Agenda of Economic Development Advisory Committee

Agenda – Economic Development Advisory Committee Meeting 31 October 2016 Page 11 of 12

5. Report of Officers

5.1 BROOME GROWTH PLAN - KEY ELEMENTS AND ENDORSEMENT OF DRAFT GROWTH PLAN

LOCATION/ADDRESS: Nil

APPLICANT: Nil

FILE: EDP007

AUTHOR: Director Development Services

CONTRIBUTOR/S: Nil

RESPONSIBLE OFFICER: Director Development Services

DISCLOSURE OF INTEREST: Nil

DATE OF REPORT: 15 October 2016

SUMMARY: The Broome Growth Plan has being prepared as part of the State government’s Regional Centres Development Planning Initiative. At the last meeting of the Economic Development Advisory Committee on 13 October 2016, the Committee considered the status of the Growth Plan and key elements informing the Growth Plan developed over the course of the previous month. The purpose of this report is to provide an update on the work that has occurred on the Growth Plan since 13 October 2016 to finalise the Growth Plan document, and to seek the Committee’s endorsement of the Growth Plan document for submission to the Regional Centres Development Plan Steering Committee.

BACKGROUND

Previous Considerations

OMC 30 July 2015 Item 12.1

OMC 26 November 2015 Item 9.3.2

SMC 19 January 2016 Item 6.2.2

OMC 26 May 2016 Item 10.1

OMC 25 August 2016 Item 12.1

OMC 29 September 2016 Item 10.4

OMC 27 October 2016 Item 10.4

The Broome Growth Plan is being prepared as part of the State government’s Regional Centres Development Plan (RCDP) initiative. The RCDP initiative is led by the Regional Development Council, through the Department of Regional Development, and funded through Royalties for Regions funding. The growth planning process commenced in late 2015 and the Broome Growth Plan has to be finalised by 31 October 2016.

At its meeting on 13 October 2016, the Economic Development Advisory Committee (EDAC) considered a report on the status of the Growth Plan and the key elements that had been developed to inform the Growth Plan over the preceding month. At the meeting on 13 October 2016, EDAC made a number of recommendations to Council regarding various elements informing the Growth Plan and also in relation to the direction of the Growth Plan generally.

Since the EDAC meeting on 13 October 2016, work to finalise the Growth Plan has been undertaken and a final draft Growth Plan has now been prepared. The final draft Growth Plan will need to be submitted to the RCDP Steering Committee once it has been endorsed by Council and the Growth Planning Partnership (GPP).

Since the agenda item for the EDAC meeting on 13 October 2016 was finalised, the following actions have occurred:

· A Project Control Group (PCG) meeting was held on 10 October 2016 (see minutes in Attachment 1 to this report);

· The PCG and the Lead Consultant met with Sue Brand of Natural Area Consulting to discuss the Growth Plan;

· The PCG met with GHD to confirm what was required to finalise the infrastructure sub-consultants report;

· Drafts of the Growth Plan were provided to the PCG and Lead Consultant;

· A GPP meeting was held on 17 October 2016 (see minutes in Attachment 2 to this report);

· A GPP meeting was held on 28 October 2016 (see minutes in Attachment 3 to this report);

· The PCG, Lead Consultant and Sue Brand of Natural Area Consulting held workshops to finalise the draft Growth Plan on 18 October 2016 and 26 October 2016;

· Work on the implementation governance section of the Growth Plan was finalised by officers;

· Figures developed for use in the draft Growth Plan were received and reviewed, with comments provided by the PCG;

· The draft Terms of Reference for the GPP and PCG and the amended Memorandum of Understanding was endorsed by the GPP and Council;

· The Infrastructure Audit and Assessment Report by GHD was received and comments provided by the PCG;

· The Environmental Multi-Criteria Assessment Report by RPS was received and finalised, taking into account comments provided by the PCG;

· The Arts and Culture report by Lockie McDonald was received and comments provided by the PCG;

· The draft Tourism Report by Haeberlin Consulting was received; and

· Draft findings from the Agriculture and Aquaculture Report by Agknowledge were received.

Further detail on these actions and an overview of the final draft Growth Plan document is provided below.

COMMENT

Work to finalise the draft Growth Plan has been completed and the draft Growth Plan is now ready to be submitted to the RCDP Steering Committee, subject to endorsement by Council.

The status of the sub-consultancy reports for the Growth Plan are as follows:

· GHD Infrastructure Audit and Assessment Report is still in draft, and was scheduled to be completed by 28 October 2016 (see Attachment 4);

· RPS Environmental Multi-Criteria Assessment Report was received and finalised with comments from the PCG (see Attachment 5);

· Lockie McDonald Arts and Culture Report was received and comments have been provided by the PCG (see Attachment 6);

· Haeberlin Consulting Tourism Report was received (see Attachment 7);

· Findings from the Agknowledge Agriculture and Aquaculture Report were received, comprising the economic rationale for agriculture (see Attachment 8); and

· Urbis Broome Economic and Situational Analysis Report has not been updated, and was expected to be finalised by 26 October 2016.

While a number of these reports remain in draft and formal comments are yet to be provided on some by the PCG, enough information was available from the draft reports to finalise the Growth Plan for submission to the RCDP Steering Committee.

The ALCES scenario mapping work has not been finalised, and will now be used as part of the implementation of the Growth Plan.

The final draft Growth Plan has been prepared and comprises two parts, included as Attachment 9 and Attachment 10 to this report. An overview of each of these parts is provided below.

Broome Growth Plan – Strategy and Action Program

This first part of the draft Growth Plan includes the following:

· Foreword from the GPP.

· Introduction to the Growth Plan and the growth planning process.

· About this Growth Plan, outlining how the Growth Plan aligns with other planning and strategic documents and the benefits of having a growth plan.

· The Vision and Economic Development Mission of the Growth Plan, including why growth is important and should be guided by a growth plan. The vision for the Broome Growth Plan is stated as ‘Values Driven Growth’ and is represented diagrammatically as follows:

This section outlines the scenarios considered for the Growth Plan, with justification for pursuing scenario 3. The pathways to implementing the Growth Plan initiatives are also introduced.

· Strategic position and identity of the Growth Plan, outlining Broome’s strategic position, economic baseline, capabilities and comparative advantages, weaknesses and barriers and economic growth drivers. This section provides the economic rationale in support of the Growth Plan and discusses attracting investment.

· Core strategies, which outlines the key initiatives used for the Growth Plan (ie. activating the traded economy, activating the precincts of Broome, activating the Dampier Peninsula, activating the economic fundamentals and activating Broome’s human capital) and includes for each initiative:

- a description of the initiative;

- how it achieves growth outcomes;

- linkages to Broome’s competitive and comparative advantages; and

- pathways to achieving the initiative.

This section notes that a number of potential projects and programs that support each of the initiatives have been identified and are summarised in Appendix 2 of the Broome Growth Plan – Background and Context section of the draft Growth Plan.

· The implementation governance structure for the Growth Plan, which discusses the creation of an Incorporated Association to further the aims and objectives of the Growth Plan, but ultimately leaves the final decision in relation to the implementation structure to the GPP as part of the implementation process.

· Performance framework, which outlines that the Growth Plan is to be a living document that responds to change and provides for monitoring and reporting of the Growth Plan, using performance indicators to measure the success of the Growth Plan.

Broome Growth Plan – Background and Context

This second part of the draft Growth Plan includes the following:

· Partnership and Process section, providing an overview of the growth planning process.

· Background – A Network of Resilient and Prosperous Centres, providing an overview of the Regional Centres Development Planning initiative.

· Developing a Growth Plan, which outlines the process employed for the Broome Growth Plan.

· About Broome, providing background on Broome – its location, demographics, economic setting, employment statistics, physical and environmental setting, culture and community, comparative advantages and competitive disadvantages.

· Context and Analysis, which provides an overview of each of the documents that informed the Growth Plan, the program level reports prepared for the Growth Plan, the sub-consultants reports and the stakeholder and community engagement program undertaken for the Growth Plan.

· Strategic Position and Future Scenarios, which overviews the vision for Broome as articulated in the first part of the Growth Plan, the community endorsed guiding principles for the Growth Plan and the four scenarios considered for the Growth Plan.

The draft Growth Plan was endorsed by the GPP at its meeting on 28 October 2016. It should be noted that at this meeting, a number of amendments were made to the draft Growth Plan document, before it was endorsed, to highlight Yawuru’s role in the future growth of Broome. These amendments have been incorporated in the draft Growth Plan shown in Attachment 9 and Attachment 10 to this report.

At the GPP meeting on 28 October 2016, the GPP agreed that the Growth Plan demonstrates a strong commitment to a collaborative vision for Broome.

Overall, the draft Growth Plan is considered to comprehensively represent the work that has been done as part of the growth planning process. It sets out a vision and plan for Broome’s Growth into the future, providing a firm and justifiable base upon which future decisions can be made and project planning can occur.

Therefore, it is recommended that EDAC recommend that Council endorse the draft Growth Plan for submission to the RCDP Steering Committee.

It is noted that the draft Growth Plan endorsed by EDAC and Council will need to be subject to copywriting and final design. Further changes may also be required as a result of feedback provided by the RCDP Steering Committee and following the consideration of the draft Plan by the governing bodies for the other GPP members. The final Growth Plan which incorporates all of these additional modifications will be presented to EDAC at a future meeting.

CONSULTATION

Extensive consultation has occurred as part of the development of the Broome Growth Plan in accordance with a community and stakeholder engagement plan prepared for the Growth Plan.

It should be noted that an opportunity for the broader public to provide comment on the draft Growth Plan has not been allowed for as part of the finalisation of the Growth Plan. At this stage, the GPP has discussed holding public information sessions on the Growth Plan document in November 2016. The decision whether the public will have the ability to provide comment has not been made by the GPP.

STATUTORY ENVIRONMENT

The overarching legislation that governs the operation of the Shire of Broome is the Local Government Act 1995. The Shire’s role and input into the growth planning process has to be consistent with its roles and responsibilities as established by that Act. Local government in Western Australia is established in accordance with the Constitution Act 1889.

Local Government Act 1995

Section 3.1. General function

(1) The general function of a local government is to provide for the good government of persons in its district.

(2) The scope of the general function of a local government is to be construed in the context of its other functions under this Act or any other written law and any constraints imposed by this Act or any other written law on the performance of its functions.

(3) A liberal approach is to be taken to the construction of the scope of the general function of a local government.

Section 3.18. Performing executive functions

(1) A local government is to administer its local laws and may do all other things that are necessary or convenient to be done for, or in connection with, performing its functions under this Act.

(2) In performing its executive functions, a local government may provide services and facilities.

(3) A local government is to satisfy itself that services and facilities that it provides —

(a) integrate and coordinate, so far as practicable, with any provided by the Commonwealth, the State or any public body; and

(b) do not duplicate, to an extent that the local government considers inappropriate, services or facilities provided by the Commonwealth, the State or any other body or person, whether public or private; and

(c) are managed efficiently and effectively.

Constitution Act 1889

52. Elected local governing bodies

(1) The Legislature shall maintain a system of local governing bodies elected and constituted in such manner as the Legislature may from time to time provide.

(2) Each elected local governing body shall have such powers as the Legislature may from time to time provide being such powers as the Legislature considers necessary for the better government of the area in respect of which the body is constituted.

Separate legislation governs the activities of other members of the GPP. The Regional Development Commissions Act 1993 governs the activities of the KDC and the Western Australian Land Authority Act 1992 governs the activities of LandCorp.

Regional Development Commissions Act 1993

Section 23. Objects and functions of a commission

(1) The objects of a commission are to —

(a) maximize job creation and improve career opportunities in the region;

(b) develop and broaden the economic base of the region;

(c) identify infrastructure services to promote economic and social development within the region;

(d) provide information and advice to promote business development within the region;

(e) seek to ensure that the general standard of government services and access to those services in the region is comparable to that which applies in the metropolitan area; and

(f) generally take steps to encourage, promote, facilitate and monitor the economic development in the region.

(2) For the purposes of achieving those objects a commission is to —

(a) promote the region;

(b) facilitate coordination between relevant statutory bodies and State government agencies;

(c) cooperate with representatives of industry and commerce, employer and employee organizations, education and training institutions and other sections of the community within the region;

(d) identify the opportunities for investment in the region and encourage that investment;

(e) identify the infrastructure needs of the region, and encourage the provision of that infrastructure in the region; and

(f) cooperate with —

(i) departments of the Public Service of the State and the Commonwealth, and other agencies, instrumentalities and statutory bodies of the State and the Commonwealth; and

(ii) local governments,

in order to promote equitable delivery of services within the region.

Western Australian Land Authority Act 1992

Section 16. Functions

(1) The Authority has the following functions —

(a) to be an agency which provides, or promotes the provision of, land for the social and economic needs of the State;

(b) to be an agency through which the Crown and public authorities may dispose of land;

(c) to be an agency through which local governments and regional local governments may dispose of land in accordance with the Local Government Act 1995;

(d) to complete the development of the Joondalup Centre, in accordance with the plan referred to in section 18, on the land described in Schedule 2;

(e) to identify other potential centres of population, and centres of population in need of urban renewal, and use its powers to bring about the provision, or improvement, of land, infrastructure, facilities or services for the same.

(1a) It is also a function of the Authority —

(a) to do things that the board determines to be conducive or incidental to the performance of a function referred to in subsection (1); and

(b) to do things that it is authorised to do by any other written law.

(2) In subsection (1) —

Joondalup Centre means the project for the provision of infrastructure and facilities for a centre of population (including infrastructure and facilities for community, cultural, recreational and sporting purposes) that before the commencement of this section was being carried on by the Joondalup Development Corporation under the Act repealed by section 50(1)(c).

(3) The Authority may perform any of its functions in the State or, with the Minister’s approval, elsewhere.

POLICY IMPLICATIONS

The draft List of Projects and initiative areas does not align exactly with the Shire’s Strategic Community Plan and Corporate Business Plan. Given that the Broome Growth Plan is not just a Shire of Broome planning document and has input from and will be delivered by other bodies and organisations, this is not necessarily a barrier to EDAC and Council supporting the Growth Plan. However, EDAC and Council still need to be satisfied that the Growth Plan is appropriate to facilitate the future growth of Broome and will not have an unacceptable impact on the Shire’s policy direction and operations.

FINANCIAL IMPLICATIONS

At this stage, the Broome Growth Plan has no direct financial implications to the Shire. However, in considering the direction of the Growth Plan project, the initiative areas, strategies and identified projects, EDAC and Council should be mindful of the Shire’s resources and satisfied that the Growth Plan will not have an unacceptable impact on the Shire’s financial resources and ability to maintain its core operations.

The Shire’s Long Term Financial Plan (LTFP) sets out planned capital projects the Shire intends to undertake from 2015 to 2030. The following are the only projects identified in the Growth Plan (as amended in response to Council feedback) that are identified in the LTFP:

· Town Beach Revetment/Jetty to Jetty walk infrastructure and redevelopment of the Town Beach Precinct;

· Itinerant camping area for transient Broome residents;

· Lighting for sporting ovals (extend usability);

· Extended sporting/community facilities; and

· Chinatown revitalisation project.

RISK

There is a risk that the outcomes of the growth planning project may commit the Shire to a course of action or investment in projects and initiatives that may impact on the Shire’s ability to resource other policy initiatives and its core operations. The risk of this occurring is considered ‘High’. To mitigate this risk, significant resources were dedicated by Shire Officers in reviewing the inputs to the Broome Growth Plan. In addition, the key inputs to the Growth Plan were workshopped with Council and subject to EDAC and Council’s endorsement to ensure that Council is satisfied that the direction of the Growth Plan is consistent with the Council’s strategic direction.

A significant amount of work and resources were dedicated, utilising Royalties for Regions funding, to develop these key inputs to the Growth Plan. Should Council decide that it wants to alter these key inputs significantly, this may impact on the ability for the Broome Growth Plan to be finalised by the 31 October 2016 deadline. This may impact on the reputation of the Shire with the State government and other stakeholders. The risk of this occurring should Council seek to alter the key inputs significantly is considered ‘High’.

STRATEGIC IMPLICATIONS

Our People Goal – Foster a community environment that is accessible, affordable, inclusive, healthy and safe:

Effective communication

Affordable services and initiatives to satisfy community need

Accessible and safe community spaces

A healthy and safe environment

Our Place Goal – Help to protect the nature and built environment and cultural heritage of Broome whilst recognising the unique sense of the place:

A built environment that reflects arid tropical climate design principles and historical built form

A unique natural environment for the benefit and enjoyment of current and future generations

A preserved, unique and significant historical and cultural heritage of Broome

Retention and expansion of Broome’s iconic tourism assets and reputation

Our Prosperity Goal – Create the means to enable local jobs creation and lifestyle affordability for the current and future population:

Affordable and equitable services and infrastructure

Affordable land for residential, industrial, commercial and community use

Key economic development strategies for the Shire which are aligned to regional outcomes working through recognised planning and development groups/committees

Our Organisation Goal – Continually enhance the Shire’s organisational capacity to service the needs of a growing community:

Sustainable and integrated strategic and operational plans

Responsible resource allocation

Effective community engagement

VOTING REQUIREMENTS

Simple Majority

REPORT RECOMMENDATION:

That the Economic Development Advisory Committee recommends that Council:

1. Notes the status and progress of the sub-consultancy reports; and

2. Endorses the final draft Broome Growth Plan as shown in Attachment 9 and Attachment 10 for submission to the Regional Centres Development Plan Steering Committee.

Attachments

1.	Minutes of the Project Control Group meeting on 10 October 2016
2.	Minutes of the Growth Planning Partnership meeting on 28 October 2016
3.	Draft GHD Infrastructure Audit and Assessment Report
4.	RPS Environmental Multi-Criteria Assessment Report
5.	Lockie McDonald Arts and Culture Report
6.	Haeberlin Consulting Tourism Inputs to the Broome Growth Plan Report
7.	Findings from the Agknowledge Agriculture and Aquaculture Report
8.	Broome Growth Plan - Strategy and Action Program
9.	Broome Growth Plan - Background and Context
10.	Minutes of the Growth Planning Partnership meeting on 17 October 2016

Item 5.1 - BROOME GROWTH PLAN - KEY ELEMENTS AND ENDORSEMENT OF DRAFT GROWTH PLAN

Broome a window to the Kimberley

By Lockie McDonald

For Creating Communities

“What we have to do is build a clear expression of multicultural Broome as a celebration. First and foremost the first peoples then the welcoming of all others into an integrated and sharing community. It is fundamental to the business plan. That is why people come to spend their money here. The value proposition is our stories in this unique landscape.”

Peter Yu, Chief Executive Officer, Nyamba Buru Yawuru

Sections:

· Executive Summary 2

· Background 4

· Five Key Recommendations 6

· Pragmatic Pathways 9

Acknowledgements

Lockie McDonald and the Creating Communities team acknowledge the Yawuru people on whose land these conversations about the Broome Growth Plan took place. We acknowledge those who have gone before us, those who are here today, and those who will come in the future.

We would also like to thank all those who generously donated their time and commitment to respectful conversations informed by considered thoughts, personal perspectives and experiences.

We would also like to thank the staff of the Shire of Broome, the Kimberley Development Commission, Landcorp and the Department of Regional Development for their leadership and for providing the funds to make these conversations possible.

“Despite what the law once said under the cloak of darkness a beautiful abstract human canvas was painted. What comes out of it is the cross pollination of food, cultures, religions. We embraced it as a community. That’s what makes Broome unique. Flakes of paint fall off that canvas and that is the arts and culture of Broome. Right now it’s in danger of being neglected. But it is the very essence of the creative force of this town. It has national significance and an international reputation.”

Mark Bin Bakar A.K.A Mary Geddarrdyu

Executive Summary

The culture and the arts ecology in Broome has a distinct set of comparative advantages. They are the town’s ancient and recent heritage and cultural diversity set in a stunning landscape. The location of the regional airport hub at Broome is also important as it provides the major link for visitors to the cultural wealth of the Kimberley region.

Over the past three decades Broome has developed one of Western Australia’s major economic creative industry clusters with major strengths in music and the performing arts. Broome’s creative cluster is the envy of many other regions. Peak Indigenous organisations, arts organisations and festivals such as Shinju Matsuri Festival, Nyamba Buru Yawuru, the Corrugated Lines Writers Festival, Magabala Books, Theatre Kimberley, Marrugecku Theatre and Golarri Media attract significant culture and arts funding. The Shire of Broome continue to support Shinju Matsuri Festival and provide free venue assistance to Theatre Kimberley’s, Sand Fly Circus. The legacy of Broome’s creative industry cluster is noteworthy as they continue to export globally. Jimmy Chi’s box office hit Bran Nue Dae was released as a feature film in 2010. The music of the Pigram Brothers and the work of Mark Bin Barkar’s, Mary G have impacted on Australia’s cultural identity. Along with Nungala Jandu Women’s Resource Centre producing textile works in Broome the town sits in close proximity to 11 other Aboriginal arts centres across the Kimberley.

Despite the strength of Broome’s creative industry cluster there remains opportunities to maximise the economic and social gains from the cultural assets of Broome.

Five key recommendations emerged from conversations held with members of Broome’s creative industries, health, Indigenous community and arts funding agencies. Within the recommendations in the main report we have suggested some imagined possibities.

The five key recommendations:

1. Local Collaborative Cultural Leadership

If Broome assumes the role of cultural access point for the Kimberley (Gateway to the Kimberley) it needs to play a leadership role and invest in developing and implementing, culture and arts policies and partnerships.

2. Unveil Broome’s Visual Stories

The visual public profile of the culture and arts in the community (public art) presents an economic opportunity for Broome:

· It is recommended the Shire of Broome develop and implement a community cultural plan that links with the activation of the 2014 Public Art Master Plan For Broome Town Site, which is outlined on the Shire’s website. The community cultural plan will maximise impact and national funding opportunities for culture and the arts in Broome.

· Undertake a feasibility study to establish the Kimberley Interpretive/Cultural Centre in Broome as part of the Chinatown redevelopment.

3. Establish International Platforms for Aboriginal Arts and Culture in Broome

· Enhance the presence of marketing collateral and pathways for to experience Aboriginal Arts centres and commercial galleries in Broome and the Kimberley.

· Establish the Kimberley Arts Fair to launch off the back of the Northern Territories Telstra National Aboriginal and Torres Strait Art Award and North Arnhem Lands, Garma Festival.

· Establish the Kimberley Interpretive/Cultural Centre as a place to celebrate the rich heritage, cultures and arts practices of the Kimberley in Broome.

4. Monetising Creative Intellectual Property & Linkages to Markets

A detailed audit of the creative industries is recommended to reveal gaps and opportunities in Broome. This audit will lay the foundations to link creative industry players in Broome and the region to other regions and markets:

· Creative Industries audit and gap analysis

· Capacity building workshops for the creative industries in digital production

· Creation of linkages to other regions, forums and markets

5. Audit and update cultural infrastructure

Beyond the Broome Civic Centre a full audit of Broome venues is recommended to complete a gap analysis of existing cultural infrastructure particularly in the performing and visual arts.

Existing infrastructure:

· A Broome Civic Centre and Pigram Gardens audit has been facilitated by the Shire of Broome in 2016:

o Circuitwest are the peak body for performing arts venues in Western Australia and completed a technical and soft infrastructure audit of the Broome Civic Centre in late 2016 funded by the Department of Culture and the Arts. Regional Venue Improvement Fund at the Department for Arts and Culture can be applied to address any deficit based on need.

· The Pigram Gardens

o There is a critical need for a reduction of backstage site lines to the prison, which may cause disruption.

· Broome Recreation and Aquatic Centre – Share space for Sand Fly Circus

· Broome Senior High Schools Black Box Theatre

In the long term there are opportunities for shared resources in terms of technical equipment and venues particularly in the performing and visual arts.

This report then pragmatically outlines a mechanism to achieve short term, medium term and long-term aspirations within four pathways:

(INSERT POPULATED VISUAL TEMPLATE) For full details of Pathways see page 8

Pathway 1

Building Small Enterprise

Pathway 2

Governance & Policy

Pathway 3

Connecting to Enablers

Pathway 4

Infrastructure

Background

Broome’s Yawuru people’s living culture and arts practices stretch back millennia into Bugarrigurra, or deep time. Much more recently European and Asian settlement during the cattle and pearling booms, added layers of culture and arts practice. Broome today is a multicultural conflation of Asian Aboriginal, and non-Aboriginal heritage, living arts and cultural practices. Nowhere else on the planet can you see such a unique blend of ancient and contemporary Aboriginal and Asian cultures and arts practice. The landscape and the diversity of cultures are Broome’s point of difference.

Location is another significant advantage for the creative economy of Broome. The presence of the regional airport hub at Broome means the town is more accessible than anywhere else in the Kimberley. There are direct flights from Australia’s major centres such as Sydney, Melbourne and Perth.

In the past three and decades Broome has punched above its weight artistically in terms of comparative population and isolation. A myriad of successful art forms and artworks have been exported internationally. Broome has one of the Western Australia’s major creative industry clusters.

Examples of Broome’s cultural exports include Jimmy Chi’s international hit 1990 musical Bran Nue Dae that was released in 2010 as a feature film with an international box office gross of $8,771,604 AUD in that year alone. * Source Box Office Mojo.

The legacy of Broome’s Pigram Brothers is felt across the country. Their soundtrack for the feature film Mad Bastards was nominated for an ARIA Award for Best Original Soundtrack. Other musical exports include Scrap Metal, The Cuckles Band, Foot Prinz, The Ganada Band, Desert Child, Guy Gouse, Kerrianne Cox and one of Australia’s leading exponents of the slap bass guitar, Lorrae Coffin.

Golarri Media has a national legacy having developed and local writers such as Dot West who was involved in SBS television drama The Circuit, which was also shot in Broome. Golarri continue to stage the Taste of Broome a multicultural celebration of the cultural diversity through a blend of cuisine and live performance. Mark Bin Bakar’s character Mary Geddarrdyu also broke onto the national stage on SBS in the Mary G show. Mary G continues to perform across the country from a base in Broome. Mark Bin Bakar was recently the national Chair of the Aboriginal and Torres Strait Islander Arts Board at the Australia Council for the Arts.

Broome also boasts Australia’s oldest and most prestigious Indigenous publishing house Magabala Books. A quiet achiever, Magabala Books also collaborates with a range of local partners to producer Corrugated Lines Writers Festival.

Theatre Kimberley run outreach projects across the region with and deliver weekly acrobatic and performing arts workshops to over 100 young people through the Sand Fly Circus. Four former Sand Fly Circus performers “strutted their stuff” at the most recent Edinburgh Fringe Festival.

Marrugeku Theatre’s Co-Artistic Director Dalisa Pigram and the company’s General Manager are based in Broome. Marrugeku are one of Australia’s leading physical theatre companies and regularly tour internationally.

Broome’s Nungala Jandu Women’s Resource Centre have recently emerged producing textile works. Broome’s proximity to 11 Aboriginal arts centres across the Kimberley is a major opportunity. The success of the annual Shinju Matsuri Festival as a tourism drawcard is well known across the State.

Curiously many of these cultural products attract more attention in markets outside of Broome. Exhibiting or performing elsewhere is beneficial for the artists however there are more opportunities for the local market and residents to be had. So if Broome has a rich creative industry cluster what does it look like for visitors or locals?

What is a visitor’s experience?

A visit to the Broome’s Visitor Centre and an online search reveals very little about the cultural diversity that is on offer in Broome and the surrounding region. There are walls of fishing brochures, or out dated Tripadvisor reviews from 2015 about Short Street Gallery. To be fair the service from the staff at the Visitors centre was extremely helpful and slick.

Marketing collateral about Broome’s cultural assets and the regions eleven outlying Aboriginal arts centres exist but the systems and linkages to present them to visitors are missing. In short Broome is competing with other regions across the country for the same market. An example this is the Cairns Indigenous Arts Fair. In 2015 the Cairns Indigenous Arts Fair generated more than 1200 bed nights. * Source Cairns Indigenous Arts Fair 2015 Report.

What is the local experience?

The creative industries in Broome have undergone a series of shocks with recent losses in the availability of arts funding and corporate sponsorship. All those consulted spoke of the need for the Broome culture and arts community to establish a mechanism for greater collaboration if they were going to achieve greater advocacy for the local ecology.

The key things the local arts community called for were, local collaboration and collective advocacy for the arts in Broome and the need for Shire demonstrate leaderships by developing and implementing an integrated cultural policy beyond the activation of public art. It is recommended the Shire of Broome develop and implement a comprehensive community cultural plan that links to the activation of the 2014 Public Art Master Plan For Broome Town Site.

They also insisted on upgrades to tired or inappropriate performing arts and visual arts infrastructure. In August 2016 Shire facilitated an audit and benchmarking of the technical aspects of the Broome Civic Centre through CircuitWest funded by The West Australian Department for Culture and the Arts. Finally all parties articulated the need to create stronger platforms to showcase Kimberley culture in Broome as the regional access hub.

Five key recommendations emerged from conversations held with members of Broome’s creative industries community.

So what are the opportunities or low hanging mangoes?

With cultural leadership, and collaboration Broome has the opportunity to maximise it’s cultural assets.

Five key recommendations

1. Local Collaborative Cultural Leadership

If Broome assumes the role of a window to the Kimberley (Gateway to the Kimberley) it needs to play a leadership role and invest in developing and implementing, culture and arts policies and partnerships.

2. Unveil Broome’s Visual Stories

The visual public profile of the culture and arts in the community (public art) presents an economic opportunity for Broome:

· To maximise impact and funding opportunities it is recommended that the Shire of Broome develop and implements an integrated community cultural plan. The plan can also articulate links with the rich cultural diversity of the Kimberley region.

· The community cultural plan can also link with the activation of the 2014 Public Art Master Plan For Broome Town Site, which is outlined on the Shire’s website.

· The Chinatown Revitalisation plan is an opportunity to generate significant local story telling through the development of a public art with linkages to 2014 Public Art Master Plan For Broome Town Site. This offers Broome the opportunity to unveil local stories through a range of permanent and ephemeral works.

· The development of the Kimberley Interpretive/Cultural Centre as a place that celebrates the rich diversity of Broome and Kimberley heritage, arts and cultures. This centre while sited in Broome can also be a portal for visitors to access the cultural assets throughout the Kimberley.

3. Establish International Platforms for Aboriginal Arts and Culture in Broome

· Establish systems and infrastructure to support new and existing online presence and marketing collateral that exist for the twelve Aboriginal Arts centres and commercial galleries in the Kimberley.

· Establish the Kimberley Arts Fair to launch off the back of the Northern Territories Telstra National Aboriginal and Torres Strait Art Award and North Arnhem Lands, Garma Festival in August.

· Establish the Kimberley Interpretive/Cultural Centre as a place to celebrate the rich heritage, cultures and artistic diversity of Broome and the broader Kimberley. The inclusion of a physical and online portal to present pathways for visitors and locals to the rest of the cultural assets of the Kimberley.

o Identify market segmentation within the Kimberley Interpretive/Cultural Centre portal infrastructure. Possible market segments:

o Up to $100 dollar purchase

o $1000 to $5000 dollar purchase

o For the high worth market create a discrete break out space to present the most expensive works.

4. Monetising Creative Intellectual Property & Linkages to Markets

· A detailed audit of the creative industries is needed to reveal gaps and opportunities in Broome. This will lay the foundations to link creative industry players in Broome and the region to other regions and markets.

· Partnerships with creative industry incubator projects such as the South West Regions Emergence Festival.

· Digital producer capacity building workshops funding to be sought from Screenwest, Department of Culture and the Arts and the Commonwealth Department of Communication and the Arts.

5. Audit and update cultural infrastructure

A full audit of Broome venues is recommended to complete a real gap analysis of existing cultural infrastructure particularly in the performing and visual arts.

· The Broome Civic Centre and Pigram Gardens audit has been facilitated by the Shire of Broome in 2016:

· CircuitWest are the peak body for performing arts venues in Western Australia and completed a technical and soft infrastructure audit of the Broome Civic Centre in late 2016 funded by the Department of Culture and the Arts. Regional Venue Improvement Fund at the Department for Arts and Culture can be applied to address any deficit based on need.

· The Pigram Gardens

o There is a critical need for a reduction of backstage site lines to the prison, which can cause disruption.

· Broome Senior High School’s 150 seat capacity black box theatre at is excellent but may need additional resources

· Broome Recreation and Aquatic Centre, Sand Fly Circus Gymnasium is in urgent need of

o Fans or air-conditioning to make aerial circus workshops accessible beyond the dry season

o Construction of permanent safer rigging access for aerial circus work

o The construction of a foam pit which can have shared use by gymnasts

o A sprung tumbling run or purpose built floor

· Arts and culture shared technical equipment and storage facilities for Broome with the requisite to vehicles to move items cheaply. Potentially this may become a regional asset.

· Establish a dedicated Creative Hub with shared resources support services and venues for the creative industries in Broome.

· Establish an A class visual arts gallery in Broome, at the Kimberley Interpretive/Cultural Centre as a portal to direct people to the arts centres across the Kimberley.

Pragmatic Pathways

What are the pragmatic pathways to achieving these aspirations?

Pathway 1

Building Small Enterprise

Short term

The arts and cultural funding, corporate sponsorship and philanthropic market is highly competitive. Broome’s arts and culture small enterprises would benefit from a range of training and capacity building workshops in:

· Arts funding and grant writing workshops

· Running workshops with senior producers about how to pitch creative product to funding agencies, Festivals, the Australian Performing Arts Market (an international performing arts market held in Australia annually) and commercial producers and distributors

· National and international skills development work in a range of arts practices

· Creating linkages with other regions is a simple yet effective solution to generating short-term gains in the creative industries. A Broome partnership with the South West Development Commission via the Kimberley Development Commission is an opportunity. The dividend provided by strategic initiatives will result in a cross pollination of creative industry drivers result in real outcomes.

Medium Term

· A discussion it to be had at a policy level within Government about creating incentives for creative industry players to operate in Broome and the Kimberley.

· Advocacy and lobbying for the developing faster nodes of Internet speed in Broome for creative industry developers and producers.

· Explore funding options with creative industries workshops and development forums through the WA Government Department of Culture and the Arts, Screenwest and the Australia Council For the Arts, Ministry for Arts and Culture, which links with the current Commonwealth Innovation rebate.

Pathway 2

Governance & Policy

Short term

· It is recommended the Shire of Broome develop and implement an integrated community cultural plan. The plan can also articulate some links with the rich cultural diversity rest of the Kimberley region. The community cultural plan will increase impact and funding opportunities for culture and arts within the shire.

· In addition to the community cultural plan it is recommended the activation of the 2014 Public Art Master Plan For Broome Town Site, which is outlined on the Shire’s website.

· The Chinatown Revitalisation plan is an opportunity to generate significant local story telling through the development of a public art with linkages to the activation of the 2014 Public Art Master Plan For Broome Town Site, which is outlined on the Shire’s website.

· This offers Broome the opportunity to unveil local stories through a range of permanent and ephemeral works:

o Two dimensional artworks

o Three dimensional sculptural works, think beyond bronze

o Water sculptures

o Sound installations

o A perfume trail

o Digital works:

· Projection artworks, permanent and ephemeral

· Online Apps designed to tell local stories such as the Jetty-to-Jetty Walk created by NBY.

Artsource is the peak public arts agency in Western Australia and will be a valuable resource.

· Establish a Broome Arts Coalition. Rather than create a new entity and meet for meeting sake this can be a broad coalition that has an annual facilitated meeting to explore common ground and collaborative opportunities.

Medium Term

· Exploit an existing Governance structure for two parallel agendas through the Kimberley Interpretive/Cultural Centre Sub Committee to;

1. Conduct a feasibility study for and develop the Kimberley Arts Fair to launch off the back of the Northern Territories Telstra National Aboriginal and Torres Strait Art Award and North Arnhem Lands, Garma Festival.

Benchmarks for what success might look like for the Kimberley Arts Fair include;

o Cairns Indigenous Arts Fair

o Revealed; produced by the Department of Culture and the Arts

o Desert Mob which is produced by Desart in Alice Springs

Cairns Indigenous Arts Fair 2015:

Cairns Indigenous Arts Fair receives significant funding from Arts Queensland and Australia Council for the Arts.

“The 2014 Cairns Indigenous Art Fair attracted a record attendance of more than 18,000 people and generated artwork sales of over $545,000, an important source of income for the artists involved, their families and communities.”

* Arts Queensland Annual Report 2014-15

· Cairns Indigenous Arts Fair was responsible for generating a direct in-scope expenditure impact of over $4.37 million in Cairns and close to $2.6 million in Queensland (by out of state visitors)  

· More than 12,OOO bed nights we generated in Cairns and over 16,6OO bed nights in Queensland (including Cairns) by attendees who visited Cairns/Queensland for the primary purpose of attending CIAF  

· More than 8O% of local attendees indicated that they were likely or very likely to attend future CIAF events held in Cairns  

· Cairns residents recorded the strongest level of agreement with the statements that Cairns Indigenous Art Fair ‘is important for the local area' (1OO%) and ‘Cairns Indigenous Art Fair makes a positive contribution to the image, appearance and reputation of Cairns’ (98.1%).  

*Source 2015 Cairns Indigenous Arts Fair Report, economic assessment

Revealed Sales 2016

“The 2016 event held at the Fremantle Arts Centre again included the exhibition and one day marketplace. The exhibition received a total of 15,767 visitors which is more than ten times the audience in 2015. Exhibition sales reached $51,345 which is nearly a 32 per cent increase from 2015. The marketplace in 2016, whilst having a reduced audience of 3,800, achieved exponential sales totalling $316,000 in the one day. “

* Source WA Department of Culture and the Arts, Present State, An Inquiry into the visual arts sector in Western Australia published in August 2016.

In the medium term there is an opportunity to broaden the Governance model beyond Broome and the usual arts stakeholders to include regional representatives from the Indigenous, Health, Education, and the corporate sectors to form a higher-level board and include senior patrons who have national standing.

Aboriginal Health sector stakeholders expressed the need for partnerships to promote healing, health and wellbeing through arts and health partnerships, which fits nearly into current policy frameworks.

National Policy: Arts and Health Framework

The National Arts and Health Framework, adopted by arts and health ministers in every jurisdiction including the Commonwealth in 2013, is intended to provide a framework for the evaluation of existing programs and support new directions appropriate to each jurisdiction.

The framework recognises Indigenous cultural maintenance as central to health and wellbeing and recommends this holistic approach to inform the delivery of health services.

* Source Investing in Aboriginal Culture: The role of culture in gaining more effective outcomes from WA State Government services, Discussion Paper, WA Department of Culture and the Arts

2. Conduct a feasibility study to establish the Kimberley Interpretative/Cultural Centre in Broome.

The Chinatown Revitalisation Plan has instigated the process to initiative the requisite consultations and feasibilities study. The Kimberley Interpretive/Cultural Centre Subcommittee has carriage of this project.

Long Term

Establish the Australian Museum of Indigenous Arts and Culture in Broome in partnership with the National Museum.

This is an aspirational goal.

Pathway 3

Connecting to Enablers

Short term

· Monetising Creative Intellectual Property & Linkages to Markets

o A detailed audit of the creative industries is needed to reveal gaps and opportunities in order to link creative industry players in Broome and the region to other regions and markets.

o Partnerships with creative industry incubator projects such as the South West Regions Emergence Festival.

o Digital producer capacity building workshops funding to be sought from Screenwest, Department of Culture and the Arts and the Commonwealth Department of Communication and the Arts.

Medium Term

· Monetising Creative Intellectual Property & Linkages to Markets

o Create links in the supply chain to, intrastate, national and international markets through partnership development aimed at plugging cultural assets into deals with major international producers and distributors.

Pathway 4

Infrastructure

Short Term

Audit and update cultural infrastructure

A full audit of Broome venues is recommended to complete a real gap analysis of existing cultural infrastructure particularly in the performing and visual arts.

· The Broome Civic Centre and Pigram Gardens technical audit has been facilitated by the Shire of Broome in 2016:

· Circuitwest are the peak body for performing arts venues in Western Australia and completed a technical and soft infrastructure audit of the Broome Civic Centre in late 2016 funded by the Department of Culture and the Arts. Regional Venue Improvement Fund at the Department for Arts and Culture can be applied to address any deficit based on need.

· The Pigram Gardens

o There is a critical need for a reduction of backstage site lines to the prison, which can cause disruption.

The Shire of Broome can lead a process with the Broome Arts Coalition in their first meeting to advocate for the resources for the remaining venues to be audited and have their needs assessed:

· Broome Senior High School seat capacity Black Box Theatre

· Broome Recreation and Aquatic Centre with regards to the needs of Sand Fly Circus - Equipment funding may be available through the Department for Art And Culture’s Regional Venues Improvement Fund and Lotterywest funding.

Medium Term

· A set of shared performing arts technical equipment and storage facilities for Broome with the requisite to vehicles to move items cheaply. Key to making this a success is light quick to assemble equipment.

Long term

· Establish a dedicated Creative Hub with shared resources support services and venues for the creative industries in Broome. This can be driven by the Broome Arts Coalition

· An A class visual arts gallery in Broome, at the Kimberley Interpretive/Cultural Centre as a portal to direct people to the arts centres across the Kimberley. Governance for the feasibility work for this project can be part of the brief for the Kimberley Interpretive/Cultural Centre Centre sub committee

Who we spoke to:

Peter Yu, Chief Executive Officer, Nyamba Buru Yawuru, Gwen Knox Artistic Director Theatre Kimberley, Meredith Bell, Circus Coordinator, Sand Fly Circus, Jael Johnson, Administrative Assistant, Theatre Kimberley, Mark Bin Barkar, Mary G Enterprises, Wayne Baker, Festival and Events Director, Kimberley Aboriginal Law and Culture Centre, Lisa Burton Marketing Manager, Magabala Books, Jeremy Smith, Arts Practice Director - Community, Emerging & Experimental Arts & Frank Panucci Executive Director of Funding, Australia Council for the Arts, Colin Walker, Executive Director, Arts and Cultural Development, Department of Culture and the Arts, Vickie O’Donell Chief Executive Director of Kimberley Aboriginal Health Service, Robert Mahony, Chief Executive Officer, Broome Regional Aboriginal Medical Service, Chris Maher, Chair, Shinju Matsuri Festival, Suzzane Jess, Nyamba Buru Yawuru, Bruce Gorring, General Manager, Marruecku Theatre. Suzie Hazelhurst, recent Manager Community Development, The Shire of Broome and former Chair of Regional Arts Australia and Country Arts WA.

Item 5.1 - BROOME GROWTH PLAN - KEY ELEMENTS AND ENDORSEMENT OF DRAFT GROWTH PLAN

1. Section 2 – Addition to the Introduction

The recent TNS research into target market perceptions, motivations and barriers to visiting Broome helps to focus on the three-part challenge to achieving the Growth Plan objectives. The findings showed that while Broome and the Kimberley both have strong appeal to three different market sectors, there are significant real and perceived barriers to visitation – awareness and knowledge levels were low, particularly with the linkage between Broome and the Kimberley, Broome is seen as expensive to get to, the experience once here is not up to expectation, and there is not enough product intensity to warrant extended or repeat visits.

The three-part challenge, then, is to:

• Leverage the broader range of imagery and experiences to build a more compelling reason (and brand position) to visit

• Make it easier to visit once people have made the decision – through greater access for cruise, fly and drive markets

• Deliver a world-class experience once they are here by leveraging increased product range, better access to indigenous tourism product and a more vibrant and energized industry that is supported by strong leadership

Tourism is uniquely placed to be one of the major growth pillars of Broome and the Kimberley. It already is a strong contributor to both economic output and employment, and there are significant opportunities for Tourism to play a major role in achieving the Scenario 3 outcomes identified by Urbis through enhanced indigenous workforce participation while simultaneously meeting many target market needs for high quality indigenous tourism experiences.

2. Section 2 – List of Potential Projects/Programs

Project and Description	Link to Other Initiatives	Timeframe
Build a more compelling reason to visit
Integrated Brand and Marketing Strategy Based on the findings of the TNS research, it is clear that any brand and marketing strategy for Broome needs to be properly integrated with a broader Kimberley strategy. The brand strategy needs to provide a framework for industry to leverage, and needs to address target market perceptions of lack of product, and lack of awareness of Broome’s link to the Kimberley. The marketing strategy needs to provide an initiative-based roadmap to build on the brand framework and build awareness, consideration and visitation for Broome. The strategies will need be developed in alignment and integration with broader ANW and Kimberley marketing efforts, and will therefore closely link into the Leadership project.		2017
Make it easier to get here
Activation of the Dampier Peninsula A proposal to seal the Cape Leveque Road to provide greater connectivity between Broome, communities and tourism product along the Dampier Peninsula. Careful consideration needs to be given to the social, environmental and cultural impacts of greater access to the Dampier Peninsula.		2020
Increased Aviation access Increased Aviation access to a range of markets is a major enabler of future Tourism growth. Initiatives, incentives and cooperative marketing programs will need to be developed in parallel with broader demand creation activities to ensure sustainable success. Ongoing route viability will require other industries to be growing in tandem with tourism to reduce seasonality and spread the risk for airlines.		Ongoing
Broome Port Cruise Liner Capacity While visitation to the Port of Broome by cruise liners is limited compared to other regional Western Australian ports, it is one of the most recognized port destinations. Assuming local product can be effectively integrated with visits from cruise liners, the tourism industry will benefit greatly for more, longer visits from larger vessels. This requires upgrades to port infrastructure and operations, in particular the removal of a rock/sand mass in the port channel to enable cruise ship entry on low tide, and an all tide gangway to enable passengers to safely disembark. The Kimberley Port Authority is current exploring different options for progressing these requirements.	Kimberley Port Authority	2020
Deliver a world-class experience
Chinatown Revitalisation Chinatown is a historical commercial centre in Broome located between Carnarvon and Dampier Streets in the town’s centre. It is an important component of the built form in terms of demonstrating the multi-cultural nature of the town from both a local and tourism perspective. Revitalisation in terms of built form and activity will have significant positive local impact and serve as a tourist attraction, reflecting the unique cultural heritage of Broome.	See separate section
Yawuru Cultural Centre The cultural centre will provide exhibition, educational, commercial and community functionality housed in culturally sensitive built form on a culturally important and suitable site. Because Yawuru are the traditional owners of the land in and around Broome, the Centre will focus on Yawuru culture, but will also have significant and visible connection to other Aboriginal cultures in the region.	See separate section
Commercial and Recreational Boating Infrastructure A small vessel marina would deliver value to the highly marine-oriented local community, and would also be an important tourism asset. It is envisaged that a facility would include retail capacity, rendering it a tourism asset in its own right, and would also provide small marine tourism operators with a more appropriate operational base. It would also attract the growing global private cruising market. The facility should also include a small boat launching facility in order to service the independent traveller market.	DoT is forming a steering committee to progress
Icon Events Development of a calendar of icon events in Broome, with linkages to Kimberley events. Successfully implementing this strategy will require a streamlined approach to event approvals, licensing and logistics, and the development of add-on tourism products to package with the events.		2017
Leadership A reconciled and sustainable long-term leadership model for tourism in Broome is critical. The current iteration of the Broome Toursim Leadership Group was intended as an interim step towards this model, but now there needs to be an integrated model developed that aligns with regional strategy through ANW, Kimberley strategy across multiple stakeholders, and the strategy for Broome. The model needs to address funding, governance and specific mandates for different parties within the leadership structure.		2017

Pathways	Short term	Medium term	Long term vision
Small enterprise	1. Brand and marketing strategy	2. Fast-track program for new product and events 3. Packaging workshops to assist small operators to form new packaged offers 4. Leverage brand in small business marketing 5. Indigenous product acceleration program	Small business feels supported in delivering the best possible outcome for Broome and its visitors.
Governance	1. Determination of optimal long term leadership structure	2. Implementation of long term leadership structure	The different tiers of tourism marketing leadership for the Kimberley and Broome are integrated and functional.
Enablers	1. Broome Tourism Employment Plan		There is a sustainable and skilled employment base for Broome.
Infrastructure		1. Broome Port upgrades 2. Chinatown revitalisation 3. Cape Leveque Road upgrade 4. Small vessel marina	Broome tourism infrastructure is refreshed and meets the needs of target cruise, fly and drive markets.

	GRP		Employment
Major uplift strategies	Direct	Multiplier	Direct	Multiplier
Cruising	Y			Y
CLR	Y		Y
Marketing/brand	Y			Y
Infrastructure		Y	Y	Y
Culture		Y	Y
Aviation	Y			Y
Product		Y	Y

Strategy	% uplift	$ value ($m)	Source/assumption/rationale
Cruising	N/A	$6.5	13 new ships x $500,000 benefit
Cape Leveque Road	N/A	$5.4	URBIS modelling
Marketing/branch	30%	$82.5	30% x trend CAGR x tourism contribution to GRP
Infrastructure	15%	$37.1	15% increase in tourism contribution to GRP over baseline
Culture	10%	$24.7	10% increase in tourism contribution to GRP over baseline
Aviation	30%	$82.5	30% x trend CAGR x tourism contribution to GRP
Product	20%	$49.5	20% increase in tourism contribution to GRP over baseline
TOTAL POTENTIAL TOURISM CONTRIBUTION		$288.2

Report	Author	Date
2036 and Beyond: A Regional Investment Blueprint for the Kimberley	KDC	July 2014
Broome and Kimberley Perceptions Research	TNS	March 2016
Broome Tourism Strategy	Haeberlin Consulting, Broome Tourism Leadership Group	September 2014
Broome Economic and Situational Analysis	Urbis	September 2016
Unlocking the Door – A study into the feasibility of Broome as a commercial and logistics hub for the Kimberley	Australian Venture Consultants	July 2015
Unlocking the Door Consultation Project – Tourism Sector Workshop Report	Australian Venture Consultants	May 2016

Project and Description	Groups
Activation of the Dampier Peninsula A proposal to seal the Cape Leveque Road to provide greater connectivity between Broome, communities and tourism product along the Dampier Peninsula. Careful consideration needs to be given to the social, environmental and cultural impacts of greater access to the Dampier Peninsula.	See broader section
Broome Port Cruise Liner Capacity While visitation to the Port of Broome by cruise liners is limited compared to other regional Western Australian ports, it is one of the most recognized port destinations. Assuming local product can be effectively integrated with visits from cruise liners, the tourism industry will benefit greatly for more, longer visits from larger vessels. This requires upgrades to port infrastructure and operations, in particular the removal of a rock/sand mass in the port channel to enable cruise ship entry on low tide, and an all tide gangway to enable passengers to safely disembark. The Kimberley Port Authority is current exploring different options for progressing these requirements.	Kimberley Port Authority Cruise Broome
Chinatown Revitalization Chinatown is a historical commercial center in Broome located between Carnarvon and Dampier Streets in the town’s center. It is an important component of the built form in terms of demonstrating the multi-cultural nature of the town from both a local and tourism perspective. Revitalization in terms of built form and activity will have significant positive local impact and serve as a tourist attraction, reflecting the unique cultural heritage of Broome.	See separate section
Yawuru Cultural Centre The cultural centre will provide exhibition, educational, commercial and community functionality housed in culturally sensitive built form on a culturally important and suitable site. Because Yawuru are the traditional owners of the land in and around Broome, the Centre will focus on Yawuru culture, but will also have significant and visible connection to other Aboriginal cultures in the region.	Yawuru
Commercial and Recreational Boating Infrastructure A small vessel marina would deliver value to the highly marine-oriented local community, and would also be an important tourism asset. It is envisaged that a facility would include retail capacity, rendering it a tourism asset in its own right, and would also provide small marine tourism operators with a more appropriate operational base. It would also attract the growing global private cruising market. The facility should also include a small boat launching facility in order to service the independent traveller market.	Department of Transport