Why?
We are committed to this strategic pillar because we want to see an Australian society where Aboriginal and Islander peoples thrive, exercising self-determination in their cultural and economic lives; where their voices shape the creative experiences that define this place; and where creativity builds genuine connection and cultural respect between all Australians.
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‍How?
Through genuine partnerships we will bring to life meaningful economic opportunities for Aboriginal and Islander artists and communities, working together so that the diversity of Aboriginal and Islander culture is respected, stories are valued, and the right to self-determination comes first.

‍What?
We will:
1.1 Grow Aboriginal and Islander artist career development programs and opportunities.
1.2 Work with Aboriginal Art Centres and art galleries to strengthen regional networks, working in collaboration with peak and regulatory bodies and other key community stakeholders.
1.3 Support Aboriginal and Islander people to achieve their community development aspirations, creating opportunities for learning, embedding cultural protocols, respect and exchange, across diverse communities.
1.4 Partner with Aboriginal and Islander communities to achieve their destination development aspirations, building regenerative cultural tourism practice in the regions.
1.5 Drive creative industry development and diversification; strengthening market pathways and market share to Aboriginal and Islander peoples.
1.6 Commit to attain an Innovate Reconciliation Action Plan (RAP) and investigate launching a Stretch (RAP).

‍Impact
1. Thriving, culturally grounded, professionally equipped and publicly celebrated Aboriginal and Islander creatives.
2. Collective resilience in a connected network of Aboriginal Art Centres.
3. Increased understanding, appreciation, and respect for the diversity of Aboriginal and Islander identity and culture.
4. Increased local pride, community connection and appreciation of place.
5. Increased economic wellbeing for Aboriginal and Islander creatives and communities.
6. Agency and voice are prioritised for our Aboriginal and Islander partners. Our genuine partnerships and sphere of influence advance reconciliation through our Reconciliation Action Plan.

Why?
We are committed to this strategic pillar because world-class cultural tourism and genuine community benefit are inseparable. Today's visitors seek authentic, meaningful experiences rooted in real places and living cultures – and Western Australia's landscapes, Aboriginal and Islander living cultures, and diverse communities are among the most extraordinary on earth. As WA's visitor economy grows, creativity will unlock our state’s potential as a premier destination. Creativity will build new audiences, local pride, and lasting renewal through genuine connection between people, place, and story.
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‍How?
Through a regenerative approach, we will work from the ground up, in genuine partnership with communities, to create bold, large-scale cultural experiences that lead the cultural tourism economy and set the standard for what is possible.  Made in WA, we will connect global creative talent with local creatives, knowledge holders, and communities to deliver experiences that captivate, build new audiences, and leave something enduring behind. In everything we do, Aboriginal and Islander cultural authority comes first.

‍What?
We will:
2.1 Deliver bold, accesible, large-scale cultural tourism experiences that are Australian-firsts – embedding co-design, Aboriginal cultural engagement, local creatives and community storytelling at every stage.
2.2 Build a sustainable pipeline of cultural tourism projects, diversifying across a range of experience categories and regions, aligned to WA’s unique strengths and tourism sector priorities.
2.3 Maximise economic benefit through local procurement.
2.4 Devise a sustainable business model for Cultural Tourism that reduces risk associated with project cycles and builds on strategic partnerships.
2.5 Design experiences to drive regional development that cuts across sectors and addresses local social and economic challenges.

‍Impact
1. Increased visitation to, and dispersal across, Western Australian destinations.
2. Increased reach and engagement with new and non-traditional audiences.
3. Increased local pride, community connection and appreciation of place.
4. Increased diversity and economic impact of the cultural tourism economy.
5. Increased community resilience and cultural vitality.

Why?
We are committed to this strategic pillar because we want to see a Western Australia where every young person – no matter where they live or learn – develops the creativity and critical thinking skills to shape their own future. Where education equips children not just for the jobs of today, but for the challenges and opportunities of a rapidly changing world. Where WA's long-term economic resilience is built not only on its natural resources, but on the ingenuity, adaptability, creativity, and confidence of its people.
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‍How?
By re-energising our well-established creative learning partnerships with schools, industry, and the creative sector, to demonstrate and advocate for an innovative approach to education. Working alongside educators and communities, we will build the evidence and frameworks to drive systemic change towards creativity at all levels of Western Australian education.

‍What?
We will:
3.1 Establish a Future Creators Research Consortium, bringing together schools, universities, industry, and/or creative organisations around education innovation to evolve and strengthen FORM’s teacher training pedagogy.
3.2 Scale and accelerate teacher training, including establishing pre-service teacher training in Future Creators approach, and school leader Future Creators networks.
3.3 Develop a capacity building program for the creative sector to accredit Western Australian creatives in the Future Creators approach across the state.
3.4 Deliver public-facing Future Creators programming across Western Australia, connecting young people (and their parents) with creativity, creative industry pathways, and sparking the hunger for creativity and critical thinking skills to shape their own future.

‍Impact
1. Evidence-based research, generated, translated and embedded, to future-proof teaching pedagogy in Western Australia.
2. A future-focused teaching workforce prepared to deliver future-ready learning in Western Australian classrooms.
3. Increased and equitable access to future-ready learning, with measurable reach into schools and communities that demonstrate the most need.
4. Increase in educator and student wellbeing, including improved mental health and/or positive sense of self.
5. Increase in student acquisition of the skills needed to thrive as future-ready citizens and life-long learners.
6. Increased community of practice and career pathways within the Creative Industries.
7. More young people empowered with a love of learning, storytelling, creativity, and the skills to thrive in tomorrow’s Western Australian creative and innovation economy.  

Why?
We are committed to this strategic pillar because creative placemaking does more than beautify spaces – it builds identity, fosters belonging, and tells the stories that make a community distinct. Western Australia is growing rapidly, creating a once-in-a-generation opportunity to embed creativity into the fabric of our built environment. We want every Western Australian community to have access to bold, beautiful creative experiences that let them feel seen, connected, and proud of where they live.
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‍How?
We will turn spaces into stories and ideas into experiences that captivate, connect, and endure. We will deliver bold ideas and high-impact outcomes in public art, cultural planning, placemaking, Aboriginal and Islander engagement, and creative activation. In short, we will make places unforgettable.

‍What?
We will:
4.1 Advocate for and grow Land.Mark.Art opportunities; mentoring, developing and delivering high-quality Aboriginal and Islander public art outcomes.
4.2 Grow and maintain FORM’s premier thought-leadership and values-led position in the public art professional services sector.
4.3 Influence creative cities planning as a supplier of choice for relevant strategy, policy, and research.
4.4 Develop and grow new media and digital experiences in the public realm, leveraging the experience economy.
4.5 Investigate the feasibility of providing events and temporary activations services in the Perth Metro area.

Outcomes
1. Creative practitioners gained new knowledge, insight, ideas and/or skills.
2. Connection with natural heritage and the environment increased.
3. Positive sense of place in the local built environment experienced.
4. Contribution made to neighbourhood character and regeneration.