{ "entity_id": "S-WA-009", "folder": "Department-of-Local-Government-Sport-and-Cultural-Industries", "name": "Department of Local Government, Sport and Cultural Industries", "type": "State Department", "jurisdiction": "WA", "portfolio": "Local Government", "website": "https://www.dlgsc.wa.gov.au/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": false, "has_kpi_results": false, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 26, "n_kpi_targets": 0, "n_kpi_results": 0, "n_outcomes": 7, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "Western Australia has a world-renowned screen industry showcasing exceptional creative content and stories to the world. Government and industry align to create new highly skilled jobs, attract investment and activity to grow and diversify our economy, and enrich our cultures and our people.", "official_site_url": "https://www.dlgsc.wa.gov.au/", "source_documents": [ { "type": "strategie", "title": "Review of Strategic Directions 2016-2031.pdf (1418 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf?sfvrsn=d67a2cf7_4", "period": "2016", "confidence": "medium" }, { "type": "strategie", "title": "Arts Leadership Group Strategic Directions 2016-2031.pdf (6976 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031.pdf?sfvrsn=8446dc6b_2", "period": "2016", "confidence": "medium" }, { "type": "strategie", "title": "Arts Leadership Group Strategic Directions 2016-2031 - Quick reference guide.pdf (1976 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031-quick-reference-guide.pdf?sfvrsn=63a0be67_6", "period": "2016", "confidence": "medium" }, { "type": "strategie", "title": "DLGSC Strategic Directions 2020-2023.pdf (514 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/the-department-document/dlgsc-strategic-directions-2020-20239e4f6d97230642f7bdc0633b9fb94c59.pdf?sfvrsn=d7166254_8", "period": "2020", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Funding Review Close out report.pdf (538 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-close-out-report.pdf?sfvrsn=f0ea5625_2", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Strategic Funding Review Attachment A.pdf (816 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-attachment-a.pdf?sfvrsn=8fee5a1c_1", "period": null, "confidence": "medium" }, { "type": "strategie", "title": "Strategic Funding Review 2019.pdf (1276 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1", "period": "2019", "confidence": "medium" }, { "type": "strategie", "title": "Strategic Plan 2026 to 2029.pdf (8187 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/the-department-document/cits-internal-comms_015-strategic-plan-a4-landscape-2.8.pdf?sfvrsn=5a84871f_3", "period": "2026", "confidence": "medium" }, { "type": "strategie", "title": "WA Hiking Strategy bushwalking and trail running in WA 2020-2030.pdf (5418 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6", "period": "2020", "confidence": "medium" }, { "type": "strategie", "title": "Western Australian Screen Industry Strategy 2024-2034.pdf (3927 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034.pdf?sfvrsn=e56aa163_7", "period": "2024", "confidence": "medium" }, { "type": "strategie", "title": "Western Australian Screen Industry Strategy 2024-2034 - Summary.pdf (973 KB)", "url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "period": "2024", "confidence": "medium" } ], "purpose": null, "vision": { "text": "Western Australia has a world-renowned screen industry showcasing exceptional creative content and stories to the world. Government and industry align to create new highly skilled jobs, attract investment and activity to grow and diversify our economy, and enrich our cultures and our people.", "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 1, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=1" }, "strategic_priorities": [ { "title": "Enabling — Production — Infrastructure — Workforce — Building capacity and capability", "description": "Enabling — Production — Infrastructure — Workforce — Building capacity and capability", "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 1, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=1" } ], "values": [], "outcomes": [ { "name": "An increase in the gross value of the screen industry in WA", "description": "An increase in the gross value of the screen industry in WA", "activities": [], "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 2, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2" }, { "name": "An increase in the attraction and retention of full-time screen practitioners in WA", "description": "An increase in the attraction and retention of full-time screen practitioners in WA", "activities": [], "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 2, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2" }, { "name": "WA screen businesses and game studios increase their commercial viability, sustainability and ability to leverage opportunity", "description": "WA screen businesses and game studios increase their commercial viability, sustainability and ability to leverage opportunity", "activities": [], "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 2, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2" }, { "name": "WA’s screen practitioners, and game and interactive developers are recognised and perceived globally as world leading", "description": "WA’s screen practitioners, and game and interactive developers are recognised and perceived globally as world leading", "activities": [], "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 2, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2" }, { "name": "A diverse, inclusive and culturally rich WA screen industry with sustainable careers and career pathways for First Nations people and people from diverse communities", "description": "A diverse, inclusive and culturally rich WA screen industry with sustainable careers and career pathways for First Nations people and people from diverse communities", "activities": [], "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 2, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2" }, { "name": "A Screen Production Facility is delivered, and grows the capacity and skills of the WA screen industry across the whole of the State", "description": "A Screen Production Facility is delivered, and grows the capacity and skills of the WA screen industry across the whole of the State", "activities": [], "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 2, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2" }, { "name": "Screen businesses and game development studios are accessing increased levels of Commonwealth screen incentive programs", "description": "Screen businesses and game development studios are accessing increased levels of Commonwealth screen incentive programs", "activities": [], "source_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6", "source_page": 2, "source_deep_url": "https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2" } ], "performance_measures": [], "document_alignment_terms": { "must_support": [ "Western Australia has a world-renowned screen industry showcasing exceptional creative content and stories to the world. Government and industry align to create new highly skilled ", "Enabling — Production — Infrastructure — Workforce — Building capacity and capability" ], "watch_terms": [], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "strategy_brief_md": "# Department of Local Government, Sport and Cultural Industries — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6)\n\n## Vision\n\n> Western Australia has a world-renowned screen industry showcasing exceptional creative content and stories to the world. Government and industry align to create new highly skilled jobs, attract investment and activity to grow and diversify our economy, and enrich our cultures and our people. [[CP p.1](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=1)]\n\n## Government priorities for this department\n\n- Enabling — Production — Infrastructure — Workforce — Building capacity and capability [[CP p.1](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=1)]\n\n## Outcomes\n\n### An increase in the gross value of the screen industry in WA\nAn increase in the gross value of the screen industry in WA [[CP p.2](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2)]\n\n### An increase in the attraction and retention of full-time screen practitioners in WA\nAn increase in the attraction and retention of full-time screen practitioners in WA [[CP p.2](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2)]\n\n### WA screen businesses and game studios increase their commercial viability, sustainability and ability to leverage opportunity\nWA screen businesses and game studios increase their commercial viability, sustainability and ability to leverage opportunity [[CP p.2](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2)]\n\n### WA’s screen practitioners, and game and interactive developers are recognised and perceived globally as world leading\nWA’s screen practitioners, and game and interactive developers are recognised and perceived globally as world leading [[CP p.2](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2)]\n\n### A diverse, inclusive and culturally rich WA screen industry with sustainable careers and career pathways for First Nations people and people from diverse communities\nA diverse, inclusive and culturally rich WA screen industry with sustainable careers and career pathways for First Nations people and people from diverse communities [[CP p.2](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2)]\n\n### A Screen Production Facility is delivered, and grows the capacity and skills of the WA screen industry across the whole of the State\nA Screen Production Facility is delivered, and grows the capacity and skills of the WA screen industry across the whole of the State [[CP p.2](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2)]\n\n### Screen businesses and game development studios are accessing increased levels of Commonwealth screen incentive programs\nScreen businesses and game development studios are accessing increased levels of Commonwealth screen incentive programs [[CP p.2](https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6#page=2)]", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Department of Local Government, Sport and Cultural Industries - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:53:06.885558+00:00\n**Entity ID**: S-WA-009\n**Entity type**: State Department\n**Jurisdiction**: WA\n**Portfolio**: Local Government\n**Website**: https://www.dlgsc.wa.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| other-pdfs | 5 |\n| pages | 37 |\n| reviews | 10 |\n| strategies | 11 |\n\n## Executive Readout\n\n### Purpose\n\n- [Page 6]\nMilestones In progress\nBy 2021\nEstablished a process that ensures ongoing dialogue between the • Chamber of Arts and Culture WA’s Five Year Review of Strategic Directions\nDLGSC, local government, the sector and the public for the purpose 2016-2031 completed in 2021.\nof advocating, monitoring and reviewing ‘Strategic Directions’. • DLGSC to consult with the sector in the development of a 10 Year Vision\nfor Culture and the Arts in Western Australia (2023-2033).\n Source: `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf?sfvrsn=d67a2cf7_4)`\n- Introduction 11\n1.1 The purpose of the strategy 12\n1.2 Project methodology 12\n1.3 Vision 13\n1.4 Guiding principles 13\n2.\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- Western Australian Strategic Trails Blueprint 2017-2021. (2017)\nAccess Consumer focus Consistency\nConsideration is given to ease Trails are planned and developed Lead agencies and relevant\nof access for all members of to match current community and stakeholders enact change\nthe community, including local market needs and respond to consistent with the Blueprint\nresidents and visitors future change\nSustainability Evidence base Innovation\nTrail planning and development Effective monitoring and Global advances in trail\ntake into account short and long evaluation are undertaken to development and emerging\nterm community, health, social, contribute to planning relevant technologies (such\neconomic and environmental as media, measurement,\nconsiderations research) are reflected in trail\nimprovements\nCommunity benefit Visitor economy Engagement\ncontribution\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- Milestones in progress\nBy 2021\nEstablished a process that ensures ongoing dialogue between the DLGSC, local government, the sector and the public for the purpose of advocating, monitoring and reviewing Strategic Directions:\nChamber of Arts and Culture WA’s Five Year Review of Strategic Directions 2016-2031 completed in 2021\nDLGSC to consult with the sector in the development of a 10 Year Vision for Culture and the Arts in Western Australia (2023-2033).\n Source: `pages/strategies-index__07.html (https://www.dlgsc.wa.gov.au/department/publications/publication/review-of-strategic-directions-2016-2031)`\n\n### Role and Functions\n\n- Council policies limited the use of this facility to official functions\nand to enable council members “… to meet their unique civic responsibilities”.38\nThe Administration\nThe Administration of the City consisted of between 720 employees at 30 June 2015\nand 765 employees at 30 June 2018.39 It also relied on volunteers and contractors.\n Source: `other-pdfs/copi_volume-1.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/city-of-perth/copi_volume-1.pdf?sfvrsn=7e5b88e0_3)`\n- The centrepiece of long-term neglect of core funding\nRevive is the establishment for the collecting institutions,\nof Creative Australia, which for both capital and operations.\nwill restore and modernise the Updated government policy on\nAustralia Council for the Arts. this does not form part of cultural\nThe Albanese Labor Government policy but future funding for\nwill restore funding that was Australia’s collecting institutions\npreviously cut and provide is being assessed as part of the\nadditional funding to expand the Budget process.\nfunctions and responsibilities of\nthe Australia Council under the Revive builds on the important\nnewly created Creative Australia. work of previous governments;\nThis strategic shift will support it revitalises the work of\nareas where traditionally the Gough Whitlam who established\nAustralia Council has been forced the Australia Council as a\n Source: `other-pdfs/national-culturalpolicy-8february2023.pdf (https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf)`\n- [Page 11]\nIMPLEMENTATION OF STRATEGIC DIRECTIONS\n2 0 1 6 - 2 0 3 1\nTo deliver a coordinated plan, State Government, public for the purpose of advocating, monitoring and\nLocal Government, the education and training reviewing ‘Strategic Directions’.\nsectors and the peak bodies of the sector will need\nWith different sub-sectors at different stages of government plays the right facilitative role in sector\nagreement on their respective roles.\ndevelopment and requiring different investment development.\n Source: `strategies/arts-leadership-group-strategic-directions-2016-2031-quick-reference-guide.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031-quick-reference-guide.pdf?sfvrsn=63a0be67_6)`\n- [Page 30]\nIMPLEMENTATION OF STRATEGIC DIRECTIONS\n2 0 1 6 - 2 0 3 1\nTo deliver a coordinated plan, State Government, public for the purpose of advocating, monitoring and\nLocal Government, the education and training reviewing ‘Strategic Directions’.\nsectors and the peak bodies of the sector will need\nWith different sub-sectors at different stages of government plays the right facilitative role in sector\nagreement on their respective roles.\ndevelopment and requiring different investment development.\n Source: `strategies/arts-leadership-group-strategic-directions-2016-2031.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031.pdf?sfvrsn=8446dc6b_2)`\n- Finding 29 – The Shire has failed to comply with regulation 11(1) of the Local\nGovernment (Functions and General) Regulations 1996 by failing to publicly invite\ntenders for the purchase of staff quarters valued at more than $150,000.\n Source: `reviews/2632.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/2632.pdf?sfvrsn=e8ef7088_3)`\n- Finding 30 – The Shire has failed to comply with regulation 12 of the Local\nGovernment (Functions and General) Regulations 1996 by entering into two (2)\ncontracts for the supply of staff quarters in circumstances such that the desire to avoid\nthe requirements of regulation 11(1) was a significant reason for not dealing with the\nmatter in a single contract.\n Source: `reviews/2632.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/2632.pdf?sfvrsn=e8ef7088_3)`\n\n### Strategic Priorities\n\n- Associations to have a coordinated approach when dealing with Sport Australia (Finding 15); and\n• the department working with organisations over the next 12 months (from May 2019) to reduce any • WA Sports Federation initiating a re-brand as SportWest and the development of the Strategic Priorities for\npotential impact a decrease in funding in 2020-21 may have.\n Source: `strategies/strategic-funding-review-close-out-report.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-close-out-report.pdf?sfvrsn=f0ea5625_2)`\n- TTY users phone 133 677 then ask for 08 6552 7300\nEmail: artsleadershipgroup@dca.wa.gov.au\nWebsite: www.dca.wa.gov.au/alg/\nAbout the Arts Leadership Group\nThe Arts Leadership Group is an advisory body and its role is to set a long-term strategic direction for the arts in Western Australia, and set the infrastructure, policy\nand funding priorities for consideration by successive State Governments.\n Source: `strategies/arts-leadership-group-strategic-directions-2016-2031-quick-reference-guide.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031-quick-reference-guide.pdf?sfvrsn=63a0be67_6)`\n- Strategies Recommendations\n2.1 Increase 2.1.1 Increase the visibility of the Trails WA website and continue improving\nawareness content, including trail running information\nof Western\nAustralia’s\n2.1.2 Dedicate marketing for hiking opportunities through tourism channels\nhiking\nofferings\nwithin local,\ndomestic and\ninternational\nmarkets\n2.2 Increase hiking 2.2.1 Identify and develop potential iconic multi-day hiking tourism products\ntravel and\ntourism\n2.2.2 Review, improve or develop long-distance trail opportunities such as\ncampgrounds, shelters, and lodge-style accommodation\n2.2.3 Where appropriate and within capacity, identify potential large-scale\ntrail running events targeting interstate and international participants\n2.2.4 Increase visibility of existing Aboriginal cultural bushwalking\nexperiences and support the appropriate development of more\nexperiences across WA\n2.2.\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- [Page 5]\nPriority initiatives\nAdvance sectors\n3.1 Invest in our sectors and communities to build capability\nWe lead and\nand capacity for long-term sustainability.\nempower sectors\nand communities 3.2 Provide leadership and strategic direction that empowers\nsectors and communities to innovate, adapt and thrive in a\nto thrive and grow\nfuture-focused environment.\nsustainably.\n Source: `strategies/cits-internal-comms_015-strategic-plan-a4-landscape-2.8.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/the-department-document/cits-internal-comms_015-strategic-plan-a4-landscape-2.8.pdf?sfvrsn=5a84871f_3)`\n- The CEO, Mr Mileham, was on On the morning of 27 February 2018,\npersonal leave from 16 February 2018 three directors in the ELG activated the\nfollowing his receipt of the report of a City’s Crisis Management Plan and declared\nconfidential investigation about him and a priority 1 crisis.\nthe Lord Mayor, Ms Scaffidi, conducted by\nThe Crisis Management Plan was something\na private legal firm, known as ‘Project Percy’.\nintended to be activated at priority 1 when\nA few days before taking leave, on the City was facing a serious crisis which\n12 February 2018, Mr Mileham had, with would disrupt the functioning of the City or\nthe support of the City’s ELG, written to the cause harm to people, such as a fire, flood\nDepartment of Local Government, Sport and or explosion.\n Source: `reviews/copi_report-overview.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/city-of-perth/copi_report-overview.pdf?sfvrsn=84c47de4_3)`\n- [Page 5]\nContents\nMinister’s foreword 4\nExecutive summary 5\nBackground to the review 6\nFindings and recommendations 7\nImplementation strategy 9\nKey Deliverables 9\nImplementation Strategy by Recommendation 9\nStatus of the Findings 9\nFunding implications 10\nAcknowledgements 14\n Source: `strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)`\n- [Page 11]\nStrategic Funding Review 9\nImplementation strategy\nKey Deliverables\nKey work that the department has committed to immediately includes:\n• Delivery of three-year funding agreements for the Industry Investment Program with funding\nincreases resulting from categorisation commencing as of 1 July 2019 and no funding decrease\noccurring before 1 July 2020\n• The department working with organisations over the next 12 months to reduce any potential impact\na decrease in funding in 2020/21 may have\n• The department working with Sport Australia and the industry on issues relating to national\ngovernance review and the One Management change process (with identified SSAs)\n• Regional delivery involving expanding the Active Regional Communities (ARC) grants initiative, plus\na review of the Regional Servicing Program (RSG and ROG funding) process.\n Source: `strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)`\n- [Page 4]\nPriority initiatives\nActivate communities\nWe create vibrant 1.1 Deliver, fund and promote programs and services that inspire engagement in sport,\nrecreation, culture and creativity.\nplaces and support\ncommunities to 1.2 Fund infrastructure that creates vibrant and inclusive places.\nbe welcoming,\n1.3 Deliver and leverage events to build community identity, boost visitation and\ninclusive and safe. participation, and deliver social and economic benefits.\n Source: `strategies/cits-internal-comms_015-strategic-plan-a4-landscape-2.8.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/the-department-document/cits-internal-comms_015-strategic-plan-a4-landscape-2.8.pdf?sfvrsn=5a84871f_3)`\n- Print this page\nDownload\n.pdf\nArts Leadership Group Strategic Directions 2016-2031.pdf (6976 KB)\n.pdf\nArts Leadership Group Strategic Directions 2016-2031 - Quick reference guide.pdf (1976 KB)\nTags\narts\nArts Leadership Group\ncultural industries\nculture\nstrategy\nThe Arts Leadership Group (ALG) was formed to provide a long-term strategic direction for the arts and cultural sector in Western Australia (WA).\n Source: `pages/strategies-index__08.html (https://www.dlgsc.wa.gov.au/department/publications/publication/strategic-directions-2016-2031)`\n- Print this page\nDownload\n.pdf\nStrategic Funding Review Close out report.pdf (538 KB)\n.docx\nIndustry Investment Program Categorisation Descriptor Tables 2019.docx (146 KB)\n.xlsx\nCategorisation matrix.xlsx (22 KB)\n.docx\nStrategic Funding Review 2 Response to Preliminary Findings.docx (447 KB)\n.pdf\nStrategic Funding Review Attachment A.pdf (816 KB)\n.pdf\nStrategic Funding Review 2019.pdf (1276 KB)\n.docx\nStrategic Funding Review 2019 Implementation Strategy.docx (67 KB)\n.docx\nImplementation Strategy status update July 2019.docx (61 KB)\nIIP Increment Assessment (0 KB)\nTags\nfunding\nrecreation\nsport\nstrategy\nMay 2019\nContents\nMinister’s foreword\nExecutive summary\nBackground to the review\nFindings and recommendations\nImplementation strategy\nKey Deliverables\nImplementation Strategy by Recommendation\nStatus of the Findings\nFunding implications\nAcknowledgements\nMinister’s foreword\n Source: `pages/strategies-index__10.html (https://www.dlgsc.wa.gov.au/department/publications/publication/strategic-funding-review-2019)`\n\n## KPIs, Targets, and Where They Are At\n\n- [pages 17,18,19,20,21,22,23,24,25,26,27,28,29,30,31,32,33,34]\nansition period until\nnew funding allocations are implemented where changes result in a decrease of funding.\n Source: `strategies/strategic-funding-review-attachment-a.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-attachment-a.pdf?sfvrsn=8fee5a1c_1)`\n- [Page 6]\nWE’LL KNOW WE HAVE ACHIEVED THIS WHEN\n8\n%\n#1\n7\n%\nPerth is regarded as the most Employment in the WA culture The Gross Value Added of the More than 90 per cent of\nliveable city in Australia and WA and arts sector is at least 8 sector is at least 7 per cent of Western Australians have\nthe most liveable State thanks per cent of the State’s total the State’s output. attended at least one live\nlargely to its cultural lifestyle. employment. cultural activity a year.\n Source: `strategies/arts-leadership-group-strategic-directions-2016-2031.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031.pdf?sfvrsn=8446dc6b_2)`\n- The result will be:\n• 43 SSAs will share an increase in funding to a total value of $756,000\n• Funding to 19 SSAs will remain unchanged, and\n• 25 SSAs face a potential decrease in funding taking effect in 2020-21 totalling $395,000.\n Source: `strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)`\n- This may result in the value\nbeing retained at the $600,000 amount or stepped down in value in 2020-21 or 2021-22.\n• 2020-21 and 2021-22\n• The findings of the review are implemented and the funding allocation within SLA remains at the\n2019-20 level.\n Source: `strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)`\n- Western Australian Strategic Trails Blueprint 2017-2021. (2017)\nAccess Consumer focus Consistency\nConsideration is given to ease Trails are planned and developed Lead agencies and relevant\nof access for all members of to match current community and stakeholders enact change\nthe community, including local market needs and respond to consistent with the Blueprint\nresidents and visitors future change\nSustainability Evidence base Innovation\nTrail planning and development Effective monitoring and Global advances in trail\ntake into account short and long evaluation are undertaken to development and emerging\nterm community, health, social, contribute to planning relevant technologies (such\neconomic and environmental as media, measurement,\nconsiderations research) are reflected in trail\nimprovements\nCommunity benefit Visitor economy Engagement\ncontribution\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- [pages 15,16,17]\nboriginal participation Environment and\nculture\nGood planning, maintenance Opportunities are realised that\nand support networks result contribute to awareness of Trails help protect, interpret and\nin a diverse network of fit for Aboriginal culture and values conserve environmental, water,\npurpose, sustainable and high through trail initiatives cultural and heritage values\nquality trails\nWA Hiking Strategy: Bushwalking and trail running in Western Australia 2020 - 2030 13\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- Strategies Recommendations\n2.1 Increase 2.1.1 Increase the visibility of the Trails WA website and continue improving\nawareness content, including trail running information\nof Western\nAustralia’s\n2.1.2 Dedicate marketing for hiking opportunities through tourism channels\nhiking\nofferings\nwithin local,\ndomestic and\ninternational\nmarkets\n2.2 Increase hiking 2.2.1 Identify and develop potential iconic multi-day hiking tourism products\ntravel and\ntourism\n2.2.2 Review, improve or develop long-distance trail opportunities such as\ncampgrounds, shelters, and lodge-style accommodation\n2.2.3 Where appropriate and within capacity, identify potential large-scale\ntrail running events targeting interstate and international participants\n2.2.4 Increase visibility of existing Aboriginal cultural bushwalking\nexperiences and support the appropriate development of more\nexperiences across WA\n2.2.\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- At 8.26pm the Mayor submitted the motion, which was declared CARRIED (8/4)\nVote Result Summary\nYes 8\nNo 4\nVote Result Detailed\nCr Aubrey Yes\nCr Foxton Yes\nCr Macphail Yes\nCr O’Malley Yes\nCr Phelan Yes\nCr Robartson Yes\nCr Wieland Yes\nMayor Aubrey Yes\nCr Barling No\nCr Barton No\nCr Pazolli No\nCr Woodall No\n125.\n Source: `reviews/report-of-the-inquiry-into-the-city-of-melville.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-city-of-melville.pdf?sfvrsn=7ead4f05_1)`\n- At 10.25pm the Mayor submitted the motion, which was declared\nCARRIED (8/2)\nVote Result Summary\nYes 8\nNo 2\nVote Result Detailed\nCr Aubrey Yes\nCr Barling Yes\nCr Foxton Yes\nCr Macphail Yes\nCr Phelan Yes\nCr Schuster Yes\nCr Woodall Yes\nMayor Aubrey Yes\nCr Barton No\nCr Pazolli No\n26\n Source: `reviews/report-of-the-inquiry-into-the-city-of-melville.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-city-of-melville.pdf?sfvrsn=7ead4f05_1)`\n- The CEO maintained that as a result of establishing these projects in consultation\nwith the mining sector, the Shire has forecast going from a projected revenue of\n$13.5 million for the 2021/2022 financial year to $27 million for the 2022/2023\nfinancial year and $34 million for the 2023/2024 financial year.\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf?sfvrsn=b63176ac_1)`\n- As there was no deputy presiding members elected for the Audit Committee,\nand as a result of resolution 07/11/17 and section 5.14 of the Act, a deputy\npresiding member should have been chosen by the members of the Audit\nCommittee at the 17 December 2018 meeting, for that meeting.\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-toodyay.pdf?sfvrsn=95f11b3f_1)`\n- Tenders do not have to be publicly invited according to the requirements of this Division if —\nthe supply of the goods or services is to be obtained from expenditure authorised in an emergency under section 6.8(1)(c) of the Act; or\nthe supply of the goods or services is to be obtained through the WALGA Preferred Supplier Program; or\nwithin the last 6 months —\nthe local government has, according to the requirements of this Division, publicly invited tenders for the supply of the goods or services but no tender was submitted that met the tender specifications or satisfied the value\nfor money assessment; or\nthe local government has, under regulation 21(1), sought expressions of interest with respect to the supply of the goods or services but no person was, as a result, listed as an acceptable tenderer;\nor\n Source: `pages/inquiries-index__20.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-toodyay)`\n- At 8.26pm the Mayor submitted the motion, which was declared CARRIED (8/4)\nVote summary\nVote Result Summary\nYes\n8\nNo\n4\nVote detail\nVote Result Detailed\nCr Aubrey\nYes\nCr Foxton\nYes\nCr Macphail\nYes\nCr O’Malley\nYes\nCr Phelan\nYes\nCr Robartson\nYes\nCr Wieland\nYes\nMayor Aubrey\nYes\nCr Barling\nNo\nCr Barton\nNo\nCr Pazolli\nNo\nCr Woodall\nNo\nThe recommendation was as follows:\nATTACHMENT “A” CONFIDENTIAL ITEM OFFICER RECOMMENDATION (3689) That the Council:\nAPPROVAL\nInstruct the Chief Executive Officer to acquire 27A, 27B & 27C Moreau Mews, Applecross as one parcel;\nThat the approved purchase price being not more than 110% of the assessed independent market valuation for the property;\nAuthorise His Worship the Mayor and the Chief Executive Officer to sign the Contract of Purchase documents to acquire 27A, 27B & 27C Moreau Mews, Applecross;\n Source: `pages/inquiries-index__24.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-city-of-melville)`\n- At 10.25pm the Mayor submitted the motion, which was declared\nCARRIED (8/2)\nVote summary\nVote Result Summary\nYes\n8\nNo\n2\nVote detail\nVote Result Detailed\nCr Aubrey\nYes\nCr Barling\nYes\nCr Foxton\nYes\nCr Macphail\nYes\nCr Phelan\nYes\nCr Schuster\nYes\nCr Woodall\nYes\nMayor Aubrey\nYes\nCr Barton\nNo\nCr Pazolli\nNo\nThe Confidential Attachment A:\nATTACHMENT “A” CONFIDENTIAL ITEM\nThe following is the Council Resolution adopted at the Ordinary Meeting of the Council held on 18 April 2017.\n Source: `pages/inquiries-index__24.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-city-of-melville)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| $201.9m, $192.9m, $2.5m, $7.2m, $33.7m, $18.8m | The City also had the\nhighest employee costs of any local government in the State and the third highest number\nof Full Time Equivalent (FTE) positions.\n$201.9m $192.9m\nTotal operating revenue Total expenditure\n$2.5m\n$7.2m\n$33.7m\nRevenue $18.8m Expenditure $81.5m\n$102.7m $89.5m\n2017/2018 2017/2018\n$26.7m\n$32.2m\nKey Key\nFees and charges Rates Transport Recreation and culture Other*\nGrants Other Community amenities Economic services\n$100m 735\nCash r | `reviews/copi_report-overview.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/city-of-perth/copi_report-overview.pdf?sfvrsn=84c47de4_3)` |\n| $284.4 million, 284.4 million | In 2021–22, domestic drama production\nAustralian game development and large-budget international\nstudios generated $284.4 million productions (Screen Australia\nin revenue and employed 2022). | `other-pdfs/national-culturalpolicy-8february2023.pdf (https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf)` |\n| $5.81 million, $0.47 million, 5.81 million, 0.47 million | At the Ordinary Council Meeting on 11 June 2020 a variance to the budget\nwas put to Council for $5.81 million in operating expenditure which included\nan overspend of $0.47 million in executive salaries due to CEO termination\npayment and ongoing higher duty payments for the Acting CEO. | `reviews/report-of-the-inquiry-into-city-of-cockburn.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-city-of-cockburn.pdf?sfvrsn=c0c343fa_3)` |\n| $13.5 million, $27 million, $34 million, 13.5 million, 27 million, 34 million | The CEO maintained that as a result of establishing these projects in consultation\nwith the mining sector, the Shire has forecast going from a projected revenue of\n$13.5 million for the 2021/2022 financial year to $27 million for the 2022/2023\nfinancial year and $34 million for the 2023/2024 financial year. | `reviews/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf?sfvrsn=b63176ac_1)` |\n| $26,895,575\n, $13,821,180 , $24,079,858\n, $16,728,630 | The 2022-23 annual budget highlighted operating revenue of $26,895,575\ncompared to $13,821,180 in 2021-22 and operating expenditure of $24,079,858\ncompared to $16,728,630 in 2021-22. | `reviews/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf?sfvrsn=b63176ac_1)` |\n| $2.6 million, 2.6 million | Red carpet rolled out for CinefestOz and State's silver screen future\n6 May 2026\nMedia release\nThe State Government is rolling out the red carpet for Western Australia's screen sector, with a $2.6 million investment from the 2026-27 State Budget to secure the future of CinefestOz through to 2029-30. | `pages/news-latest.html (https://www.dlgsc.wa.gov.au/department/news)` |\n| $4.1 billion, $4.2 billion, $264.5m, $517.0m, $1.1bn, $1.3bn | In the 2017/2018 financial year, the local government in\nWestern Australian raised revenue of approximately $4.1 billion and spent nearly $4.2 billion.10\n$264.5m\n$517.0m\n$1.1bn\n$1.3bn\n$4.1bn $4.2bn\n$2.3bn\nTotal Revenue Total Expenditure\n$992.7m\n2017/2018 2017/2018\n$675.5m\n$1.1bn\nKey Key\nRates Fees and charges Transport Recreation and culture\nGrants and programme funding Other Community ammenities Other*\n* Other includes: Governance ($268m), Law, | `other-pdfs/copi_volume-1.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/city-of-perth/copi_volume-1.pdf?sfvrsn=7e5b88e0_3)` |\n| $32.0 million, 32.0 million | [Page 58]\nPILLAR 3: CENTRALITY OF THE ARTIST\nACTIONS:\n• Establish a Centre for – increasing access to\nArts and Entertainment justice for those who\nWorkplaces, within the experience workplace\nnewly established Creative sexual harassment through\nAustralia, to provide advice the establishment of an\non issues of pay, safety additional pathway for\nand welfare in the arts and workers to quickly deal\nentertainment sector, refer with sexual harassment\nma | `other-pdfs/national-culturalpolicy-8february2023.pdf (https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf)` |\n| $5.0 million, 5.0 million | [pages 67,68,69]\nstainability of the seven\nidentified issues.\nnational performing arts\n• Promote the new training organisations,\nSelf-Employment Assistance including through removal\nprogram to the arts of the efficiency dividend\ncommunity, including to and $5.0 million in\nFirst Nations peoples, to additional assistance to the\nencourage new and existing National Institute of Dramatic\narts businesses to access Art as announced in the\nfree business | `other-pdfs/national-culturalpolicy-8february2023.pdf (https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf)` |\n| $5.0 million, 5.0 million | [pages 104,105,106,107]\nluding to First Nations peoples, to encourage new\nand existing arts businesses to access free business mentoring\nand support to develop business plans and strategies that more\neffectively monetise their cultural contributions to Australia\n• Review Australia’s higher education system and develop the\nAustralian Universities Accord which will, as part of the Terms\nof Reference, consider the impact of changes made under the\n20 | `other-pdfs/national-culturalpolicy-8february2023.pdf (https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf)` |\n| $5,651,920 | The 2022-23 Draft Budget estimated revenue of $5,651,920 for the\naccommodation village. | `reviews/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf?sfvrsn=b63176ac_1)` |\n| $40 million, 40 million | Major State Budget support for key arts organisations and events\n21 April 2026\nMedia release\nThis year's 2026-27 State Budget will continue to support Western Australian arts organisations with nearly $40 million to back WA's creative industries. | `pages/news-latest.html (https://www.dlgsc.wa.gov.au/department/news)` |\n| $116.8 , $26.6 , $3.55\n, 3,404\nmillion | Western Australia’s screen industry: economic impact\nIn the past three years,4 production activity in which the Western Australian Government\nhas invested, via Screenwest, has generated:\n93 $116.8 $26.6 3,404\nmillion million\nfilm, television, and in production expenditure in production expenditure direct full-time equivalent\ninteractive projects spent in Western Australia spent in regional Western (FTE) jobs for Western\nAustralia Australians\n$3.5 | `strategies/western-australian-screen-industry-strategy-2024-2034.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034.pdf?sfvrsn=e56aa163_7)` |\n| $116.8 million, $26.6 million, 116.8 million, 26.6 million, 3.55 million | In the past three years\n4\n,\nproduction activity in which the Western Australian Government has invested, via Screenwest, has generated:\n93 film, television and interactive projects\n$116.8 million in production expenditure spent in Western Australia\n$26.6 million in production expenditure spend in regional Western Australia\n3404 direct full time equivalent (FTE) jobs for Western Australians\n279 hours of screen content\n10.3% of key creative roles f | `pages/strategies-index__13.html (https://www.dlgsc.wa.gov.au/department/publications/publication/western-australian-screen-industry-strategy-2024-2034)` |\n| 90 per cent, 7 per cent | [Page 6]\nWE’LL KNOW WE HAVE ACHIEVED THIS WHEN\n8\n%\n#1\n7\n%\nPerth is regarded as the most Employment in the WA culture The Gross Value Added of the More than 90 per cent of\nliveable city in Australia and WA and arts sector is at least 8 sector is at least 7 per cent of Western Australians have\nthe most liveable State thanks per cent of the State’s total the State’s output. attended at least one live\nlargely to its cultural lifestyle. employment. cu | `strategies/arts-leadership-group-strategic-directions-2016-2031.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031.pdf?sfvrsn=8446dc6b_2)` |\n| $756,000\n, $395,000 | The result will be:\n• 43 SSAs will share an increase in funding to a total value of $756,000\n• Funding to 19 SSAs will remain unchanged, and\n• 25 SSAs face a potential decrease in funding taking effect in 2020-21 totalling $395,000. | `strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)` |\n| $600,000 | This may result in the value\nbeing retained at the $600,000 amount or stepped down in value in 2020-21 or 2021-22.\n• 2020-21 and 2021-22\n• The findings of the review are implemented and the funding allocation within SLA remains at the\n2019-20 level. | `strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)` |\n| $13.5 million, $27 million, $34 million, 13.5 million, 27 million, 34 million | The CEO maintained that as a result of establishing these projects in consultation\nwith the mining sector, the Shire has forecast going from a projected revenue of\n$13.5 million for the 2021/2022 financial year to $27 million for the 2022/2023\nfinancial year and $34 million for the 2023/2024 financial year. | `reviews/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf?sfvrsn=b63176ac_1)` |\n| $600,000 | This may result in the value being retained at the $600,000 amount or stepped\ndown in value in 2020-21 or 2021-22. | `pages/strategies-index__10.html (https://www.dlgsc.wa.gov.au/department/publications/publication/strategic-funding-review-2019)` |\n\n## Key Achievements\n\n- [Page 5]\nMilestone Strategic Directions 2016-2031\nBy 2021 Achievements\nImplemented a progressive legislative and regulatory reform agenda. • Arts and Culture Trust established by Arts and Culture Trust Act 2021 –\nreplacing the Perth Theatre Trust Act 1979 and the Perth Theatre Trust.\n• Aboriginal Cultural Heritage Act 2021 replaces Aboriginal Heritage\nAct 1972.\n• Special Entertainment Precincts reform (2021) – Northbridge Special\nEntertainment Precinct established (2023).\n Source: `other-pdfs/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-b439-30da1fbf55a1.pdf?sfvrsn=1bac87d2_12)`\n- [Page 6]\nMilestones In progress\nBy 2021\nEstablished a process that ensures ongoing dialogue between the • Chamber of Arts and Culture WA’s Five Year Review of Strategic Directions\nDLGSC, local government, the sector and the public for the purpose 2016-2031 completed in 2021.\nof advocating, monitoring and reviewing ‘Strategic Directions’. • DLGSC to consult with the sector in the development of a 10 Year Vision\nfor Culture and the Arts in Western Australia (2023-2033).\n Source: `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf?sfvrsn=d67a2cf7_4)`\n- Milestones in progress\nBy 2021\nEstablished a process that ensures ongoing dialogue between the DLGSC, local government, the sector and the public for the purpose of advocating, monitoring and reviewing Strategic Directions:\nChamber of Arts and Culture WA’s Five Year Review of Strategic Directions 2016-2031 completed in 2021\nDLGSC to consult with the sector in the development of a 10 Year Vision for Culture and the Arts in Western Australia (2023-2033).\n Source: `pages/strategies-index__07.html (https://www.dlgsc.wa.gov.au/department/publications/publication/review-of-strategic-directions-2016-2031)`\n- [Page 6]\nMilestone Strategic Directions 2016-2031\nBy 2021 Achievements\nA new museum for Western Australia. • WA Museum Boola Bardip completed 2020.\n Source: `other-pdfs/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-b439-30da1fbf55a1.pdf?sfvrsn=1bac87d2_12)`\n- World-class cultural infrastructure servicing world-class organisations. • Optus Stadium opened 2017, WA Museum Boola Bardip completed\n2020, Art Gallery of WA rooftop and multi-purpose gallery opened\n2021, Perth Cultural Centre Masterplan released 2022, Perth Concert\nHall redevelopment announced 2023, Aboriginal Cultural Centre\nplanning in progress.\n Source: `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf?sfvrsn=d67a2cf7_4)`\n- [Page 4]\nMilestones Achievements\nBy 2021\nImplemented a progressive legislative and regulatory reform agenda. • Arts and Culture Trust established by Arts and Culture Trust Act 2021\n– replacing the Perth Theatre Trust Act 1979 and the Perth Theatre\nTrust.\n• Aboriginal Cultural Heritage Act 2021 replaces Aboriginal Heritage\nAct 1972.\n• Special Entertainment Precincts reform (2021) – Northbridge Special\nEntertainment Precinct established (2023).\n Source: `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf?sfvrsn=d67a2cf7_4)`\n- In summary, the Town reports they:\nundertook an organisational review and implemented a new organisational structure\nintroduced the new Meeting Procedures Local Law\ndeveloped an improved delegation register\ncompleted all annual performance reviews and implemented procedures to ensure future reviews are completed in a timely manner\nadopted a new code of conduct\nengaged an independent consultant to provide training to elected members on delegations, disclosure of gifts, conflicts of interest, PID, and conduct matters\nupdated and introduced new policies, including:\nCouncil Policy No 1.1.5 Media Communication\nCouncil Policy 1.1.6 Elected Members Fees, Allowances and Expenses\nCouncil Policy No.1.1.13 Public Question Time\nCouncil Policy No 1.1.14 Elected Member Requests\nCouncil Policy No 1.2.19 Designation of Senior Employees and Organisational Structure\n Source: `pages/inquiries-index__19.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-town-of-cambridge)`\n- Milestones and achievements by 2021\nBy 2021\nImplemented a progressive legislative and regulatory reform agenda:\nArts and Culture Trust\nestablished by\nArts and Culture Trust Act 2021\n— replacing the\nPerth Theatre Trust Act\n1979 and the Perth Theatre Trust\nAboriginal Cultural Heritage Act 2021\nreplaces\nAboriginal Heritage Act 1972\nSpecial Entertainment Precincts reform (2021) — Northbridge Special Entertainment Precinct established (2023).\n Source: `pages/strategies-index__07.html (https://www.dlgsc.wa.gov.au/department/publications/publication/review-of-strategic-directions-2016-2031)`\n- [pages 17,18,19,20,21,22,23,24,25,26,27,28,29,30,31,32,33,34]\nansition period until\nnew funding allocations are implemented where changes result in a decrease of funding.\n Source: `strategies/strategic-funding-review-attachment-a.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-attachment-a.pdf?sfvrsn=8fee5a1c_1)`\n- This may result in the value\nbeing retained at the $600,000 amount or stepped down in value in 2020-21 or 2021-22.\n• 2020-21 and 2021-22\n• The findings of the review are implemented and the funding allocation within SLA remains at the\n2019-20 level.\n Source: `strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)`\n- For the period 30 June 2017 through to 30 November 2019, three (3) Purchase Orders totalling\n$62,189.05 were raised by Shire staff after work had been completed by creditors.\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-wiluna.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-wiluna.pdf?sfvrsn=8c8f4a73_3)`\n- For the period 30 June 2017 through to 30 November 2019, four (4) Purchase Orders totalling\n$45,573.40 were raised by Shire staff after the work had been completed by creditors.\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-wiluna.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-wiluna.pdf?sfvrsn=8c8f4a73_3)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 58]\nPILLAR 3: CENTRALITY OF THE ARTIST\nACTIONS:\n• Establish a Centre for – increasing access to\nArts and Entertainment justice for those who\nWorkplaces, within the experience workplace\nnewly established Creative sexual harassment through\nAustralia, to provide advice the establishment of an\non issues of pay, safety additional pathway for\nand welfare in the arts and workers to quickly deal\nentertainment sector, refer with sexual harassment\nmatters to the relevant disputes before the\nauthorities and develop codes Fair Work Commission,\nof conduct and resources for through improvements to\nthe sector. representative actions and\ncost protection provisions,\n• Introduce conditional\nand through the provision\nfunding that requires\nof $32.0 million in the\ngovernment-funded artistic\nOctober 2022–23 Budget\nand cultural ventures\nto fund working women’s\nto adopt and adhere\ncentres in every state\n Source: `other-pdfs/national-culturalpolicy-8february2023.pdf (https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf)`\n- Strategies Recommendations\n3.1 Develop a state- 3.1.1 Use master planning to identify and prioritise potential locations for\nwide network bushwalking, trail running, and multi-use trails\nof sustainable\nhiking\nexperiences 3.1.2 Encourage use of the Trails Development Series to develop high-quality,\nsustainable trail experiences\n3.1.3 Consider dual- and multi-purpose trails to capitalise on existing assets\nwhere appropriate\n3.2 Identify 3.2.1 Identify potential funding for the development of trail opportunities\ninnovative from sources including Federal, State, local governments, sponsorships\nand ongoing and donations, commercial operations and fee-for-service\nsustainable\ntrail funding\n3.2.2 Create a value proposition to encourage private enterprise investment\nopportunities\nand commitments towards trail development\n3.2.3 Develop self-sustaining financial models for trail maintenance and\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- [Page 65]\nREVIVE:\nAUSTRALIA’S\nCULTURAL\nPOLICY\nACTIONS:\n• Work with the arts and • Review Australia’s higher\nculture sector to undertake a education system and\nscoping study to understand develop the Australian\ncurrent and emerging Universities Accord which\nworkforce challenges and will, as part of the Terms\nskills needs across the of Reference, consider the\ncultural and creative sector, impact of changes made\nand inform the development under the 2020 Job-ready\nof industry-driven solutions Graduates reforms,\nby the Arts, Personal including changes to student\nServices, Retail, Tourism contribution amounts.\nand Hospitality Jobs and\n• Support the ongoing financial\nSkills Council, to address\nsustainability of the seven\nidentified issues.\nnational performing arts\n• Promote the new training organisations,\nSelf-Employment Assistance including through removal\n Source: `other-pdfs/national-culturalpolicy-8february2023.pdf (https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf)`\n- This will assist artists and other creative\nworkers to work with job providers so that they can continue their\ncreative practice while connecting to paid work\n• Establish a Centre for Arts and Entertainment Workplaces, within\nthe newly established Creative Australia, to provide advice on\nissues of pay, safety and welfare in the arts and entertainment\nsector, refer matters to the relevant authorities and develop codes\nof conduct and resources for the sector\n• Introduce conditional funding that requires government-funded\nartistic and cultural ventures to adopt and adhere to minimum\nworkplace safety standards, and meet legislated minimum\nemployment standards\n• Fully implement all fifty-five recommendations of the\nRespect@Work Report to better prevent and address workplace\nsexual harassment, including by:\n– expressly prohibiting sexual harassment in the Fair Work Act 2009\n Source: `other-pdfs/national-culturalpolicy-8february2023.pdf (https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf)`\n- There will\nbe a 12 month transition period until new funding allocations are implemented where\nchanges result in a decrease of funding.\n• Recommendation 4 - Regional Organisation Grants and Regional Servicing Grants will\nbe consolidated within the Industry Investment Program\n• Recommendation 10 - The Active Regional Community Grants program to be more\nwidely promoted and an increase in funding to the pool is being considered\n• Recommendation 11 - A mid-tier events strategy will be developed to fund metropolitan\nand regional sporting events.\n• Recommendation 12 - An innovation funding pool will be explored to provide responsive\nfunding to challenges and trends.\n Source: `strategies/strategic-funding-review-attachment-a.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-attachment-a.pdf?sfvrsn=8fee5a1c_1)`\n- On 14 September 2017 at 8:27am, the Complainant A sent an email to the CEO\nrequesting all information concerning the Council’s Financial Management, Audit, Risk and\nCompliance, Government Committee (sic) meetings dating back to January 2012.\n Source: `reviews/report-of-the-inquiry-into-the-city-of-melville.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-city-of-melville.pdf?sfvrsn=7ead4f05_1)`\n- CEO to review certain systems and procedures\n(1) The CEO is to review the appropriateness and effectiveness of\na local government’s systems and procedures in relation to —\n(a)risk management; and\n(b)internal control; and\n(c)legislative compliance.\n(2) The review may relate to any or all of the matters referred to in\nsub regulation (1)(a), (b) and (c), but each of those matters is\nto be the subject of a review not less than once in every 3\nfinancial years.\n(3) The CEO is to report to the audit committee the results of that\nreview.\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-toodyay.pdf?sfvrsn=95f11b3f_1)`\n- Proactively address Audit (OAG) recommendations to mitigate\nPriority and risks identified\n5.\n Source: `strategies/dlgsc-strategic-directions-2020-20239e4f6d97230642f7bdc0633b9fb94c59.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/the-department-document/dlgsc-strategic-directions-2020-20239e4f6d97230642f7bdc0633b9fb94c59.pdf?sfvrsn=d7166254_8)`\n- Strategies Recommendations\n1.1 Grow 1.1.1 Increase gateway opportunities to engage new participants of all ages,\nparticipation to cultures, and other demographic backgrounds to hiking\nmaximise the\npositive impact\non individuals, 1.1.2 Expand the pathway opportunities for participants to develop\ncommunities\nindependence, including outdoor education, clubs, and community\nand the State\ngroups\n1.1.3 Encourage and promote more events and activities that increase\nparticipation and skills development\n1.2 Increase hiking 1.2.1 Implement regional trails master planning to ensure consistent,\nopportunities coordinated and sustainable planning across the State\nof varying\nexperience and\nclassification 1.2.2 Identify and develop a spectrum of hiking experiences of varying\nacross targeted challenge in parks and reserves across the State\nWestern\nAustralian\nlocations 1.2.\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- Strategies Recommendations\n4.1 Implement the 4.1.1 Develop an implementation plan for the WA Hiking Strategy within six\nWA Hiking months\nStrategy\n4.1.2 Activate, monitor and evaluate the implementation plan\n4.2 Develop a 4.2.1 TRG to facilitate a steering committee to implement the strategy\ngovernance\nstructure for\nhiking activities\n4.2.2 Secure long-term, sustainable resourcing for governance\n4.2.3 Develop functional governance and advocacy model(s) for hiking\n4.3 Encourage 4.3.1 Continue to foster positive relationships between stakeholders\ncross-industry\nadvocacy for\nhiking 4.3.2 Encourage stakeholders to advocate for the benefits of participation\nin hiking and ensure cross-government agency communication and\nsupport\n4.3.3 Support the Western Australian trails industry to partner with all levels\nof government, landowners, land managers and volunteers in trail\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- For instance,\ntake photographic evidence of the before and after work.\n• Engage a third party to verify the quality of work produced.\n• Obtain a third party to review payment claims and issue a payment certificate.”\n39 At the OCM of 28 March 2018, the Council, having noted River Engineering's\nreport and recommendations, passed a resolution to award the contract for RFT\n2017-06 Supply of Plant & Operators for WANDARRA Road Flood Damage\nRepairs to GWH (extract of minutes below):\n5\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-wiluna.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-wiluna.pdf?sfvrsn=8c8f4a73_3)`\n- Obtain a third party to review payment claims and issue a payment certificate.”\nAt the OCM of 28 March 2018, the Council, having noted River Engineering's report and recommendations, passed a resolution to award the contract for RFT 2017-06 Supply of Plant & Operators for WANDARRA Road Flood Damage Repairs to GWH (extract\nof minutes below):\nThe resolution awarded the tender to GWH as 1 contract but separated the works into 3 separate parcels, all of which were awarded to GWH.\n Source: `pages/inquiries-index__17.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-wiluna)`\n- Print this page\nDownload\n.pdf\nReport of the Inquiry into the City of Melville.pdf (347 KB)\nTags\ninquiry\nMelville\nreport\nContents\nIntroduction\nStatutory framework\nInquiry findings into the City’s Management of Public Question Time\nAdequacy of Council’s Public Question Time Policy\nAdequacy of City’s Meeting Procedures regarding Public Questing Time\nCircumstances surrounding increased number of questions submitted to Council\nAllegations regarding breaches of legislation concerning Public Question Time\nCouncil’s adherence to its policies and procedures regarding Public Question Time\nVolume of questions submitted to meetings\nInquiry findings into City providing access to information\nInformation available for public inspection\nFreedom of Information (FOI)\nInquiry findings into the City’s complaint handling processes\nAdequacy of Council’s complaint handling policy\n Source: `pages/inquiries-index__24.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-city-of-melville)`\n- Recommendation 10:\nThe Active Regional Community Grants program to be more widely promoted and an increase in funding to the pool is being considered\nImplementation strategy\nKey deliverables\nKey work that the department has committed to immediately includes:\nDelivery of three-year funding agreements for the Industry Investment Program with funding increases resulting from categorisation commencing as of 1 July 2019 and no funding decrease occurring before 1 July 2020\nThe department working with organisations over the next 12 months to reduce any potential impact a decrease in funding in 2020/21 may have\nThe department working with Sport Australia and the industry on issues relating to national governance review and the One Management change process (with identified SSAs)\n Source: `pages/strategies-index__10.html (https://www.dlgsc.wa.gov.au/department/publications/publication/strategic-funding-review-2019)`\n\n## Corporate Values and Operating Culture\n\n- Policy 4007 states the following under the heading of “Ethnics and\nIntegrity” (sic):\n• All officers and employees of the Shire shall observe the highest\nstandards of ethics and integrity in undertaking purchasing activity and\nact in an honest and professional manner that supports the standing\nof the Shire.\n• The following principles, standards and behaviours shall be observed\nand enforced through all stages of the purchasing process to ensure\nthe fair and equitable treatment of all parties:\n• Full accountability shall be taken for all purchasing decisions and the\nefficient, effective and proper expenditure of public monies based on\nachieving value for money;\n• All purchasing practices shall comply with relevant legislation,\nregulations and requirements consistent with the Shire policies and\ncode of conduct;\n• Purchasing is to be undertaken on a competitive basis in which all\n Source: `reviews/2632.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/2632.pdf?sfvrsn=e8ef7088_3)`\n- Strategies Recommendations\n3.1 Develop a state- 3.1.1 Use master planning to identify and prioritise potential locations for\nwide network bushwalking, trail running, and multi-use trails\nof sustainable\nhiking\nexperiences 3.1.2 Encourage use of the Trails Development Series to develop high-quality,\nsustainable trail experiences\n3.1.3 Consider dual- and multi-purpose trails to capitalise on existing assets\nwhere appropriate\n3.2 Identify 3.2.1 Identify potential funding for the development of trail opportunities\ninnovative from sources including Federal, State, local governments, sponsorships\nand ongoing and donations, commercial operations and fee-for-service\nsustainable\ntrail funding\n3.2.2 Create a value proposition to encourage private enterprise investment\nopportunities\nand commitments towards trail development\n3.2.3 Develop self-sustaining financial models for trail maintenance and\n Source: `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)`\n- Tenders do not have to be publicly invited according to the requirements of this Division if —\nthe supply of the goods or services is to be obtained from expenditure authorised in an emergency under section 6.8(1)(c) of the Act; or\nthe supply of the goods or services is to be obtained through the WALGA Preferred Supplier Program; or\nwithin the last 6 months —\nthe local government has, according to the requirements of this Division, publicly invited tenders for the supply of the goods or services but no tender was submitted that met the tender specifications or satisfied the value\nfor money assessment; or\nthe local government has, under regulation 21(1), sought expressions of interest with respect to the supply of the goods or services but no person was, as a result, listed as an acceptable tenderer;\nor\n Source: `pages/inquiries-index__20.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-toodyay)`\n- [Page 16]\nservices but no tender was submitted that met the tender specifications\nor satisfied the value for money assessment; or\n(ii) the local government has, under regulation 21(1), sought\nexpressions of interest with respect to the supply of the goods or\nservices but no person was, as a result, listed as an acceptable\ntenderer;\nor\n(d) the contract is to be entered into by auction after being\nexpressly authorised by a resolution of the council of the local\ngovernment; or\n(e) the goods or services are to be supplied by or obtained\nthrough the government of the State or the Commonwealth or any of its\nagencies, or by a local government or a regional local government; or\n(ea) the goods or services are to be supplied —\n(i) in respect of an area of land that has been incorporated\nin a district as a result of an order made under section 2.1 of the Act\nchanging the boundaries of the district;\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-toodyay.pdf?sfvrsn=95f11b3f_1)`\n- General principles to guide behaviour of council members\n(1) General principles to guide the behaviour of council members include that a person in\nhis or her capacity as a council member should —\n(a) act with reasonable care and diligence; and\n(b) act with honesty and integrity; and\n(c) act lawfully; and\n(d) avoid damage to the reputation of the local government; and\n(e) be open and accountable to the public; and\n(f) base decisions on relevant and factually correct information; and\n(g) treat others with respect and fairness; and\n(h) not be impaired by mind affecting substances.\n(2) The general principles referred to in subregulation (1) are for guidance of council\nmembers but it is not a rule of conduct that the principles be observed.\n Source: `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-town-of-cambridge.pdf?sfvrsn=1f54b650_1)`\n- 3.2 Shire Policy CS5 – Legal Representation and Costs Indemnification\nThe Legal Representation and Costs Indemnification Policy states as follows;\nThe intent of this delegation is for Council to delegate power to the CEO to:\napprove applications made by Council Members or Employees with respect to legal representation costs, limited to circumstances where a delay in the approval of an application will be detrimental to the legal rights of the applicant; and\nmake payments from the Municipal Account to the value of $10,000 for the provision of urgent legal service costs indemnification prior to an application being considered by Council.\n Source: `pages/inquiries-index__20.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-toodyay)`\n- CP10.1 Code of Conduct The primary objective of the Code of Conduct is to Revised\nset out the standards of ethical and professional 06/6/2017\nbehaviour expected of the City’s Elected\nAdministrative\nMembers, External Members and Employees.\namendment\n03/09/2018\nCP10.5 Council Member To set the Council Member Allowance and Latest revision\nAllowance and Meeting Attendance Fees for the City of Perth 30/04/2015\nMeeting Attendance in accordance with sections 5.98 and 5.98A of the\nFees Local Government Act 1995.\n Source: `other-pdfs/copi_volume-1.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/city-of-perth/copi_volume-1.pdf?sfvrsn=7e5b88e0_3)`\n- [Page 6]\nWE’LL KNOW WE HAVE ACHIEVED THIS WHEN\n8\n%\n#1\n7\n%\nPerth is regarded as the most Employment in the WA culture The Gross Value Added of the More than 90 per cent of\nliveable city in Australia and WA and arts sector is at least 8 sector is at least 7 per cent of Western Australians have\nthe most liveable State thanks per cent of the State’s total the State’s output. attended at least one live\nlargely to its cultural lifestyle. employment. cultural activity a year.\n Source: `strategies/arts-leadership-group-strategic-directions-2016-2031.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031.pdf?sfvrsn=8446dc6b_2)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/strategic-funding-review-attachment-a.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-attachment-a.pdf?sfvrsn=8fee5a1c_1\n- `strategies/strategic-funding-review-close-out-report.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-close-out-report.pdf?sfvrsn=f0ea5625_2\n- `strategies/arts-leadership-group-strategic-directions-2016-2031-quick-reference-guide.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031-quick-reference-guide.pdf?sfvrsn=63a0be67_6\n- `strategies/arts-leadership-group-strategic-directions-2016-2031.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/arts-leadership-group/arts-leadership-group-strategic-directions-2016-2031.pdf?sfvrsn=8446dc6b_2\n- `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pdf?sfvrsn=d67a2cf7_4\n- `strategies/strategic-funding-review-2019.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1\n- `strategies/dlgsc-strategic-directions-2020-20239e4f6d97230642f7bdc0633b9fb94c59.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/the-department-document/dlgsc-strategic-directions-2020-20239e4f6d97230642f7bdc0633b9fb94c59.pdf?sfvrsn=d7166254_8\n- `strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6\n- `strategies/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49a.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034---summary15cba2af-5f14-49ae-b82e-bced186ed3b6.pdf?sfvrsn=fe1028c2_6\n- `strategies/western-australian-screen-industry-strategy-2024-2034.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/western-australian-screen-industry-strategy-2024-2034.pdf?sfvrsn=e56aa163_7\n- `strategies/cits-internal-comms_015-strategic-plan-a4-landscape-2.8.pdf` - strategies - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/the-department-document/cits-internal-comms_015-strategic-plan-a4-landscape-2.8.pdf?sfvrsn=5a84871f_3\n- `reviews/2632.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/2632.pdf?sfvrsn=e8ef7088_3\n- `reviews/copi_report-overview.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/city-of-perth/copi_report-overview.pdf?sfvrsn=84c47de4_3\n- `reviews/report-of-the-inquiry-into-city-of-cockburn.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-city-of-cockburn.pdf?sfvrsn=c0c343fa_3\n- `reviews/report-of-the-inquiry-into-the-city-of-melville.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-city-of-melville.pdf?sfvrsn=7ead4f05_1\n- `reviews/report-of-the-inquiry-into-the-shire-of-carnarvon.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-carnarvon.pdf?sfvrsn=d34b8c8_1\n- `reviews/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-coolgardie.pdf?sfvrsn=b63176ac_1\n- `reviews/report-of-the-inquiry-into-the-shire-of-mingenew.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-mingenew.pdf?sfvrsn=c9eaff0d_1\n- `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-toodyay.pdf?sfvrsn=95f11b3f_1\n- `reviews/report-of-the-inquiry-into-the-shire-of-wiluna.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-shire-of-wiluna.pdf?sfvrsn=8c8f4a73_3\n- `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pdf` - reviews - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/report-of-the-inquiry-into-the-town-of-cambridge.pdf?sfvrsn=1f54b650_1\n- `pages/about.html` - pages - https://www.dlgsc.wa.gov.au/department/about-us\n- `pages/contact.html` - pages - https://www.dlgsc.wa.gov.au/department/contact-us\n- `pages/homepage.html` - pages - https://www.dlgsc.wa.gov.au/\n- `pages/inquiries-index.html` - pages - https://www.dlgsc.wa.gov.au/local-government/inquiries\n- `pages/inquiries-index__14.html` - pages - https://www.dlgsc.wa.gov.au/local-government/inquiries\n- `pages/inquiries-index__15.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-mingenew\n- `pages/inquiries-index__16.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-coolgardie\n- `pages/inquiries-index__17.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-wiluna\n- `pages/inquiries-index__18.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-city-of-cockburn\n- `pages/inquiries-index__19.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-town-of-cambridge\n- `pages/inquiries-index__20.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-toodyay\n- `pages/inquiries-index__21.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-city-of-perth\n- `pages/inquiries-index__22.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-carnarvon\n- `pages/inquiries-index__23.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-perenjori\n- `pages/inquiries-index__24.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-city-of-melville\n- `pages/news-latest.html` - pages - https://www.dlgsc.wa.gov.au/department/news\n- `pages/publications-index.html` - pages - https://www.dlgsc.wa.gov.au/department/publications\n- `pages/reforms-index.html` - pages - https://www.dlgsc.wa.gov.au/local-government/local-government-reform\n- `pages/reforms-index__25.html` - pages - https://www.dlgsc.wa.gov.au/local-government/local-government-reform\n- `pages/reforms-index__26.html` - pages - https://www.dlgsc.wa.gov.au/racing-gaming-and-liquor/liquor/liquor-reforms\n- `pages/reforms-index__27.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/full-reform-proposals\n- `pages/reforms-index__28.html` - pages - https://www.dlgsc.wa.gov.au/local-government/local-government-reform/roles-and-responsibilities\n- `pages/reforms-index__29.html` - pages - https://www.dlgsc.wa.gov.au/local-government/local-government-reform/chief-executive-officers\n- `pages/strategies-index.html` - pages - https://www.dlgsc.wa.gov.au/department/strategy\n- `pages/strategies-index__00.html` - pages - https://www.dlgsc.wa.gov.au/department/strategy\n- `pages/strategies-index__01.html` - pages - https://www.dlgsc.wa.gov.au/department/strategy/disability-access-and-inclusion\n- `pages/strategies-index__03.html` - pages - https://www.dlgsc.wa.gov.au/aboriginal-culture/aboriginal-history/reconciliation-and-history-projects\n- `pages/strategies-index__04.html` - pages - https://www.dlgsc.wa.gov.au/aboriginal-culture/aboriginal-history/reconciliation-and-history-projects/norman-tindale-collection\n- `pages/strategies-index__05.html` - pages - https://www.dlgsc.wa.gov.au/aboriginal-culture/aboriginal-history/reconciliation-and-history-projects/perth-and-swan-orphanages-and-missions-name-index\n- `pages/strategies-index__07.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/review-of-strategic-directions-2016-2031\n- `pages/strategies-index__08.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/strategic-directions-2016-2031\n- `pages/strategies-index__09.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/strategic-directions-2020-2023\n- `pages/strategies-index__10.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/strategic-funding-review-2019\n- `pages/strategies-index__11.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/strategic-plan-2026-2029\n- `pages/strategies-index__12.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/wa-hiking-strategy-bushwalking-and-trail-running-in-western-australia-2020---2030\n- `pages/strategies-index__13.html` - pages - https://www.dlgsc.wa.gov.au/department/publications/publication/western-australian-screen-industry-strategy-2024-2034\n- `pages/structure.html` - pages - https://www.dlgsc.wa.gov.au/funding/creative-industries-funding/arts-projects-for-organisations\n- `other-pdfs/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-.pdf` - other-pdfs - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/culture-and-the-arts/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-b439-30da1fbf55a1.pdf?sfvrsn=1bac87d2_12\n- `other-pdfs/copi_volume-1.pdf` - other-pdfs - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/local-government-(blog)/inquiries/city-of-perth/copi_volume-1.pdf?sfvrsn=7e5b88e0_3\n- `other-pdfs/norman-tindale-collection.pdf` - other-pdfs - https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/aboriginal-history/norman-tindale-collection/norman-tindale-collection.pdf?sfvrsn=f38f281b_5\n- `other-pdfs/national-culturalpolicy-8february2023.pdf` - other-pdfs - https://www.arts.gov.au/sites/default/files/documents/national-culturalpolicy-8february2023.pdf\n- `other-pdfs/Screenwest-Terms-of-Trade-January-2021.pdf` - other-pdfs - https://www.screenwest.com.au/wp-content/uploads/2024/04/Screenwest-Terms-of-Trade-January-2021.pdf\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Department of Local Government, Sport and Cultural Industries - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:38:49.284751+00:00\n**Entity ID**: S-WA-009\n**Jurisdiction**: Western Australia\n**Portfolio**: Local Government\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 63\n- Unique legislation references found: 109\n\n| Type | Count |\n|---|---:|\n| Act | 81 |\n| Regulation | 27 |\n| Standard | 1 |\n\n## Legislation References\n\n### Local Government Act 1995\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 222\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+Act+1995\n\n**Sources**:\n- `pages/inquiries-index.html`\n- `pages/inquiries-index__14.html`\n- `pages/inquiries-index__15.html`\n- `pages/inquiries-index__16.html`\n- `pages/inquiries-index__17.html`\n- `pages/inquiries-index__18.html`\n- `pages/inquiries-index__19.html`\n- `pages/inquiries-index__20.html`\n- `pages/inquiries-index__21.html`\n- `pages/inquiries-index__22.html`\n\n**Evidence contexts**:\n- Inquiries | DLGSC\n\nInquiries\nInquiries into local government\nThe department does not make any comment or provide updates on authorised inquiries.\nInquiries under Part 8 Division 1 of the\nLocal Government Act 1995\nare conducted by the\nLocal Government Inspector\nfrom 1 January 2026.\nInquiry reports\nReport of the Inquiry into the Shire of Mingenew\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Shire\n Source: `pages/inquiries-index.html`\n- .\nInquiries under Part 8 Division 1 of the\nLocal Government Act 1995\nare conducted by the\nLocal Government Inspector\nfrom 1 January 2026.\nInquiry reports\nReport of the Inquiry into the Shire of Mingenew\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Shire of Coolgardie\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Shire of Wiluna\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Gover\n Source: `pages/inquiries-index.html`\n- nquiry reports\nReport of the Inquiry into the Shire of Mingenew\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Shire of Coolgardie\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Shire of Wiluna\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into City of Cockburn\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government A\n Source: `pages/inquiries-index.html`\n- nt Act 1995 (WA)\nReport of the Inquiry into the Shire of Coolgardie\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Shire of Wiluna\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into City of Cockburn\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Town of Cambridge\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government\n Source: `pages/inquiries-index.html`\n- overnment Act 1995 (WA)\nReport of the Inquiry into the Shire of Wiluna\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into City of Cockburn\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Town of Cambridge\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Government Act 1995 (WA)\nReport of the Inquiry into the Shire of Toodyay\nReport\nAuthorised Inquiry under Part 8 Division 1 of the Local Govern\n Source: `pages/inquiries-index.html`\n\n### Local Government (Administration) Regulations 1996\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 61\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Administration%29+Regulations+1996\n\n**Sources**:\n- `pages/inquiries-index__18.html`\n- `pages/inquiries-index__20.html`\n- `pages/inquiries-index__23.html`\n- `pages/inquiries-index__24.html`\n- `other-pdfs/copi_volume-1.pages.jsonl`\n- `reviews/2632.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-city-of-cockburn.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-city-of-melville.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n\n**Evidence contexts**:\n- arm or detriment to any person or organisation.\n3.3 Staff shall observe the highest standards of honesty and integrity and avoid conduct that might suggest any departure from these standards.\nAt the time of the Inquiry, Regulation 34C of the Local Government (Administration) Regulations 1996 was in place. Regulation 34C required that a local government’s Code of Conduct for employees include a requirement that employees with an interest\n in a matter that may adversely affect their impartiality, to disclose the nature of the interest.  As of Febru\n Source: `pages/inquiries-index__18.html`\n- must disclose the nature of the interest prior to the meeting, or prior to the matter being discussed. The nature of the interest is to be recorded in the\n minutes of the meeting.\nSimilarly, at the time of the Inquiry, Regulation 34C of the Local Government (Administration) Regulations 1996 (following amendments of February 2021, this is now Regulation 19AD) required that a local government’s code of conduct contain a\n requirement for a person who is an employee and has an interest in any matter to be discussed at a meeting attended by that pers\n Source: `pages/inquiries-index__18.html`\n- ys after a council has made a determination, a copy of the review and determination is to be provided to the Department.\n2.4 Administration Requirements\n24. The administration requirements for local governments are set out in the Act and the Local Government (Administration) Regulations 1996 (Admin Regs).\n25. Regulation 11 of the Admin Regs states:\n11. Minutes, content of (Act s. 5.25(1)(f))\nThe content of minutes of a meeting of a council or a committee is to include —\nthe names of the members present at the meeting; and\nwhere a member enters or\n Source: `pages/inquiries-index__20.html`\n- Olivier (sister firm of Civic Legal) and Richard J Price (counsel),\n between 21 November 2013 and 28 February 2017.\nFinding 01\nThe minutes of the Ordinary Council Meeting held on 19 February 2013 did not comply with regulation 11(da) of the Local Government (Administration) Regulations 1996, as they did not provide written reasons for a decision that is significantly different\n from the Chief Executive Officer's written recommendation in relation to the Merrick matter.\nFinding 02\nThe CEO has failed to keep Council abreast of costs of litigation\n Source: `pages/inquiries-index__20.html`\n- to reflect the scope and authority of the CEO regarding any litigation on behalf of the Shire.\nSchedule of Findings\nFinding 01\nThe minutes of the Ordinary Council Meeting held on 19 February 2013 did not comply with regulation 11(da) of the Local Government (Administration) Regulations 1996, as they did not provide written reasons for a decision that is significantly different\n from the Chief Executive Officer's written recommendation in relation to the Merrick matter.\nFinding 02\nThe CEO has failed to keep Council abreast of costs of litigation\n Source: `pages/inquiries-index__20.html`\n\n### Local Government (Financial Management) Regulations 1996\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 53\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Financial+Management%29+Regulations+1996\n\n**Sources**:\n- `pages/inquiries-index__19.html`\n- `pages/inquiries-index__20.html`\n- `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-shire-of-wiluna.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pages.jsonl`\n\n**Evidence contexts**:\n- he purchase of Lot 501 by the Town and all associated legal matters was completed.\nThe agreement to repurchase the property stipulated that the cost was to remain confidential.\nFinding 17\nThe Town has complied with its obligations under the Local Government  (Financial Management) Regulations 1996 in relation to the re-purchase of Lot 501.\nExpenditure on law firms\nAuthorised Persons are aware that ratepayers have asked questions of the Town in relation to financial transparency regarding the use of law firms. This can be seen throughout question time d\n Source: `pages/inquiries-index__19.html`\n- re aware that ratepayers have asked questions of the Town in relation to financial transparency regarding the use of law firms. This can be seen throughout question time during meetings as detailed through meeting minutes.\nTo comply with the Local Government (Financial Management) Regulations 1996, the Town is required to provide sufficient information in their reports to identify transactions.\nBetween 1 November 2017 and 26 February 2019, the Town paid $1,004,366.54 (inclusive of GST) to various law firms on a range of matters.\nBy comparison, between\n Source: `pages/inquiries-index__19.html`\n- ST) to various law firms on a range of matters.\nBy comparison, between 1 March 2019 and 29 February 2020, the Town paid out $447,476.91 (inclusive of GST) to various law firms.\nFinding 18\nThe Town has complied with its obligations under the Local Government  (Financial Management) Regulations 1996 in relation to identifying transactions.\n5.7 Recordkeeping requirements\nAll local governments must keep records relating to all activities in accordance with:\nthe State Records Act 2000 (WA)\nthe local government record keeping plan\nthe local government’s reco\n Source: `pages/inquiries-index__19.html`\n- ayor failed to comply with the Town’s Legal Opinions policy by  withholding legal advice and associated correspondence from council members  entitled to access the information.\nFinding 17\nThe Town has complied with its obligations under the Local Government  (Financial Management) Regulations 1996 in relation to the re-purchase of Lot 501.\nFinding 18\nThe Town has complied with its obligations under the Local Government  (Financial Management) Regulations 1996 in relation to identifying transactions.\nFinding 19\nThe Town's current information technology\n Source: `pages/inquiries-index__19.html`\n- nformation.\nFinding 17\nThe Town has complied with its obligations under the Local Government  (Financial Management) Regulations 1996 in relation to the re-purchase of Lot 501.\nFinding 18\nThe Town has complied with its obligations under the Local Government  (Financial Management) Regulations 1996 in relation to identifying transactions.\nFinding 19\nThe Town's current information technology system may not be suitable  for complying with contemporary recordkeeping requirements.\nRelated pages\nInquiries\nPage reviewed\n17 February 2026\nThank you for your fee\n Source: `pages/inquiries-index__19.html`\n\n### Local Government (Functions and General) Regulations 1996\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 29\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Functions+and+General%29+Regulations+1996\n\n**Sources**:\n- `pages/inquiries-index__20.html`\n- `pages/inquiries-index__22.html`\n- `pages/inquiries-index__23.html`\n- `other-pdfs/copi_volume-1.pages.jsonl`\n- `reviews/2632.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-shire-of-carnarvon.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n\n**Evidence contexts**:\n- cuments are to be issued by\n Business Units and a record of the details of written quotation received is to be made in accordance with the Purchasing Policy.\n$150,000 and above\nConduct a public tender process or apply Regulation 11(2) of the Local Government (Functions and General) Regulations 1996.\n3.5 Shire Policy F12 – Disposal of Property Policy\nThe Policy sets the direction of disposal of all property including plant, vehicles, trade-ins, machinery, furniture, equipment, miscellaneous items, abandoned vehicles, building/construction materials, live\n Source: `pages/inquiries-index__20.html`\n- f Local Government, Sport and Cultural Industries\n(the Department)\nthe authority to inquire into all local governments and their\n operations and affairs. This function was delegated to the Deputy Director General as per Regulation 35B of the\nLocal Government (Functions and General) Regulations 1996\non 8 December 2017.\nThe Deputy Director General may, by written authorisation, authorise a person to inquire into and report on any aspect of a local government or its operations or affairs.\nOn 8 January 2018, the Deputy Director General of the Department aut\n Source: `pages/inquiries-index__22.html`\n- which the person has any estate or interest.\n2.3 Tendering\nWhen the requirements of the Shire necessitate the invitation of tenders for providing goods or services there is a statutory obligation the Shire will adhere to the requirements of\nLocal Government (Functions and General) Regulations 1996\n(Function & General Regulations)\n, Part 4 Provision of goods and services. More specifically;\nRegulation 11.           When tenders have to be publicly invited\nTenders are to be publicly invited according to the requirements of this Division before a local go\n Source: `pages/inquiries-index__22.html`\n- tion 5.68(1) is to be recorded in the minutes of the meeting relating to the matter together with the extent of any participation allowed by the council or committee.\n3.3 Tendering\nPursuant to section 3.57 of the Act and regulation 11 of the Local Government (Functions and General) Regulations 1996\n(Functions and General Regulations)\n, tenders are generally required to be publicly invited before a local government\n enters into a contract for the supply of goods or services worth more, or expected to be worth more, than $150,000:\nRegulation 11. When tend\n Source: `pages/inquiries-index__23.html`\n- es on the tenders register\n often did not include a list or details of any tenderers let alone the name of the successful tenderer.\nFinding 02\n– Ms Mills, as CEO, has repeatedly failed to comply with obligations under regulation 17(2) of the Local Government (Functions and General) Regulations 1996 by not including prescribed details on the tender register.\nMinutes of council and committee meetings\nSection 5.22 of the Act requires minutes of a council or committee meeting to be kept. That section provides:\nThe person presiding at a meeting of a council\n Source: `pages/inquiries-index__23.html`\n\n### State Records Act 2000\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 29\n**Register search**: https://www.legislation.wa.gov.au/search?query=State+Records+Act+2000\n\n**Sources**:\n- `pages/inquiries-index__17.html`\n- `pages/inquiries-index__19.html`\n- `pages/inquiries-index__22.html`\n- `pages/inquiries-index__23.html`\n- `pages/strategies-index__01.html`\n- `other-pdfs/copi_volume-1.pages.jsonl`\n- `reviews/2632.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-shire-of-carnarvon.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-shire-of-wiluna.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pages.jsonl`\n\n**Evidence contexts**:\n- ware of their legal obligations, including those under contract, when seeking sources of credit.\n2.3 The financial viability of the Shire\n2.3.1. Record keeping by the Shire\nThe Shire’s Record Keeping Plan 2016 (RKP) outlines how the Shire will comply with the\nState Records Act 2000\nand the procedures associated with the storage of records.\nDue to the age of the RKP, procedures relating to the current document management system, Magiq, are not referenced, thus procedures or processes outlined in the RKP are not relevant to the current re\n Source: `pages/inquiries-index__17.html`\n- omplied with its obligations under the Local Government  (Financial Management) Regulations 1996 in relation to identifying transactions.\n5.7 Recordkeeping requirements\nAll local governments must keep records relating to all activities in accordance with:\nthe State Records Act 2000 (WA)\nthe local government record keeping plan\nthe local government’s record keeping policy\nassociated procurement procedures.\nSection 19 of the State Records Act provides that \"[e]very government organisation must have a record keeping plan that has been appr\n Source: `pages/inquiries-index__19.html`\n- requirement for such an \noption and specified the consideration payable, or the method by which \nthe consideration is to be calculated, if the option were exercised; or\n(k) the goods or services are to be supplied by a pre qualified supplier under Division 3.\nThe\nState Records Act 2000\nrequires a government organisation to have a plan. Section 19 states:\nGovernment organisations to have plans\nEvery government organisation must have a record keeping plan that has been approved by the Commission under section 23\n.\nThe State Records Principles\n Source: `pages/inquiries-index__22.html`\n- adopted by Council in February 2015 and later reviewed in April 2016.\n4. Inquiry findings\n4.1 Record keeping requirements\nAll local governments must keep records relating to all activities but in particular, the procurement activities in accordance with;\nthe State Records Act 2000 (WA)\nthe local government record keeping plan\nthe local government’s record keeping policy and process\nassociated procurement procedures.\nThe Shire is required to have an approved RKP as well as associated policies and procedures which were approved by Counci\n Source: `pages/inquiries-index__22.html`\n- In-Situ was awarded the contract for the second stage of the fascine wall construction. Again, this shows the lack of adherence to the Shires own plan on record keeping.\nFinding 01:\nThe CEO has failed to discharge the duty imposed on him by section 10 of the State Records Act 2000 (SRA) by not ensuring that provision(s) 1.2 and 2.2 of the Record Keeping Plan 2009 was complied with in these respects\n to retention of vital infrastructure documents of the fascine wall and ensuring electronic mail, of importance was retained, which was con\n Source: `pages/inquiries-index__22.html`\n\n### Local Government (Rules of Conduct) Regulations 2007\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 27\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Rules+of+Conduct%29+Regulations+2007\n\n**Sources**:\n- `pages/inquiries-index__18.html`\n- `pages/inquiries-index__19.html`\n- `pages/inquiries-index__23.html`\n- `other-pdfs/copi_volume-1.pages.jsonl`\n- `reviews/2632.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-city-of-cockburn.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pages.jsonl`\n\n**Evidence contexts**:\n- ey publish in a personal capacity on any form of social media platform and in this regard must understand their legal obligations...\nAs civic leaders, Elected Members must comply with the requirements of the\nLocal Government Act 1995\nand the Local Government (Rules of Conduct) Regulations 2007 and such obligations extend to when Elected Members use social media to communicate with the community.\n(b) In view of this, Elected Members when using social media must:\nOnly disclose and discuss publicly available information;\nEnsure that all content publis\n Source: `pages/inquiries-index__18.html`\n- Fair Work Commission proceedings were finalised and published\n on the Commission’ website (17 April 2020) that all elected members were advised.\n5.6 Failure to disclose Impartiality Interests\nAt the time of the Inquiry, Regulation 11 of the Local Government (Rules of Conduct) Regulations 2007 was in place which prescribed how and when a disclosure of an impartiality interest was to be made by an elected member (as of February 2021, Regulation\n 11 was replaced by Regulation 22 of the Local Government (Model Code of Conduct) Regulations 2021).\nRegul\n Source: `pages/inquiries-index__18.html`\n- uncils strategies to respect the Towns reputation. To achieve that position Council members need to observe their statutory\n obligations.\n13.2 Breaches of this Code by Council Members and Committee Members\nA breach by a Council Member of the Local Government (Rules of Conduct) Regulations 2007 may be reported to the Town’s Complaints Officer (the CEO) in accordance with\n the prescribed Complaints Form, as determined from time to time. Such complaints will be dealt with under Division 9 of Part 5 of the\nLocal Government Act 1995\n.\nProcurement Busine\n Source: `pages/inquiries-index__19.html`\n- erviewed for the role and she was\n known to the interviewer CEO John Giorgi.\nFinding 13\nThe Authorised Persons’ perception of patronage by the CEO  throughout the two recruitment processes is significantly high.\n5.4 Principles of conduct\nThe Local Government (Rules of Conduct) Regulations 2007 provides general principles to guide the behaviour of council members.\nDuring public question time of the 24 April 2018 Ordinary Council Meeting the following question was asked (by constituent Hilary Pinerua):\n\"When were we going to be told, as the ratepayer\n Source: `pages/inquiries-index__19.html`\n- Mayor Shannon was the presiding member for both meetings and would have known this\n to have been the case when providing her answer on 24 April 2018.\nFinding 14\nThe Mayor failed to adhere to the principles as set out in Regulation 3  of the Local Government (Rules of Conduct) Regulations 2007 — General principles  to guide the behaviour of council members, specifically (e) be open and accountable \n to the public.\nOn the 7 June 2018 a Special Council meeting was called for that evening to hear a confidential motion put by Cr McAllister. The motion\n Source: `pages/inquiries-index__19.html`\n\n### Royal Commissions Act 1968\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 24\n**Register search**: https://www.legislation.wa.gov.au/search?query=Royal+Commissions+Act+1968\n\n**Sources**:\n- `other-pdfs/copi_volume-1.pages.jsonl`\n\n**Evidence contexts**:\n- el consisting of one person,\nAnthony Power, Legal Practitioner, to inquire into and report on the aspects,\noperations and affairs of the City of Perth”. The appointment of the Inquiry\nPanel (Inquiry), which had the powers of a State Royal Commission under\nthe Royal Commissions Act 1968 (RC Act), took effect on 1 May 2018.c\nThe powers of an inquiry, pursuant to the Royal Commissions Act 1968,\nare set out in Chapter 1.1.4: Procedural fairness.\nb In accordance with section 2.38(1) of the Local Government Act 1995, the role of a Commissioner is\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- operations and affairs of the City of Perth”. The appointment of the Inquiry\nPanel (Inquiry), which had the powers of a State Royal Commission under\nthe Royal Commissions Act 1968 (RC Act), took effect on 1 May 2018.c\nThe powers of an inquiry, pursuant to the Royal Commissions Act 1968,\nare set out in Chapter 1.1.4: Procedural fairness.\nb In accordance with section 2.38(1) of the Local Government Act 1995, the role of a Commissioner is “… to exercise the powers and discharge\nthe duties of the council of the local government and its [Lord Ma\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- b In accordance with section 2.38(1) of the Local Government Act 1995, the role of a Commissioner is “… to exercise the powers and discharge\nthe duties of the council of the local government and its [Lord Mayor] …”.\nc The powers of an inquiry, pursuant to the Royal Commissions Act 1968, are set out in Chapter 1.1.4: Procedural Fairness of this Report.\nReport of the Inquiry into the City of Perth | 1.1 Overview 33\n\n[page 34]\n1.1.3 About the Inquiry\nSection 8.17 of the LG Act provides that the Notice of Appointment is to set out the nature of\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- private and public hearings (Table 1.2 and 4.1: The Inquiry).\n48 Report of the Inquiry into the City of Perth | 1.1 Overview\n\n[page 49]\n1.1.3 About the Inquiry\nTable 1.2: Persons who gave evidence before the Inquiry Panel at a public hearing (section 9 of the\nRoyal Commissions Act 1968).\nNo. Witness Position Organisation\n1. Mr Jim Adamos Councillor City of Perth\n2. Ms Erica Barrenger Director, Planning and Development City of Perth\n3. Ms Lexi Barton Councillor City of Perth\n4. Ms Lily Chen Councillor City of Perth\n5. Mr Martin Copeman Manag\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- irness as they applied to the Inquiry,\nand how the Inquiry ensured that it complied with those requirements, it is necessary\nto understand the nature and powers of an Inquiry under the Local Government Act 1995\n(LG Act).\nPowers of the Inquiry\nBy virtue of the Royal Commissions Act 1968 (RC Act), the powers of an Inquiry include,\namong other things, the power to:\n• compel public authorities or public officers to produce to the Inquiry statements\nof information;55\n• require, by notice, a person to produce to the Inquiry documents, books, writ\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n\n### City of Perth Act 2016\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 13\n**Register search**: https://www.legislation.wa.gov.au/search?query=City+of+Perth+Act+2016\n\n**Sources**:\n- `pages/inquiries-index__21.html`\n- `other-pdfs/copi_volume-1.pages.jsonl`\n\n**Evidence contexts**:\n- and its employees have in recent times been no strangers to controversy. The City has for a number of years been criticised as being dysfunctional,\n inward-looking and often not serving the best interests of its community. Its aspirations are described in the\nCity of Perth Act 2016\n(CoP Act), but it has not in truth measured up to the objectives in that Act.\nIt is clear from the information and materials considered by this Inquiry that many of the problems which beset the City, its Council and its Administration stemmed from an inapprop\n Source: `pages/inquiries-index__21.html`\n- 005.\n• Health (Miscellaneous Provisions) Act 1911.\n• Food Act 2008.\n• Bush Fires Act 1954.\n• Cemeteries Act 1986.\n• Dog Act 1976.\n• Cat Act 2011.\n• Heritage Act 2018 (which replaced Heritage of Western Australia Act 1990).\n• Environmental Protection Act 1986.\nCity of Perth Act 2016\nThe City of Perth Act 2016 brought the City in line with other Australian capital cities and\nacknowledged its central role in tourism, business and economic development.\nSection 8 of that Act sets out the 10 objects of the City. These include to provide for g\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- neous Provisions) Act 1911.\n• Food Act 2008.\n• Bush Fires Act 1954.\n• Cemeteries Act 1986.\n• Dog Act 1976.\n• Cat Act 2011.\n• Heritage Act 2018 (which replaced Heritage of Western Australia Act 1990).\n• Environmental Protection Act 1986.\nCity of Perth Act 2016\nThe City of Perth Act 2016 brought the City in line with other Australian capital cities and\nacknowledged its central role in tourism, business and economic development.\nSection 8 of that Act sets out the 10 objects of the City. These include to provide for good\ngovernment, and to repr\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- ayor or President and between five and 14 councillors, one of whom is to hold the office\nof deputy mayor or deputy president.\nA local government which is a ‘City’ or a ‘Town’ has a Mayor. A local government which is a\n‘Shire’ has a President.\nSection 9 of the City of Perth Act 2016 states that the City of Perth Council consists of a\nmayor, who is called the Lord Mayor, and eight councillors.\nThe roles of the Lord Mayor and councillors are set out in sections 10 and 11 of the\nCity of Perth Act. Section 11(2) sets out the role of a counci\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- that such\ngood government does happen in the future”. [Emphasis added]\nLegislation\nThe Local Government Act 1995 (LG Act) states, at section 3.1(1):\n“The general function of a local government is to provide for the good government\nof persons in its district”.\nThe City of Perth Act 2016 (CoP Act) states, at section 8(1):\n“The objects of the City of Perth are as follows –\n(a) to provide for the good government of persons in the City of Perth,\nincluding residents, ratepayers and visitors”.\nThe term “good government” is not defined in either Ac\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n\n### Local Government (Code of Conduct) Regulations 2007\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 12\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Code+of+Conduct%29+Regulations+2007\n\n**Sources**:\n- `pages/inquiries-index__19.html`\n- `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pages.jsonl`\n\n**Evidence contexts**:\n- subsection (1), a council member can have access to —\nall written contracts entered into by the local government; and\nall documents relating to written contracts proposed to be entered into by the local government.\nRelevant provisions of the Local Government (Code of Conduct) Regulations 2007 include:\n3. General principles to guide behaviour of council members\nGeneral principles to guide the behaviour of council members include that a person in his or her capacity as a council member should —\nact with reasonable care and diligence; and\nact with ho\n Source: `pages/inquiries-index__19.html`\n- tration\nAuthorisations by council\nFrom early 2018 to early 2020, certain motions passed by council contained authorisations for the Mayor or another elected member to undertake certain administrative tasks, in reliance on Regulation 9 of the Local Government (Code of Conduct) Regulations\n 2007.\nAt a Special Council Meeting on 7 February 2018, council:\npassed motions appointing specific lawyers or law firms to act for or provide advice to the Town;\nauthorised the Mayor to provide instructions directly to lawyers; and\ndid not observe any procurement\n Source: `pages/inquiries-index__19.html`\n- ay be appointed; and\nit is only council that can appoint members to a committee which is to be by absolute majority (the CEO is not able to appoint other Town of Cambridge officers to the committee).\nCouncil’s reliance on Regulation 9 of the Local Government (Code of Conduct) Regulations 2007 to authorise elected members to undertake administrative tasks was erroneous.\nRegulation 9 was a statement that a council member will have breached a rule of conduct if he or she involves himself or herself in the local government’s administration without tha\n Source: `pages/inquiries-index__19.html`\n- by Mayor Shannon to administrative staff shows Mayor Shannon directly requests information from, and asks for tasks to be undertaken by, administration staff without advising the CEO (through the EMR) of matters raised.\nRegulation 10 of the Local Government (Code of Conduct) Regulations 2007 states a council member must not direct or attempt to direct a local government employee or attempt to influence, by means of a threat or the promise of a reward, the conduct\n of a person who is a local government employee.\nCouncil members should liaise with\n Source: `pages/inquiries-index__19.html`\n- ectively managing the day to day operations of the local government.\nFinding 11\nBy emailing administration staff directly without including the CEO and  requiring the employee to act, the Mayor has failed to comply with Regulation 10 of  the Local Government (Code of Conduct) Regulations 2007.\nCurtailing administration\nSection 5.41(g) expressly provides that the CEO be responsible for the employment, management, direction and dismissal of other employees, subject to section 5.37(2) in relation to senior employees where the CEO is to inform the cou\n Source: `pages/inquiries-index__19.html`\n\n### Local Government (Financial Management) Regulation 1996\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 10\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Financial+Management%29+Regulation+1996\n\n**Sources**:\n- `pages/inquiries-index__20.html`\n- `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n\n**Evidence contexts**:\n- ot less than once in every 3 financial years.\nThe CEO is to report to the audit committee the results of that review.\nThe Audit Committee have further responsibilities in regard to review of the local government budget. Regulation 33A of the Local Government (Financial Management) Regulation 1996 states:\n33A. Review of budget\nBetween 1 January and 31 March in each financial year a local government is to carry out a review of its annual budget for that year.\n2A. The review of an annual budget for a financial year must —\nconsider the local government’s\n Source: `pages/inquiries-index__20.html`\n- ems and procedures for, amongst other things, to assist in the preparation of budgets, budget reviews, accounts and reports required\n by the Act or the Financial Management Regs.\nFinding 12\nThe Shire of Toodyay has breached of r33A(4) of the Local Government (Financial Management) Regulation 1996 by not submitting the Shire of Toodyay Budget Review to the Department of Local Government Sport and Cultural Industries for the 2018-19 financial\n year.\nFinding 13\nThe CEO has breached of r5(g) of the Local Government (Financial Management) Regulation 1996 b\n Source: `pages/inquiries-index__20.html`\n- (Financial Management) Regulation 1996 by not submitting the Shire of Toodyay Budget Review to the Department of Local Government Sport and Cultural Industries for the 2018-19 financial\n year.\nFinding 13\nThe CEO has breached of r5(g) of the Local Government (Financial Management) Regulation 1996 by not submitting the Shire of Toodyay Budget Review to the Department of Local Government Sport and Cultural Industries.\nOffice of Auditor General Report\nThe office of the Auditor General (OAG) tabled a report in Parliament on 9 April 2019 in relation to a “\n Source: `pages/inquiries-index__20.html`\n- not to have complied with section 5.14 of the Act by not choosing one of themselves to preside at the 17 December 2018 meeting in the absence of the presiding member, Cr Welburn.\nFinding 12\nThe Shire of Toodyay has breached of r33A(4) of the Local Government (Financial Management) Regulation 1996 by not submitting the Shire of Toodyay Budget Review to the Department of Local Government Sport and Cultural Industries for the 2018-19 financial\n year.\nFinding 13\nThe CEO has breached of r5(g) of the Local Government (Financial Management) Regulation 1996 b\n Source: `pages/inquiries-index__20.html`\n- (Financial Management) Regulation 1996 by not submitting the Shire of Toodyay Budget Review to the Department of Local Government Sport and Cultural Industries for the 2018-19 financial\n year.\nFinding 13\nThe CEO has breached of r5(g) of the Local Government (Financial Management) Regulation 1996 by not submitting the Shire of Toodyay Budget Review to the Department of Local Government Sport and Cultural Industries.\nFinding 14\nThe CEO has failed to ensure that the Shire adhered to Local Government (Functions and General) Regulation 1996 r11 by neglect\n Source: `pages/inquiries-index__20.html`\n\n### Corruption, Crime and Misconduct Act 2003\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.wa.gov.au/search?query=Corruption%2C+Crime+and+Misconduct+Act+2003\n\n**Sources**:\n- `pages/inquiries-index__18.html`\n- `pages/reforms-index__27.html`\n- `other-pdfs/copi_volume-1.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-city-of-cockburn.pages.jsonl`\n\n**Evidence contexts**:\n- elected members and local government employees\n conduct can be measured and to which they are to be held accountable.\nWhile this is the case, other legislation also exists by which the conduct of local government employees and elected members can be measured. The\nCorruption, Crime and Misconduct Act 2003\n(CCM Act) is one such piece of legislation that should be referred\n to by local governments in respect to measuring and determining appropriate conduct. The CCM Act creates an obligation for public agencies (including local governments) to report any informat\n Source: `pages/inquiries-index__18.html`\n- te and intervene in any local government where potential issues are identified.\nThe inspector would have the authority to assess, triage, refer, investigate, or close complaints, having regard to various public interest criteria — considering laws such as the\nCorruption, Crime and Misconduct Act 2003\n, the\nOccupational Safety\n and Health Act 1984\n, the\nBuilding Act 2011\nand other legislation.\nThe inspector would have powers to implement minor penalties for less serious breaches of the Act, with an appeal mechanism.\nThe inspector would also have the power\n Source: `pages/reforms-index__27.html`\n- ployees of the City who wished to provide information to\nthe Inquiry, but were unable to do so because of confidentiality clauses in their\ntermination agreement.\nDocuments were also obtained from the CCC by way of voluntary disclosure\nunder section 152 of the Corruption, Crime and Misconduct Act 2003.\nCouncil members and members of the ELG were initially given an opportunity to provide\ndocuments and other items voluntarily. Only when this avenue was exhausted, were they\nserved with a Notice.\nThe Inquiry examined the material received, including the follow\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- ctions by virtue of being the nominee of a body (1H).\ncorporate that owns or occupies rateable property within\nthe local government’s district.\nCorruption and A Western Australia State Government agency established Corruption, Crime\nCrime Commission under the Corruption, Crime and Misconduct Act 2003 and Misconduct Act\n(CCC) (CCM Act) to assess, investigate and expose serious 2003.\nmisconduct in the Western Australian public sector,\nincluding local government.\nCouncil The Council of the local government, being the City CoP Act, s 9; LG Act,\nof Perth. s 2.\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- overnment (Miscellaneous Provisions) Act 1960; Local Government Local By-law (Standing Orders) No. 4. s 16(1).\n164 Electronic Transactions Act 2011, s 5(1).\n165 Document, Perth Public Art Foundation, Constitution 2016, part 6.\n166 Misconduct is defined in the Corruption, Crime and Misconduct Act 2003, s 4(d).\nReport of the Inquiry into the City of Perth | Volume 1 115\n\n[page 116]\n\n[page 117]\nDepartment of Local Government,\nSport and Cultural Industries\nPerth office\nGordon Stephenson House\n140 William Street\nPerth WA 6000\nLeederville office\n246 Vincent Str\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n\n### Local Government (Functions and General) Regulation 1996\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 6\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Functions+and+General%29+Regulation+1996\n\n**Sources**:\n- `pages/inquiries-index__20.html`\n- `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n\n**Evidence contexts**:\n- tion;\nand\nin relation to each disclosure made under section 5.65 or 5.70 in relation to the meeting, where the extent of the interest has also been disclosed, the extent of the interest.\n2.5 Purchasing Requirements\n29. Regulation 11 A of the Local Government (Functions and General) Regulation 1996 (Functions & General Regs) require local governments to implement purchasing policies:\n11A. Purchasing policies for local governments\nA local government is to prepare or adopt, and is to implement, a purchasing policy in relation to contracts for other person\n Source: `pages/inquiries-index__20.html`\n- r any of its agencies, or by a local government or regional local government.\n In this case, the services were not supplied by or obtained through the government of the State.\nFinding 14\nThe CEO has failed to ensure that the Shire adhered to Local Government (Functions and General) Regulation 1996 r11 by neglecting to invite tenders before awarding the contract to Fire Mitigations Services.\n4.2 Administration Matters\nAnzac Avenue\nA report was submitted by Works Advisory Committee and presented for the 26 July 2016 Ordinary Council Meeting to consider a\n Source: `pages/inquiries-index__20.html`\n- cal Government (Financial Management) Regulation 1996 by not submitting the Shire of Toodyay Budget Review to the Department of Local Government Sport and Cultural Industries.\nFinding 14\nThe CEO has failed to ensure that the Shire adhered to Local Government (Functions and General) Regulation 1996 r11 by neglecting to invite tenders before awarding the contract to Fire Mitigations Services.\nFinding 15\nThe Council has failed to adhere to the F12 Disposal of Property policy by neglecting to contact all effected stakeholders as nominated in the policy.\nFi\n Source: `pages/inquiries-index__20.html`\n- elation to each disclosure made under section 5.65 or 5.70\nin relation to the meeting, where the extent of the interest has\nalso been disclosed, the extent of the interest.\n14\n\n[page 15]\n2.5 Purchasing Requirements\n29. Regulation 11 A of the Local Government (Functions and General) Regulation\n1996 (Functions & General Regs) require local governments to implement\npurchasing policies:\n11A. Purchasing policies for local governments\n(1) A local government is to prepare or adopt, and is to\nimplement, a purchasing policy in relation to contracts for other\npe\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n- or any of its agencies, or by a\nlocal government or regional local government. In this case, the services were\nnot supplied by or obtained through the government of the State.\nFinding 14\nThe CEO has failed to ensure that the Shire adhered to Local Government\n(Functions and General) Regulation 1996 r11 by neglecting to invite tenders\nbefore awarding the contract to Fire Mitigations Services.\n4.2 Administration Matters\nAnzac Avenue\n99. A report was submitted by Works Advisory Committee and presented for the 26\nJuly 2016 Ordinary Council Meeting to consid\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n\n### Local Government (Model Code of Conduct) Regulations 2021\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Model+Code+of+Conduct%29+Regulations+2021\n\n**Sources**:\n- `pages/inquiries-index__18.html`\n- `reviews/report-of-the-inquiry-into-city-of-cockburn.pages.jsonl`\n\n**Evidence contexts**:\n- to the CEO by the Council under section 5.42 of the Act.\nThe statutory provisions for local government are intended to guide and promote accountability, transparency, and good governance in local government. The Act and the recently gazetted Local Government (Model Code of Conduct) Regulations 2021 (made\n under the Act) are the current, predominant source of these requirements as they prescribe not only detailed direction on conduct that is or is not permitted but also a set of principles against which elected members and local government employees\n con\n Source: `pages/inquiries-index__18.html`\n- Government (Rules of Conduct) Regulations 2007 was in place which prescribed how and when a disclosure of an impartiality interest was to be made by an elected member (as of February 2021, Regulation\n 11 was replaced by Regulation 22 of the Local Government (Model Code of Conduct) Regulations 2021).\nRegulation 11 - and subsequently Regulation 22 - states that an elected member must disclose an interest that could, or could reasonably be perceived to, adversely affect the impartiality of the person having the interest. The regulations further\n require t\n Source: `pages/inquiries-index__18.html`\n- he CEO by the Council under section 5.42 of the Act.\n36. The statutory provisions for local government are intended to guide and\npromote accountability, transparency, and good governance in local\ngovernment. The Act and the recently gazetted Local Government (Model\nCode of Conduct) Regulations 2021 (made under the Act) are the current,\npredominant source of these requirements as they prescribe not only\ndetailed direction on conduct that is or is not permitted but also a set of\nprinciples against which elected members and local government employees\ncondu\n Source: `reviews/report-of-the-inquiry-into-city-of-cockburn.pages.jsonl`\n- l Government (Rules of\nConduct) Regulations 2007 was in place which prescribed how and when a\ndisclosure of an impartiality interest was to be made by an elected member\n(as of February 2021, Regulation 11 was replaced by Regulation 22 of the\nLocal Government (Model Code of Conduct) Regulations 2021).\n153. Regulation 11 - and subsequently Regulation 22 - states that an elected\nmember must disclose an interest that could, or could reasonably be\n22\n\n[page 26]\nperceived to, adversely affect the impartiality of the person having the\ninterest. The regulations\n Source: `reviews/report-of-the-inquiry-into-city-of-cockburn.pages.jsonl`\n\n### Local Government Regulations Amendment Regulations 2023\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 4\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+Regulations+Amendment+Regulations+2023\n\n**Sources**:\n- `pages/reforms-index__28.html`\n- `pages/reforms-index__29.html`\n\n**Evidence contexts**:\n- - Roles and responsibilities\n- Implementation\n- Consultation\n- Complaints\n- Regional subsidiaries\n- Local laws and approvals\n- Chief executive officers\n- Local government reform: the journey\n- Local Government Regulations Amendment Regulations (No. 2) 2023\n- Local Government Regulations Amendment Regulations 2023\n- Changes to local government representation\n- Local government reform webinars\n- Monitor Panel Request for Information\n- The Local Government (Elections) Amendment Regulations 2025\nLocal Government Inspector and monitors\nCompliance and reporting\nCouncil and\n Source: `pages/reforms-index__28.html`\n- Financial management\nRoles and responsibilities\nImplementation\nConsultation\nComplaints\nRegional subsidiaries\nLocal laws and approvals\nChief executive officers\nLocal government reform: the journey\nLocal Government Regulations Amendment Regulations (No. 2) 2023\nLocal Government Regulations Amendment Regulations 2023\nChanges to local government representation\nLocal government reform webinars\nMonitor Panel Request for Information\nThe Local Government (Elections) Amendment Regulations 2025\nThank you for your feedback.\nWas this information helpful?\nYes\nNo\nDo not check this b\n Source: `pages/reforms-index__28.html`\n- - Roles and responsibilities\n- Implementation\n- Consultation\n- Complaints\n- Regional subsidiaries\n- Local laws and approvals\n- Chief executive officers\n- Local government reform: the journey\n- Local Government Regulations Amendment Regulations (No. 2) 2023\n- Local Government Regulations Amendment Regulations 2023\n- Changes to local government representation\n- Local government reform webinars\n- Monitor Panel Request for Information\n- The Local Government (Elections) Amendment Regulations 2025\nLocal Government Inspector and monitors\nCompliance and reporting\nCouncil and\n Source: `pages/reforms-index__29.html`\n- Financial management\nRoles and responsibilities\nImplementation\nConsultation\nComplaints\nRegional subsidiaries\nLocal laws and approvals\nChief executive officers\nLocal government reform: the journey\nLocal Government Regulations Amendment Regulations (No. 2) 2023\nLocal Government Regulations Amendment Regulations 2023\nChanges to local government representation\nLocal government reform webinars\nMonitor Panel Request for Information\nThe Local Government (Elections) Amendment Regulations 2025\nThank you for your feedback.\nWas this information helpful?\nYes\nNo\nDo not check this b\n Source: `pages/reforms-index__29.html`\n\n### Aboriginal Heritage Act 1972\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.wa.gov.au/search?query=Aboriginal+Heritage+Act+1972\n\n**Sources**:\n- `pages/strategies-index__07.html`\n- `other-pdfs/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-.pages.jsonl`\n- `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pages.jsonl`\n\n**Evidence contexts**:\n- 1\nImplemented a progressive legislative and regulatory reform agenda:\nArts and Culture Trust\nestablished by\nArts and Culture Trust Act 2021\n— replacing the\nPerth Theatre Trust Act\n1979 and the Perth Theatre Trust\nAboriginal Cultural Heritage Act 2021\nreplaces\nAboriginal Heritage Act 1972\nSpecial Entertainment Precincts reform (2021) — Northbridge Special Entertainment Precinct established (2023).\nAligned and prioritised cultural infrastructure needs to the changing demographics of the state and the potential of repurposing and integrating her\n Source: `pages/strategies-index__07.html`\n- lemented a progressive legislative and regulatory reform agenda. • Arts and Culture Trust established by Arts and Culture Trust Act 2021 –\nreplacing the Perth Theatre Trust Act 1979 and the Perth Theatre Trust.\n• Aboriginal Cultural Heritage Act 2021 replaces Aboriginal Heritage\nAct 1972.\n• Special Entertainment Precincts reform (2021) – Northbridge Special\nEntertainment Precinct established (2023).\nAligned and prioritised cultural infrastructure needs to the changing • Cultural Infrastructure Framework 2030+ released (2020).\ndemographics of\n Source: `other-pdfs/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-.pages.jsonl`\n- lemented a progressive legislative and regulatory reform agenda. • Arts and Culture Trust established by Arts and Culture Trust Act 2021\n– replacing the Perth Theatre Trust Act 1979 and the Perth Theatre\nTrust.\n• Aboriginal Cultural Heritage Act 2021 replaces Aboriginal Heritage\nAct 1972.\n• Special Entertainment Precincts reform (2021) – Northbridge Special\nEntertainment Precinct established (2023).\nAligned and prioritised cultural infrastructure needs to the changing • Cultural Infrastructure Framework 2030+ released (2020).\ndemographics of\n Source: `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pages.jsonl`\n\n### Arts and Culture Trust Act 2021\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.wa.gov.au/search?query=Arts+and+Culture+Trust+Act+2021\n\n**Sources**:\n- `pages/strategies-index__07.html`\n- `other-pdfs/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-.pages.jsonl`\n- `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pages.jsonl`\n\n**Evidence contexts**:\n- gnificant progress toward universal access, these milestones have been categorised as no measurable progress.\nMilestones and achievements by 2021\nBy 2021\nImplemented a progressive legislative and regulatory reform agenda:\nArts and Culture Trust\nestablished by\nArts and Culture Trust Act 2021\n— replacing the\nPerth Theatre Trust Act\n1979 and the Perth Theatre Trust\nAboriginal Cultural Heritage Act 2021\nreplaces\nAboriginal Heritage Act 1972\nSpecial Entertainment Precincts reform (2021) — Northbridge Special Entertainment Precinct established (2023).\n Source: `pages/strategies-index__07.html`\n- ctions 2016-2031 is also available: Review of Strategic Directions 2016-2031.\n4\n\n[page 5]\nMilestone Strategic Directions 2016-2031\nBy 2021 Achievements\nImplemented a progressive legislative and regulatory reform agenda. • Arts and Culture Trust established by Arts and Culture Trust Act 2021 –\nreplacing the Perth Theatre Trust Act 1979 and the Perth Theatre Trust.\n• Aboriginal Cultural Heritage Act 2021 replaces Aboriginal Heritage\nAct 1972.\n• Special Entertainment Precincts reform (2021) – Northbridge Special\nEntertainment Precinct established (\n Source: `other-pdfs/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-.pages.jsonl`\n- ificant progress toward universal access,\nthese milestones have been categorised as no measurable progress.\n3\n\n[page 4]\nMilestones Achievements\nBy 2021\nImplemented a progressive legislative and regulatory reform agenda. • Arts and Culture Trust established by Arts and Culture Trust Act 2021\n– replacing the Perth Theatre Trust Act 1979 and the Perth Theatre\nTrust.\n• Aboriginal Cultural Heritage Act 2021 replaces Aboriginal Heritage\nAct 1972.\n• Special Entertainment Precincts reform (2021) – Northbridge Special\nEntertainment Precinct established (\n Source: `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8132-e8419b0def98.pages.jsonl`\n\n### Equal Opportunity Act 1984\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.wa.gov.au/search?query=Equal+Opportunity+Act+1984\n\n**Sources**:\n- `pages/inquiries-index__19.html`\n- `pages/strategies-index__01.html`\n- `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pages.jsonl`\n\n**Evidence contexts**:\n- to be exercised on the basis of nepotism or patronage; and\nemployees are to be treated fairly and consistently; and\nthere is to be no unlawful discrimination against employees or persons seeking employment by a local government on a ground referred to in the\nEqual Opportunity Act 1984\nor on any other ground; and\nemployees are to be provided with safe and healthy working conditions in accordance with the\nOccupational Safety and Health Act 1984\n; and\nsuch other principles, not inconsistent with this Division, as may be prescribed.\n5.44. CEO\n Source: `pages/inquiries-index__19.html`\n- e expected to take active steps to improve access and inclusion and have input into DAIP development and implementation.\nThe 2019-2024 DAIP is the first 5-year plan of the new department. The plan also supports the department to meet its obligations under the\nEqual Opportunity Act 1984\n, the\nDisability Discrimination Act 1992\n(DDA), the\nCarers Recognition Act 2004\nand United Nations Convention on the Rights of Persons with Disability.\nThis DAIP draws on the direct experiences of people with disability, families and carers. It is informed by\n Source: `pages/strategies-index__01.html`\n- xercised on the basis\nof nepotism or patronage; and\n(c) employees are to be treated fairly and consistently; and\n(d) there is to be no unlawful discrimination against employees or persons seeking\nemployment by a local government on a ground referred to in the Equal\nOpportunity Act 1984 or on any other ground; and\n(e) employees are to be provided with safe and healthy working conditions in\naccordance with the Occupational Safety and Health Act 1984; and\n(f) such other principles, not inconsistent with this Division, as may be\nprescribed.\n5.4\n Source: `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pages.jsonl`\n\n### Local Government (Audit) Regulations 1996\n\n**Type**: Regulation\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.wa.gov.au/search?query=Local+Government+%28Audit%29+Regulations+1996\n\n**Sources**:\n- `pages/inquiries-index__20.html`\n- `other-pdfs/copi_volume-1.pages.jsonl`\n- `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n\n**Evidence contexts**:\n- ent with respect to audits\nA local government is to do everything in its power to —\nassist the auditor of the local government to conduct an audit and carry out the auditor’s other duties under this Act in respect of the local government\nThe Local Government (Audit) Regulations 1996 (Audit Regs) regulation 16 and 17 states;\n16. Functions of audit committee\nAn audit committee has the following functions —\nto guide and assist the local government in carrying out —\nits functions under Part 6 of the Act; and\nits functions relating to other a\n Source: `pages/inquiries-index__20.html`\n- ct 2018\nHeritage Act of Western Australia 1990\nIncome Tax Assessment Act 1936\nLegal Profession Act 2008 (Legal Profession Act)\nLocal Government Act 1995 (LG Act)\nLocal Government (Administration) Regulations 1996 (Administration Regulations)\nLocal Government (Audit) Regulations 1996 (Audit Regulations)\nLocal Government (Constitution) Regulations 1998 (Constitution Regulations)\nLocal Government (Elections) Regulations 1997 (Election Regulations)\n(Financial Management\nLocal Government (Financial Management) Regulations 1996\nRegulations)\n(F\n Source: `other-pdfs/copi_volume-1.pages.jsonl`\n- pect to audits\n(1) A local government is to do everything in its power\nto —\n(a) assist the auditor of the local government to\nconduct an audit and carry out the auditor’s other\nduties under this Act in respect of the local\ngovernment\n22. The Local Government (Audit) Regulations 1996 (Audit Regs) regulation 16\nand 17 states;\n16. Functions of audit committee\nAn audit committee has the following functions —\n(a) to guide and assist the local government in carrying out —\n(i) its functions under Part 6 of the Act; and\n(ii) its functions relati\n Source: `reviews/report-of-the-inquiry-into-the-shire-of-toodyay.pages.jsonl`\n\n### Occupational Safety and Health Act 1984\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.wa.gov.au/search?query=Occupational+Safety+and+Health+Act+1984\n\n**Sources**:\n- `pages/inquiries-index__19.html`\n- `pages/reforms-index__27.html`\n- `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pages.jsonl`\n\n**Evidence contexts**:\n- rimination against employees or persons seeking employment by a local government on a ground referred to in the\nEqual Opportunity Act 1984\nor on any other ground; and\nemployees are to be provided with safe and healthy working conditions in accordance with the\nOccupational Safety and Health Act 1984\n; and\nsuch other principles, not inconsistent with this Division, as may be prescribed.\n5.44. CEO may delegate powers and duties to other employees\nA CEO may delegate to any employee of the local government the exercise of any of the CEO’s powers or the disch\n Source: `pages/inquiries-index__19.html`\n- otential issues are identified.\nThe inspector would have the authority to assess, triage, refer, investigate, or close complaints, having regard to various public interest criteria — considering laws such as the\nCorruption, Crime and Misconduct Act 2003\n, the\nOccupational Safety\n and Health Act 1984\n, the\nBuilding Act 2011\nand other legislation.\nThe inspector would have powers to implement minor penalties for less serious breaches of the Act, with an appeal mechanism.\nThe inspector would also have the power to order a local government to address non-comp\n Source: `pages/reforms-index__27.html`\n- nation against employees or persons seeking\nemployment by a local government on a ground referred to in the Equal\nOpportunity Act 1984 or on any other ground; and\n(e) employees are to be provided with safe and healthy working conditions in\naccordance with the Occupational Safety and Health Act 1984; and\n(f) such other principles, not inconsistent with this Division, as may be\nprescribed.\n5.44. CEO may delegate powers and duties to other employees\n(1) A CEO may delegate to any employee of the local government the exercise of any\nof the CEO’s powers or th\n Source: `reviews/report-of-the-inquiry-into-the-town-of-cambridge.pages.jsonl`\n\n### Perth Theatre Trust Act 1979\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 3\n**Register search**: https://www.legislation.wa.gov.au/search?query=Perth+Theatre+Trust+Act+1979\n\n**Sources**:\n- `pages/strategies-index__07.html`\n- `other-pdfs/10-year-vision-for-culture-and-the-arts-in-western-australia_f264e96f-4417-4572-.pages.jsonl`\n- `strategies/review-of-strategic-directions-2016-2031_b9175b0c-db8b-409b-8\n\n_…truncated, open the .md file for the full content._", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "Western Australia has a world-renowned screen industry showcasing exceptional creative content and stories to the world. Government and industry align to create new highly skilled jobs, attract investment and activity to grow and diversify our economy, and enrich our cultures and our people.", "vision_source_page": 1, "purposes": null, "purposes_source_page": null, "how_we_deliver": null, "how_we_deliver_source_page": null, "government_priorities": [ { "text": "Enabling — Production — Infrastructure — Workforce — Building capacity and capability", "source_page": 1 } ], "outcomes": [ { "name": "An increase in the gross value of the screen industry in WA", "description": "An increase in the gross value of the screen industry in WA", "key_activities": [], "source_page": 2 }, { "name": "An increase in the attraction and retention of full-time screen practitioners in WA", "description": "An increase in the attraction and retention of full-time screen practitioners in WA", "key_activities": [], "source_page": 2 }, { "name": "WA screen businesses and game studios increase their commercial viability, sustainability and ability to leverage opportunity", "description": "WA screen businesses and game studios increase their commercial viability, sustainability and ability to leverage opportunity", "key_activities": [], "source_page": 2 }, { "name": "WA’s screen practitioners, and game and interactive developers are recognised and perceived globally as world leading", "description": "WA’s screen practitioners, and game and interactive developers are recognised and perceived globally as world leading", "key_activities": [], "source_page": 2 }, { "name": "A diverse, inclusive and culturally rich WA screen industry with sustainable careers and career pathways for First Nations people and people from diverse communities", "description": "A diverse, inclusive and culturally rich WA screen industry with sustainable careers and career pathways for First Nations people and people from diverse communities", "key_activities": [], "source_page": 2 }, { "name": "A Screen Production Facility is delivered, and grows the capacity and skills of the WA screen industry across the whole of the State", "description": "A Screen Production Facility is delivered, and grows the capacity and skills of the WA screen industry across the whole of the State", "key_activities": [], "source_page": 2 }, { "name": "Screen businesses and game development studios are accessing increased levels of Commonwealth screen incentive programs", "description": "Screen businesses and game development studios are accessing increased levels of Commonwealth screen incentive programs", "key_activities": [], "source_page": 2 } ], "values": [], "values_framework_name": null, "kpi_targets_2025_26": [], "kpi_results_2024_25": [], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "In summary, the Town reports they:\nundertook an organisational review and implemented a new organisational structure\nintroduced the new Meeting Procedures Local Law\ndeveloped an improved delegation register\ncompleted all annual performance reviews and implemented procedures to ensure future reviews are completed in a timely manner\nadopted a new code of conduct\nengaged an independent consultant to provide training to elected members on delegations, disclosure of gifts, conflicts of interest, PID, and conduct matters\nupdated and introduced new policies, including:\nCouncil Policy No 1.1.5 Media Communication\nCouncil Policy 1.1.6 Elected Members Fees, Allowances and Expenses\nCouncil Policy No.1.1.13 Public Question Time\nCouncil Policy No 1.1.14 Elected Member Requests\nCouncil Policy No 1.2.19 Designation of Senior Employees and Organisational Structure", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/inquiries-index__19.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-town-of-cambridge)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "In summary, the Town reports they:\nundertook an organisational review and implemented a new organisational structure\nintroduced the new Meeting Procedures Local Law\ndeveloped an improved delegation register\ncompleted all annual performance reviews and implemented procedures to ensure future reviews are completed in a timely manner\nadopted a new code of conduct\nengaged an independent consultant to provide training to elected members on delegations, disclosure of gifts, conflicts of interest, PID, and conduct matters\nupdated and introduced new policies, including:\nCouncil Policy No 1.1.5 Media Communication\nCouncil Policy 1.1.6 Elected Members Fees, Allowances and Expenses\nCouncil Policy No.1.1.13 Public Question Time\nCouncil Policy No 1.1.14 Elected Member Requests\nCouncil Policy No 1.2.19 Designation of Senior Employees and Organisational Structure", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "pages/inquiries-index__19.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-town-of-cambridge)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "There will\nbe a 12 month transition period until new funding allocations are implemented where\nchanges result in a decrease of funding.\n• Recommendation 4 - Regional Organisation Grants and Regional Servicing Grants will\nbe consolidated within the Industry Investment Program\n• Recommendation 10 - The Active Regional Community Grants program to be more\nwidely promoted and an increase in funding to the pool is being considered\n• Recommendation 11 - A mid-tier events strategy will be developed to fund metropolitan\nand regional sporting events.\n• Recommendation 12 - An innovation funding pool will be explored to provide responsive\nfunding to challenges and trends.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/strategic-funding-review-attachment-a.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-attachment-a.pdf?sfvrsn=8fee5a1c_1)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "There will\nbe a 12 month transition period until new funding allocations are implemented where\nchanges result in a decrease of funding.\n• Recommendation 4 - Regional Organisation Grants and Regional Servicing Grants will\nbe consolidated within the Industry Investment Program\n• Recommendation 10 - The Active Regional Community Grants program to be more\nwidely promoted and an increase in funding to the pool is being considered\n• Recommendation 11 - A mid-tier events strategy will be developed to fund metropolitan\nand regional sporting events.\n• Recommendation 12 - An innovation funding pool will be explored to provide responsive\nfunding to challenges and trends.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/strategic-funding-review-attachment-a.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-attachment-a.pdf?sfvrsn=8fee5a1c_1)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "Western Australian Strategic Trails Blueprint 2017-2021. (2017)\nAccess Consumer focus Consistency\nConsideration is given to ease Trails are planned and developed Lead agencies and relevant\nof access for all members of to match current community and stakeholders enact change\nthe community, including local market needs and respond to consistent with the Blueprint\nresidents and visitors future change\nSustainability Evidence base Innovation\nTrail planning and development Effective monitoring and Global advances in trail\ntake into account short and long evaluation are undertaken to development and emerging\nterm community, health, social, contribute to planning relevant technologies (such\neconomic and environmental as media, measurement,\nconsiderations research) are reflected in trail\nimprovements\nCommunity benefit Visitor economy Engagement\ncontribution", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "Western Australian Strategic Trails Blueprint 2017-2021. (2017)\nAccess Consumer focus Consistency\nConsideration is given to ease Trails are planned and developed Lead agencies and relevant\nof access for all members of to match current community and stakeholders enact change\nthe community, including local market needs and respond to consistent with the Blueprint\nresidents and visitors future change\nSustainability Evidence base Innovation\nTrail planning and development Effective monitoring and Global advances in trail\ntake into account short and long evaluation are undertaken to development and emerging\nterm community, health, social, contribute to planning relevant technologies (such\neconomic and environmental as media, measurement,\nconsiderations research) are reflected in trail\nimprovements\nCommunity benefit Visitor economy Engagement\ncontribution", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/wa-hiking-strategy-bushwalking-and-trail-running-in-wa-2020-2030_web.pdf?sfvrsn=27d72990_6)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "Tenders do not have to be publicly invited according to the requirements of this Division if —\nthe supply of the goods or services is to be obtained from expenditure authorised in an emergency under section 6.8(1)(c) of the Act; or\nthe supply of the goods or services is to be obtained through the WALGA Preferred Supplier Program; or\nwithin the last 6 months —\nthe local government has, according to the requirements of this Division, publicly invited tenders for the supply of the goods or services but no tender was submitted that met the tender specifications or satisfied the value\nfor money assessment; or\nthe local government has, under regulation 21(1), sought expressions of interest with respect to the supply of the goods or services but no person was, as a result, listed as an acceptable tenderer;\nor", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "pages/inquiries-index__20.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-toodyay)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "Tenders do not have to be publicly invited according to the requirements of this Division if —\nthe supply of the goods or services is to be obtained from expenditure authorised in an emergency under section 6.8(1)(c) of the Act; or\nthe supply of the goods or services is to be obtained through the WALGA Preferred Supplier Program; or\nwithin the last 6 months —\nthe local government has, according to the requirements of this Division, publicly invited tenders for the supply of the goods or services but no tender was submitted that met the tender specifications or satisfied the value\nfor money assessment; or\nthe local government has, under regulation 21(1), sought expressions of interest with respect to the supply of the goods or services but no person was, as a result, listed as an acceptable tenderer;\nor", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "pages/inquiries-index__20.html (https://www.dlgsc.wa.gov.au/department/publications/publication/report-of-the-inquiry-into-the-shire-of-toodyay)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Procurement & Delivery", "scale": "small", "title": "Procurement lessons library for repeat purchases", "idea": "Capture reusable procurement clauses, market lessons, supplier performance notes, and common evaluation criteria.", "quote": "[Page 11]\nStrategic Funding Review 9\nImplementation strategy\nKey Deliverables\nKey work that the department has committed to immediately includes:\n• Delivery of three-year funding agreements for the Industry Investment Program with funding\nincreases resulting from categorisation commencing as of 1 July 2019 and no funding decrease\noccurring before 1 July 2020\n• The department working with organisations over the next 12 months to reduce any potential impact\na decrease in funding in 2020/21 may have\n• The department working with Sport Australia and the industry on issues relating to national\ngovernance review and the One Management change process (with identified SSAs)\n• Regional delivery involving expanding the Active Regional Communities (ARC) grants initiative, plus\na review of the Regional Servicing Program (RSG and ROG funding) process.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Procurement & Delivery", "scale": "large", "title": "Portfolio delivery office for major investments", "idea": "Stand up a portfolio delivery office that tracks benefits, risks, dependencies, procurement, and delivery confidence.", "quote": "[Page 11]\nStrategic Funding Review 9\nImplementation strategy\nKey Deliverables\nKey work that the department has committed to immediately includes:\n• Delivery of three-year funding agreements for the Industry Investment Program with funding\nincreases resulting from categorisation commencing as of 1 July 2019 and no funding decrease\noccurring before 1 July 2020\n• The department working with organisations over the next 12 months to reduce any potential impact\na decrease in funding in 2020/21 may have\n• The department working with Sport Australia and the industry on issues relating to national\ngovernance review and the One Management change process (with identified SSAs)\n• Regional delivery involving expanding the Active Regional Communities (ARC) grants initiative, plus\na review of the Regional Servicing Program (RSG and ROG funding) process.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Delivery teams / suppliers", "source": "strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Data & Performance", "scale": "small", "title": "KPI evidence register with named owners", "idea": "Create a simple register mapping each KPI to source data, owner, frequency, target, and last result.", "quote": "Further, by the end of 2019, the following will also be delivered:\n• An event strategy and funding program developed in consultation with the industry will be launched\nand implemented\n• Annual Organisation Performance Assessments will be completed\n• Engagement Strategy with Sport Australia will be developed\n• A review of the categorisation of Industry Representative Organisations, peak bodies and Sport and\nRecreation Agents, will be completed and implemented\n• The department will have hosted local government, state government and state sporting\nassociation symposium on club development\n• Evaluation of the Targeted Participation Program will be completed\n• Development of the outcomes of the KidSport pilot projects will have occurred, and\n• The Every Club review implementation strategy will be developed and progressed for\nimplementation.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / Parliament / public", "source": "strategies/strategic-funding-review-2019.pdf (https://sitefinitypublicblobs.blob.core.windows.net/prod-blob/docs/default-source/sport-and-recreation/strategic-funding-review-2019.pdf?sfvrsn=df9994f4_1)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability" ] }, { "entity_id": "S-WA-009", "entity_name": "Department of Local Government, Sport and Cultural Industries", "folder_name": "Department-of-Local-Government-Sport-and-Cultural-Industries", "category": "Data & Performance", "scale": "large", "title": "Outcome dashboard linking budget, delivery, and public impact", "idea": "Build a public-facing outcome dashboard showing spend, outputs, outcomes, and delivery confidence.", "quote": "Further, by the end of 2019, the following will also be delivered:\n• An event strategy and funding program developed in consultation with the industry will be launched\nand implemented\n• Annual Organisation Performance Assessments will be completed\n• Engagement Strategy with Sport Australia will be developed\n• A review of the categorisation of Industry Representative Organisations, peak bodies and Sport and\nRecreation Agents, will be completed and implemented\n• The department will have hosted local government, state government and state sporting\nassociation symposium on club development\n• Evaluation of the Targeted Participation Program will be completed\n• Development of the outcomes of the KidSport pilot projects will have occurred, and\n• The Every Club review implementation strategy will be developed and progressed for\nimplementation.", "impact": 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