A

B

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.

78

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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82

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.

83

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

directorpd@porthedland.wa.gov.au

(08) 9158-9300

This document has been compiled and developed by

FORM on behalf of the Town of Port Hedland.

FORM

mail@form.net.au

+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