, they demonstrate the increasing investment and confidence in Frankston that will translate into improved amenity and vibrancy for residents and tourists alike. This is further supported by increased activity by local and Victorian Government to promote Frankston as a desirable investment location and an appealing visitor destination. The vehicular ferry to Phillip Island has been previously investigated with engineering and environmental requirements having been studied. Plans have also been floated to improve the passenger ferry services about Phillip Island, French Island and Stony Point with additional routes and more regular connections. Yaringa Boat Harbour on Western Port is in the final stages of a planning process for a $50M extension including resort accommodation. 33 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN

17 2.1 Frankston Tourism Hub Develop higher impact tourism uses, key tourism administration and distribution from Frankston as envisaged in the Frankston Metropolitan Activities Centre. Frankston is the best connected and serviced centre in the Mornington Peninsula region, already providing a wide range of year round family friendly activities. It will improve as a destination as the city centre continues to develop with greater residential, commercial and retail density. Frankston is envisaged as a commercial and service hub and key tourist / visitor entry and dispersal point for the region. Develop a regional hub for the Mornington Peninsula region. Increase density and activity to revitalise Frankston as a tourist destination. Provide interchange / base for visitors to the Mornington Peninsula region, particularly those arriving by public transport especially through improved interconnectivity and increased frequency of services. Strengthen Frankston as an interlinked destination from Melbourne. Increased variety of accommodation offerings including backpackers, affordable family accommodation and accommodation to support a burgeoning business events and conferencing market. Frankston City Centre. Frankston City s Economic Development Strategy (2011) lists actions to Undertake a feasibility /demand study in relation to the capacity of Frankston City to become a conference industry centre and target investment opportunities that strengthen Frankston s tourism sector and offer - particularly the variety of accommodation options. Frankston City Council s Frankston Metropolitan Activities Area Draft Structure Plan (2013) priorities include upgrade the transport interchange precinct as a key component of the revitalisation of the Frankston Activities Area (CAA) and promote Frankston as a tourism destination by providing events infrastructure, enhancing the foreshore and increasing opportunities for associated accommodation. Frankston City Council draft Destination Development Plan recognises the importance of consistency of marketing, strengthening of local industry, infrastructure improvements through destination development and local promotion and capacity development. Frankston City Council is overseeing the finalisation and implementation of the Metropolitan Activities Centre Structure Plan. Frankston City Council has also implemented a streamlined planning process for applications in the Metropolitan Activities Centre, especially where there is demonstrable economic development benefit. Further work needs to be undertaken on improving marketing, industry and destination development as well as improving capacity. MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 34

18 2.2 Vehicular Ferry to Phillip Island Development of Stony Point - Phillip Island Vehicular Ferry. As a destination, Mornington Peninsula region is disadvantaged by being considered a touring terminus. This is particularly relevant for interstate and international visitors. The vehicular ferry to Phillip Island would significantly improve touring options from Mornington Peninsula. Provide through touring route (Bellarine Peninsula Mornington Phillip Island). Provide alternative touring route to Phillip Island from Mornington Peninsula. Improve the product offering available from accommodation on Mornington Peninsula and Phillip Island. Create potential for greater yield and new accommodation development, particularly around the south eastern Mornington Peninsula region. Stony Point and Phillip Island. South East Touring Triangle Plan (2012) seeks to develop touring links between Yarra Valley & the Dandenong Ranges, Mornington Peninsula and Phillip Island. Mornington Peninsula Shire Economic Development Strategy (2009) includes strategy promote, the potential benefits of the Western Port car ferry. A significant effort by the Mornington Peninsula Shire Council and Tourism Victoria to address community concerns and develop the investment case is required to progress this proposal. 2.3 Marine Precincts Development of marine precincts that can accommodate commercial boating activity including landing points for cruise ship tenders. Port Phillip Bay and Western Port are core assets for tourism in the Mornington Peninsula region and differentiate the region from key competitors such as Yarra Valley. However there is minimal opportunity for tourists to access and experience the bay by boat. Marine infrastructure development in the Mornington Peninsula region has not kept pace with population and visitation growth. Leading infrastructure to enable increased commercial marine activities (e.g. cruises, water taxis). Provide focal points for mixed uses (e.g. marine precincts typically include dining, retail and accommodation). Actual locations will be subject to detailed constraints analysis however commercial boat access points in the areas of Frankston, Southern Peninsula and Hastings / Stony Point would be desirable. Tourism Victoria s 2020 Strategy has an objective to Support the upgrade of tourism port astructure (e.g. marinas and ferry infrastructure) to take advantage of the increase in cruise shipping and tourism boating opportunities. Frankston City Council s Economic Development Strategy (2011) lists an action to Support and facilitate the Safe Boat Harbour Project. The Mornington Peninsula Marine Alliance currently promotes the need for additional marine infrastructure in the Mornington Peninsula region. It has developed marine precinct nominated locations on the Mornington Peninsula where marine precincts could be further augmented and developed. Frankston City Council, Mornington Peninsula Shire Council and Tourism Victoria. 35 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN

19 2.4 Branded Accommodation & Attractions Investment Development of significant new branded accommodation and/or attraction offerings in the Mornington Peninsula region. 59% of all hotel stock in Australia is now branded however penetration of such brands into the Mornington Peninsula region is currently low. Attractions with national and/or international reach are also few in the Mornington Peninsula region. Branded accommodation and attraction providers are able to bring product and market access advantages to the Mornington Peninsula region that complement the largely boutique accommodation and attraction offerings currently on offer. Attract operator/s with national/ international tourist attraction networks to work for the region. Provide strong benchmark standards of accommodation and attraction quality for the region. Provide a better integrated events/ functions operator. Improve product for Visible Achievement and families associated with all market segment types. Branded accommodation investments will be most interested in areas such as Frankston, Port Phillip Bay areas from Mornington to Sorrento, and the Boneo / Fingal area (associated with golf courses and the hot springs). Mornington Peninsula Shire Economic Development Strategy (2009) includes strategy promote investment in high quality tourist accommodation. Frankston City s Economic Development Strategy (2011) includes an action to target investment opportunities that strengthen Frankston s tourism industry and offer particularly the provision of a variety of accommodation options. Investment attraction activities for branded accommodation is to be primarily undertaken by Tourism Victoria. Support from Frankston City and Mornington Peninsula Shire councils will be required in terms of facilitating and presenting site opportunities, as well as streamlined planning processes. MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 36

20 2.5 Backpackers / Affordable Accommodation Attraction of investors for development of affordable accommodation option/s to suit students, backpackers, families, seasonal workers, etc. Developments can be large and high quality (e.g. Grampians, The Rocks (Sydney)). Affordable accommodation to support students, international backpackers, families and seasonal workers is lacking in the Mornington Peninsula region. This style of traveller are not high yield in terms of accommodation and food expenditure, however, they do spend well on activities, are not strongly seasonal and are important peak labour resources in many parts of Australia. Backpackers are also somewhat countercyclical, with a number of tourism regions in Australia depending heavily upon them to survive the post global financial crisis downturn in visitation. Family accommodation is better suited to tourist parks. Address gaps in affordable accommodation for certain tourist types (e.g. University students, national/international backpackers, families). Provide suitable affordable accommodation options for seasonal workers (e.g. fruit pickers) and short-stay tourism workers. Affordable accommodation favours high activity areas with essential services within walking distance. Frankston, and coastal activity areas from Dromana to Sorrento are potential localities. Mornington Peninsula Shire Economic Development Strategy (2009) recognises (for agriculture) the sector also reports difficulty in accessing an adequate workforce; this issue will need to be addressed in order for growth opportunities in the sector to be realised. Frankston City s Economic Development Strategy (2011) includes an action to target investment opportunities that strengthen Frankston s tourism industry and offer particularly the provision of a variety of accommodation options. An investment case will be developed by Mornington Peninsula Regional Tourism Board with consideration of broader industry linkages to employment opportunities. 37 MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN

21 2.6 Spa & Wellness Associated Developments Development of accommodation and tourism activity focusses associated with the Mornington Peninsula region s hot springs and existing infrastructure. There is also potential for additional spa and wellness product development in the Mornington Peninsula region, with existing product reaching capacity. As a destination, Mornington Peninsula region is disadvantaged by being considered a touring terminus. This is particularly relevant for interstate and international visitors. The vehicular ferry to Phillip Island would significantly improve touring options from Mornington Peninsula. Further leverage the Mornington Peninsula region s developing market reputation for indulgence experiences. Provide more options for product packaging by major hotel brands. Stony Point and Phillip Island. Tourism Victoria s Regional Tourism Strategy includes spa and wellbeing as a key product strength of Victoria s regions, with special reference to Mornington Peninsula. Tourism Victoria s 2020 Strategy has an objective to Support investment in infrastructure to enhance existing strengths in spa & wellbeing. Mornington Peninsula Shire Economic Development Strategy (2009) includes strategy promotion of the wellness industry with its Spa s and hot springs. Investment attraction activities for spa and wellness associated developments is to be primarily undertaken by Tourism Victoria. Support from Frankston City Council and Mornington Peninsula Shire Council will be required in terms of facilitating and presenting site opportunities, as well as streamlined planning processes. MORNINGTON PENINSULA REGION DESTINATION MANAGEMENT PLAN 38