Arts, culture sport and recreation

Recommendation 86

eyuser — Thu, 23 Jun 2022 01:18:27 +0000

Recommendation 86 eyuser Thu, 06/23/2022 - 09:18

Recommendation

Guide priorities, including infrastructure and investment needs by developing and publishing a 10+ year state arts and culture strategy.

WA Government response

The WA Government responded to Foundation for a stronger tomorrow in February 2023. Recommendation 86 is fully supported. For further information please refer to the response document.

Vision – strategic opportunity

A global location of choice

Serving the emerging consumer class

Strategy objectives

Support a strong, resilient and diversified economy

Maximise wellbeing, liveability and cultural strategic opportunities for our community

Enhance cross-government coordination and planning

Suggested lead agencies

Department of Local Government, Sport and Cultural Industries

Timeframe

2025

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Recommendation 87

eyuser — Thu, 23 Jun 2022 01:15:54 +0000

Recommendation 87 eyuser Thu, 06/23/2022 - 09:15

Recommendation

87. Ensure equitable access to regional-level sporting infrastructure and inform investment priorities in the Perth and Peel regions and major regional centres by:

identifying gaps in the current provision of regional-level sporting and recreation facilities
developing and publishing a 10+ year regional-level sporting facilities plan.

WA Government response

The WA Government responded to Foundation for a stronger tomorrow in February 2023. Recommendation 87 is fully supported. For further information please refer to the response document.

Vision – strategic opportunity

A global location of choice

Strategy objectives

Support population growth and change

Maximise wellbeing, liveability and cultural strategic opportunities for our community

Enhance cross-government coordination and planning

Suggested lead agencies

Department of Local Government, Sport and Cultural Industries

Timeframe

2025

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Recommendation 88

eyuser — Thu, 23 Jun 2022 01:11:40 +0000

Recommendation 88 eyuser Thu, 06/23/2022 - 09:11

Recommendation

88. Optimise use, improve accessibility and ensure facilities are fit for purpose by increasing investment in existing and new arts, culture, sport and recreation infrastructure, including:

delivering an internationally significant flagship Western Australian Aboriginal cultural centre in Perth, subject to a business case
improving the capacity and quality of convention and exhibition facilities in the Perth CBD to attract high-capacity national and global events, subject to a business case
completing planning to redevelop the Perth Convention Precinct
redeveloping the Perth Cultural Centre to improve civic infrastructure and the public domain, subject to a business case
delivering priority capital works proposed in the State Sporting Infrastructure Plan, subject to business cases.

WA Government response

The WA Government responded to Foundation for a stronger tomorrow in February 2023. Recommendation 88 is fully supported. For further information please refer to the response document.

Vision – strategic opportunity

A global location of choice

Promoting and leveraging Aboriginal cultural heritage and enterprise

Serving the emerging consumer class

Strategy objectives

Support a strong, resilient and diversified economy

Support population growth and change

Maximise wellbeing, liveability and cultural strategic opportunities for our community

Enhance cross-government coordination and planning

Get the most from our infrastructure and improve maintenance

Suggested lead agencies

a. Department of Local Government, Sport and Cultural Industries

b. Department of Planning, Lands and Heritage, Department of Finance

c. Western Australian Planning Commission, Department of Planning, Lands and Heritage

d - e. Department of Local Government, Sport and Cultural Industries

Timeframe

a - c. 2032

d. 2025

e. 2032

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Recommendation 89

eyuser — Thu, 23 Jun 2022 00:54:40 +0000

Recommendation 89 eyuser Thu, 06/23/2022 - 08:54

Recommendation

Guide tourism precinct and infrastructure development and investment by developing and publishing a 10+ year state tourism strategy that sets a vision and targets for tourism growth and the associated infrastructure requirements.

WA Government response

The WA Government responded to Foundation for a stronger tomorrow in February 2023. Recommendation 89 is fully supported. For further information please refer to the response document.

Vision – strategic opportunity

A global location of choice

Serving the emerging consumer class

Strategy objectives

Support a strong, resilient and diversified economy

Maximise regional strengths to unlock strategic opportunities for Western Australia

Maximise wellbeing, liveability and cultural strategic opportunities for our community

Enhance cross-government coordination and planning

Suggested lead agencies

Department of Jobs, Tourism, Science and Innovation (Tourism WA)

Timeframe

2024

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Recommendation 90

eyuser — Thu, 23 Jun 2022 00:41:38 +0000

Recommendation 90 eyuser Thu, 06/23/2022 - 08:41

Recommendation

90. Drive increased international and domestic visitation prior to the release of a 10+ year tourism strategy by investing in the 4 jewels in the crown of WA’s tourism offering, including:

preparing destination management plans that expand on existing clusters of attractions and enabling infrastructure; consider long-term supply, demand and capacity goals; and detail a program of new or upgraded infrastructure, amenities and attractions for the:
- Perth region (including Rottnest Island)
- South West region
- Ningaloo Coast (including Exmouth)
- Kimberley region (including Broome)
investing in the infrastructure program detailed in the destination management plans for the 4 jewels, subject to business cases
consistent with Recommendation 36d in the Planning and coordination chapter, capturing the wider impacts of investment decisions on tourism-related infrastructure.

WA Government response

The WA Government responded to Foundation for a stronger tomorrow in February 2023. Recommendation 90 is fully supported. For further information please refer to the response document.

Vision – strategic opportunity

A global location of choice

Serving the emerging consumer class

Strategy objectives

Support a strong, resilient and diversified economy

Maximise regional strengths to unlock strategic opportunities for Western Australia

Maximise wellbeing, liveability and cultural strategic opportunities for our community

Enhance cross-government coordination and planning

Suggested lead agencies

Department of Jobs, Tourism, Science and Innovation (Tourism WA)

Timeframe

a. 2025

b. 2032

c. 2022

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Arts, culture, sport and recreation

eyuser — Wed, 22 Jun 2022 03:41:28 +0000

Arts, culture, sport and recreation eyuser Wed, 06/22/2022 - 11:41

WA is one of the most culturally diverse states in Australia and is home to people from over 190 countries who speak approximately 240 languages and dialects (including around 50 Aboriginal languages). Its capital Perth, is one of the world’s most liveable cities and was ranked sixth globally in 2021. While scoring very well in most measures, lower scores in components of the culture and environment category, which includes cultural and sporting availability, have impacted Perth’s global ranking over the decade to 2021.

Strategic justification

Increased strategic investment is required across arts, culture, sport, recreation and tourism infrastructure to ensure WA remains a sought-after place to live, visit, study and invest. Unified and compelling strategic planning, equitable access to sporting facilities, and investment in major infrastructure assets and tourism attractions will provide the vision and direction currently needed by the sector.

Vision - strategic opportunities

A global location of choice

Promoting and leveraging Aboriginal cultural heritage and enterprise

Serving the emerging consumer class

Sector challenges and opportunities

A unified, flexible and compelling strategy that identifies the needs for arts and culture and the subsequent potential infrastructure responses does not currently exist. Throughout the state, there is a lack of a shared vision and coordinated approach to building liveable cities to attract residents and tourists.

Catchment areas for regional-level sporting facilities are large and often cross local government boundaries which can make it difficult to translate needs into the planning, acquisition, funding and delivery of sites, particularly when large land areas need to be put aside early in the planning phase.

Historical challenges in prioritising and integrating ACSR infrastructure into government decision making has led to under-investment, constraints in community access and limits on potential related economic opportunities.

While the WA Recovery Plan includes some investment in the sector, a significant long-term funding shortfall in the sector is the legacy of intermittent and lower levels of investment over many years.

Much of WA’s ACSR infrastructure is aged, costly to maintain or due for major upgrade or replacement. This is particularly relevant for Perth’s convention and exhibition facilities, the Perth Convention Precinct, and the Perth Cultural Centre. Across the state, the size and range of the infrastructure asset base presents many challenges for organisations that are responsible for their management.

Tourism-related infrastructure is delivered by a range of state agencies rather than being centrally planned, coordinated and delivered. This can result in investment decisions that often overlook the flow-on impacts of increased visitation and a lack of sufficient funding to realise wider tourism-related infrastructure needs (such as car parks, visitor facilities, signage and information required when upgrading roads).

Tourism makes a vital contribution to regional economic growth, diversification and employment. Nature based activities and adventure tourism provide opportunities as major attractors for tourists. WA is home to some of the world’s most unique natural and cultural assets. Combined this presents the opportunity for WA to capitalise on demand through investment in tourism-related assets.

Aboriginal empowerment and self-determination, which has many flow-on impacts, can be supported in part through a sustainable Aboriginal tourism sector. A nationally relevant and internationally recognised flagship Aboriginal cultural centre will provide a much-needed opportunity to showcase and celebrate WA’s world-renowned Aboriginal culture and improve cultural understanding for Western Australians and visitors to the state.

Sport also provides direct social and economic benefits to WA. Sporting clubs and activities bring people and communities together and the positive impact of an active lifestyle on physical and mental health is widely understood. An opportunity exists to maximise these benefits and outcomes through the delivery of priority capital works proposed in the State Sporting Infrastructure Plan.

Arts and culture bring vibrancy and cultural depth to the state, contributing to economic diversity and growth. Recent major investments, such as the WA Museum Boola Bardip and State Theatre Centre, demonstrate the diverse benefits that can be derived from arts and culture infrastructure.

Case study

Main Roads WA is sealing 271 km of the Manuwarra Red Dog Highway between Karratha and Tom Price. Stages 1 to 3 are complete, with work on the final 108 km (Stage 4) due to commence in mid-2022. This project delivers many benefits, including improved connectivity, safety and reduced travel time. It also presents an opportunity to grow the tourism industry in the Pilbara and leverage the richness of the region’s unique cultural and environmental features through provision of greater access to 2 of WA’s premier national parks – Karijini and Millstream Chichester. For further information, refer to: https://www.mainroads.wa.gov.au/projects-initiatives/all-projects/regional/karratha-tom-price/