port hedland growth plan
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Port Hedland Growth PlanTRANSCRIPT
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Port Hedland ‘has a unique blend - ancient and new; beauty and isolation; industry and other business; people from so many places and cultures; not too big that you get lost but not so small that you aren’t welcomed; talents and a surprising breadth of people having a go.’Community Member
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Foreword 3
Introduction 4
Why Are We Doing This? 6
A Map Of Guiding Principles 8
A City For The People, By The People 12
What Kind Of Place Should Our Future Port Hedland Be? 17
The Pathway Ahead 43
First Steps 76
What Can You Do? 88
Thank You 90
References 94
Contact 96
CONTENTS
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Photo by Nicole Butler, 2008
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Growth planning will be a significant step forward
for our Council as it strives to achieve the State
Government’s Pilbara Cities vision of a nationally
significant regional city of 50,000 by 2035.
Council’s vision for Pilbara’s Port City is that we
will boast attractive and vibrant CBD areas with
public open spaces, cafes, restaurants, boutiques,
offices and residential dwellings. Our Spoilbank
Marina will be the highlight of our rugged and
picturesque coastline – the marina will include the
world’s best entertainment, recreation and tourist
facilities including boat pens, boardwalk with cafes,
fishing and bait stores as well as areas for parks,
public swimming and environmental interpretative
opportunities.
We want Port Hedland to transform from an im-
portant export hub to a regional City which plays a
significant economic role on a national level.
To this end, we have worked with lead consultants
RPS to develop the Pilbara’s Port City Growth Plan,
which we will follow with a clear Implementation
Plan. However, it is equally vital that our community
shares in the vision and growth agenda. This
document, Port Hedland: Shaping a Cosmopolitan
Port City, has been developed with the assistance
of FORM as a complement to the Pilbara’s Port City
Growth Plan to articulate the community vision and
ensure we all have an accessible plan to work from.
These documents will provide all key stakeholders,
including the Town, with a reference tool when
planning and making decisions about projects,
strategies and initiatives to ensure we are all
achieving the same outcomes and objectives and
‘speaking the same language’.
I would like to thank everyone who has been involved
in the development and preparation of the Pilbara’s
Port City Growth Plan and this document, Port
Hedland: Shaping a Cosmopolitan Port City.
Together we will achieve the transformation of Port
Hedland into the Pilbara’s cosmopolitan port city.
Kelly Howlett
Mayor
Town of Port Hedland
FOREWORD
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INTRODUCTIONIt is an exciting time in Port Hedland’s development. As a small port town in Western Australia’s beautiful North West, Port Hedland is disproportionately driving the economy of the nation. And as the town continues to prosper it sits on the cusp of enormous, rapid growth.
Photo by Bill Shaylor, 2008
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To best prepare for this exciting growth and the
challenges that come with it, the Town of Port
Hedland has sought to develop growth planning
strategies to guide development and ensure that
the impending expansion is managed in a way that
results in a positive living environment. With lead
consultants RPS, the Town of Port Hedland has
created the Pilbara Port City Growth Plan (hereafter
referred to as the Growth Plan).
The Growth Plan forms a strategic blueprint to
develop Port Hedland into a city, mapping out
how to sustain its existing resident population
and manage its growth to a Regional City of up
to 50,000 people. Spatially, the Growth Plan
identifies 16 Growth Precincts, broadly setting out
how land should be developed and used to balance
residential needs and those of the Port and resource
operations. This Growth Plan can be viewed on the
Town of Port Hedland website. The Pilbara Port City
Implementation Plan will subsequently be developed
to provide further detail on how to achieve the
strategies laid down in The Growth Plan.
This document is called Port Hedland: Shaping a
Cosmopolitan Port City and is designed to complement
the Growth Plan. It is designed for three things:
• To enable us all to share in the vision: The
Growth Plan is an extensive document that
is intended to give planners and government
a detailed road map to work from when it
comes to land use decisions, planning and
infrastructure development. However, this
document is intended as a more accessible,
community-oriented document to summarise
the main ideas and big picture plans for Port
Hedland. We hope that this will help all of
us ‘sing from the same hymn sheet’, so to
speak. The kind of vision we have together
set for Port Hedland can only be achieved if
we are all pulling in the same direction. How
involved you, the community decide to be, will
determine whether Port Hedland achieves its
full potential. Your human touch will enable Port
Hedland to become a city while retaining the
qualities that define it as a community.
• To understand community perspectives and soft
infrastructure needs: This document outlines
the results of your input and feedback as a
community to describe your vision, including
the more intangible factors that will influence
the town’s future. While the hard infrastructure
of a place gives it the bones and fundamental
structure, soft infrastructure is equally as
important and helps create the ‘body’, the
‘form’, the ‘connective tissue’ of a place. The
Growth Plan, although it addresses a range
of issues, predominantly deals with the hard
infrastructure needs and impacts for Port Hedland.
This document explores how we can build on
the structure that the Growth Plan outlines, and
identify some of the soft infrastructure requirements
that will be needed to shape Port Hedland.
• To benchmark ourselves and keep us on track:
This document is predominantly informed
by your views, as the community members
who will ultimately be the keepers of the Port
Hedland vision. However, it also looks out to the
international sphere to learn what we can from
elsewhere that might be important for us here,
and to make sure we are setting our sights high
– after all, we need to make sure what we create
is good enough for us long term. By having
a document that gives us a simple outline of
core principles to work to, hopefully it will help
us keep our eye on the prize and help build an
enviable reputation.
We hope this document will help provide you as a community
and as valued stakeholders with an overview of the future
Port Hedland you have indicated you would like to see.
We also hope it will help make it easier for you to see
opportunities to contribute to achieving that future, in
whatever small ways we each can.
The following sections will start by giving you the
big picture outline for Port Hedland as a future
city, followed by a summary of how this picture
was arrived at and why it is important at all. The
document then looks at how we can work toward
achieving that big picture, and breaking the journey
down into smaller steps.
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Port Hedland is in the exciting position of entering a
phase of particular opportunity and growth, and is
able to do so from a position of prosperity and with a
foundation of unique strengths.
As the region’s industry growth continues its
trajectory, the need for skilled talent resident in the
region and the need for development will propel our
town’s rapid growth into one of two key cities of the
region. State and regional governments aim to grow
Port Hedland to a population of 50,000 people by
2035.
Such growth, however, will need well-rounded and
strategic planning matched with investment to
get the foundations right and balance economic,
resident and sustainability needs. Already the town
is experiencing a number of growth pressures that
you as residents and community members are all too
aware of. The towns rapid growth to date together
with a lack of national and state re-investment in
the past has resulted in a challenging environment
that is industrial, expensive to live in, lacking in social
capital and infrastructure and has a social dynamic
significantly impacted by FIFO and shift work.
The Growth Plan and this document aim to provide
a vision and guide for how we can grow in ways
that build and expand our quality of life, capture
opportunity and retain the things we love about our
town.
More detail on the impetus for the Growth Plan’s
development and the assessment of Port Hedland’s
current standing can be found in the Growth Plan
(see www.porthedland.wa.gov.au).
WHY ARE WE DOING THIS?
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Photo by Bill Shaylor, P.H.otography program, 2008
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VISION AND PLACE ESSENCE
The Town of Port Hedland has created a vision for the
town that has informed the Growth Plan. This vision
is complemented by a community-developed ‘place
essence’ statement that articulates the character of
Port Hedland as a place and provides insight into
what you as a community value about the town.
It expresses what will distinguish the future city,
ensuring it remains authentic as it grows. It is also
this essence that helps define the character of place
that will attract people and visitors.
These two statements together provide a guiding
focus for future development:
‘A nationally significant, friendly city, where people
want to live and are proud to call home.’
Town of Port Hedland Vision
‘A place of vast horizons, story and discovery, of
people and possibility; where the profoundness of the
past meets with the potency of the future.’1
Community-developed Place Essence
COMMUNITY VALUES – PRINCIPLES TO
GUIDE DEVELOPMENT
Defining the vision is essential to know where we are
trying to get to, and what type of place we want to be.
However, it is just as important to know what values
or principles are important to define the means and
method of getting there. These values guide our
actions and priorities, indicate another level of detail
on the type of place we want to achieve.
A MAP OF GUIDING PRINCIPLES
The principles outlined here provide a guiding framework for development, and are essential to ensure the strategic development of the town in a manner that resonates with its local citizens and stakeholders.
The vision and place essence define our essential character and the place we want to be. The principles or values guide the process and the spirit in which strategies should be undertaken. The opportunities offer particular goals that characterise the end picture we would like to result in which will focus our efforts.
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Through community consultation, a set of principles
have been established that form a guiding framework
to ensure development is in line with these expressed
community values:
• Making Port Hedland home: a place where our
families and visitors feel welcome.
• Developing Port Hedland’s resourcefulness:
building on our entrepreneurial, DIY culture with
innovation and creativity, to make things happen.
• Revealing Port Hedland’s riches: celebrating our
unique local character and valuing our diverse
strengths - from an ancient landscape that is
home to one of the world’s oldest living cultures,
to our natural resources and new industry, to our
leading Indigenous art, and and our reputation as
the friendliest community in the region.
• Connecting Port Hedland with the world:
leveraging the world’s largest port facility,
our international airport, and our growing
multicultural community to connect
internationally.
• Building Port Hedland’s resilience: by building
a strong community, investing in education,
diversifying our economy and looking after our
environment to ensure opportunities for all in the
long term.
• Giving Port Hedland’s best and expecting the
best: a place where our environment, commercial
and cultural life showcase the quality of our
community.
• Celebrating Port Hedland’s vibrancy: making our
connected, attractive neighbourhood centres
alive with activity and opportunities that are
accessible to the whole community.
THREE OPPORTUNITIES FOR PORT HEDLAND
From the research and consultation undertaken as
part of the growth planning process, three clear
opportunities for Port Hedland have emerged.
1. CITY OF NEIGHBOURS: Becoming a community-minded, residential city
with capacity to support 50,000 people.
2. INTERNATIONAL GATEWAY: Becoming a leading port city and gateway to
Asia, Australia and the world.
3. CULTURAL CAPITAL: Becoming the cultural capital of the North West.
These are opportunities which Port Hedland is
particularly well-placed to capture, that would
significantly contribute to distinguishing the future
city, and which are aligned with your principles for
growth.
It should be noted that they won’t just happen on
their own - it will take concerted effort to capitalise
on these opportunities. However, they offer the
potential for Port Hedland to play from its distinctive
strengths and develop into the liveable city it will
need to become.
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Although there are many definitions, what we
mean here when we talk about social capital is the
connections, networks, ‘the glue’ between people
that holds our communities together and influences
the quality of the experience of being part of that
community. It contributes to the development of
social norms such as reciprocity and trustworthiness.
‘Whereas physical capital refers to physical objects
and human capital refers to the properties of
individuals, social capital refers to connections
among individuals – social networks and the norms
of reciprocity and trustworthiness that arise from
them. In that sense social capital is closely related to
what some have called ‘civic virtue.’ The difference is
that ‘social capital’ calls attention to the fact that civic
virtue is most powerful when embedded in a sense
network of reciprocal social relations.’
(Robert Putnam, 2000).
Relationships and networks are at the core of society
and are essential to individual as well as collective
wellbeing. People are linked together through webs
of family, friends, shared interests, work, activities,
community groups, and even through more passing
encounters by virtue of the interactions of everyday
life.
There is evidence that places with strong social
capital experience a range of benefits. ‘Interaction
enables people to build communities, to commit
themselves to each other, and to knit the social
fabric.’2 Communities with strong social capital
are more likely to benefit from lower crime figures,
better health, higher educational achievement, and
better economic growth.3 It is also associated with
better cared for and maintained urban environments.
Even institutions such as the World Bank recognise
the value of social capital, as ‘increasing evidence
SOCIAL CAPITAL shows that social cohesion is critical for societies to
prosper economically and for development to be
sustainable’.4
The benefits of social interaction from attending
cultural events and sporting matches have also
been well documented. 5 Studies have shown an
improvement in feelings of wellbeing, with people
who engaged in cultural activities and sports
reporting better health and satisfaction with life, as
well as lower levels of anxiety and depression.6
While there are immense benefits to strong social
capital, there can be a significant downside that we
must be mindful of. ‘Groups and organisations with
high social capital have the means (and sometimes the
motive) to work to exclude and subordinate others.
Furthermore, the experience of living in close knit
communities can be stultifying - especially to those
who feel they are ‘different’ in some important way.’7
Therefore, it is important that we match our
development of social capital with concerted efforts
to embrace diversity and open-mindedness, ensuring
that we increase opportunities to try new things,
interact with people from different walks of life,
and be exposed to different ways of thinking about
things.
For Port Hedland, not only will social capital be
important for addressing a number of the challenges
you have highlighted, and for retaining the sense of
community you value, but positive social capital will
be an important ingredient for retaining people and
attracting others as we seek to grow.
1111
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This guiding framework – the vision, values and aims – has been reached as a result of dialogue with you
and your fellow community members, the people who make up Port Hedland’s diverse community. The
conversations to gather your collective feedback and input have taken a number of different forms over the last
year.
The following diagram gives an indicative summary of this valuable input. A list of contributors is at the end of
this document.
A CITY FOR THE PEOPLE,BY THE PEOPLE
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Thank you to all of you who have found the time to contribute to workshops, surveys and face to face
interviews to shape the vision and planning for the future of Port Hedland. This has been essential to ensure
together we can aim for the kind of city you want to see the town become.
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Local Insight:
A CITY FOR THE PEOPLE,BY THE PEOPLEMark Hinch, Manager, Pilbara Media
There can be no doubt that our community is changing
and whether these changes are going to endear
themselves to the wider community is basically up to us
and our voices within this community to get it right, or
at least, as right as we can.
People power can ensure decision makers listen
and act accordingly to provide this growing and
sustainable community with a vibrant, prosperous
and harmonious environment. This can only happen
if the community is able to understand what is being
planned and actively encouraged to participate in the
pathway to improvements and change.
We are all aware that there are many obstacles facing
small business and the community and these are
being addressed by the power brokers and decision
makers.
One of the major obstacles faced is the availability of
affordable land and housing options to allow small
business to attract valuable staff. This is coupled to
a dearth of commercial small lots that are required
to increase the number of businesses coming to this
community. Again land affordability is key to this vital
component.
The North West Telegraph provides all businesses,
whether large or small, with a vehicle to carry their
message out to our community. I doubt I have seen
a marketable increase in the number of small retail
businesses opening in my time here. In fact due to
just two of the reasons detailed above many have
closed and left town. A city for the people by the
people needs and must demand a diverse range of
businesses large and small to provide them with a
much wider variety of local options.
The onus then is to support this local business.
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“We are fortunate enough to have the opportunity of becoming the best community-centred city in Australia. We have a great community spirit and with enough assistance and funding we can turn Port Hedland into a city without losing that great sense of community/family.”
Community Member
Photo by Zabia Chmielewski.
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Given the growth planning process is important to
ensure we channel rapid expansion to result in the
kind of place we want to live in, the question then is
what kind of place do we want our Port Hedland to
be?
Here, in this section, is a summary of what you as
a community think is important for Port Hedland’s
future.
As shown previously, consultation and feedback
was gained through a variety of means to ensure
you had a wide range of opportunities to provide
input. This included workshops, public forums, small
group and one to one interviews with community
and stakeholder representatives, working groups,
stakeholder reference groups, feedback submissions
and surveying.
This section takes account of all the feedback across
these various channels to present key themes back to
you. The info-graphics shown are particularly drawn
from the survey results. Over 500 people responded
to the surveys, which is well above standard response
targets for much larger cities. As conversations and
feedback from our Indigenous community members
were sought through additional culturally appropriate
means to complement broad outreach, there are
some instances in this section where the Indigenous
perspective is shown distinctly. This is because
there was a difference (or similarity) in the responses
worth noting, or the questions or discussion varied
substantially from the questions asked in broad
outreach. Otherwise the responses reflect an
inclusive range of our community members.
WHAT KIND OF PLACE SHOULD OUR FUTURE PORT HEDLAND BE?
Reading the graphics:
For some of the survey questions, where the
responses are qualitative in nature and involve
detailed and descriptive answers, we have used
a ‘wordle’ format to provide an easily digestible
visual reference to get a sense of responses
at a glance. We have analysed the in depth
response data, and interpretation is based
on that. However, these graphics provide you
a more accessible understanding of the key
themes expressed. Those words and themes
most common in your responses appear larger
in the graphic, while those that were less
common appear smaller.
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YOU SAID...PORT HEDLAND TODAY
Before working on the future, it is important to understand where we are today.
Here’s what you said on how you perceive Port Hedland to be now:
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While there is a degree of dissatisfaction with the
town as it is currently, there is also an overwhelming
sense of patience and positivity that stems from
optimism for the future – a sense that things are
changing and will change for the better. There is
also the suggestion of strengths that can be built
on. There is little doubt that you as a community are
expressing a readiness for change.
It is an incredibly powerful asset for Port Hedland to
have residents who are very positive and supportive
of change - support many cities do not have the
luxury of. This will be an essential ingredient for
enabling the town’s transformation long term.
By an overwhelming majority, the greatest challenge
you as a community perceived for Port Hedland was
Affordability, Accommodation and Land with 31%
of your survey responses identifying this challenge.
It was also identified in your survey responses as
the biggest issue of dissatisfaction with the town
currently. This has been the dominant theme re-
iterated throughout our discussions with you across
meetings, workshops, surveys and other forms of
feedback, as the biggest concern in discussions
about the town’s growth.
As an Indigenous community more specifically, this is how you indicated you perceive Port Hedland to be now:
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PORT HEDLAND’S FUTURE
Moving from where we are today to where we would like to be, this is what you said about what Port Hedland
should aim to be:
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The conveniences, amenities and opportunities for enjoyment that come with a city and a more well-rounded
place dominated what you’d like to see in your future Port Hedland. The leading theme of your responses by
more than 2.5 times any other response, with 16% of responses to the survey, indicates an overwhelming desire for
more conveniences, amenities and social and cultural life: ‘A vibrant place with a range of retail, leisure and social
activities including cafes, restaurants, bowling, cinema, events etc.’ Your responses that ranked highly after this
standout issue all related to making the town a more viable, liveable community-oriented place.
This table shows the themes of your responses when you were asked to describe the type of place you’d like
Port Hedland to be:
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When asked what you see as Port Hedland’s greatest opportunity, here’s how you responded:
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Overall your responses as a broad community group suggest the importance of developing and maintaining social
capital for the town’s future.
This graphic shows what you as an Indigenous community more specifically indicated you would like Port
Hedland to be:
When asked to identify Port Hedland’s greatest
current opportunity for the future, your responses
reinforced the current dominance of income, careers
and employment as the driving attractor to the town.
However your second and third most common responses
highlighted the Community: Vibrancy, Culture, Diversity,
People; and Becoming a City, Urban, Growing as strong,
positive opportunities for the future.
Your responses as Indigenous community members
similarly emphasised support for becoming a city and
a desire for the various things that make up a city, such
as increased conveniences, shops and amenities. You
also reiterated the desire to retain a strong community
and the strong value placed on the people in the town,
its friendliness and family focus.
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In addition to this sense of your aspirations for the town, there was clear feedback on what you feel makes Port
Hedland distinctive from other places. This is important, providing insight into the signature characteristics of
Port Hedland that can be used as building blocks for the future vision.
When asked what you think is most distinctive about Port Hedland compared to other places, here is what
you told us:
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It is clear from your responses that themes of people and community, the Port and ships, the industrial base,
lifestyle, water access and fishing come through strongly. The Indigenous perspective has a stronger emphasis
on the visual and landscape elements and markers of industry, while the broad community survey has a stronger
emphasis on the opportunities and economic aspect of industry.
A common theme in your responses both as a whole community and as an Indigenous community was the value
placed on water and coastal access and recreation, as well as the Port.
Across all your feedback the importance of the community itself, its friendliness and the value placed on fellow
people and family are of overriding importance.
As an Indigenous community, this is what you told is most distinctive or unique about Port Hedland:
COMMUNITY RED DIRT BEACH CAMPING IRON ORE LAND FRIENDLY PARK CHICKEN TREAT WATER TRAINS HISTORY OPPORTUNITIES LIFESTYLE FISHING
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PORT HEDLAND’S CHALLENGES AND OPPORTUNITIES
When asked what you think Port Hedland’s greatest challenge is, you again highlighted the affordability issue as a
top concern. At 31% of responses, this issue was rated at almost 3 times the prominence of the 2nd greatest chal-
lenge. Your top 5 challenges for the town were:
- Affordability, accommodation and land
- Community building, people attraction, vibrancy
- Equality and inclusiveness
- Changing perceptions and attitudes
- Safety and crime
This table shows your responses on what you think is the greatest challenge Port Hedland faces:
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Photo by Christine Villanti, 2008
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And as we think about what’s required to maintain,
create and grow our community, it is worth considering
what our current residents’ inclination is to stay
here. There were some revealing insights on what is
influencing decisions to stay or go, and what factors
may provide opportunities to change those inclinations.
Almost half of you, 47%, indicated in your survey
responses that you were likely to stay no more than a
few years and then leave. That’s a significant churn of
talent and people for Port Hedland. In reality, the churn
rates are even higher than is captured in your survey
responses. The Pilbara region has a highly transient
and unstable population base. According to the WA
Planning Commission, the region’s index of residence
instability is currently very high (66%) when compared
to the average population ‘churn’ for WA (46%) and
the Perth metropolitan area (45%). Within the region,
this is more evident in some towns than others. Port
Hedland experiences 65% instability, slightly less than
Karratha’s 69%.8
However, there is significant opportunity to raise the
level of attachment to place. 30% of you say you’ll
either be here indefinitely or love this place and won’t be
going anywhere. An additional 14% of you have no idea
whether you’ll stay or go.
That gives us the biggest initial opportunity to try to
change your mind and raise our retention rates by
addressing the changes you need to see to tip the
balance from not knowing to deciding to stay.
To better understand what impacts decisions to stay
or to go, we asked you what would influence your
decision to leave Port Hedland. Here’s what you
told us:
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So what will influence your decisions to go or stay?
The highest number of you, at a quarter of survey
responses, indicate the biggest influence on your
decision to leave is that your friends and family are
based elsewhere (24%). 71% of you do not have
family in town. The second most cited reason is
that there aren’t enough schools and education
opportunities for your family (16%), with the third
most common reason being that work is likely to take
you elsewhere (14%). Health, safety and other social
infrastructure, followed by affordability are the fourth
and fifth reasons.
If we want to influence the 47% of you intending to
leave then these are the factors we should focus on.
Although the location of friends and family is harder
to change, your responses suggest it is worth
improving how we engage them at least, whether
through making visitation easier, encouraging greater
residential focus or potentially focusing employment
strategies to ensure opportunities for family members
in the town. This would help grow the local networks
for residents. It also suggests that building stronger
social networks and investing in social capital within
Port Hedland would strengthen your ties to the town.
Already, when asked about how accurate you feel
a series of statements about Port Hedland are, the
strongest positive responses are that the town is ‘Full of
great people’, and is ‘Poised for an exciting future’. This
optimism and strong basis from which to build social
capital offers a promising foundation. Ultimately, social
capital will be an important part of the lifestyle offering
in the competition to attract and retain talent.
Addressing schools and education will evidently need
to be a priority for improvement and investment. It
will be essential to ensure we make the education and
schools available in Port Hedland very high quality
and accessible so that you don’t feel that leaving
town is the only way to secure opportunities for
your kids. Engaging the community in contributing
to the education of our youth is also an enormous
opportunity for helping people of all ages feel more
involved and connected with their place.
Already the anticipated growth of work opportunities
(3rd reason) works in Port Hedland’s favour. Showing
strong career pathways in the town, as opposed to
good jobs that are perceived as isolated rather than
linked to further opportunity, could help counter the
assumption that to advance in career, work will take
people elsewhere.
Addressing the lack of health safety and other social
infrastructure, and addressing affordability will be
fundamental requirements that will also need to be
resolved as part of the growth planning.
To get a better sense of specific things that would
improve your experience of the town, we asked you
what would make Port Hedland a better place for you
to live. You prioritised what matters most to you, and
your top 5 responses indicated the following:
• Better shopping, cafes and restaurants
• More affordable housing
• More social and cultural infrastructure
• More community activities including events
• A more balanced economy with a greater blend of
jobs
You also told us about the issues most important to
you for the town’s development, with the leading issues
being:
• Affordability, housing and land supply
• Shops, retail and hospitality
• Beautification, cleanliness and maintenance,
shading
• Integration or reduction of FIFO to balance
industry and residential needs
• Safety and policing
These are useful indicators of the things planning
can focus on that will make the biggest difference
to improving your experience, lifestyle and of course
influencing your decisions to stay.
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To help us understand further what would shape a better experience of Port Hedland for you to live here,
we asked you to prioritise what would make the biggest difference. These are the priorities you highlighted:
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13%
9%9%
8%
8%7%7%7%7%6%6%
6%5%2%1%
To ensure we understand the nuances of shaping a better experience for you as an Indigenous community
to live here, we also asked what would make the biggest difference for your communities to improve Port
Hedland as a home. You indicated the following priorities:
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In the specific feedback from you as Indigenous
community members, the top 5 responses you told
us on what would make the biggest difference to
improving Port Hedland as a home for you were in
a similar vein:
• More affordable housing
• Education options that combine cultural
learning and school
• Youth activities
• More employment opportunities
• An Indigenous cultural centre
This was supported by further discussions with you
which indicated several broader areas of priority for
your Indigenous communities. These provide good
context and more detail, and include:
• Affordable housing for Aboriginal people and
reduction of waiting list timeframes
• Funding and amenity support for parents and
community members to teach Indigenous
singing and dancing (such as through the
Youth Centre)
• Demonstrated progress on key projects, with
greater coordination of efforts to focus on
issues of real import to Indigenous people
• A market place and space for artwork sales
• Assistance for Aboriginal people to participate
in society
• More community dwellings and caravan parks
• Regular public transport between Port and
South Hedland
• Banks in South Hedland
• Expanded Post Office
One big difference within the community, is that as
part of the Indigenous community you indicated
much higher levels of family connections in Port
Hedland, with 95% of you indicating you have
family in town. This presents a good base for
building social capital and maintaining supportive
networks, if the fundamental issues of housing can
be addressed.
33
Photo by Bill Shaylor, 2010
34
A MATTER OF PRIORITIESYour feedback on some of the actions you feel would
be most important provide an indication of priorities.
The list of items selected for testing in the survey
was distilled from the Growth Plan feedback process
and preliminary strategies developed in order to get
your feedback. Here are the actions from a selected
shortlist that you were surveyed on and indicated as
most strongly supported (listed in order of support):
1. Continue offering and growing markets and
festive occasions
2. Multi-purpose recreation centre
3. Coastal walkway linking key sites
4. Develop the airport as a welcoming gateway
evocative of the region
5. Increase public transport between Port, South
and key precincts
6. Develop small business and creative practice
supports
7. Multi-cultural food festival
8. Attract a university
9 Leveraging specialisation in the schools (eg high
school is an art specialist school)
10. Growing Small Wins work for community led
projects and public space improvements
11. Photography gallery
12. Indigenous arts space
In the same survey, you also indicated that where
entertainment amenities specifically are concerned
there are 2 stand out priorities. A cinema is by far
the most desired entertainment amenity at 28% of
responses and the second priority is a bowling alley,
with 13% of responses.
35
Photo by Melanie Lockyer, 2008
36
SUMMARY OF THEMES: WHAT’S IMPORTANT TO
DEVELOP THE PLACE OUR COMMUNITY WOULD
LIKE TO SEE?
From our conversations and your feedback, four
themes emerge as important dimensions to be ad-
dressed in future development:
• Attachment to Place and Liveability– To achieve
and maintain the community that you have
clearly indicated is so valued in Port Hedland,
we must address the things that are important
to enticing you to stay and others to move here.
That includes building social capital, creating a
place that expresses your community values, de-
veloping and building on your community-mind-
edness and loyalty to the town, and encourag-
ing inclusiveness that enables diverse people to
participate in the community across the current
divides such as wealth and FIFO structures. After
all, as Shakespeare said, ‘What is a city but the
people?’ It is you who will make the future city
what it is. Investing in the connections that link
people to place, to each other and to the broader
world will be essential for the town’s future.
• Distinctiveness and Community Character–
To enable the town to grow yet retain its
authenticity and the things you as a community
love most about this place, Port Hedland must
celebrate and leverage its distinctiveness: its
unique qualities and strengths. Celebrating Port
Hedland’s diverse assets will be essential. This
will also be a vital means of expanding economic
opportunity and diversifying by leveraging
unique local strengths.
• Aspirations and Optimism– The optimism you
expressed in the surveying is an enormous
opportunity that works to the advantage of Port
Hedland through the development process. To
maintain this, it will be important for planning
and development to honour your aspirations,
ensuring the ambition of the planning remains
at an appropriately high level and factors
in community sentiments. Your aspirations
must guide the town’s development, and the
Growth Plan is a prime opportunity to signal the
aspirations of the community and its leadership.
This document tries to capture those aspirations
so we can ensure we keep our eye on the ball.
We also understand that to maintain a sense of
momentum, showing action and not just more
talk is critical, whilst still looking long term to
address legacy issues such as affordability,
education, diversification and inclusiveness.
Showing action and progress will be essential
to maintain your confidence in the process and
demonstrate that your optimism is justified with
improvements taking place. Fostering vibrancy
and community activity is a strong means of
maintaining this optimism, so programming
should be designed to encourage this. The
quality of built form and the urban environment,
accessible connected neighbourhoods, and
concentrated activity also build a sense of
vibrancy and must be taken into account. These
elements stand as important indicators of the
future of the town that will be shaped. It is these
elements that will signal Port Hedland as a place
of opportunity.
• City Building and Diversification– Developing
the vibrancy you seek and access to the range
of amenities and conveniences you are yearning
for is a central aspect of the town’s growth into
a city. Planning must address the need for the
basic things that people generally want from a city
environment – convenience, variety, discovery and
opportunity.9 You have clearly indicated your desire
for greater choice, more shopping, hospitality,
activities, social and cultural opportunities,
and amenities. Enabling the growth of more
diverse enterprise and businesses will be vital to
achieving that. Affordability will be fundamental
to diversification and the town’s development as
a viable residential city. And accessibility to these
benefits of urbanisation will also be important,
requiring integration of the city across Port and
South Hedland as one whole and ensuring a
connective framework through transport, urban
design, programming and other linkages.
37
Top to bottom; Left to righ: John Elliot, Home Away from Home Series, 2010; John Elliot, Home Away from Home Series, 2010; Kathy Neylon, 2008 John Elliot, Home
Away from Home Series, 2010; John Elliot, P.H.otography, 2008; John Elliot, Home Away from Home Series, 2010 John Elliot, Home Away from Home Series, 2010;
John Elliot, Home Away from Home Series, 2010; Samantha Bell, 2011 Bobbi Coldicott 2008; John Elliot, Home Away from Home Series, 2010; Samantha Bell, 2011
38
39
CITY ADVANTAGE
Cities and urban environments provide big
advantages for their citizens, and it’s these
advantages you have expressed a strong desire for
as you seek greater choice, more activities and things
to do, access to the amenities you want, and easier
means to get around.
As leading urban experts, CEOs for Cities, have
identified, there are four big advantages that come
with more urbanised economies and environments:10
Variety: ‘Cities offer a wide range of choices of the
goods, services and amenities that people value,
raising their satisfaction and standard of living.
Well-educated people prefer to live in cities, in part,
because of their greater taste for variety, making
cities more attractive to employers needing talented
workers.’ 11
Convenience: Density in cities paired with greater
variety means ‘more goods, services and people
are close at hand’, allowing people to travel less
and spend less time seeking what they want for
work, households or leisure. That all adds up to
less frustration, more convenience and greater
satisfaction.
Discovery: City environments bring with them
the chance for people to be exposed to more
opportunities, which also helps them discover more
local consumption opportunities. This enables
markets for new products and economies to develop.
Opportunity: Cities offer a wider variety of jobs,
education and the chance to acquire new skills and
opportunities. They then can attract more workers
looking to upgrade their ‘human capital’.
These are the characteristics you have told us you
are looking for. These are also characteristics Port
Hedland has the opportunity to foster as it grows,
and that would aid in building the town into a city.
40
International Insight:
CITY PLANNINGNEW PARADIGMSOF THINKINGCharles LandryPrincipal, Comedia, UK
International urban expert Charles Landry provides
insight on the main issues city makers around the
world must deal with, and contrasts the traditional
approaches with alternative, progressive ways of
thinking about these issues. This does not mean
the old ways are unnecessary, but that we need to
consider new methods.
The following highlights the traditional modes
contrasted with new paradigms of thinking about city
issues. Traditional modes are listed first, followed by
new paradigm thinking in italics.
OVERVIEW ISSUES
The triple bottom line considers environmental, economic
and social issues as best practice in sustainability.
Culture is the fourth pillar of sustainability as it
drives a city’s differentiation and identity.
Best practice benchmarking is the apex of strategic
thinking
Best practice benchmarking is taken as a given, but
essentially involves being a follower not a leader.
Redefining the playing field is key.
Getting baseline facilities right provides the platform
for competitiveness
Baseline facilities taken as a given. Competitiveness
moves to a new level such as the capacity to be
innovative.
Making the city attractive is key
Attractiveness is seen as too narrow and well
being, quality of life and liveability issues move
centre-stage
Hardware predominantly shapes the city
Thinking of the hardware and software
simultaneously is key
The quantity and the growth in numbers is central
The focus is on the quality of growth and types of
people attracted is more relevant
Ever increasing size, for example of the city, is
everything
Achieving appropriate critical mass to achieve
goals is key
Culture is a cost and an optional add-on that
happens after the main urban elements are in place
Culture is an asset, it drives the shape of distinctive
development and moves centre-stage
Behaviour is regulated to achieve aims
People are encouraged to take self-responsibility
for the environment and health
MANAGEMENT AND ORGANISATION
Efficiency is focused on inputs/outputs and
resulting costs and profit management
Effectiveness is focused on outcomes and results
by allocating resources to achieve goals
Subject specialists dominate
Cross-disciplinary thinkers are key
Work and initiatives seek to achieve simple goals
Instead the aim is to achieve complex objectives
Silo structures and departmentalism dominate
New integrated models of decision making and
team working emerge. Partnership and collaboration
provides the platform for effectiveness
41
Civic participation and consultation in city making
seen as a cost that takes time
It builds in long term social resilience and
effectiveness
PLANNING AND DESIGN
Planning projects is the primary task
Planning communities, places and neighbourhoods
and overall liveability becomes the central concern.
Land uses and functions are separated
Mixed uses are predominant as between living,
working, leisure and shopping
Urban components such as housing or recreation
spaces assessed in isolation
Integrated place making
Real estate development drives city making
Developers given freedom to operate within a set
of big picture public interest principles
Quality and aesthetics a smaller consideration
Now becomes a central consideration for urban
design and planning
TRANSPORT
The movement system is seen as a transport and
traffic concept
Mobility, accessibility and connectivity defines how
we see the system
A journey of individual steps
Becomes seamless journeys from destination to
destination
A fixed and rigid movement system
Becomes one that is scalable, flexible with the
capacity to grow incrementally
The needs of the car and building roads is
predominant
Public transport becomes the primary spine,
building streets to encourage pedestrians and
walkability is key
Disconnected options prevail
An integrated transport hierarchy with levels and
choices is created
RESOURCES
Inputs and outputs are disconnected which leads to
contamination, pollution and waste. Inefficient as it
creates a problem somewhere else
Circular resource flow thinking analyses issues in
their full lifecycle and from cradle to cradle
Waste exists – it is out of sight and out of mind
Waste is a resource and an opportunity
The environment is free good and does not reflect
market costs
The true environmental cost is taken into account
Beyond targeting resource efficiency
To achieving eco-effectiveness
The energy crisis is a problem
The crisis opens the way for the 4th clean
industrial revolution providing the most promising
business opportunities
INFRASTRUCTURE
Infrastructures are provided through centralised
systems
More decentralised systems to increase resilience
and flexibility
Defined as an engineering driven output issue
Provision embeds eco arguments in planning and
developments
Seen as purely functional and not connected to urban
design
Part of the city making panoply and aesthetic
considerations come in as to how infrastructures are
presented
This more contemporary framework for thinking
should inform Port Hedland’s approach to future
planning and implementation.
42
Photo by Chloe Hooper, 2008
43
As we seek to map out a pathway ahead to get
us from where we are now to where we want Port
Hedland to be in the future, this section starts to
suggest some ways we can break down the task of
achieving our 3 goals and kick start us along the
path.
It is worth taking a step back for a moment to be
clear about how this document works together
with the Growth Plan. From a land use perspective,
the planning detail has been laid out in the Growth
Plan document and you can refer to the hard
infrastructure plans there. This document, Port
THE PATHWAY AHEADHedland: Shaping a Cosmopolitan Port City, instead
focuses on the soft infrastructure, or more intangible
requirements of planning and the areas where these
overlap with hard infrastructure or influence the
urban environment.
In summary, the Growth Plan is based on a scenario
that will balance growth across the 2 existing town
centre areas.
This Activity Centre Framework map shows the key nodes where activity centre growth will be focused, as
detailed in Pilbara’s Port City Growth Plan.
44
This plan will balance infill growth and controlled
expansion of urban areas, and is expected to result
in a balance in which 68% of dwellings would be
in South Hedland and 32% in Port Hedland. The
main challenge for this strategy will be ensuring
connectivity between the activity centres.
As a detailed document, the Growth Plan outlines
the specific intentions for each of the 16 precincts
that will make up Port Hedland, including community,
industrial, business, land bank and port precincts.
The precincts that will most likely be part of your
everyday lives, however, are those confirmed as the
key activity centres: South Hedland as the primary
city centre, the East End of Port Hedland to grow
as a secondary neighbourhood centre, linked with
the commercial/cultural precinct that will be further
developed in the West End.
Whilst you can view the detailed plans for each of
the 16 precincts in the Growth Plan, the following
summarised precinct plans and statements provide
an indication of the focus for each of the 3 key
activity centre precincts.
Photo by Bill Shaylor, 2010
45
WEST END: ‘The West End is the Port City’s soul – perhaps like Fremantle is to Perth it is a unique and interesting place. It
supports the growing port activity, yet remains people friendly and accessible. It is busy with day time work-
ers, many of whom leave their offices to enjoy lunch in outdoor cafes and bars. As evening arrives the West
End transforms into a place popular with tourists observing Australia’s largest tonnage port and our coastline,
while travelling professionals and the wider city population enjoy the many cultural, dining and entertainment
activities.’ (Statements from Pilbara’s Port City Growth Plan)
West End Precinct Statement and Plan, courtesy of Pilbara’s Port City Growth Plan.
46
EAST END URBAN VILLAGE‘The East End Urban Village is Port Hedland’s primary residential area. The area, encompassing established
Cook Point and Pretty Pool offers significant housing density and diversity together with sport and recrea-
tion opportunities, and school and community facilities. At its heart is a retail and mixed use village that of-
fers a range of local convenience as well as dining and entertainment choices. Strong links to the coast and
mangrove environs have been established which offer residents and visitors alike a closer connection with
the landscape.’
East End Urban Village Precinct Statement and Plan, courtesy of Pilbara’s Port City Growth Plan.
Mixed use/short stay iconic development site.
2.
1.
Neighbourhood centre providing primary Port Hedland mixed use/retail opportunities.
3. Setback to rail corridor subject to detail investigation, incorporating district recreation.
4. High School.
5. Primary School.
6. New entry road with direct connection to coastal drive.
7. Local convenience shopping/cafe/restaurant with ‘mangrove experience’.
8. Short-stay accommodation next to mangrove environs.
9. Coastal drive (slow speed environment).
10. Coastal park/lookout.
11. East end coastal access opportunities.
12. Upgraded access to/from Wilson Street.
13. Existing community retained and integrated with surrounding residential development.
14. Opportunities for density increases.
15. Development to recognise historic past through links to racecourse and former airfield.
1
2
4
5
7
9
6
10
10
3
10
10
10
10
10
11
11
12
10
13
15
14
14
14 14
14
14
8
WILSON STREET
STYLES ROAD
COOKE POINT
PRETTY POOL
CEMETERY BEACH
ATHOL STREET
Precinct Plan is indicative only. Final land use and development subject to further detailed planning
investigations.
PRECINCT HIGHLIGHTS
47
CITY CENTRE PRECINCT ‘A place of ‘northern Australian life’, Pilbara’s Port City Centre is a dynamic, accessible and inclusive place
that is the heart of the South Hedland community and the major regional centre of our City of 50,000
people. It is an exciting destination for visitors, business people and residents. It has great public spaces,
friendly streets, landmark buildings and architecture. There are many influences through public art and
space of our strong association with Indigenous heritage and natural landscape. Like the many destinations
throughout Pilbara’s Port City, culture and social destinations are woven into our City Centre.’
1. Civic / Justice precinct.
2. Indigenous Culture precinct.
3. City Commercial / Offi ce Precinct.
4. Retail / Shopping Centre.
5. ‘Main Street’ Activity Precinct.
6. Town Square.
7. High density mixed use residential.
8. Health Precinct (including expansion area for hospital).
9. Medium density residential.
10. Mixed use commercial precinct connected to City Centre.
PRECINCT HIGHLIGHTS
1
2
3
4
5
6
7
8
7
9
10
MURDOCH DRI
FORREST CIRCLE
LAWSON
GROVE
CASSIA
KOOMBANA Precinct Plan is indicative only. Final land use and development subject to further detailed planning
investigations.
City Centre Precinct Statement and Plan, courtesy of Pilbara’s Port City Growth Plan.
48
From your invaluable feedback and the knowledge
you have shared combined with the extensive
research undertaken as part of the growth planning
process, three opportunities emerged, as previously
highlighted:
These are opportunities we can aim to capture in
order to achieve the future Port Hedland we all want
to see and distinguish our city as unlike any other in
WA. As goals, they will aid in focusing our strategies,
efforts and investment going forward.
In the following section we’ll explore some of the
strategies and actions that could help us work toward
each of these 3 goals for the future Port Hedland.
These are preliminary suggested strategies and
actions that will be explored further as part of the
implementation planning stage to refine these and
condense the list to the priority actions.
These strategies and actions have been drawn from
needs and strategies proposed by the Growth Plan
and other relevant town plans, from the things you as
a community have informed us of the need for, and
from clear gaps that need to be addressed in order
to achieve the town’s vision and opportunities. As
possible actions, these represent the beginning of a
process of exploring and refining final action plans
with you, which will be part of the implementation
planning phase of the growth planning. The
implementation planning will also need to identify
responsibilities for delivery of the final, refined
actions. To achieve the vision we have together
developed will require all of us, across sectors, to
play our part.
Your principles for growth (outlined in the section
Map of Guiding Principles, pg 8) should guide how
these actions are shaped and delivered to ensure
they remain attuned to your values and priorities as a
community.
MOVING TOWARD OUR THREE OPPORTUNITIES
1. CITY OF NEIGHBOURS: Becoming a community-minded, residential city
with capacity to support 50,000 people.
2. INTERNATIONAL GATEWAY: Becoming a leading port city and gateway to
Asia, Australia and the world.
3. CULTURAL CAPITAL: Becoming the cultural capital of the North West.
49
50
Your feedback has shown a strong desire to
develop as a city that can offer the range of
lifestyle opportunities, conveniences and amenities
that you would like to be able to enjoy, yet retain
the qualities you love about the town.
And first and foremost among the things you
love about Port Hedland are the people and the
sense of community – your friends and fellow
community members.
Our challenge, then, is to retain this community
feeling as we grow so that at the end of the day
we still feel connected to the people around us
and value our interactions with each other. We
need to remain friendly neighbours.
CITY OF NEIGHBOURS:
There are two components to building a City
of Neighbours, which the following strategies
encompass:
• The city building aspect of growth which
requires investing in the fundamental enabling
infrastructure and investing in the things
that give cities their advantage – Variety,
Convenience, Discovery, Opportunity. Increasing
activation and liveability are vital to addressing
these, and actions to achieve this are woven
throughout the following strategies.
• Enabling retention and development of
neighbourly and community networks.
Becoming a Community-Minded, Residential City with Capacity to Support 50,000 People.
51
• Review land use planning to provide space/capacity for accommodating up to 23,230 new
dwellings
• Review Council held land assets and investigate incentives (including public/private
partnerships) to provide high quality housing, multi-use community facilities, and economic
growth outcomes
• Develop a strategy for the management and land release of land bank set aside for future
residential needs in the Growth Plan
• Develop/review property strategy, planning scheme and design codes for release and
activation of retail, commercial, industrial and mixed-use land
• Ensure adequate supply of commercial and industrial land to encourage economic diversity
and continued growth
• Ensure adequate housing provision is delivered for full range of demographics including
aged care
• Explore development of a dedicated community housing organisation vested with land
holdings
• Explore economic integration strategies to avoid entrenching of geographically associated
wealth disparities
• Review opportunities to improve speed and efficiency of the development approval process
including fast-tracking and prioritising strategically important developments
• Establish incentives to encourage development and create additional revenues that can be
used for economic and community development outcomes
• Encourage an appropriate diversity of housing stock to meet needs of new and existing
residents
• Encourage place relevance of buildings/housing as part of approvals
• Encourage innovation for more culturally appropriate forms of housing for Indigenous
people, in collaboration with communities
• Encourage greater integration of worker or FIFO camps and amenities, with residential and
town amenities and accommodation
• Encourage entrepreneurship and micro-business development through schemes such as
creating a business centre; promoting and growing business support services such as the
small business centre; investigating seed funding schemes and subsidised office space to
support small and micro-business development
• Identify opportunities to promote local business capabilities and nurture a buy local culture
• Continue to develop the local markets as a centralised event for local micro-businesses,
entrepreneurs and artists to sell their products
• Develop strategies to encourage ‘import substitution’ with local services or provision
including greater promotion of tender opportunities and developing an investment
opportunities report based upon economic research
• Explore compatible, alternative new industries for development (such as defence, logistics,
small business, technology or green innovation) and undertake inward investment activities
including market research, business case development, promotion of opportunities, and
communication of economic updates to aid business decision making
• Support innovations in green or sustainability technologies, and encourage business and
industry uptake
Improve housing, land
supply and affordability
Become a place with
diverse affordable
housing options and
manage land supply to
enable growth
Diversify and grow the
local economy
Leverage our strengths to
develop a more diverse,
resilient economy
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
52
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
• Showcase and celebrate initiatives or projects that are innovative
• Investigate local/regional food production options, particularly fresh fruit and vegetables
• Explore innovative urban agriculture approaches as well as regional solutions
• Build on pastoral history of the region to identify economic growth opportunities
• Work to secure adequate communications and internet infrastructure to facilitate greater
online access including advocating strongly for National Broadband Network connection
• Develop a tourism strategy building on distinctive strengths of region and highlighting
authentic, varied experiences. Connect with the in-progress Pilbara tourism plan, and new
state Indigenous tourism strategy.
• Inform tourism strategy with research on high value tourism to aim for
• Develop back packers accommodation to facilitate tourism and support the need/demand
for seasonal workers
• Seek opportunities to improve range of retail, hospitality and activity offerings
• Support interim programming and events to offer greater market and activity opportunities
• Develop innovation and R&D capabilities through education leadership and partnerships
• Review opportunities to ensure a supportive regulatory environment for new businesses and
reduce regulation and barriers
• Seek opportunities to leverage the National Broadband Network (NBN) and digital economy
to support employment, education and industry growth
• Promote new infrastructure upgrades to NBN
• Ensure adequate child care provision
• Development of home-based business strategy and information
• Develop means for tertiary education access and outcomes, by exploring options such
as: Developing linkages with a university for educational offerings through university distance or
outreach programs for instance; Develop collaborations with Karratha on university access to gain
economy of scale; Explore viability of creating leading ‘labs’ in collaboration with universities, industry
and government to develop research capabilities that will aim for international leadership leveraging
key capabilities of the region such as resources, logistics, potential for green and solar technologies,
geology, Indigenous enterprise development, anthropology. Leverage regional gateway positioning
for related research and education on desert and regional knowledge and expertise (see also re-
positioning Port Hedland strategies)
• Build further collaborations between education, local industry and government
• Develop partnerships between training providers and local employers to increase
opportunities for skills development and employment
• Expand employment and training opportunities beyond industry-only focus
• Support improved and leading education services
• Enhance high school and primary school learning environments and attractiveness
• Support innovative high school and primary school projects for advancing skills and
adaptable capabilities
• Build on the strengths in existing schools such as art specialisation and leverage these
advantages to market the region
• Explore ways to increase engagement of the local community with education
• Develop programs for combining quality education with culturally appropriate learning
opportunities for Indigenous youth
• Develop programs to engage parents and community with supporting school and learning
activities
Diversify and grow the
local economy
Leverage our strengths to
develop a more diverse,
resilient economy
(Continued)
Improve education
pathways and leadership
Develop a city of
knowledge leadership,
education choice and
opportunity
53
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
• Develop walking and cycling to school or work initiatives and health education programs
• Promote well being by addressing infrastructure, programs and public space deficiencies
• Implement Active Open Space strategy to improve access to active and passive recreation
opportunities,
• Marapikurrinya Park upgrade
• Marquee water park development
• Develop boardwalk and coastal walkways masterplan, with transport connecting to it
• See also waterfront access strategies below
• Link sports and wellbeing programs with education
• Develop strategy for timely expansion of health campus, services, specialists access and primary
health care services; progress of medium term initiatives of Hedland Future Today 2010
• Launch a multi-purpose recreation centre to encourage participation in sport
• Develop a skate park and youth recreation area as part of the developing town centre precinct
• Redevelop the aquatic centre in the town centre precinct, and ensure regular accessibility for
the community
• Improve reasons to walk or cycle, for instance with attractive public pathways, interpretive
walks, public art or wayfinding, close concentrations of activities and amenities, access
between key precinct areas
• Plant fruit trees or community gardens in community areas, for community enjoyment and maintenance
• Improve public transport networks
• Increase frequency of bus services, with demand-driven services implemented until demand
is sufficient for fixed schedule buses
• Improve communication of bus or demand-driven services and timetables to aid perceptions of accessibility
• Improve public transport access between worker or FIFO camps and key precincts to encour-
age greater use of town centres
• Leverage industry, business or state bus resources to aid transport service provision between key areas
• Improve roads and paths networks for cycling and walking
• Develop cycle master plan
• Implement Active Transport plans for fostering cycling and walking
• Link connecting existing coastal path to West End town centre
• Extend coastal path along Dempster St and Goode St to Cooke Point
• Improve links between Port Hedland, Pretty Pool and South Hedland
• Link connecting coastal pathways to West End town centre
Increase health and
wellbeing of the
community
Become a city of
wellbeing with an
attractive lifestyle
Improve connectivity
through transport
networks
Foster mobility and
connectivity, making
travel between home,
work and leisure easy
and ensuring integration
between precincts
Improve education
pathways and leadership
Develop a city of
knowledge leadership,
education choice and
opportunity
• Ensure equitable opportunities for education and employment skills development are
accessible to underserved populations
• Explore potential to align entrepreneurship facilities with schools. Projects could include new
media and real world film projects; entrepreneurial and product development skills aligned to
participation in markets
• Explore opportunities to expand existing sports stars programs for education to incorporate
business leader visits or excursions to Perth as leadership development programs
• Enhance school perceptions with marketing that highlights the vision for education, such as
leveraging billboards to set a bar for future education
• Target retention of students from the 5 primary schools for high school (estimated 2000
students)
• Undertake feasibility into library and community centre in town centre precinct
54
• Ensure diverse cultural and social programming is accessible to varied demographics (see
cultural capital strategies)
• Enhance educational offering (see education strategies above)
• Improve accessibility to friends and relatives of residents. encourage promotion of off-peak
or under-capacity flights for discounted fares to enable visitation
• Increase social and cultural programming (see cultural capital strategies)
• Provide more opportunities to participate in community life (see cultural capital)
• Support neighbourly and community activity; Develop initiatives to encourage people out
of their houses to engage, such as support of community held block parties, support of
collaborative street clean ups and beautification, street parades and festivals
• Overcome water supply constraints (current 3.5 gigalitres supply is at usage capacity)
• Reduce reliance on potable water with a non-potable water supply scheme
• Investigate establishment of the West Canning Basin
• Investigate use of bores or water re-use alternatives, particularly for short stay
accommodation
• Secure allocation of water supply for city growth and economic diversification
• Relocate Wastewater Treatment Plant from Port to South Hedland for combined facility upgrade
• Develop regional storm water management and drainage planning
• Alter building construction to account for flood potential and reduce reliance on fill
• Increase power capacity with development of 3 additional zone substations (Horizon Power
currently exploring locations)
• Investigate tidal power generation, and solar power
• Install new high voltage feeders to ease existing heavily loaded feeders
• Continued use of gas bottles as the most viable current gas supply
• Construct Wallwork Road four lane bridge over rail tracks
• Develop truck storage and transport hub at Wedgefield
• Upgrade all road bridges into Port Hedland for increased use
• Create new road connection into South Hedland from Karratha to facilitate tourist traffic to
town centre
• By 2021, it is anticipated Wilson and Anderson streets may need expansion. Other potential
road upgrades anticipated identified in the Growth Plan will be monitored.
• Investigate intermodal facility for outskirts of town to transfer goods from trucks to rail and
reduce road pressures (Long Term)
• Encourage local production also to reduce freight pressures (see economic diversification strategies)
• Investigate and develop an infrastructure funding mechanism, leveraging private sector and
industry income streams for investment pools
Connect and engage
the community through
social and cultural
activities
Develop community
networks and
‘neighbourliness’
Ensure capacity of
infrastructure now and
for the future
Ensure sufficient capacity
in our water, power,
gas, roads and logistics
infrastructure to facilitate
growth
• Develop bike servicing initiative, where old bikes can be donated or purchased, refurbished
and placed around town for hire; explore alignment with training for disadvantaged groups
to undertake maintenance and repairs
• Install bike lockers or lock up areas
• Encourage bike hire development
• Upgrade existing footpath surfaces
• Install bike parking rails at key precinct locations
• Develop Green Travel or Smart Travel plans for new and existing developments
• Develop mapping that shows the town and future city as an integrated whole, made up of
varied precincts
Improve connectivity
through transport
networks (continued)
Foster mobility and
connectivity, making
travel between home,
work and leisure easy
and ensuring integration
between precincts
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
55
• Develop strategy for waterfront and coastal accessibility, activation and conservation-friendly
public use
• Identify strategies for public use harmonised with port activities
• Develop public access marina
• Develop greater opportunities for access to fishing or other coastal activities, as a valued
community past time and tourism opportunity
• Encourage celebration of water and coastal identity in development, through strong use of
waterfront, urban design, Port identity, and natural heritage features
• Develop coastal foreshore masterplan for boardwalk integration
• Facilitate greater access and encourage charter boats, with a view to tourism benefits
• Conserve biodiversity and ecosystems including Mangrove ecosystems, Benthic primary
producer habitat and marine turtle nesting sites
• Survey flora and vegetation for areas slated for land development to assess environmental
values and requirements for the land
• Undertake coastal and foreshore assessments for development proposals
• Develop water management strategies including ground water, capacity assessments, storm
surge and flooding, erosion control.
• Develop leadership group including international and local expertise to develop strategy for
sustainability leadership
• Invest in experimental showcase projects
• Investigate establishment of a marine centre of excellence, leveraging local specialisation in
technology, know-how and expertise around various marine specialities such as dredging
or other expertise; explore alignment with turtle interpretive centre, leveraging established
reputation in this area
• Protect key zones for migratory birds
• Ensure Growth Plan strategies for safeguarding long-term growth buffers for airport, port
and rail networks, as well as noise buffers are implemented
Leverage the natural
assets of the waterfront
and coastal areas
Making the most of the
environment in which
we live
Maximise environmental
protection and change
adaptation
Ensuring that
development and
progress happens
responsibly
Safeguard and enhance
strategic assets
Protect and enable future
growth flexibility for key
assets for the town
• Enhance beautification and cleanliness of public spaces, to improve perceptions of safety
and attractiveness
• Embed passive surveillance principles into public spaces
• Encourage activation strategies to avoid ‘dead spaces’
• Develop a sense of discovery and pride of place by showcasing the riches of the region (see
cultural capital strategies)
• Implement the Active Open Space Strategy
• Provide amenities and a wet area with showers at transient visitors camp
• Engage services and support to also be enabled at transient visitors camp
Ensure outdoor spaces
are clean and safe
Encourage pride of place
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
56
Education in technology and innovation and ancient indigenous history, oceanography, marine biology, engineering, arts and culture, environment, planning, growth.
Community Member
57
58
Schools in the northern reaches of Western Australia
can face some daunting challenges. Engaging
young people in education can be hard when for a
variety of reasons the value of that education can be
difficult for the pupils to grasp. Academic subjects
can seem irrelevant to a young person heading for
work in the mining industry or struggling to connect
school with their traditional identity.
But it would be wrong to think that the problems
facing such schools are unique to Western Australia,
or that solutions have not been found elsewhere.
Experience elsewhere would point to approaches
which can improve pupil engagement.
Firstly, the major predictor of success in school
is the support and engagement of parents. Many
children who perform badly in school come from
families where the experience of the parents within
the education system was frustrating and alienating.
These parents often have poor educational skills
themselves and feel that they can contribute little to
their children’s progress at school.
For this reason, schools in England, particularly
primary schools, have developed family learning
programmes - in school but after school hours -
where parents and children can come together to
explore learning. The approach to education taken
in these sessions is very informal, with the sessions
focussing largely around cultural and creative
activity. Parents working with their children explore
a variety of craft and art skills. Sometime they make
visits to local cultural venues. Artists and other
cultural practitioners will lead the sessions.
The British Government’s school inspection service,
Ofsted, produced a report on family learning
programmes in 2009 which was very positive on the
impact of these programmes. It reported:
Family learning programmes had a considerable
impact on the achievements of both children and
adults. In almost all of the providers surveyed,
adults were developing good or very good skills,
behaviours and parenting attitudes or were
achieving success in gaining qualifications. ….
Wider benefits and progression outcomes for
adults included increased involvement in school life,
gaining employment, and an increased social network.
The children’s class teachers reported that since
attending family learning, the children had settled
better in class, improved relationships with their peers
and teachers, and improved their communication,
interpersonal skills and self-confidence.
The key to this success lay in breaking down the
barriers between parents and school, creating a
safe space in which parents and children could
learn together, and sustained support from school
staff to build on the improvements in attitudes
and behaviours being displayed by both parents
and teachers. In addition to the progress made by
children in school, these family learning programmes
were also successful to re-engaging parents in their
own education with many parents moving on to re -
enter education and acquire formal qualifications.
Secondly, planning lessons around creative projects
and giving pupils real responsibility for developing
the own learning is key to re-engaging children and
young people in their own education. The UK base
programme, Creative Partnerships, now being rolled
out elsewhere in Europe, has developed an approach
which has been shown to engage students and
improve their attainment, attendance and behaviour.
International Insight:
RETHINKINGEDUCATIONPaul CollardChief Executive of Creativity, Culture and Education, UK
59
Central to this approach is the focus on addressing
real school problems, whether poor reading skills
in 7 year olds, slow maths progression in 11 year-
olds, boys behaviour in the playground or truancy.
Specially trained creative professionals work with
schools to develop approaches which address the
issues identified and the children and young people
play a key role in developing and delivering the
projects.
Examples of such projects include:
• A playwright working with 16 year olds on writing
a play about genetic diseases which the pupils
were studying for their end of school exams. In
addition to devising and performing the play, the
project led directly to a 15% improvement in the
average exam scores of the children involved.
• A story teller working with 6 year olds to help
them devise their own stories. Fired up by their
own imaginations, children were motivated
to develop and then write down their stories,
progressing their writing skills through three
levels in a single term.
• A company with a specialism in writing
interactive learning materials, training 12 year
olds to create interactive learning materials
which made the geography interesting to their
peers. In addition to developing sophisticated
digital skills, the children were motivated to
mastering the geography curriculum and scored
highly in the end of year exams.
• A company specialising in making and operating
life size puppets create a puppet who visited the
playground of a primary school with significant
behaviour problems among the boys and worked
with them in the playground to bring about a
dramatic improvement in their behaviour.
Almost every project undertaken by the Creative
Partnership programme has been different. They
are driven by the specific needs and opportunities
that exist in each school. But collectively they have
been evaluated and assessed in major independent
research programmes which have shown that:
• Despite coming from economically and socially
challenged communities, young people who have
participated in Creative Partnerships activities
out-perform the national average in the national
tests taken at 12 and 16 years of age. (NFER –
2007)
• Schools in challenging circumstances - those
with a higher than average proportion of pupils
eligible for free schools meals, low attainment on
entry and high rates of pupil mobility - showed the
greatest improvements in pupils’ ability. (Ofsted
2010)
• That Creative Partnerships had demonstrated
how even the most reluctant pupils could be
engaged and excited. (Ofsted 2010)
In all cases, the work of Creative Partnerships
places the unlocking of creativity among children
and young people at the heart of its practice, and
the development of their imagination, resilience,
collaboration, focus and curiosity. These later skills
are highly prized by contemporary employers and
develop the skills which not only underpin successful
learning but will be preparing children and young
people for success in the 21st century.
Photo by Kathy Neylon, 2008
60
Our geographic positioning brings with it enormous
opportunity that is currently under-utilised.
Central in the Australasian region, at the heart of
the increasingly pivotal Asia-Pacific that will be the
focus of our international relations, Port Hedland is in
a strong location to be a connection point between
Australia and our closest neighbours.
As the world’s largest bulk tonnage export port, the
town is naturally a site of connection internationally.
Already, shipping routes connect us to over 31
countries around the world, with top destinations
for our ships including China, Japan, South Korea,
Indonesia, Taiwan, Malaysia, Australia. Our key trading
partners also sit within the same Asia-Pacific, with
China by far our biggest market for resources.
INTERNATIONAL GATEWAY:Becoming a leading Port City and Gateway to Asia, Australia and the World.
All of these factors make it very important that
we build strong and resilient relationships with
these countries, and can show leadership as good
neighbours in the region. We need to consider
ourselves not only a City of Neighbours within our
community, but demonstrate that we can extend that
neighbourly spirit to our international collaborators
as well.
We have the opportunity to re-position ourselves
in the broader Asia-Pacific neighbourhood. This
also offers the potential to help us become more
economically, socially and culturally resilient with
richer and broader connections in the region.
Building relationships at the end of the day comes
down to developing interactions with people
International connections: Already Port Hedland’s role as a port town connects us around the world. This map
shows destinations and countries of origin for vessels using the port.
61
and building understanding of one another.
Cultural diplomacy is about the development
of understanding between places. Developing
programs of cultural exchange between key
countries will be one means of growing that
understanding. Using the current economic and
employment opportunities to embrace a talent
exchange or circulation could simultaneously bring
advantages for the need for skilled employees. As
we seek to develop leading education nodes in the
town, there is also the potential for knowledge and
learning networks to be developed.
To begin to re-position ourselves, we will also need
to find ways to ‘put ourselves on the map’. Signalling
our intentions to become a player deserving of
national and even international note beyond purely
economic reasons will require projects that set the
bar high on quality and innovation. As part of the
growth planning process, we have the particular
opportunity to ensure our built form, architecture
and design of the growing city make a splash with
signature projects, design that is authentic and
shows off the riches of the region, and innovation to
develop place and climate relevant design solutions.
Already, Port Hedland is home to a stunning
landscape, one of the oldest in the world, and leading
Indigenous art produced by some of the world’s
longest continuing cultures, for example.
Now we have the chance to demonstrate the riches
of the North West to the world.
Air traffic: The range of flight connections with Port Hedland has been increasing, making the town
more accessible.
62
• Build on port, resources sector, historical and other relationships with neighbouring countries
to develop richer cultural ties
• Develop cultural diplomacy networks and build exchange relationships
• Develop knowledge networks
• Develop international standard cultural infrastructure
• Foster greater travel connections to and from Port Hedland (see airport development
strategies)
• Explore opportunities to strengthen and diversify trade and business relationships
• Investigate the value of developing sister city relationships into Asia and with port cities
connected with Port Hedland through shipping routes; align with school programs
• Draw on distinctiveness to also develop as a gateway into the North West region, the desert
and landscape
• Leverage this regional gateway positioning for related research and education centre (for
instance leveraging specializations in desert knowledge, biodiversity, anthropology, operating
in remote regions). See also education strategies
• Develop a marketing and positioning strategy, aiming to be at least a national level strategy
• Promote distinctive qualities of the town and region (such as light quality, wide open spaces,
landscape, cultural heritage, coastal positioning, unique capabilities)
• Explore opportunities for innovative industrial tourism
• Develop iconic installations or vantage points, presenting an attractive view of the port and
industry. For instance, lighting installations, Marapikurrinya Park viewing platform, or other
initiatives could be used to showcase the port or related infrastructure in a dynamic and
appealing way
• Embrace multi-culturalism and a cosmopolitan character in the community and place
development, and programming
• Develop and demonstrate leadership on key local strengths and key challenges, such as
sustainability and environmental management, community building, logistics and port
operations, or technological innovation to support operations in remote and challenging
locations (see economic diversification strategies). See also education and economic
diversification strategies above. For instance, develop a leadership group including
international and local expertise to develop strategy for sustainability leadership
• Invest in experimental showcase projects
• Align with high school entrepreneurship initiative (see education strategies) for collaboration
between students with a professional photographer who can produce an outcome beneficial
for promotion of distinctive qualities of the region
• See also waterfront and coastal engagement strategies above
• See also cultural capital strategies below
Reposition Port Hedland
as an international
gateway, to Asia and into
Australia
Capture opportunity for
competitive advantage
through strategic
positioning of the
town, with benefits for
commerce, reputation,
and connectedness
Showcase the port as a
leading example of what
a contemporary port city
can be
Demonstrate
leadership in re-
defining Port Hedland
as a cosmopolitan,
community-minded,
leading port city
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
63
• Develop and position as an international gateway for backpackers
• Improve viability of backpacker and traveller visitation and medium term stays
• Develop housing and accommodation for visitors
• Aid in connecting tourism with service industry work
• Investigate, identify and encourage high yield tourism markets that offer value across key
dimensions such as economic benefit, reputation-building advantage, exchange value,
support of local business and services For instance, further investigation is required across
business traveller, cultural tourism, intrepid traveller, domestic extended stay, sailing, leisure
tourism, cruise ships and other tourist markets to identify those that offer greatest economic,
cultural, exchange and promotional value and focus efforts there
• Ensure a strong tourism experience and offering can be provided
• Investigate range of potential tourism offerings not currently being leveraged, such as being
a launch point for the Coral Coast and Rowley Shoals
• Investigate alignment with existing WA sailing events, such as the Fremantle to Bali Yacht
Race
• Upgrade Visitors Centre and grow strategic hubs (main centre in Port Hedland
complemented by a hub at the airport and information touch points in South Hedland)
• Explore touchscreen technologies to enable information and exploration of region in airport
or key visitor centre nodes
• Mapping and identification of tourism offering
• Develop collaborations between local government, Tourism departments, and local business
for common goals
• Implement accreditation scheme with operators to ensure quality, and foster training and
skills development for hospitality and tourism businesses
Grow high-value tourism
opportunities
Develop broad economic
and community benefits
of a strong tourism
industry, grounded in
authentic, distinctive
experiences of the region
• Upgrade airport infrastructure with short term improvements made over the 1-2 year interim
period and significant upgrades undertaken over 5-8 year horizon
• Reflect distinctive local identity in the airport
• Ensure a welcoming experience is provided at the airport, and enhance the information and
support provided at this arrival point
• Enhance connections to destinations in North West Australia and Asia
• Leverage the planned establishment of freight connections to Singapore for passenger
connections
Upgrade the airport
to reflect the regions
identity and its ambitions
Develop an airport of a
standard that can aid and
articulate Port Hedland’s
role as an international
gateway and leading port
city
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
64
CULTURAL CAPITAL:Becoming the cultural capital of the NorthWest
Photo by Andy Taylor, 2009
65
As part of our consultation and conversations with
you, there were two themes that you as a community
most often stated as what differentiates Port
Hedland in the region:
• that Port Hedland is the friendliest place;
• Port Hedland is the cultural heart.
The first of these themes is part of what has given
rise to Port Hedland as a City of Neighbours. The
second positions the town very well to capture the
niche of Cultural Capital of the North West.
Already, residents of the broader Pilbara region travel
to Port Hedland regularly for specific cultural and
social events, exhibitions, the markets and to enjoy
the West End precinct including the Courthouse
Gallery and the Silver Star cafe. This cultural amenity
is providing a draw card regionally.
But there is the opportunity to grow these isolated
instances into a much greater identity for the town.
Currently the Courthouse Gallery is the only public
gallery in the North West. Research of the gallery
and cultural amenity offering in the North West
highlights a lack of such amenity beyond small
commercial outlets.
Yet you as a community have expressed a strong
desire to showcase the riches of the North West:
83% of you believe it is either essential for life or a
valuable approach. You have expressed a desire for
more cultural and social activity, markets, and events,
as well as an eagerness to leverage the high school’s
art specialisation. You have also made clear how
much you value the social, leisure, and recreation
aspects of your community life.
Developing Port Hedland as the Cultural Capital
further presents a means of addressing several needs
of the town, including:
• Developing a greater loyalty and attachment
to place to attract and retain people in the
region.x Studies have shown social opportunities,
particularly cultural life and arts activities, to be
one of 3 vital factors for improving loyalty to a
place.12 And you have expressed a desire for more
social and cultural life, more activities on offer.
• Developing tourism opportunities as a means to
attract more visitors and diversify the economy.
• Encouraging more opportunities for local
creatives, entrepreneurs and emerging micro-
businesses. This will be important for economic
diversification as well, and for eventually growing
more of the small businesses and retail you have
asked for. Creativity and entrepreneurialism will
be important to generating the greater choice
you are looking for.
• Supporting and developing creativity will be
essential to innovation. Greater innovation in
the town could bring benefits across a range
of challenges in need of innovation, such as
sustainability, education, new technologies for
competitive advantage and more.
• Building a stronger future. Research on regional
Australia has shown that the arts play an
important role in regional communities.13 Yet
Port Hedland’s arts sector has been diminishing
due to the difficulties of housing and funding
staff in this field.14 Studies have also shown
that neighbourhoods that have more cultural
offerings revitalise quicker than those without.15
And importantly for our priorities as a town
with high numbers of young families, creativity
and cultural participation have been shown to
have significant benefits for the confidence,
adaptability, life skills, dedication, and leadership
qualities of our kids.16
This combination of needs and your priorities as a
community make this an important strategy that
brings with it enormous opportunity. And it is a
niche yet to be captured in the region. Of all North
West towns, Broome may be the closest competitor,
yet currently it is better known as a leisure and
coastal tourism destination.
Becoming the Cultural Capital of the North West
would distinguish Port Hedland in a way that also
reflects the characteristics of which you are most
proud.
66
Photo by Samantha Bell, West End Markets, 2011
67
SUCCESSFUL CREATIVE PLACEMAKING‘Creative placemaking animates public and private
spaces, rejuvenates structures and streetscapes,
improves local business viability and public safety,
and brings diverse people together to celebrate,
inspire and be inspired.’ 17
In a recent study that examined the value of creative
placemaking and explored the keys to success in
these endeavours, 6 components of successful
strategies were identified. These components were
common factors across a range of efforts in different
places that had proven to be successful. Successful
efforts were:
• Prompted by an initiator with innovative vision
and drive (initiators could come from any sector)
• Tailored strategies to distinctive features of place
• Able to mobilise public will
• Able to attract private sector buy-in
• Enjoyed the support of local arts and cultural
leaders
• Built partnerships across sectors, missions, and
levels of government 18
68
• Develop place, cultural and built form vernacular or design guidelines
• Develop a public art strategy, and public art of a high standard that engages or is reflective
of the community or region
• Support precinct identity and character provisions in town planning scheme by convenants
on land releases and demonstration housing partnerships
• Celebrate iconic infrastructure by transforming these into iconic cultural markers. For
instance enlivening the water tower with high quality urban art
• Confirm iconic sites for outstanding public buildings and seek or support international
standard developments for needed infrastructure. For example:
• Marapikurrinya Park upgrade
• West End Commercial and Cultural Precinct development
• Marquee Park
• South Hedland Skate Park
• Ensure design and quality standards for key buildings and developments
• Investigate cultural centre for the West End and capture niche market for a leading gallery
• Upgrade theatre infrastructure
• Provide a key contact and support for cultural organisations within Town of Port Hedland
• Improve quality of maintenance of garden, landscape and park areas
• Improve beautification of key public spaces
• Improve street enhancements and upgrades in key precinct areas (Wedge Street upgrade set
for 2012; South Hedland Town Centre upgrades in progress)
• Marapikurrinya park upgrade and coastal access (see waterfront strategies)
• Explore potential for Pretty Pool Park upgrade to transform existing amenities block into
small hospitality site
• Invest in low barrier activation and improvement initiatives - for instance, urban artworks,
temporary or ephemeral public artworks, programming, pop up event spaces etc
• Enable temporary activation or beautification of areas awaiting longer term development
• Leverage experiments with low barrier, temporary initiatives to test and prototype longer
term development opportunities that can then be undertaken with greater confidence
• Support community led projects or transformations
• Ensure urban planning enables permeability of built form and linkages between public or open spaces
• Combine permeability and linking of public spaces with street art strategy or festival
• Develop enticing public realm and laneway spaces that will maximise open public space
activation yet provide the climate shelter necessary. For instance develop Glass Lane activation;
• Invest in urban, street and public art to enliven public realm
• Develop lighting strategy that can ensure perceptions of safety while also aiding
beautification strategies
• Upgrade old Port Hedland Cemetery
Enhance civic character
and pride through
distinctive and quality
built environment
Ensure the urban
form reflects its
place, community and
aspirations
Build cultural recreation
infrastructure that matches
the town’s ambition to be a
world class city
Become a place known
for the quality of its
cultural infrastructure
Develop attractive public
spaces and public realm
Maintain a quality public
realm that can contribute
to community enjoyment,
interaction and
attachment to place
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
69
• Support cultural infrastructure for public access and engagement
• Support cultural programming such as outdoor movies, social events, performances, festivals,
exhibitions, music etc
• Scope and map cultural, creative, community assets and current ecology
• Promote creative skills development programs
• Create places to allow creativity and culture to flourish
• Cultural facilities development strategy with program of community and cultural facility
upgrades
• Programs to preserve languages and preserve links to unique Western Desert cultures
• Build links between research centres, Wangka Maya and WA Museum to promote heritage
and local stories
• Support of proactive artists and arts groups demonstrating promise
• Development of business centre (see economic diversification strategies)
• Invest in the quality of events, and ensure diversity of events to enhance inclusiveness
• Investing in the capacity of organisers
• Provision of common marketing and support services for community groups, associations
and NGO’s
• Investing in the capacity of creatives
Develop a city known
for its culture and
creativity, with increased
participation in creative
engagement
Generate a pervasive
culture of creativity and
entrepreneurialism, and
encourage accessible
opportunities for
participation and creative
development
• Initial concentration of activities in key centres to gain economies of scale and critical mass
of activity to aid vibrancy – West End, Youth Zone, South Hedland
• Ensure walkable key centres and neighbourhood areas
• Encourage shops with connections, shade and walkability between them that will aid
activation, rather than malls
• Public transport linked with key activity areas
• Engage residents of workers camps in diverse town programming for greater social
interaction and use of small businesses
• Develop program of community service recognition or awards and leadership development
• Build program of events and activities that foster interaction and exchange
• Build on the success of existing events and programs
• Develop consortia or a collaborative to lead strategy and programming around key activity
centre precincts, the West End and South Hedland
• Build social capital through events and programs that mix people in non-threatening and
positive circumstances to break down social divides
• Multi-cultural programming to build inclusiveness, such as food festivals and intercultural
events
• Develop multicultural festival including food and film
• Continue to support development of the regular markets event
• Develop an Indigenous Reconciliation Action Plan
Promote participation
in community life and
enhance accessibility
Foster positive social
and cultural capital and
enable and encourage
participation in a
rewarding community life
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
70
• Support or networking programs for creative practitioners and entrepreneurs to encourage
innovation or micro-enterprise development; seed funding available to support development
of concepts or new works
• Support of education and skills development
• Support or invest in program of arts, creative, entrepreneur projects including markets, new
venture supports
• Support the community to engage in projects for activities or public space improvements
(often known as ‘small wins’)
• Incorporate Indigenous place names into town navigation where appropriate
• Encourage ad hoc and unplanned events by ensuring regulation enables activation
• Demonstrate leadership in cultural development, production and expression by aiming for
high quality outcomes or delivery
• Develop a strategic cultural plan for the town
• Ensure a calendar of regular and frequent events, promoted through dynamic and easy to
access website managed through a marketing or programming specialist
• Encourage development of live music growth, linking with backpacker, tourism and regional
collaboration strategies to attract quality acts to complement local talent
• Develop a place identity and communication strategy
• Build on local strengths and characteristics
• Celebrate cultural, natural, historical or community features of the region
• Map and promote Indigenous and non-Indigenous heritage and sites of importance through
interpretive signage, mapping, public artwork or other means
• Develop story capturing and story-telling initiatives including place making or public art initiatives
• Enable innovations for preservation and expression in contemporary forms
• Interpretive and informational signage identifying and connecting key cultural, heritage,
Indigenous or historical sites
• Explore feasibility of an Indigenous cultural and research institute in the town centre precinct
• Celebrate and give visibility to the 72 nationalities that make up Port Hedland
• Develop a high profile festival; explore possible focuses of festival such as multi-cultural,
food, or digital focus
• Celebrate regional desert communities. Explore opportunities for respectful showcase of
these cultures to enhance understanding through innovative means, such as fusing some of
world’s oldest cultures with digital technology and design
• Foster boutique bars and hospitality for broader demographic appeal; develop distinctive
hospitality using low cost, accessible local industrial infrastructure such as sea containers
• Align distinctive hospitality or alfresco dining opportunities with live or street music, or
public art strategies
• Celebrate the history of Port Hedland and incorporate into place making strategies through
public art and heritage interpretation
Develop a city known
for its culture and
creativity, with increased
participation in creative
engagement
Generate a pervasive
culture of creativity and
entrepreneurialism, and
encourage accessible
opportunities for
participation and creative
development
(Continued)
Develop a distinctive and
vibrant local environment
Foster a distinctive
identity and niche
for Port Hedland that
celebrates its heritage,
culture, environment and
community values
STRATEGIES TO ACHIEVE THE GOAL
ACTION AREAS
71
Photo by Faye Harris, 2010.
72
The Pilbara region has emerged as a vital part of
the economic and social future for Australia. The
surge in resources demand emanating from China,
coupled with strong Government commitment to
Pilbara Cities and the game-changing Royalties for
Regions initiative has provided a once in a lifetime
opportunity to address urgent infrastructure
and social needs and to create a different, more
sustainable, future for Hedland.
LandCorp as the State development agency is
committing to lift land supply and housing by
working with the Town of Port Hedland, other
Government agencies and particularly with private
development partners. The opportunities in
the Pilbara and the massive public and private
investment underway are already catalysing private
sector interest that will be essential.
A sample of the initiatives through which LandCorp
is working to support greater supply, diversity and
quality of developments include:
• Preparing 600ha of residential land in East
Port Hedland and South Hedland to encourage
development
• Development of 350 houses in Pretty Pool
• Delivering the New Living Program in South
Hedland
• Boosting industrial land supply to support
economic growth in Wedgefield and Boodarie
• Attracting homeowners to the Pilbara region and
encouraging greater diversity of housing options
through the LandCorp Housing Display Village in
Karratha
• Facilitating the $125 million Mirvac development
of a mixed hotel, short stay and residential
development opposite the Spoil Bank
• Proposing the Spoil Bank marina development
and adjoining redevelopment of the former Port
Hedland hospital site to aid revitalisation of the
area
• Transformation of the South Hedland Town
Centre, with higher density apartment
living, access to cafes and an expansion
and refurbishment of the shopping centre
all expected to be underway in 2012. The
revitalisation will also include a range of
private residential, commercial, short-stay
accommodation and retail/ hospitality options
The clear objective is to enhance the experience of
the town, putting in place the foundations for the
already proud community not only to embrace it as
their long term home – but to attract new people,
employment and enterprises to the region.
Local Insight:
ADDRESSING LANDAND HOUSING NEEDS:THE LANDCORPCONTRIBUTIONRoss HoltCEO, LandCorp
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REGIONALCOLLABORATOINPlanning for the future of Port Hedland, as one of the
key twin cities of the Pilbara Cities strategy, must take
into account broader regional planning. An essential
question is how we will best work together with our
regional neighbours.
While a little friendly competition is healthy, as
the twin cities that are expected to become the
leading lights for the region it will be particularly
important for Port Hedland and Karratha to become
complementary collaborators. Although both towns
are aiming for substantial populations in their own
right, there will be some infrastructure and services
that simply could not viably be duplicated in both
places. And while we are each still growing and don’t
yet have the population needed to support some
features of city life, we will need each other for that
critical mass. Both cities will ultimately also be hubs
for other nearby towns.
An essential part of the implementation planning
phase, therefore must explore how we can work
together and how we will complement each other.
Through your feedback and through the growth
plan research, we already know that you consider
Port Hedland to be the stronger cultural hub and
Karratha the stronger commercial or retail hub.
Although a certain level of cultural amenity and
commercial activity will be needed in both places,
when it comes to the big infrastructure perhaps
we need to focus on each city’s niche and enable
its ‘twin’ city to share in the benefits. For instance,
an iconic international standard gallery could not
be supported in both locations. However, there is
a lack of public gallery access in the North West,
so one is needed to support this broad region
of the State. If Port Hedland were to develop a
leading gallery, how could we build connections for
Karratha to leverage off this too, so that it becomes
a regional showcase? Or if Karratha were to attract
a university, how could Port Hedland link to this to
raise its education and research opportunities?
Similarly, as neighbouring regions, the Pilbara and
Kimberley could gain from collaborating on mutual
goals such as tourism.
These opportunities to collaborate with our regional
neighbours by looking at the ways we complement
each other will be vital to explore further in the
implementation planning and strategy delivery for Port
Hedland’s growth. Some of the things we need to grow
will only be possible through collaboration. Let’s keep
this in mind for our ongoing planning efforts.
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Delivery of the Growth Plan will require considerable
funding to support the outcomes identified,
particularly with regards to the development
of infrastructure and the delivery of on-going
community development and economic development
programs.
We are currently in a period where we have the
benefit of focused Royalties for Regions and Pilbara
Cities funds, as well as strong support from agencies
like the Pilbara Development Commission, LandCorp
and the resource sector. However, with the trend
by Local, State and Federal governments away
from on-going funding commitments and a shift
towards co-funding and public private partnerships,
it is important to understand that funding from
Government alone is not likely to guarantee the
total investment required for the Growth Plan, nor a
commitment to on-going funding. All but the most
fundamental civic projects will need to demonstrate
the potential to be financially self-sustaining.
Funding maintenance has already proven itself to
be an issue of concern and strategies need to be
developed to address that.
A number of funding options are considered in the
following sections that may be considered further as
part of the implementation planning for the Growth
Plan. Whilst this list is not exhaustive, it reflects a
few of the more common options and is intended as
a start to exploration and discussion.
CONSIDERATIONS FOR IMPLEMENTATION PLANNING: FUNDING FOR THE LONG TERM
Developer Contributions
The West Australian State Government has
developed a framework for developer contributions
that can be used to support the provision of
infrastructure. This is outlined in State Planning
Policy 3.6. The policy sets out the principles
and considerations that apply to development
contributions for the provision of infrastructure,
and the form, content and process to be followed.
Developer contributions are a well-established model
for direct funding of infrastructure, although are less
commonly used to fund the provision of programs
and services. Developer contributions would need
careful consideration as they can potentially increase
issues relating to affordability, which is already a
significant challenge for Port Hedland.
Business Improvement Districts (BIDs)
Business Improvement Districts are a type of
public private partnership that operate at a local
level and are typically focused upon revitalisation
and economic development within local business
precincts. A model for BIDS consists of local
businesses paying a levy that is put towards
improvements. The proceeds of the levy are
typically managed by a either private or non-profit
organisation to fulfil local outcomes.
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Business Sponsorship and Corporate Citizenship
Some programs and services can be funded
through voluntary sponsorship schemes where a
mutual benefit can be identified for the sponsor
and the community. A simple but commonly seen
example includes offering naming rights for key
infrastructure facilities (particularly sporting venues).
The challenge for this type of revenue stream is
quantifying fair business value to the sponsor and
the uncertainty of maintaining revenue over an
extended period.
Crowd-sourcing
A more contemporary approach to funding for
specific schemes, particularly for smaller community
projects, involves crowd-sourcing. Crowd sourcing
relies on philanthropic giving of small amounts by an
on-line community using the benefits and reach of
on-line technologies. This method can be effective
for smaller one-off community based projects but is
high-risk due to the uncertainty of gaining sufficient
support.
State and Federal Funding
Whilst State and Federal funding is generally
the source of choice for significant project and
program investments, government is increasingly
looking for an element of matched cash and in-
kind contributions from third parties. In addition,
government funding is increasingly unlikely to be
available for specific programs or projects on an on-
going or indefinite basis, instead requiring projects to
demonstrate their capacity to become self-funding.
Utilisation of Government Assets
It is common for State and Local Government to
have control and/or ownership of land and buildings
that may be vacant or under-utilised. These assets
can be made available for use or sale. Under-utilised
assets may be put to use either directly to support
initiatives (e.g. to build a business incubator) or to
provide more stable funding streams that can be
applied to support specific on-going activities
(e.g. sale or rent of land).
Other Public Private Partnerships
There are also examples of other public/private
partnerships that can be used to help support
outcomes in the Growth Plan. For example,
government may guarantee to lease part of a
commercial building – providing security for a
developer that can be leveraged for a developer to
invest in further developing enhanced outcomes
(e.g. providing additional rentable space). Equally
government may support developers with identifying
and securing key anchor tenants through incentive
schemes particularly where it is in the broader
interests of the region.
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77
So now that we have identified where you want to
go and some ways in which we might get there, how
will we know that action is in motion and that this
planning hasn’t just been filed on a dusty shelf?
Given that not all the changes needed to lay the
foundations for growth will be highly visible, it is
important for us to keep up clear communication,
and ensure there is visible action on what we have
decided together is important.
Here we explore and highlight for you some of the
actions that can be taken as interim steps toward
the bigger vision. We hope this will help all of us
maintain our momentum from this visioning and
planning process. Your enthusiasm and positivity
for the transformations that are to come are valued
enormously.
FIRST STEPSThe table over the page identifies suggestions on
short term actions that will be explored further
during implementation planning to shortlist and
refine these next steps. These are some of the
priority activities and quick wins that would be
strong next steps to get in motion in the first 1-5
years.
These actions have been selected for one of 3
reasons: because you told us it was a priority; or
because they are actions that deal with issues you
have indicated are of particular importance and that
will be central to the town’s success; or they are
actions that would aid progress and have relatively low
barriers or strong momentum to achieve them.
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Plan and develop coastal walkway
linking key sites
Interim preliminary upgrades of the
airport as a welcoming gateway
evocative of the region
Increase public transport or
demand-driven services between
Port and South
Improve communication of public
transport services and timetables,
enhancing perceptions of serviced
provision
Implement Active Transport plans
for improved cycling and walking
Implement Active Transport plans
for improved cycling and walking
Develop small business and creative
practice supports:
• Support micro-business
development programs
• Support of skills development
• Improve business centre
services availability
• Build on successful existing
business development
programs
• Develop home-based business
strategy
Increase public transport services
between Port and South and key
precincts
Further increase public transport
services between Port and South
and key precincts
Comprehensive upgrade of the
airport as a welcoming gateway
evocative of the region and a marker
of international ambition
Multi-purpose recreation centre
developed
Indigenous Reconciliation Plan
developed
1 YEAR HORIZON 3 YEAR HORIZON 5 YEAR HORIZON
Continue the West End markets, and
invest in expanding one market per
year as a larger festival featuring
multi-cultural food
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Develop university linkages and
explore viability of a research centre
to be based in the town focused on
innovation leveraging core areas of
strength for the region
Begin to grow leading international
research centres supported by
innovative collaborations between
academia, industry and government
showing leadership on fundamental
21st Century challenges
Improve learning environments and
enhance opportunities for students;
and develop program to leverage art
specialisation in the high school.
Explore innovative education
programs that can improve learning
opportunities and outcomes,
including ways to engage the broader
community; Explore entrepreneurship
skills development initiatives
Explore innovative education
programs that can improve learning
opportunities and outcomes,
including ways to engage the broader
community; Explore entrepreneurship
skills development initiatives
Development of Mirvac hotel
and town site in the West End or
alternative development for the site
Development of old hospital site in
the West End
Release of 5 sites in South Hedland
City Centre Precinct
South Hedland Skate Park
redevelopment
South Hedland Aquatic Centre
upgrade
South Hedland Bowls and Tennis
Club developed
Colin Matheson Club House to be
launched
Upgrade of Matt Dann Cultural
Centre and theatre infrastructure
Program developed to explore ways
to offer greater cultural learning
opportunities linked with education
for Indigenous youth
Develop the schools as leading state
examples of innovative and quality
education
1 YEAR HORIZON 3 YEAR HORIZON 5 YEAR HORIZON
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Development of South Hedland City
Centre hotel site and mixed use
residential sites
Development of coastal access
strategies for Port Hedland town and
surrounds
Completion of South Hedland City
Centre upgrades
Marquee Park development
launched
Upgrade of Wedge Street scaping,
accessibility and beautification with
place responsive design
West End Cultural and Commercial
Precinct complex development
Develop programming which builds
connections with our international
regional neighbours and trading
partners
Marrapikurrinya Park upgrade
Develop partnerships for more
effective delivery of public space
maintenance
Establish infrastructure funding
mechanism, leveraging private and
industry investment for long term funds
Develop and implement broad
Communication and Place
Perception-Change strategy
Implement broad Communication
and Place Perception-Change
strategy
Develop improved maintenance and
cleaning plans for public spaces,
including beautification strategies
Develop broad Communication and
Place Perception-Change strategy
1 YEAR HORIZON 3 YEAR HORIZON 5 YEAR HORIZON
Develop place and cultural
vernacular to inform built form
design guidelines
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One of the initiatives indicated as a priority for
you as a community across various consultation
was the importance of upgrading the airport
to better reflect the significance of the town
as a hub, its growing international connections,
and the character of the region. The airport is
seen as a marker of the town’s ambition and
there is strong support for developing this as an
appropriate gateway.
The Growth Plan has recommended an
International Airport Masterplan be developed
as part of the implementation planning phase
following on from the Growth Plan.
The opportunity to make the airport a sustainable
energy precinct and a ‘Green Gateway’ is
identified as a means of making a statement
about Port Hedland’s innovation and green
ambitions. It will also be vital that the airport
welcomes arrivals to a place resonant with the
character and culture of the region.
A DESTINATION AIRPORT
SPORTING AND LEISURE
With the aim of achieving the same sporting and
leisure opportunities for Port Hedland as for those
who live in the metropolitan areas, the Town of Port
Hedland intends to encourage:
• Shared use of high quality sporting and recreation
amenities
• Sustainable clubs and community groups
• Diverse range of sporting and leisure opportunities
• Attraction of world class events
• Planned delivery of sporting facilities and public
open space
• Development of sporting academies
• Nurturing of school club linkages (state
government initiative Kids Sport)
• The range of leisure options
• The quality of leisure community spaces
• Regional opportunities
• Enhanced participation levels
• Health and well being benefits of activity and
green spaces
• Lifestyle options accessible by the community
- Town of Port Hedland Strategic Plan
One example of efforts to contribute to this is the
development of a new multi-purpose recreation
centre in South Hedland. As an amenity that you have
expressed a desire for, this centre will bring additional
recreational opportunities for the community and is
planned to open in early 2012.
The following examples represent a small selection of case study projects to illustrate what some of the actions and strategies being explored could translate to. What do they mean for our community in everyday terms? While not comprehensive, these examples indicate action and real outcomes are on the way.
The following 3 projects represent initiatives that have strong support or approvals already in place, and could be delivered in the near term.
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Port Hedland will be a youthful city in more ways than one – as a growing place that will become a new
regional city, as a place with a spirited energy and optimism, and of course as a place with a significant
number of young families. Your feedback has reinforced that ensuring Port Hedland is family friendly is vital.
That makes engaging and providing opportunities for our youth essential. As part of the growth planning
we will need to ensure that not only youth activities and amenities are provided for, but that the urban
development reflects the importance of our youth and aids integration of activity across generations.
One example that takes this approach and demonstrates the commitment to ensuring our youth are an
integral part of the future city is the South Hedland Youth Space and Skate Park.
The Town of Port Hedland has worked with specialists Convic and the community to design an accessible
recreational area that integrates seamlessly with the urban revitalisation that will take place in South Hedland
and other nearby amenities such as the aquatic centre. The skate park is the centre piece of the design, and
will embrace a range of skill and age levels. Yet the skate park is set within a range of other activity areas,
landscaping and wayfinding that enables parents and other community members to also enjoy the space
in their own ways, keep an eye on their kids without making them feel hampered and provide a variety of
recreation opportunities in the town centre.
A CITY THAT ENGAGES ITS YOUTH
SPORTING AND LEISURE
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Yulia Shepilova, 2008
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QUALITY PUBLIC SPACES AND COASTAL CONNECTIONCoastal access and connection has been highlighted
as one of the areas you would like to see made more
accessible, with well designed, beautiful spaces to
enjoy the waterfront.
Preliminary proposals have begun to be explored
for the development of coastal connections along
the water’s edge linking key sites and the different
neighbourhoods of Port Hedland.
Initial groundwork is being undertaken to explore
the upgrade of Marapikurrinya Park with the aim of
facilitating greater connectivity between the West
End centre and the water, embracing the Port as a
distinctive feature of the town with viewing areas,
enabling access to the water and mangroves, and
enhancing the park itself. This could be one node
of a broader coastal connections project to link up
walkways and access along the coastline, connecting
key sites like Marapikurrinya Park, Cemetery Beach
and Cooke Point.
Marapikurrinya Park is a significant site for Port
Hedland. Through the name of this key public park,
the title given to Port Hedland by the Kariyarra is
honoured and recognised. The word Marapikurrinya
references the finger-like formation of the tidal
creeks that mark the coastline of the harbour and
characterise the area.
This makes the Park a prime symbolic opportunity to
address the community’s desire for improved access
to the coast, waterfront and mangroves, and act as
an anchoring site for a more extended connective
spine along the coast for walkways or boardwalks
linking coastal sites. This is also particularly critical
for the Indigenous community, whose stories in
showcases like Before the Town Got Big express a
yearning for re-connection with the mangroves and
water.17 As a broad community you also identified
a desire for improved parks, recreational and public
spaces, particularly with beautification of the spaces
and enhanced maintenance.
Although still in preliminary stages of thinking, the following 2 examples suggest projects where initial scoping has been undertaken and support has been indicated but considerably more work needs to be done to assess feasibility and confirm these will go ahead. However, they are shown here simply to give you an indication of the level of quality we can aim for, explore how we could work toward our 3 big opportunities, and provide a sample of what together we could aim for in the future.
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DEVELOPING SIGNIFICANTCULTURAL AMENITY & ARCHITECTURE‘Even more significant than its capacity to improve
quality of life for all Pilbara residents, arts and
cultural infrastructure is an essential ingredient for
economic development opportunities outside of the
resource sector.’ 19
To capitalise on the opportunity of becoming the
Cultural Capital of the North West, Port Hedland
needs to consider how it will signal its ambition and
capture this niche. To lead in this area, significant
cultural projects that demonstrate leadership should
be established.
One example of such an initiative is the proposed
project to develop a cultural complex that has
emerged as a result of community demand for
greater cultural life and is supported by government
and industry.
The West End Commercial and Cultural Precinct
development poses an opportunity for Port Hedland
to establish a vibrant, attractive and stimulating
concentration of business, hospitality and cultural
activity in the heart of the West End with an iconic
design reflective of the Pilbara.
The focus of the precinct will be to provide leading
gallery facilities to showcase the best of the region’s
Indigenous art and contemporary photography,
with a vision of attracting international audiences
and talent to the Pilbara. Aboriginal art in particular
provides Australia with significant international
recognition and figures highly in the nation’s identity,
as well as providing an opportunity for Indigenous
people to engage with the mainstream economy in
a way that is culturally relevant and sustainable. To
complement the gallery the precinct will also include
a conference facility with capacity for 200 people,
two working studios for professionals or specialists-
in-residence, a retail space, restaurant and bar, open
public spaces and a 2100sqm four-storey commercial
building.
Global architecture firm HASSELL has designed a
preliminary conceptual scheme for the development,
drawing influence from the organic topography of
Port Hedland’s iconic tidal formations. The cluster
of buildings that comprise the cultural heart of the
precinct is surrounded by a membrane structure
made of Corten steel. By day, the structure protects
and shades the buildings and spaces underneath, its
perforated surface allowing light to filter through into
the surrounding under crofts. By night, the internal
light penetrates out through the building’s exterior
skin, transforming the precinct into a glowing
beacon.
This opportunity has also been informed and
supported by the community’s feedback on its desire
to better ‘showcase the riches of the northwest’, to
ensure a quality built form with place relevant and
diverse architecture, and to better engage with the
waterfront. The proposal for an iconic development
has also arisen from the impetus to develop tourism
as one means of economic diversification. It further
responds to the Growth Plan’s intention to build on
the West End as the key cultural centre of the town.
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Proposed concept for West End Commercial and Cultural Precinct by Hassell for FORM, 2011
88
Here are some ways you can contribute to shaping
the future of Port Hedland according to the plans
you’ve helped map out:
As a community member, you can
• Vote with your feet: attend or participate in the
activities or actions you want to see more of.
• Keep communications open with your elected
Council and support keeping the vision in
motion.
• Advocate your support of projects that will aid
your vision.
• Participate: the rich community and social
life you are seeking will be built primarily on
the interactions between yourself and other
community members. So participate.
• Co-create: help kickstart or contribute to some
of the small transformations you would like to
see in your town. Sometimes all it takes is a little
time and enthusiasm.
As a business owner or representative, you can
• Contribute resources to actions you support:
the actions outlined represent opportunities for
investment or collaboration
• Use the guiding framework outlined here by the
community to focus your priorities for giving or
contributions
WHAT CAN YOU DO?As a funding body, you can
• Contribute resources to identified actions,
which represent opportunities for investment or
collaboration
• Prioritise support for those things that contribute
to achieving the goals laid out here and in the
Growth Plan
As a government officer, you can
• Ensure regulation and planning is structured to
work toward achieving the goals set out here
(and ensure that regulation can get out of the
way of contributors trying to help get there)
• Prioritise support for those things that contribute
to achieving the goals laid out here and in the
Growth Plan
• Use the guiding framework outlined here by the
community to focus your priorities for giving or
contributions
And all citizens of Port Hedland can
• Bear with us through the transition! We
appreciate your positivity.
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Photo by Bobbi Coldicott, 2010
90
Your input into this process has been invaluable as we work together to shape the Port Hedland of the future
that we envision it could be. Thank you for sharing your insights, knowledge and priorities.
Thank you to those of you who contributed your insights, feedback and input into the growth planning process
and shaping this planning for the future. We know there are also many more of you than listed here who prefer
to remain unnamed but your contribution is appreciated.
Kasia Adamczyk
Rex Addison
Mel Albin
Rebecca Alston
Sarah Amiradaki
Kylie Anderson
Leanne Anderson
Sara Andrews
Kate Antonas
Kara Argent
Kylie Armstrong
Lorraine Armstrong
Georgia Armstrong
James Ashburner
Cherie Ashburton
Ashley Councillor
Kylie Astwood
Paul Aylward
Diane Bailey
Kim Bailey
Steve Bailey
Rob Baily
Lisa Baldock
Kate Bale
Nathaniel Bann
Natasha Bargeus
Gemma Barich
Margaret Barker
Alfred Barker
Celeste Barrett
Trish Barron
Jasmin Barunga
Melinda Bastow
Nicole Bathurst
Sydney Baumgarten
Kat Bavcevic
Ned Baxter
Jackie Bazzo
Sue Beath
Donald Beaumont
Dave Beches
Leanne Beches
Leeuwin Beeck
Mark Befumo
Luke Bell
Victor Bellotti
Caren Bennett
Flo Bennett
Kane Benson
John Berks
Kay Bernardin
Adrian Berry
Denise Bevans
THANKYOU
Denise Bevins
Charree Bezant
Braydan Binsaad
Janelle BinSalleh
Christine Black
Shiobhan Blair
Laura Bowden
Lisa Bowen
Michelle Bowins
Diana Boyd
Graham Boyd
Monika Brabazon
Roz Brabazon
Chris Brader
Marisa Bradshaw
Craig Bramley
Michele Brazier
Lattahna Brierly
John Briggs
Julie Broad
Vickie Brooks
Samarah Brown
Sara Bryan
Leesa Bryen
Sharon Buckland
Rita Buckley
Jane Burford
Dennis Bussell
Grant Bussell
Grant Bussell
Telfia Cameron
Diane Campbell
Margaret Campbell
Michael Campbell
Maggie Captain
Sharon Captain
Alice Cargeeg
Jemma Carlyon
Carmel Carter
Jan Cartwright
Judith Caswell
Jahna Cedar
Maria Cernak
Sheryl Chant
Suzan Chesson
William Chi
Glen Chidlow
Danzil Chu
Bob Cirulis
Janelle Clifton
Bobbi Coldicott
Christine Colgate
Sharon Collins
John Collis
Leah Combes
Stephen Comeagain
David Cooper
Lindsay Copeman
Jefferson Corbett
Rob Cornish
Ashley Councillor
Abigail Cox
Joshua Cox
Lauren Cullo
Ray Cummins
Ric Dale
Leny David
Reilly Davies
Grant De Vos
Melanie Dee
Carol Della
Greg Denton
Bradley Derschow
Darren Derschow
Tracey Derschow
Imogen Dexter
Lot Dezwarte
Jarryn Dhu
Ryan Dickie
Geoff Diver
Neville Diver
Geoff Diver
Jenna Dodge
Monique Dopheide
Lynda Dorrington
Louise Dowling
Elena Doyle
Jo Drummond
Andrew Dukas
Russell Dyer
Bill Dziombak
Mark Eckersley
Michael Egan
Grace Ellery
Melanie Elsum
Deanne Evans
Leonie Evans
Mareen Evans
Karen Felsner
Ayden Ferdeline
Chris Ferris
Amanda Firenze Pentney
Jamie-Lee Flatfoot
Lilla Flatfoot
Jules Fletcher
Meagan Fletcher
Joan Foley
Jan Ford
Sarah Foulstone
Kathi Fowler
Belinda Fox
L¡dia Freitas
Natasha Fry
Robert Fry
Simon Gambie
Craig Gardiner
Arnold Garner
Julie Garnet
Leigh Gibbs
Alison Gill
Renee Gill
Matt Glasson
Betty Goedhart
Julia Gonzalez
Bill Good
Jessica Gordon
Amanda Grant
Dawn Gray
Lynn Gray
Jahmartey Grecton
Jasmine Green
Sean Greening
Peta Greening
Crystelle Gregory
Brian Gregs
Lara Greipel
Lyn Grey
Jodie Hadley
Clare Hall
Amanda Hamilton
Jeneille Harris
Leanne Harris
Jacinta Harvey
Desiree Hathaway
Myra Hawkins
Amie Haynes
Tia Hayter
Russell Hayward
Loren Healy
Allison Heinritz
Laura Hendry
Nadine Hicks
Trevena Hicks-Phillips
Ross Higgins
Owen Hightower
Zane Hill
Mark Hinch
Tim Hipworth
Stephen Hodder
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Zahra Hodder
Brye Holland
Craig Holland
Ben Hollyock
Roberta Horne
Louise Horton
Katie Hosking
Debra Howell
Kelly Howlett
Ian Hughes
Julie Hunt
Chontelle Hunter
Justine Ibbotson
Karlie Idagi
Gloria Jacob
Beulah Janse Van Vuuren
Peter Jeffries
Emma Jenkins
Ann-Maree Johnson
Phil Johnson
Adam Jones
Lisa Jones
Wanda Kaucz
Christine Keck
Graham Kennedy
Jenny Kerr
Gabriel Khaw
Ben Killigrew
Chris Knoles
Daniel Lacey
Michael Lanagan
Emily Lance
Gemma Larham
Edwin Leal
Kim Leckie
Hannah Lee
Caroline Lee
Laurence Leroux
Tyler Lewis
Steve Lindley
Lisa Lock
Leonard Long
Kerie Loo
Morag Lowe
Cecile Lucas
Lisa Luxton
Damian Mackay
Julie MacMile
Karen Mallard
Luiza Marine
Alicia Marrich
Steven Marrows
Daniel Marsh
Kellie Martin
Paul Martin
Pat Mason
Rohan Mather
Julie Matheson
Shaun Matthews
Amanda May
John McBain
Blair McGlew
Beverley Mcintosh
Mark McKeown
Steve McKernan
James McLaren
Sandra McLean
Peter Mcnally
Tanya Mead
Phil Mees
Troy Melville
Emma Merlo
Damien Miles
Aleisha Miller
Krystal Miller
Samantha Mills
Rhonda Mitchell
Jennifer Molloy
Leigh Moltoni
Keith Monaghan
Darren Moore
Richard Moore
Darren Morland
David Morphett
Caitlin Morrell
Clare Muntinga
Ford Murray
Amanda Nance
Jennifer Neale
Travis Neale
Vanessa Nematollahi
Bob Neville
Damien Newbold
Tahnee Newton
Kathy Neylon
Christine Nunn
Mandi Oata
Richard O’Connell
Tammara Olds
Fiona O’Neill
Louise O’Reilly
Rebecca Ormes
Michael Ostaszewskyj
Jill O’Sullivan
Judy Packington
Jubillee Pagsuyuin
Mani Palaniswamy
Tony Pallotta
Teehan Parkec
Belinda Parker
Kylie Patterson
Michael Patterson
Ray Patterson
Steve Pave
David Pearson
Narelle Pearson
Neila Penny
Sarah Perkins
Anthony Phillips
Bec Pianta
Helen k Pianta
Glenys Pike
Gerry Pilkington
George Pitt
Peter Pollard
Jessie Poon
Jo Potts
Jade Power
Nick Preece
Graeme Presland
Kirsten Purnell
Esther Quintal
Julie Radford
Chan Ramakrishnan
Michael Ramirez-Dixon
Janice (Blondie) Ramznez
Harry Randhawa
Claudia Rayne
Matt Reed
Donna Richards
Kirsty Richardson
Mark Roberts
Eileen Roe
Emma Roebuck
Tim Rose
Jake Ross
Loreta Rossiter
D Rothwell
Louise Roux
Lesley Rowe
Hilary Rozario
John Rudiger
Mary Russell
Teneal Russell
Alan Ryan
Hope Ryder
Terry Sargent
Nikki Schneider
Christian Schuetze
Hani (Katrina) Serramondi
Narelle Shaw
Bill Shaylor
Sherryl Sheehy
Allan Sheperdson
Miriam Sheridan
Germaine Shirley
Victoria Shorter
Ann Sibosado
Nolene Smith
Sue Smith
Chlodough Smith
Chris Smith
Sue Smithson
Claire Sobolewski
Tiffany Soukup
Carolyn Stanitzki
Naomi Stanitzki
Gaye Stephens
Vicki Stephens
Ayla Stewart
Kris Summers
Chris Takes
Roni Talbot
Chris Tancik
Barbara Taylor
Harry Taylor
Milarli Taylor
S Taylor
Melissa Tebbit
Neil Thom
Carly Thompson
Erica Thompson
Jessica Thompson
Shaydeen Thompson
Sam Thong
Lou Thrupp
Rodney Tittums
Rhonda Towie
Linh Tran
Vicki Tree
Julie Trounce
Mitchil Tullock
Doreen Turland
Claudia Turner
Mariska Uys
Damian Vallance
Andre Veder
Kirsty Vervaart
Nicole Villanueva
Linda Villiers
Jenella Voitkevich
Caris Vuckovic
Hanna Walton
Daniel Weaver
Matthew Weeks
Helen Wei
Nasyitah Westley
Chris Whalley
Shannan Wheelock
John Whelan
Tiarnie Whitby
Peter Wilden
Jess Will
David Willcox
Anthony Williams
Bernadette Williams
Julieanne Williams
Katie Williams
Kane Williamson
Tim Wilson
Craig Wilson
Liam Wilson
Lesley Wood
Shelley Wood
Brian Wood
Cassandra Woodruff
Kristal Kareen Wyllie
Nicole Yardley
Allison Yeawood
Sarah Ziegelaar
Elmar Zielke
Ajay
Anna
Carol
Dana
Freda
Josh
Katie
Narelle
Nicholas
Peter
Peter
Richard
Roxy
Sandra
Sasha
Shona
Teresa
Terry
Troy
92
Thanks also to those of you who helped shape the Place Essence of Port Hedland:
Tiffany Allen
Robert Baily
Richard Bairstow
Lisa Baldock
Trish Barron
Fred Beel
Julie Berry
Denise Bevins
Taz Bhatti
Mick Boon
Lisa Bowen
Craig Bramley
Jeff Breen
Josephine Bunney
Andre Bush
Grant Bussell
George Cartwright
Sheila Cleaver
Mary Jane Coates
Fred Coates
Kristy-Lee Cooke
Joshua Cox
Porscha Cox
Sarah Cunningham
Mark Davis
Nick De Vries
Irene Dempsey
Ryan Djanegara
Jenna Dodge
Russel Dyer
Bill Dziombak
Bronwyn Elvery
Jackie Farmer
Damian Fasher
Greg Finch
Diane Franklin
Steve Gibson
Andrew Griffin
Christine Hayes
Andrew Heath
Diana Herbert
Owen Hightower
Mark Hinch
Brie Holland
David Hooper
Kelly Howlett
Paul Howrie
Justine Hyams
Vicki James
Pip Jarkiewicz
Kelly Johnson
Irene Kelly
Ben Killigrew
Morag Lowe
Fran Maher
Paul Martin
Allan Mason
Salome Mbenjele
Noelene McCann
Kerry McGregor
Dan McKillon
Eliza Mearns
Andrea Meehan
Robyn Middleton
Brittany Moxham
Crystal Naismith
Wayne Ness
Lisa Newman
Caroline O’Neil
Chelsea Podmore
James Purtill
Alex Rey
Nicole Roukens
Lorna Secrett
Robyn Sermon
Victoria Shorter
Danielle Skelton
Fiona Slade
Sonya Stewart
Erin Stewart
Lesley Stone
Vanessa Subramoney
Debra Summers
Lee Sweeney
Penny Taylor
Helen Taylor
Elizabeth Thomas
Lorraine Thomas
Jenny Thomas
Pia Thornett
Lana Treasure
Andre Veder
Brian Wall
Alexis Wallace
Andrew Watt
Anthony Williams
Jordan Williams
Liam Wilson
Kieran Wong
Peter Wood
Shelly Wood
THANKYOU
93
1 Developed with the community by FORM through the Pilbara
Place Making workshop series focusing on Port Hedland. June,
August and September 2010
2 “For John Field (2003: 1-2) the central thesis of social capital
theory is that ‘relationships matter’. The central idea is that ‘social
networks are a valuable asset’. Interaction enables people to
build communities, to commit themselves to each other, and to
knit the social fabric.” Smith, M. K. (2000-2009). ‘Social capital’,
the encyclopedia of informal education, [www.infed.org/biblio/
social_capital.htm].
3 Halpern, D. (2009b). The Hidden Wealth of Nations. Cambridge:
Polity, cited in Smith, M. K. (2000-2009). ‘Social capital’, the
encyclopedia of informal education, [www.infed.org/biblio/social_
capital.htm].
4 The World Bank (1999). ‘What is Social Capital?’, PovertyNet
http://www.worldbank.org/poverty/scapital/whatsc.htm
5 ABS 2011
6 Cuypers, K., et al., 2011
7 Smith, M. K. (2000-2009). ‘Social capital’, the encyclopedia of
informal education, [www.infed.org/biblio/social_capital.htm].
8 Pilbara Framework: Regional Profile, 2.5.3 - Population turnover
(‘churn factor’), Western Australian Planning Commission
9 Leading urban experts CEOs for Cities have identified in their
research 4 key economic advantages cities offer their citizens:
Variety, Convenience, Discovery, Opportunity. CEOs for Cities and
Joe Cortright, City Advantage
10 CEOs for Cities and Joe Cortright,, City Advantage
11 CEOs for Cities and Joe Cortright,, City Advantage
12 Creative Placemaking, Ann Markusen and Anne Gadwa, 2010
13 A recent study of 43,000 people in 26 communities over three
years “found that three main qualities attach people to place:
social offerings, such as entertainment venues and places to
meet, openness (how welcoming a place is) and the area’s
aesthetics (its physical beauty and green spaces)”. (Soul of
the Community survey, Gallup and Knight Foundation http://
www.soulofthecommunity.org/) Moreover, residents rated their
communities’ availability of arts and cultural opportunities and
social community events highest in importance among social
offerings.
14 As noted in ‘Developing and Revitalizing Rural Communities
Through Arts and Creativity’, the Sustainability Strategy
developed for Western Australia, comprised primarily of rural and
remote communities, asserts that “arts and culture are central
to the identity of a healthy and vibrant society”. ‘Government
of Western Australia’, 2003, p. 250, cited in Duxbury, Dr Nancy
and Campbell, Heather. “Developing and Revitalizing Rural
Communities Through Arts and Creativity: An International
Literature Review and Inventory of Resources” CCNC March 2009.
15 Over recent years the level and diversity of social and cultural
resources and infrastructure has declined in the Pilbara.
According to the Spotlight on the Pilbara (ABS and PDC), from
2001 to 2006 Arts and Recreation services in the Pilbara have
reduced, from employment figures of 122 to 77. Spotlight on the
Pilbara, Australian Bureau of Statistics and Pilbara Development
Commission.
16 The value of creative and cultural amenity to community
development is illustrated by the work of Social Impact for the
Arts, and supported by art consultancy Wolf Brown’s work:
“..there is a relationship between the level of cultural engagement
in a community and the degree of social connection among
neighbours, expressed in their willingness to take action on
behalf of the common good. Neighbourhoods richest in cultural
organizations are also the most stable, economically diverse, and
integrated regions within cities. In one major city, during the
1980s and 1990s, the odds that a neighbourhood would revitalize
were highly related to the presence of cultural resources. Even
among the most at-risk neighbourhoods, those with many
cultural organizations within one half-mile were 3-4 times more
likely to see their poverty decline and population increase as
those with few such groups.” Dr. Dennie Palmer Wolf and Dr.
Steven Holochwost, ‘Building Creative Capital’; Mark Stern and
Susan Seifert, ‘From Creative Economy to Creative Society’, SIAP,
University of Pennsylvania.
17 Creative Learning: People and Pathways, Thriving Minds initiative
report by Big Thought and Wolf Brown, 2010
18 Before the Town Got Big explored the stories of the Spinifex Hill
Artists from their experiences of the town and its surrounding
region, before its rapid growth. FORM, 2010, Before the Town Got
Big, FORM, Perth
19 The Pilbara Plan, Pilbara Area Consultative Committee, 2008. This
objective of the plan highlights the significant opportunity arts
and culture can contribute to the Pilbara region.
END NOTES
94
Australian Bureau of Statistics and Pilbara Development
Commission, 2009, Spotlight on the Pilbara, Accessed in October
2011, http://www.regionalspotlights.com.au/SpotlightOnPilbara.aspx
Australian Research Council, Gibson, C and Stewart, A, 2009,
Reinventing Rural Places: The extent and Impact of festivals in rural
and regional Australia, University of Wollongong, New South Wales
BHP Billiton, 2010, Our Sustainability Framework, BHP Billiton
Publishing Service, Melbourne
BHP Billiton, 2008, STA.009- Health, Safety, Environment and
Community (HSEC) Management, BHP Billiton Publishing Service,
Melbourne
Big Thought and WolfBrown, 2010, Creative Learning: People and
Pathways, Thriving Minds initiative report 2006-2010, Big Thought
Publishing Service, Dallas
Brisbane City Council, 2006, Brisbane City Shape 2026, Brisbane
City Council Publishing Service, Brisbane
Brisbane City Council, 2005, Our Shared Vision: Living in Brisbane
2026, Brisbane City Council Publishing Service, Brisbane
CEOs for Cities and Joe Cortright, 2007, City Advantage, CEOs for
Cities Publishing Service, Chicago
CEOs for Cities, conducted by Rowe, M. 2008, 36 Hours Study, CEOs
for Cities Publishing Service
City of Melbourne, 2010, Melbourne Municipal Strategic Statement
and Vision, City of Melbourne Publishing Services, Melbourne
(The) City of New York, 2011, PlaNYC, Accessed November 2011,
http://www.nyc.gov/html/planyc2030/html/home/home.shtml
AuthentiCity and City of Toronto, 2008, Creative City Planning
Framework, City of Toronto Publishing Service, Toronto
Daley, J. and Lancy, A. 2011, Investing in regions: Making a Difference,
Grattan Institute, Melbourne
Duxbury, Dr N. and Campbell, H. 2009, Developing and Revitalizing
Rural Communities Through Arts and Creativity: An International
Literature Review and Inventory of Resources, Creative City Network
of Canada, Vancouver
Department of Regional Development and Lands, 2011, Pilbara Cities,
Accessed November 2011, http://www.pilbaracities.com/
Pilbara Development Commission, 2010, Strategic Plan 2010-2013,
Pilbara Development Commission Publishing Service, Port Hedland
Pilbara Regional Council, 2011, Strategic Plan 2011-2014, Pilbara
Regional Council Publishing Service, Perth
Smith, M. K. (2000-2009). ‘Social capital’, the encyclopaedia of
informal education, Accessed in October 2011, www.infed.org/biblio/
social_capital.htm.
Department of Regional Development & Lands, A Region in Profile:
Pilbara, 2011, Department of Regional Development and Lands
Publishing Service, Perth
Department of Training and Workforce Development, 2010, Skilling
WA - A Workforce Development Plan for Western Australia,
Department of Training and Workforce Development Publishing
Service, Perth
Department of Training and Workforce Development,2010, Training
Together - Working Together, Aboriginal Workforce Development
Strategy, Department of Training and Workforce Development
Publishing Service, Perth
Department of Training and Workforce Development, 2010, State
Priority Occupation List, Department of Training and Workforce
Development Publishing Service, Perth
Department of Training and Workforce Development, 2010, Western
Australian employment trends and prospects, Department of
Training and Workforce Development Publishing Service, Perth
Department of Culture and the Arts, 2010, Strategic Directions 2010-
2014, Department of Culture and the Arts Publishing Service, Perth
Department of Communities, 2008, Strategic Plan 2008-2013,
Department of Communities Publishing Service, Perth
Department of Indigenous Affairs, 2010, Strategic Plan 2010-2012,
Department of Indigenous Affairs Publishing Service, Perth
Department of Indigenous Affairs, 2010, Closing the Gap in
Indigenous Life Outcomes, Department of Indigenous Affairs
Publishing Service, Perth
REFERENCES
95
FORM, 2010, Before the Town Got Big, Form Publishing Service,
Perth
FORM, 2010, Pilbara Place Making Series, Summary Report, FORM
Publishing Services, Perth
Geografia, CCS Strategic Management and Shire of Roebourne,
2009, Karratha 2020 Vision, Shire of Roebourne Publishing Service,
Karratha
Knight Foundation and Gallup, Soul of the Community, Accessed in
November 2011, http://www.soulofthecommunity.org/,
Landcorp and Shire of Roebourne, 2010, Karratha City of the North
Plan, LandCorp Publishing Service, Perth
Landcorp, Shire of Roebourne and Pilbara Cities, 2010, Karratha City
of the North: City Growth Plan, LandCorp Publishing Service, Perth
Landcorp, Shire of Roebourne and Pilbara Cities, 2010, Karratha City
of the North: City Centre Masterplan, LandCorp Publishing Service,
Perth
Markusen, A. and Gadwa, A., Creative Placemaking, 2010
Newman, P., Bilsborough, D., Reed, P. and Mouritz, M., 2010, From
Projects to Places – the 2 Challenges, 4 Themes and 10 Practices of
How to Do it, Pilbara Cities Publishing Services, Karratha
Pilbara RDA (Regional Development Australia), 2010, Preliminary
Pilbara Regional Plan, Pilbara RDA (Regional Development Australia)
Publishing Service, Karratha
Pilbara RDA (Regional Development Australia), 2008, The Pilbara
Plan, Pilbara RDA (Regional Development Australia) Publishing
Service, Karratha
Social Impact of the Arts, Palmer Wolf, Dr. D, and Holochwost, Dr.
S. 2001, Building Creative Capital, University of Pennsylvania Press,
Philadelphia
Social Impact of the Arts, Stern, M and Seifert, S. 2001, From
Creative Economy to Creative Society, University of Pennsylvania
Press, Philadelphia
Tourism Western Australia and WAITOC, 2011, Making a Difference -
Aboriginal Tourism Strategy for Western Australia 2011-2015,
Tourism Western Australia and WAITOC Publishing Service, Perth
Town of Port Hedland, 2011, 2010 Community Survey Results, Town
of Port Hedland Publishing Service, Port Hedland
Town of Port Hedland and RPS, 2011, Draft Implementation Plan
material, Town of Port Hedland Publishing Service, Port Hedland
Town of Port Hedland, 2010, Hedland’s Future Today, Town of Port
Hedland Publishing Service, Port Hedland
Town of Port Hedland, 2008, Public Art Policy 2008-2010, (Draft
Version), Town of Port Hedland Publishing Service, Port Hedland
Town of Port Hedland, 2011, CCS Strategic Active Open Space
Strategy for Town of Port Hedland, (Draft) Town of Port Hedland
Publishing Service, Port Hedland
Town of Port Hedland, 2010, Port and South Hedland, Heading
Forward - Town of Port Hedland Strategic Plan 2010-2015, Town of
Port Hedland Publishing Service, Port Hedland
Town of Port Hedland, 2011, Pilbara’s Port City: Gearing Up, Town of
Port Hedland Publishing Service, Port Hedland
Town and Port Hedland and RPS, 2011, Pilbara’s Port City Growth
Plan, (Draft), Town of Port Hedland Publishing Service, Port Hedland
Western Australian Planning Commission, Pilbara Framework:
Regional Profile, 2009, Western Australian Planning
Commission Publishing Service, Perth
Western Australian Planning Commission, Pilbara Regional Planning
Committee, Pilbara – Planning and Infrastructure Framework (Draft)
Western Australian Planning Commission (Document to be finalised
in late 2011
(The) World Bank, 2011, What is Social Capital?, Accessed in October
2011, http://www.worldbank.org/poverty/scapital/whatsc.htm
96
For more information on the Town of Port Hedland’s
planning for the future, please contact:
Director of Planning and Development
(08) 9158-9300
This document has been compiled and developed by
FORM on behalf of the Town of Port Hedland.
FORM
+61 8 9226 2799
www.form.net.au
www.courthousegallery.com.au
www.thepilbaraproject.com
For more detailed information on the growth and
land use planning developed by RPS for the Town of
Port Hedland, see the Pilbara’s Port City Growth Plan
at: www.porthedland.wa.gov.au
CONTACT
97
Produced by FORM
© 2011-2012
Written by Rebecca Eggleston
With thanks to Lynda Dorrington, Mags Webster, John Royle,
Georgia Armstrong, Zane Hill of FORM
FORM is an independent not-for-profit organisation working to
develop and leverage creativity for community development and
cultural transformation in Western Australia.
FORM’s programs span research and advocacy, strategy
development, artist professional development and opportunities,
exhibition development and community cultural engagement. We
have offices and galleries in Perth, the Pilbara and Midland and work
with creative people from remote and metropolitan communities.
Commissioned by Town of Port Hedland