Intro
Hon David Templeman Dip Tchg BEd MLA Minister for Culture and the Arts; Sport and Recreation; International Education; Heritage
In accordance with section 63 of the Financial Management Act 2006, I hereby submit for your information and presentation to Parliament, the Annual Report of the Department of Local Government, Sport and Cultural Industries for the reporting period ended 30 June 2023.
The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006.
Lanie Chopping Director GeneralDepartment of Local Government, Sport and Cultural Industries
21 September 2023
This annual report describes the performance and operation of DLGSC during the 2022-23 financial year. The report has been prepared according to parliamentary reporting and legislative requirements and is arranged as follows:
An overview of infrastructure in the community, as well as community and sector impact from across the agency.
Summarises DLGSC’s performance against agreed financial and service delivery outcomes. This section includes DLGSC’s performance against key performance indicators and financial statements.
Reports on governance, public accountability, financial management, information management, people management and equity and diversity.
The past 12 months has seen the Department of Local Government, Sport and Cultural Industries (DLGSC) sharpen its focus on strategic operations as well as embed continuous improvement in the planning and delivery of the many programs and services we provide for the people of Western Australia (WA).
There has been significant and sustained focus on our reform agenda.
We have supported the State Government’s delivery of the biggest set of local government reforms in more than 25 years to strengthen accountability and transparency across that sector. In our Racing, Gaming and Liquor (RGL) portfolio we have helped improve community safety while supporting the vibrancy of our entertainment precincts through our work on the Protected Entertainment Precincts legislation. Our regulation of the sale of alcohol helps minimise harm in areas where communities are at risk. And our sustained work to implement the reform recommendations of the Perth Casino Royal Commission (PCRC) Final Report is key to reducing the risk of gambling-related harm in our community. These important reforms aim to streamline regulations in WA.
All the work being done as part of our reform agenda will bring significant benefits to the people of WA and we are committed to driving these forward.
One of the things I most enjoy about being part of DLGSC is our ability to make people’s lives better. To encourage inclusivity and a more vibrant, connected and engaged community through the many programs, we provide grant funding across the areas of multicultural interests, sport and recreation, culture and the arts, and local government. Every dollar directly benefits the community, whether that be through providing night lighting at a football field to increase women’s participation in sport or supporting Perth band Voyager to travel overseas to take part in the iconic Eurovision Song Contest.
The DLGSC has a diverse range of responsibilities but the one critical element common to all the work we do is that it provides opportunities for everyone in our community to live their best life. We provide regulatory support, funding and opportunities for people, communities, local governments, organisations and businesses to bring about positive change and a more vibrant, inclusive and connected WA.
We showcase this through DLGSC’s Office of Multicultural Interests (OMI) which works to achieve an inclusive and harmonious society where everyone has a strong sense of belonging, can participate and contribute fully in all aspects of life and achieve their goals. Also, our agency’s approach to leading the development of the Aboriginal Cultural Centre (ACC) is an example of genuine engagement for effective co-design. The year saw significant upgrades to Perth’s Rectangular Stadium in anticipation of Perth hosting 5 2023 FIFA Women’s World CupTM matches in July 2023. The updates allowed the facility to meet requirements, as well as provide benefits for future events.
Concurrent with our external reform agenda, we are reforming inside the organisation as well. As part of our ongoing work to ensure we have a workforce and culture that is fit for the future, we were early participants of the Public Sector Commission’s (PSC) Agency Capability Review (ACR) program. This is a strategic, public sector-wide approach to improvement that identifies the capabilities needed to be a high performing agency in the WA context. I welcomed the findings which highlighted the areas of significant progress and reform that we have achieved over the past 18 months and reaffirmed our transformation phase moving forward.
I am also pleased with the outcomes of our work to build leadership capacity at all levels of the organisation. Our continuous work to empower people and develop leaders at every level, is making a positive impact on the organisation and will help drive and guide the best outcomes for the future.
I would like to thank the staff who make all the great work we do possible. The DLGSC’s biggest asset is our people and we have commenced work to develop our Employee Wellbeing Plan. We all strive to be good humans and much like our WA communities, work hard to ensure there is a place here for everyone who wants to make a difference.
Thank you to the many stakeholders, partners and agencies we work so closely with to help make WA a better place to live, work, create, and play. We have achieved some significant wins, and with your continued collaboration and support we look forward to the year ahead optimising the work we do together for the benefit of our community.
Lanie Chopping
The DLGSC works collaboratively across government and partners with community organisations, peak bodies and other diverse stakeholders to enliven the WA community and economy.
This is achieved through the provision of policy, programs and activities for sport and recreation, multicultural interests and culture and the arts to support the local community and visitors to the State.
The DLGSC provides regulation and support to local governments and the racing, gaming and liquor industries to maintain quality and compliance with relevant legislation, for the benefit of all Western Australians.
The DLGSC was established on 1 July 2017 under the Public Sector Management Act 1994. In 2022-23, DLGSC was responsible to the following Ministers:
In his roles as Minister for Culture and the Arts; Sport and Recreation.
In his roles as Minister for Aboriginal Affairs; Citizenship and Multicultural Interests. In his role as Minister for Racing and Gaming to 14 December 2022.
In his role as Minister for Racing and Gaming from 14 December 2022.
In his role as Minister for Local Government to 8 June 2023.
In his role as Minister for Local Government from 8 June 2023.
The DLGSC is the agency principally assisting the Minister for the following legislation as of 30 June 2023:
The DLGSC assists the following portfolio entities in principally assisting the relevant Minister for the following legislation as of 30 June 2023.
The Gaming and Wagering Commission of Westen Australia:
The Library Board of Western Australia:
The Metropolitan Cemeteries Board:
The Western Australian Local Government Grants Commission:
The Western Australian Museum:
In performing its functions, DLGSC is compliant with relevant law, including, but not limited to:
The DLGSC consists of 2 divisions, Management and Coordination and Capability and Performance, and 4 directorates of Infrastructure, Specialist Aboriginal Projects and Engagement, Office of the Director General and Integrity.
Management and Coordination includes local government, sport and recreation, culture and the arts, racing, gaming and liquor, Office of Multicultural Interests, and regulatory reform.
Capability and Performance supports all DLGSC business areas and Cultural Statutory Authorities by the operational areas of corporate services, finance, legal services, corporate communications and strategy and performance accountability. This also includes the whole-of-government State Records Office (SRO).
The Corporate Executive membership on 30 June 2023:
(Left to right) Matt Hayes, Clint Klymovich, Jennifer Shelton, Ludisha Kalasopatan, Erin Gauntlett, Kate Alderton, Lanie Chopping, Shelagh Magadza, James Jegasothy, Kim Lazenby, Tim Fraser, Jennifer McGrath, Liam Carren.
The DLGSC supports a range of cultural statutory authorities and other entities in the delivery of local government, culture and arts, and sport and recreational services to the community.
The Library Board of Western Australia is a statutory authority established by section 5 of the Library Board of Western Australia Act 1951. Stories from the past, the present and those yet to unfold, are treasured by the library as a vibrant record of our shared history. The library strives for its collections to represent the richness and diversity of the WA community and to empower all Western Australians to understand our past, discover new ideas and shape the future. Asset management, digital and technology services, financial management and corporate support services are provided by DLGSC.
The Western Australian Museum is a statutory authority established under section 7 of the Museum Act 1969. The Western Australian Museum comprises 6 public sites and a collection and research centre. They house more than 8 million objects, from rare fossils to the iconic racing yacht Australia II. It also provides regional services and manages sites and services through agreements with third parties. Asset management, digital and technology services, financial management and corporate support services are provided by DLGSC.
The Arts and Culture Trust (ACT) is a statutory authority established under section 7 of the Arts and Culture Trust Act 2021. The ACT venues are utilised by local, national and international performing arts companies, performers and artists, both professional and amateur. Asset management, digital and technology services, financial management and corporate support services are provided by DLGSC.
The Art Gallery of Western Australia is a statutory authority established under section 5 of the Art Gallery Act 1959. The gallery houses the State Art Collection of more than 18,500 works by renowned local and international artists ranging from the 1800s to today. Asset management, digital and technology services, financial management and corporate support services are provided by DLGSC.
The Liquor Commission is established under section 8 of the Liquor Control Act 1988 to provide a flexible system to review the decisions of the Director of Liquor Licensing. Executive and administrative support is provided by DLGSC.
The Local Government Standards Panel is established under section 5.122 and Schedule 5.1 of the Local Government Act 1995. It provides for a complaints system whereby certain alleged misconduct by council members can be reviewed. Executive and administrative support is provided by DLGSC.
The Racing Penalties Appeal Tribunal (RPAT) is established under section 4 of the Racing Penalties (Appeals) Act 1990. The RPAT is established to confer jurisdiction in respect to appeals against penalties imposed in disciplinary proceedings arising from, or in relation to, the conduct of thoroughbred racing, harness racing and greyhound racing and for related purposes. Executive and administrative support is provided by DLGSC.
The Combat Sports Commission (CSC) is established under section 4 of the Combat Sports Act 1987. The CSC regulates combat sports within WA and formulates recommended standards, specifications, codes of conduct and guidelines to ensure proper standards in combat sports. Executive and administrative support, including financial management, is provided by DLGSC.
The GWC is established under section 42 of the Gaming and Wagering Commission Act 1987 (GWC Act) and is responsible for regulating the conduct of gaming and wagering in WA. Executive support is provided by the GWC Secretariat. Corporate, licensing, compliance and policy support is provided by DLGSC.
The Office of Independent Monitor is established under section 21J of the Casino Control Act 1984 following the Final Report of the PCRC. The Independent Monitor has statutory functions relating to the oversight of remediation of the management and operation of Burswood Casino and reporting to the Minister for Racing and Gaming and the GWC on the progress and efficacy of the remediation. Staff and administrative support, including financial management, is provided by DLGSC.
The DLGSC has embarked on a program of revision of the service level agreements for the various statutory entities that are enabled by DLGSC.
As the State Government considers in detail the recommendations of the PCRC Final Report, DLGSC continues to improve the quality of support and assistance to the Gaming and Wagering Commission of Western Australia (GWC). Over the past year, DLGSC and GWC have undertaken a significant program of governance and regulatory improvements in response to the interim report and matters raised by the PCRC. This work continues into 2023-24 as DLGSC assists GWC to evolve as a more independent statutory authority. The first key stage is the Casino Legislation Amendment (Burswood Casino) Act 2022, which provided an independent chairperson and deputy chairperson to the GWC.
The Control of Vehicles (Off-road Areas) Act Advisory Committee is established under section 17 of the Control of Vehicles (Off-road Areas) Act 1976. The Committee advises the Minister for Local Government on matters relating to the use of land by vehicles, as provided for under the Act. Executive and administrative support is provided by DLGSC.
The Local Government Advisory Board is a statutory body established under section 2.44 and Schedule 2.5 of the Local Government Act 1995. It considers proposals for changes to district boundaries and wards and representation structures of local governments. Executive and administrative support is provided by DLGSC.
The WA Local Government Grants Commission is a statutory body established under section 4 of the Local Government Grants Act 1978. It makes recommendations to the Minister for Local Government regarding the allocation of the Commonwealth Government’s financial assistance grants to WA’s 137 local governments and the Indian Ocean Territories. Executive and administrative support is provided by DLGSC.
The Gaming Community Trust is established under section 109D of the GWC Act. It provides advice and makes recommendations to the Minister for Racing and Gaming on the distribution of funds and grants for the general benefit of the community. Executive and administrative support is provided by DLGSC.
The Problem Gambling Support Services Committee (PGSSC) was formed under auspices of the GWC. It brings together representatives from the gambling industry and government to address the social and economic issues that result from problem gambling in WA. Executive and administrative support is provided by DLGSC.
The Swan Bells Foundation Inc. (Swan Bells) is established under the Associations Incorporation Act 2015. It manages the Bell Tower and the promotion and development of bellringing in WA. Accounting and administrative support is provided by DLGSC.
The DLGSC contributes to the WA community by leading the planning, funding, delivery and maintenance of cultural and sporting infrastructure and major capital projects.
In 2022-23, more than $9.8 million was provided to 43 projects via the Community Sporting and Recreation Facilities Fund for community groups, local governments and Aboriginal corporations to develop community level infrastructure for sport and recreation, with the aim of increasing participation.
Additionally, 38 projects worth a total of $4.5 million were supported in 2022-23 as part of our Club Night Lights Program, which saw the installation of new or upgraded floodlighting infrastructure to allow sport and recreation activities to be held at night.
The DLGSC State Sporting Infrastructure Fund continued to support sporting facilities in planning, upgrades and ongoing maintenance. It has allowed state sporting associations to host state, national and international level sporting events and provide elite-level training.
The DLGSC has a centralised maintenance program for buildings in the culture and arts portfolio and the recreation camps. The service is provided in partnership with the Maintenance Service Arranger contracted through the Department of Finance. The program includes preventative maintenance, statutory compliance and a minor works program that is prioritised to address risk to public safety and security of collection material.
Stage 3 of the His Majesty’s Theatre redevelopment was completed in November 2022. This included the reinstatement of 2 levels of the heritage balconies faithfully restored to their original design. The project also delivered an additional bar and function space, façade lighting plus signage and wayfinding to improve circulation within the venue.
Currently in the design development stage, the Perth Concert Hall redevelopment project is part of the Perth City Deal and the WA Recovery Plan. In March 2023, the State Government announced an additional $97.9 million for this project, taking the total budget to $150 million. The redevelopment will deliver refurbishments and upgrades to the venue that will increase culture and the arts offerings and contribute to the Perth arts and tourism sector.
As part of the Perth City Deal, the State Government committed $25 million, and the Commonwealth Government committed $10 million to the rejuvenation of the Perth Cultural Centre. The master plan was approved in 2021, and DLGSC progressed the design ready for construction commencement in late 2023. Completion is expected in early 2025.
The rejuvenated Perth Cultural Centre will include more green spaces, better lighting and security and accessible pathways throughout the public areas. It will create vibrant, safe and attractive spaces that will connect Perth’s cultural institutions with their surrounds and deliver improved liveability, as well as cultural and tourism outcomes for the city.
The State Football Centre was completed for use as a training venue for the 2023 FIFA Women’s World CupTM in July and August 2023.
Owned and leased by VenuesWest, the facility consists of 2 floodlit playing fields and match day facilities, including changerooms, sports science and administration facilities for Football West and 3 five-a-side pitches.
The Perth Rectangular Stadium (HBF Park) was announced as a host venue for the FIFA Women’s World CupTM 2023. To meet FIFA requirements, the upgrades were completed in May 2023. This included replacing the halogen lights with modern, lower energy LED lighting, pitch upgrades, new player amenities, a central players’ race and new video boards and advertising ribbons.
In December 2022, the Premier announced that WA successfully retained Hockey Australia’s High Performance Program. The bid proposal included a $135 million capital investment to upgrade the Perth Hockey Centre at Curtin University to a world-class, purpose-built Hockey Australia Centre of Excellence. The project is in the schematic design stage and will include 3 international hockey pitches, a specialist goalkeeper training facility, an indoor hockey centre and extensive recovery, gym and support facilities.
In November 2022, the Premier and Ministers for Planning and Culture and the Arts announced the Malaga location for the Screen Production Facility project. The alternative site was selected following challenges with the original proposed location at Victoria Quay, Fremantle.
The Western Australian Planning Commission approved the project development application on 31 May 2023. This project is part of the market led proposal process. The proponent’s proposal was submitted on 16 June 2023 and is under consideration by the State Government.
The positive impact of the work undertaken by DLGSC can be felt across the community. The DLGSC is committed to enriching and enlivening the lives of Western Australians, supporting and enhancing communities and building and maintaining strong regulatory functions. A focus on high performance and continuous improvement ensures that DLGSC is fostering the skills, capacity and capability to be a trusted service provider to the people of WA.
In partnership with Aboriginal people and their communities, the State Government has commenced planning for the ACC to empower Aboriginal people in sharing their stories, history and demonstrating culture.
The ACC will become a powerful symbol of truth telling, justice, healing and reconciliation, creating a culturally safe place for Aboriginal people in the State’s capital city. It will play a role in the economic empowerment of Aboriginal people through the growth of the cultural industries and tourism sectors, creating employment and training opportunities.
The Terrace Road car park, on the traditional lands of the Whadjuk Noongar people in Boorloo (Perth), has been selected as the site for the ACC. This was informed by the Whadjuk community representatives that are part of the Project Steering Committee. The site was chosen primarily because of its connection to the Swan River (Derbarl Yerrigan), Heirisson Island (Matta Gerup) and Kings Park (Katta Koomba), which are places of cultural significance to Noongar people.
The ACC’s cultural framework grounds the project in the cycle of its host country on Whadjuk Noongar Boodja (Country) by aligning planning and development with the Noongar 6 seasons framework developed by Dr Richard Walley OAM. The ACC project team are currently in the incubation phase, or Djilba, where the cultural narratives and themes grow and develop.
Meaningful engagement is integral to a successful outcome for the ACC. A strong connection to Country and Aboriginal-led approaches are guiding the outcome of putting culture at the heart of all decision making. The Whadjuk Noongar people are acknowledged as the host nation in the development of the ACC project, this is reflected in the cultural protocols that underpin the governance and Aboriginal Engagement Strategy.
Throughout 2022-23, the project team engaged extensively with the Noongar community. The first phase was based on 2 stages:
This engagement and consultation has confirmed the functional pillars that embody the services required to raise awareness, advance progress of reconciliation, celebrate culture, support economic empowerment and contribute to community connectedness in a culturally appropriate and safe manner.
During 2022, 61 meetings with more than 380 people from the Noongar Nation of the South West region of WA were held and 32 meetings with more than 530 participants were held throughout the Mid West, Pilbara, Kimberley and Goldfields regions.
The project’s next phase will expand engagement across regional WA with Aboriginal people and communities, traditional knowledge holders as well as language, art and cultural centres.
The appointment of 6 Whadjuk Cultural Authority representatives to the Aboriginal Cultural Centre Steering Committee was a first for a major state infrastructure project. The integration of policies and procedures with cultural considerations and decision making demonstrates the State Government’s commitment to working in partnership with Aboriginal people on projects and services that affect them and their communities. The representatives will provide cultural knowledge, guidance and direction to ensure Aboriginal interests are at the forefront of all decision-making processes.
The DLGSC Aboriginal History WA (AHWA) team provides dedicated research services to help Aboriginal Western Australians trace their personal and family histories, as well as undertaking truth-telling projects that help build shared understanding of our history. Under the State Records Act 2000, AHWA has responsibility for managing access to restricted State Government records of the Aboriginal Affairs Planning Authority and its predecessor agencies.
The Aboriginal History Research Service (AHRS) continues to provide a critical service to assist the WA Aboriginal community seeking copies of restricted ancestral and personal historical records. In 2022-23, AHRS undertook specialised research and provided comprehensive responses to 1,033 requests. These included responses to 354 family history applications, 592 Requests for Information (RFIs) related to the National Redress Scheme, 33 birth confirmation requests from the Department of Justice and 16 requests relating to the Northern Territory Stolen Generations Scheme.
Family history responses involve extensive research to locate and review records and produce detailed genealogical charts. In 2022-23, the unit experienced a 13% increase in applications.
The AHWA completed research for an online database to assist Aboriginal families establish links to children sent to the former Perth and Swan orphanages and missions.
The resource was compiled from a range of historical sources, including admission registers, microfilms, State Government files, death and burial records and newspapers. It adds to those records already made available by AHWA and is an aid for individuals seeking to establish links to family and country.
Research is being finalised for a project dedicated to the history of residential town blocks purchased or leased by Aboriginal people in WA. Containing around 200 landholder names dating as far back as 1900, this is a resource for descendants seeking to locate town blocks once owned by their ancestors.
Phase 1 research was completed for an historical online database providing details of Aboriginal people engaged as Police Trackers. Research estimates at least 2000 WA Aboriginal men and a smaller number of women toiled for police authorities as trackers, some of whom volunteered while many others were forced to track. Records dating back to 1830s detail the many successes of these trackers in endeavours such as locating missing or capturing wanted persons. It is the first of its kind to comprehensively identify their contributions.
The DLGSC partners with the Aboriginal community and stakeholders to provide information and assistance to access ancestral records.
The AHWA and the State Library of WA:
In June 2023, DLGSC participated in the annual Australian Institute of Aboriginal and Torres Strait Islander Studies Summit. Co-convened with the South West Aboriginal Land and Sea Council, it was attended by Aboriginal communities, academics, native title stakeholders, legal experts, non-profit and cultural sectors and government from across Australia.
Across all portfolios, DLGSC supports a wide range of initiatives and services that assist Aboriginal and Torres Strait Islander peoples in the community, some of which are detailed as follows.
National Reconciliation Week runs from 27 May to 3 June and DLGSC encourages reconciliation through increasing awareness of and celebrating Aboriginal histories, communities, cultures and achievements.
The DLGSC was nominated lead agency for the Closing the Gap Target — Aboriginal and Torres Strait Islander cultures and languages are strong, supported and flourishing. The target is that by 2031, there is a sustained increase in the number and strength of Aboriginal and Torres Strait Islander languages being spoken.
The DLGSC convened its first meetings with 7 WA Aboriginal Language Centres in June to create partnerships to determine the road map to Aboriginal language revitalisation. The Kimberley Language Resource Centre received $200,000 to conduct a research and planning project called the State of Language Continuation in the Kimberley.
The Languages Policy Partnership advocates for greater reform at a national level. The DLGSC represents the State Government on this group, presenting an opportunity to inform the national agenda.
The Stephen Michael Foundation received $200,000 to support the implementation of their Strategic Plan 2022-25, business development and marketing plans. The foundation delivers 10 key programs in more than 30 schools reaching more than 5000 participants.
Binar Sports provides life opportunities and pathways for Aboriginal youth through basketball and has grown to more than 650 players and 194 parent volunteers in and around Midland, Kalgoorlie, Albany and Bunbury. Funding of $150,000 was received (annually for 3 years) through the Inclusive Participation Grants Program.
The Wirnan Intergenerational Cultural Engagement and Learning Project was identified by Kimberley Aboriginal leaders as an important culture-based activity which promotes the intergenerational transfer of culture and knowledge to build strong social and emotional wellbeing outcomes. Funding of $258,000 delivered 8 intergenerational projects and 85 sessions with more than 250 artists, youth and community.
Connecting to Country supports WA Aboriginal people and organisations to undertake on country activities that foster the intergenerational transfer of knowledge, preservation of culture and strengthening of communities.
20 projects around city and regional WA received total funding of $469,384.
The 2023 Revealed Aboriginal art exhibition and markets was a collaboration between Fremantle Arts Centre and the Aboriginal Art Centre Hub of WA to promote the work of emerging Aboriginal artists from across WA. The exhibition featured approximately 300 curated artworks by 100 independent and art centre artists from across WA. Sales totalled $407,463.
The DLGSC is progressing with the development of a Reflect Reconciliation Action Plan (RAP) to provide a framework for supporting reconciliation and underpinning commitments towards better outcomes for Aboriginal and Torres Strait Islander people. In 2023, the RAP Steering Committee was established to oversee progress and development. The first phase involved a stocktake of existing policies, programs and initiatives.
The State Government is 6 years into a 10-year plan to implement recommendations of the Royal Commission into Institutional Responses to Child Sexual Abuse (the Royal Commission). The recommendations establish a framework of reforms for organisations that work with children which are designed to improve prevention, response and reporting of child sexual abuse.
The DLGSC, along with organisations in local government, sport and recreation, arts and cultural industry sectors and multicultural organisations, are working to embed these child safety reforms into their operations.
In June 2022, DLGSC established the Child Safeguarding Implementation Unit (CSIU) to support the department, its industry sectors and partner organisations to implement reforms recommended by the Royal Commission, including the National Principles for Child Safe Organisations.
The DLGSC is the lead agency for the transfer of Royal Commission recommendations:
In line with Royal Commission Recommendation 6.12 (led by Department of Communities), related to using the role of local governments in building a community approach for improved child safe practices, the CSIU has been working with local governments and the Western Australian Local Government Association to promote the adoption of the Child Safe Awareness Policy template throughout the sector.
In June 2022, DLGSC was tasked with progressing ministerial actions arising from the Sport Integrity Australia review of allegations regarding the Western Australian Institute of Sport Women’s Artistic Gymnastics Program.
The DLGSC also has an ongoing role in providing information and historical records to the National Redress Scheme (for survivors of institutional child sexual abuse) to facilitate the application process. This includes responding to RFIs, facilitating direct personal responses to survivors if requested and working with State and Commonwealth agencies to progress reforms to the scheme. The CSIU works together with AHWA and the State Library WA to process RFIs.
Through this work, CSIU contributes to the operation of the scheme which enables people who have experienced institutional child sexual abuse to gain access to redress. This can include a monetary payment, access to counselling and psychological care and a direct personal response from the institution.
A key focus of the CSIU is to ensure that team wellbeing is prioritised. In recognition of the risk of vicarious trauma for staff exposed to material describing child abuse, especially child sexual abuse, CSIU engaged the Sexual Abuse Resource Centre (SARC) to provide training around how to recognise, minimise and address the impacts of vicarious trauma. Additionally, CSIU have engaged a professional supervisor to offer monthly group and individual psychological sessions to team members. These sessions are designed to build on the training provided by SARC, as well as providing an opportunity for individualised support.
The Culture and the Arts division promotes participation to support the growth of cultural and creative industries. Investment in the culture and the arts sector is essential to ensure Western Australians have ongoing access to cultural and artistic activities and experiences.
The DLGSC supports artists throughout their careers, from emerging to internationally renowned and builds sector capacity through targeted grants and investment programs. We have continued to support the development of high-quality experiences for local communities.
In partnership with the Commonwealth Government, DLGSC supports 5 National Performing Arts Partnership Framework Organisations: Black Swan State Theatre Company, Marrugeku, West Australian Ballet, West Australian Opera and West Australian Symphony Orchestra. The State Government provides $9,732,728 per annum and these companies play a fundamental role in supporting performing artists and creatives and the creation of new WA work.
The DLGSC supported 35 small to medium arts and cultural organisations to the value of $10,196,000 in 2022-23 through the Arts Organisations Investment Program (AOIP). Collectively they provide an environment for creative risk, innovation and experimentation and a platform for creating new and emerging work. Leveraging funding from a range of sources and partners, they create employment opportunities in the sector.
The next round of AOIP opened for applications in September 2022. There were 37 WA organisations awarded a total of $56 million over the next 4 years. 6 new entrants are among the successful applicants, including 2 regionally based organisations, an arts centre and theatre, a circus, multi-arts events and a literature and storytelling organisation.
Additionally, DLGSC supports individual artists, creative workers and groups through project grants to develop and grow a vibrant sector that promotes participation and active engagement in high quality arts and cultural experiences. Through the U-15K grants program 145 projects were supported and 39 were supported through the 15K-Plus. The DLGSC invested $3,337,248 in a range of strategic initiatives which support exceptional and strategic projects or activities that contribute to a vibrant art, cultural and creative.
The Contemporary Music Fund (CMF) helps homegrown contemporary music artists with projects enabling them to produce and promote their work, along with building links nationally and internationally. It consists of 2 funding programs which include invitation-only targeted initiatives and grants funding through the U-15K and 15K-Plus programs. The fund aims to capitalise on opportunities for the contemporary music sector and ensure a strong representation of musicians and music professionals from Aboriginal, regional, cultural and gender diverse backgrounds. There were 26 projects supported with $737,233 in 2022-23.
The Creative Learning Program delivers initiatives that provide meaningful creative learning experiences, improve student engagement, enhance learning capabilities and build the capacity of educators and artists/creatives.
It is delivered through 2 key funding programs: Creative Learning Partnership and Creativity for Schools.
More than $3.2 million in funding was provided to 9 organisations and 2 schools through the Creative Learning Partnerships program. It supports 2-year partnerships that engage approximately 22,500 students and 2061 teachers from a range of socio-economic and geographically located WA schools.
Through the Creativity for Schools program, creative professionals are partnered with schools in a series of collaborations and residencies. 8 projects and 3 residencies, engaging 13 schools were funded. Of these schools, 45% are located in Perth and outer metropolitan Perth and 55% in regional WA including the Kimberley, Goldfields and the South West.
The State Cultural Treasures Awards honour senior WA artists who have made lifelong contributions to their art form and community. The 2022 awards, the first since 2015, recognised Kim Scott, Helen Matthews, Helicopter Tjungurrayi, Chris Hill, Terri Charlesworth OAM, Ernie Dingo and Wayne Jowandi Barker. Nannup Music Festival was also recognised for its contribution to the WA cultural landscape and community.
The DLGSC provided $3,465,000 of operational funding to support Screenwest, WA’s screen industry development organisation. It aims to attract national and international screen productions to WA which create jobs, boost local business activity and provide training and skills development.
Screenwest administer the Royalties for Regions funded Western Australian Regional Screen Fund, to attract screen projects made in the regions. 6 productions were supported with funding. They will provide employment, tourism and economic benefits to regional WA and are expected to deliver $29.29 million to the local economy and create 711 local jobs, with 424 of these being opportunities for regionally based people.
The $2 million State Government Digital Games and Interactive Fund, run by Screenwest, was launched in August 2022. It supports the pre-production, production and post-production of game development for PC, consoles, mobiles, virtual reality, augmented reality and extended reality. The inaugural round closed in January 2023 — with 41 applications received and 13 projects supported totalling $690,000.
The DLGSC Local Government division is focused on providing effective regulation of the local government sector and in turn better outcomes for ratepayers and residents across WA.
Reforms to the Local Government Act 1995 commenced to strengthen local democracy and provide greater transparency and accountability. The reforms have been a major focus throughout the year and informed by more than 5 years of research and consultation.
Further details on DLGSC’s regulatory reform program, including the Local Government reforms.
A new regulatory approach has been published that outlines DLGSC’s strategy to support and enforce effective regulation of the local government sector. As part of this, early interventions have been undertaken to assist local governments dealing with emergent issues and working with them to improve capability. The DLGSC’s Support and Engagement team continued to provide advice and support to the sector through webinars, guidance materials and responding to the Local Government Advisory Hotline and email enquiries which experienced a 143% increase.
The regulatory approach is currently being implemented to focus on support and compliance actions to improve local government capability and a consistent approach to identifying and addressing local government non-compliance.
The DLGSC’s Investigations and Assessment Unit (IAU) streamlined processes to support the Local Government Standards Panel, which resulted in a drop of 29.2% in the average time to deliver findings of a minor breach complaint against breaches of the Local Government Act 1995.
In 2022-23, the IAU was responsible for providing executive support to the Local Government Standards Panel, as well investigating serious breaches by elected members, reported offences under the Local Government Act 1995 and referrals of alleged serious misconduct from the Corruption and Crime Commission. The IAU has continued to improve internal processes over the year and received 54 complaints, finalised 69 complaint investigations including 2 matters being prosecuted in the Magistrates Court and the referral of another matter to the State Administrative Tribunal.
The DLGSC has 2 regular webinar series for the local government sector, with 15 webinars hosted in 2022-23. The first of the webinar series was a partnership with LG Professionals WA and was targeted at local government CEO’s and staff. This covered a variety of topics to improve sector capability through collaboration, education and providing best practice tools and resources. The second series were reform webinars aimed at a general audience including elected officials, local government professionals, interested stakeholders and the public.
In 2022-23, DLGSC rolled out an electronic form on our website which enables differential rate and minimum payment applications to be submitted via e-form. The electronic form is designed to be simpler and reduce incomplete applications being submitted. An infographic was released with guidance and key information to assist with submitting a successful application.
New guidance material for annual financial reporting has been developed to support the sector on best practice financial policy and accounting practices. The Introduction to Local Government Accounting Guidelines were designed to primarily assist local government finance officers and, where appropriate, non-finance officers, to understand the function and role of finance.
The Non-Current Physical Asset Guidelines have been developed to include guidance to local governments to assess the useful life of their assets based on their asset management plan. This reiterates the accounting standard requirement for annual reviews. The Financial Better Practice Review Program is a new DLGSC initiative. This program provides councils the opportunity to strengthen governance through DLGSC support and advice, the promotion of best practice and innovation, and fostering a continuous improvement culture. The DLGSC developed a checklist covering risk management, internal control and legislative compliance aiming at ensuring operational activities and supporting systems are addressed.
The DLGSC administers a range of legislation impacting local governments and the community including the Dog Act 1976, Cat Act 2011, Cemeteries Act 1986 and Caravan Parks and Camping Grounds Act 1995. In 2022-23, DLGSC processed more than 256 statutory applications under the Local Government Act 1995 and under these acts, where there is delegated approval to DLGSC from the Minister.
Among others, this included:
The Dog Amendment (Stop Puppy Farming) Act 2021 requires the design and development of a centralised registration system (CRS) for dogs and cats. In 2022-23, DLGSC undertook in-depth engagement activities with local governments to inform them of requirements for the CRS.
A request for tender for the development and implementation of the CRS was released to market in January 2023 and closed in March 2023. Responses have been evaluated and the report presented for endorsement to the State Tender Review Committee.
The OMI assists the State Government and the WA community to achieve the full potential of multiculturalism.
Effective planning at the national, state and local levels is essential for successful settlement of migrants and refugees. This was an area of focus for DLGSC in 2022-23 following the reopening of national and state borders and renewed intake of humanitarian entrants and skilled migrants. The DLGSC facilitated a cross-agency collaborative response on settlement to ensure the necessary services and social infrastructure supports were available to meet the needs of new arrivals.
In May 2023, DLGSC hosted the first meeting of the Interagency Settlement Group after a hiatus during the pandemic, bringing together key Commonwealth and State agencies involved in this collective response and to foster continued cooperation in settlement services. The group provides a forum through which the 3 tiers of government can provide coordinated and strategic settlement support.
In response to humanitarian crises in Myanmar, Sri Lanka, Türkiye and Syria, DLGSC facilitated the provision of State Government aid to assist response and recovery efforts overseas and provided support to WA communities impacted by the crises.
The OMI Strategic Plan 2023–2026 was launched in April 2023. The plan is an important vehicle to communicate our work to stakeholders as well as highlighting OMI’s work in the context of whole-of-government themes, strategies and plans, and within the context of DLGSC.
Equality of opportunity, equitable outcomes and mutual respect are a key focus. The DLGSC continued to work with public sector agencies to support implementation of the Western Australian Multicultural Policy Framework. This financial year marked the second reporting period of implementation for agencies.
All 64 agencies that have reporting obligations have submitted multicultural plans and are collectively implementing 1451 actions addressing strategies across 3 priority policy areas.
Of note are actions across government in promoting the benefits of cultural and linguistic diversity and improving workplace culture, making up 54% of all actions recorded.
The DLGSC recognises the role faith institutions play in supporting Culturally and Linguistically Diverse (CaLD) communities and coordinates a Multifaith Network. Activities included a Mandatory Reporting Online Forum in September 2022 to inform faith leaders of changes to the Children and Community Services Act 2004 that expanded the categories of mandatory reporters to include ministers of religion.
A Multifaith Forum at Parliament House in June 2023 hosted 32 leaders from diverse religious and cultural backgrounds. The first since 2020, the forums provide an opportunity to increase dialogue between faith leaders and encourage collaborative efforts.
As the principal event for Harmony Week, the Western Australian Multicultural Awards 2023 were held in March. The awards recognise the significant contributions made by people and organisations who promote and strengthen WA’s multicultural society. More than 70 nominations were received in 12 award categories.
The Outstanding Community Languages Teacher of the Year Award 2022 was held in August in partnership with Community Languages WA — with 13 teachers nominated. The award celebrates excellence in teaching by community language teachers and the importance of supporting language learning, maintenance and the benefits it brings to the State. Close to $700,000 in funding is provided annually to community language schools through the annual Community Languages Program grants. In 2022-23, the grants funded more than 7361 students across 53 community language schools.
An event held in October 2022 recognised the 16 scholarship participants who completed a Foundations in Translating and Interpreting short course. Offered through a partnership with the Australian Institute for Translators and Interpreters and the National Accreditation Authority for Translators and Interpreters, the scholarships aim to increase the number of qualified and credentialed interpreters in WA.
The Diverse WA online cultural competency training program supports the provision of culturally responsive services and policy and program development and implementation. This year saw a 71% increase in the number of registered users which now totals 21,083, of which around 64% were State Government employees.
More than 70 people attended a Becoming a Local Council Member forum for Western Australians from CaLD backgrounds in June 2023. The DLGSC hosted the forum to provide information about the role of a local government councillor and support an increase in the number of Western Australians from CaLD backgrounds nominating in the October 2023 local government elections.
The Leadership and Governance Program continues to encourage greater representation by Western Australians from CaLD backgrounds on public, private or not-for-profit sector boards and committees. In November 2022, 20 participants were awarded their graduation certificates and of these, 10 had already secured board positions. The DLGSC continues to seek and promote board opportunities to alumni to help boards and committees reflect the diversity of WA’s population.
The Community Grants Program provides funding to CaLD community associations and community service organisations to design, deliver and partner on projects that build capacity, address needs and contribute to the cultural, economic and civic life of the State. During the year, 54 projects totalling $1 million were funded including major festivals such as the Chinese New Year Fair and Diwali Mela, and a range of capacity building projects covering topics such as health and wellbeing, family and domestic violence prevention, mental health and economic and civic participation. The program funded 20 projects to celebrate cultural diversity during Harmony Week 2023, with support from our Culture and the Arts and Sport and Recreation portfolios.
The DLGSC Community Support Fund provided triennial funding to 6 not-for-profit CaLD peak umbrella community associations to deliver support services to their member associations and community members.
Mostly staffed by committed volunteers, these associations provide services, advocacy and support for CaLD communities across a broad range of areas, including education, youth development, settlement, economic participation and wellbeing.
The DLGSC Sport and Recreation division promotes participation and achievement in sport and recreation to support a healthy lifestyle for all Western Australians through physical activity.
Over the past year, DLGSC administered $31,851,490 in funding through 380 grants to support participation, high performance, capacity building and integrity initiatives for the sport and recreation community all over WA.
In 2022-23, a record amount of $21,050,030 in funding from the Sports Lotteries Account was distributed to approximately 100 state sporting organisations and peak bodies to deliver participation, capacity building, high performance programs and integrity initiatives across the State. We also saw a record amount of $4,493,955 in funding from the Sports Wagering Account distributed to deliver participation, capacity building and integrity initiatives across WA.
The DLGSC Consolidated Fund distributed $5,312,105 to 24 organisations to support sport and active recreation projects. This included trail planning projects in metropolitan and regional areas, professional development initiatives for senior staff in state sporting associations, state active recreation organisations and peak bodies and operational funding for the Western Australian Institute of Sport and Nature Play WA.
Our Industry Investment Program supports the delivery of quality sport and active recreation opportunities. More than $8.2 million was invested in state sporting associations through this program, with a further $922,000 invested through the Regional Servicing Grants Program to improve capacity and grow participation in our regions.
State sporting associations report their Women in Leadership target annually. In March 2023, the representation of women on state sporting association boards was 50.5%, an increase from 49.8% in 2022.
The DLGSC delivered several key projects including:
The Sport and Recreation Learning and Development Strategy targeted state sporting associations, peak bodies, state active recreation organisations, local government associations, regional associations and clubs. The year saw 25 learning and development activities held for 673 participants.
The DLGSC Inclusive Participation grants provide financial support to sport and recreation organisations to increase opportunities for low participation groups. Over 3 years, 18 organisations were awarded $4.2 million in funding. The projects were designed for people with disability, those from CaLD or Aboriginal backgrounds, adolescent girls, LGBTQIA+ and youth who are disengaged, homeless or at risk.
In 2022-23, more than 21,100 children accessed approximately 23,000 KidSport vouchers valued at $3.2 million. Of all the children involved in the program, 16% were Aboriginal, 8.5% were children with disability and 4.8% were from a CaLD background.
Our Equip Me for Sport Partnership with Fair Game supports low-income families to access second-hand sports equipment. More than 150 children accessed sport for the first time because they had the necessary equipment.
The DLGSC continued to provide the WA community with quality, affordable outdoor active recreation opportunities through access to a sustainable camp network. In 2022-23, the total overnight stays (bed nights) and activity participations delivered 252,235 camp experiences which is the strongest performance in its history. We also made an investment in upgrading accommodation, activity, and safety equipment across the camps network to enhance the client experience.
The Outdoor Active Recreation Participation Program provides financial support to organisations to deliver accessible outdoor active recreation opportunities. There were 20 projects funded to a value of $395,798 — aligning with the More People More Active Outdoors Framework.
State Active Recreation Organisations deliver recreation outcomes for a specific active recreation activity. This is achieved by developing and delivering the activity as a recreational pursuit and providing leadership and advocacy to a network of members and affiliates. During 2022-23, there were 6 organisations recognised for the first time as State Active Recreation Organisations: HikeWest, Recfishwest, Australian Trail Horse Riders Association, Climbers Association of WA, Recreation Trail-Bike Riding Association and WA 4WD Association.
Outdoors October is a community initiative to promote the health and wellbeing benefits of outdoor recreation, led by Outdoors WA and supported by DLGSC. We hosted an industry mountain bike day to connect key stakeholders and demonstrate the broad community benefits of outdoor recreation. Outdoors WA conducted Happy Hikers, an initiative to increase hiking participation by providing educational hikes to new walkers. The DLGSC provided funding support for this initiative that hosted 14 events with 90 participants.
The WA Strategic Trails Blueprint 2022–2027 was launched at the WA Trails Forum in October 2022. The blueprint was developed in partnership with the Department of Biodiversity, Conservation and Attractions, with contributions from multiple government agencies and non-government organisations. It is an overarching guide for consistent and coordinated planning, development and management of quality trails and trail experiences. There were 11 projects valued at $187,810 funded through the WA Hiking Participation Grant Program and 15 projects valued at $306,302 funded through the WA Trail Planning Grant Program.
The DLGSC’s RGL division is engaged in a range of activities and services across the WA community. These vary from licensing, inspection and auditing of liquor and gambling industries, overarching policy expertise and legislation, and programs designed to raise awareness of the risks associated with excesses in these activities. See more detail on regulatory reform.
Additionally, RGL provides executive support for the administration of the GWC, Liquor Commission, RPAT, Gaming Community Trust and the PGSSC. In accordance with the GWC Act, DLGSC assist the GWC in carrying out its functions.
The DLGSC has continued with the trial of the Banned Drinkers Register (BDR) which identifies individuals who are banned from purchasing takeaway alcohol and stops their purchase. The BDR is currently in operation in the Pilbara, Kimberley and Goldfields, and since May 2023, in Carnarvon and Gascoyne Junction.
Section 175 liquor restrictions of the Liquor Control Act 1988 declare an area of the State alcohol restricted (dry communities) and prohibit the possession and consumption of liquor within the declared area. The DLGSC obtains Ministerial approval on behalf of Aboriginal communities seeking to reduce alcohol-related harm, improve cultural participation and the social and emotional wellbeing of the community.
There are currently 26 dry communities across WA. In the past year, DLGSC obtained Ministerial approval for 3 new ones, and renewed 17 existing dry communities.
In the statutory role of Director of Liquor Licensing (DLL), the Director General of DLGSC, is committed to minimising harm and negative social impacts on WA communities arising from excessive alcohol consumption. The DLL is charged with administering the Liquor Control Act 1988, which regulates the sale, supply and consumption of liquor in WA. Section 64 of the Act provides the DLL with the ability to impose conditions considered to be in the public interest or to reduce harm.
During the year, actions under section 64 included:
The PCRC Final Report, which contained 59 recommendations, was tabled in Parliament in March 2022. The PCRC was established to inquire into the suitability of Crown Perth to continue to hold a casino gaming licence and to examine the appropriateness of the State’s casino regulatory framework.
Over the year DLGSC, along with the Department of the Premier and Cabinet, progressed the State Government’s staged response to the PCRC. In March 2023, the State Government supported 49 of 59 recommendations. Of the remaining nine, 8 were supported in principle, and one was supported in part. These will be implemented to restore the community’s confidence that WA’s only casino is managed in a responsible and accountable way. One recommendation does not require a State Government position as it is only relevant if the prohibition on poker machines is lifted. The State Government remains committed to maintaining its ban on poker machines and restricting electronic gaming machines to within the casino.
During 2022-23, the Gaming Community Trust was reconstituted and approved an improved grants framework, including new guidelines to target specific charitable purposes in the community. Projects must demonstrate a benefit to the community, be benevolent or charitable in nature and align to one or more defined categories. In June 2023, the first online funding round of up to $559,000 was opened.
The DLGSC provides legislative, regulatory and other policy advice on WA’s position on gambling policy and harm minimisation activities. This includes participating in interjurisdictional meetings, research and working groups to ensure nationally consistent policy and regulatory changes are applied in WA.
The State Government is party to the National Consumer Protection Framework for Online Wagering (NCPF), a harm minimisation framework co-developed by the Commonwealth Government to provide nationally consistent measures to minimise gambling harm related to online wagering activity. The DLGSC participates in the Implementation Governance Committee and associated working parties. The NCPF consists of 10 consumer protection measures which all jurisdictions have committed to progressively implementing. In the past year, the DLGSC has implemented NCPF standards for activity statements, consistent gambling messaging and staff training in WA.
The PGSSC is chaired and supported by DLGSC. It supports research, education and awareness, and free counselling support for people affected by gambling harm.
This includes a 24/7 Problem Gambling Helpline, Gambling Help WA (face-to-face counselling), Gambling Help Online, and an annual gambling harm awareness week.
The DLGSC undertakes inspection and audit activities on behalf of the GWC to regulate the lawful conduct of gambling activities permitted under the GWC Act, the Betting Control Act 1954, the Casino Control Act 1984 and the Racing and Wagering Western Australia Act 2003. The key activities in relation to the GWC include:
The DLGSC has a commitment to regional presence which echoes across all our portfolio areas — through active community participation and place-based services and co-design, as well as regulation to effectively support the WA community.
The DLGSC provides a vital service to regional communities across the State. We have 10 offices across 9 regions which play an important role in enlivened and successful regional communities. It is achieved through people and organisational development projects, local partnerships and funding support for facilities and programs. It also provides services to the Indian Ocean Territories under the standard arrangements with the Commonwealth Government.
The DLGSC has a place-based focus for collaborative, long-term approaches to build thriving communities. This is particularly apparent in the grant programs DLGSC administers which increase opportunities for regional people to participate in the community across the State’s diverse regions.
This includes the Community Participation and Inclusion Program, Community Sporting and Recreation Facilities Fund, Regional and Remote Festivals Fund and Community Grants Program.
We pursue ongoing engagement with regional stakeholders to create strong partnerships with community, government and not-for-profit organisations. Below are some of DLGSC’s regional activities over the past year.
In April 2023, our Corporate Executive held its first regional meeting in Albany and met with a range of key stakeholders. This forms part of our commitment of 2 regional meetings per year to expand DLGSC’s regional presence<./p>
The Regional Arts and Culture Investment Program continued to create jobs, promote economic development and improve social cohesion by supporting activities in regional WA totalling $5037.81.
Additionally, a total of $1,450,000 went to the Regional Exhibition Touring Boost which creates more opportunities for regional Western Australians to engage with high-quality visual arts by increasing the number of touring exhibitions available to regional audiences.
The DLGSC has been engaging with the Shire of Halls Creek since 2016 around the development of recreation (trails and biking) infrastructure in and around Halls Creek. The bike track proposal was adopted following a Community Safety Forum in December 2022.
In conjunction with the Shire of Halls Creek, East Kimberley Job Pathways and local schools, a multi-level pindan temporary bike and pump track was constructed. The bike track features a launch ramp with staging area, 3 run lines each with tabletop jumps of varying technical challenge, providing controlled progression from beginner to advanced skill levels. The adjoining pump track circuit complements the BMX track. Common Ground Trails designed the courses and the Shire constructed additional infrastructure at the site including lighting and shade structures, barbeques and other public amenities.
As part of this, young people from local schools and communities from up to 120km away attended to engage in the participatory design activity, using manual tools to prepare and shape bike jumps. The engagement generated design ideas and engendered local ownership of the project amongst end users. It also involved elements of local capacity building around track development and maintenance. A video documentary was made showcasing the construction and multifaceted stakeholder engagement. The DLGSC also partnered with WestCycle to source more than 100 donated helmets alongside bikes sourced by East Kimberley Job Pathways.
The Community Place Based Grants program provided funding for the development and delivery of school holiday and out of school activity sport and recreation programs for young people in the Kimberley, Goldfields, Pilbara and Gascoyne regions. The programs are co-designed with local communities, are structured and place based. An investment of $495,000 in 2022-23 has helped fund projects in Carnarvon, Warburton, Port Hedland, Roebourne, Newman, Broome, Derby, Fitzroy Crossing, Halls Creek and smaller remote communities.
The DLGSC increased resourcing in Carnarvon to support agency-wide initiatives for the community. The DLGSC commissioned a report to identify issues and opportunities to assist in reconnecting youth with the community to improve wellbeing and foster cultural connections. This includes looking at a range of sports, cultural activities and non-sport activities. A series of findings and recommendations are being reviewed to facilitate a coordinated multi-agency approach. The work aligns with local liquor reform work.
The Nintirri Centre received a WA Hiking Participation Grant to deliver an Aboriginal Tour Guide Training Program to build the hiking skills and knowledge of local people to be able to safely lead hiking activities for visitors on the Tom Price, Paraburdoo and Karijini National Park trails.
The Catch a Dream Foundation received a WA Hiking Participation Grant to support Maaladjiny to deliver the SW Narrative Bushwalks project which engaged more than 100 predominately Aboriginal people through 11 guided bushwalks on Wardandi, Willman, Pinjareb and Keneang country to encourage physical fitness and mental wellbeing.
Through the WA Trail Planning Grant Program, a range of projects were supported and completed that involved engaging Aboriginal Elders and community members. One of them was the Pemberton Arboretum Trail Development Corridor Evaluation located in the South West Boojarah.
In partnership with Department of Biodiversity, Conservation and Attractions, the DLGSC supported Gooniyandi Rangers in the Kimberley to do trail maintenance training through Outdoors Great Southern.
In March 2023, OMI staff visited the Great Southern and the South West to engage with regional stakeholders and attend Katanning Harmony Festival celebrations, funded through the OMI Community Grants Program. They met with CaLD community leaders and relevant agencies in Katanning, Mount Barker, Albany, Manjimup and Busselton.
In collaboration with the Multicultural Youth Advocacy Network of Western Australia, DLGSC funded the Youth Affairs Council of WA to conduct engagement sessions with youth from CaLD backgrounds and community stakeholders in the Christmas Island and Cocos Keeling Islands. The aim was to identify key issues and opportunities relating to young people locally.
In May 2023, DLGSC staff also went to Christmas Island and Cocos Keeling Islands to gain an understanding of issues impacting CaLD communities, identify future opportunities and scope initiatives for delivery in 2023-24.
The Community Grants Program provides funding to empower CaLD communities to design, deliver and partner on projects that address their needs. During the year, 17 projects were funded across WA regions. To encourage regional applications, eligibility for these grants is broader for regional applicants, allowing non-CaLD specific regional organisations and local governments to apply where there is no other suitable CaLD organisation.
The Community Languages Program provides support to eligible CaLD not-for-profit community associations to teach languages other than English to students from kindergarten to Year 12 outside school hours. 2 community language schools in the Mid West and South West were funded.
The Community Support Fund provides triennial funding to not-for-profit CaLD community peak umbrella associations to deliver coordination, advocacy and support services to member associations and community members. In 2022-23, Bunbury Multicultural Group and the Midwest Multicultural Association were among the 6 organisations that received funding.
In December 2022, Ex-Tropical Cyclone Ellie made land fall in the Northern Territory and caused heavy rainfall and flooding across the eastern and central Kimberley. Several communities were impacted by the cyclone and Fitzroy Crossing was isolated due to extensive flooding. The DLGSC engaged with local community organisations to identify issues and to share relevant emergency support information. Insights were shared with the Department of Fire and Emergency Services.
The DLGSC local government and racing, gaming and liquor sector has a strong presence throughout regional WA in capacities as varied as licensing, inspection and auditing, overarching policy expertise and legislation alongside programs designed to raise awareness. See information on local government, racing, gaming and liquor, as well as the section on regulatory reform.
The DLGSC is committed to cross-government collaboration, to develop and implement whole-of-government priorities to improve the lives of Western Australians.
We contribute to more than 50 whole-of-government strategies, frameworks and action plans, at both state and national levels. Contributions span the portfolios of Aboriginal affairs, multicultural interests, climate action and the environment, health and human services, industry, jobs and diversification, disaster and emergency management, infrastructure and digital inclusion.
The DLGSC continues to build strategic policy capability and capacity across the agency to support strategic input into sector and whole-of-government policy.
The DLGSC Disability Access and Inclusion Plan (DAIP) outcomes strive to ensure people with disability, their families and carers have the same opportunities, rights and responsibilities as others to access the services, information and facilities it provides.
A well-informed, practical plan linked to the improvement of access and inclusion for people with disability is pivotal. Some of the key initiatives include:
The DLGSC Multicultural Plan outlines strategies to ensure that operations, services and programs are inclusive and accessible to everyone. Through the realisation of the Multicultural Plan, DLGSC aims to improve representation and participation of Western Australians from CaLD backgrounds across all aspects of its operations.
Key achievements for 2022-23 included:
The State Government has committed to substantial reforms across the sport and recreation, local government and racing, gaming and liquor portfolios. Specific funding has been assigned to each of these reforms to enable them to be progressed.
In 2022-23, progress towards the February 2021 announcement of the commitment to reform the Liquor Control Act 1988 has continued.
In November 2022, DLGSC published a consultation paper The Next Chapter of WA’s Liquor Laws and invited the public to provide their ideas on how to improve WA’s liquor licensing laws. Almost 200 responses were received when submissions closed in January 2023. This feedback provided DLGSC with a better understanding of issues with the current liquor regulatory framework and opportunities for improvement.
The DLGSC formed 3 stakeholder working groups for government, industry and harm minimisation to assist in refining specific reforms identified from the previous consultation. In May 2023, targeted consultation was undertaken with the groups on key aspects of the liquor reform, further informing government of the opportunities and challenges the reform present.
Additionally, DLGSC is investigating and progressing reforms to streamline and modernise the liquor licensing framework and systems to reduce liquor licensing timeframes and complexity.
The RGL Licensing and Compliance System Replacement project has commenced and aims to address the existing system’s shortcomings and provide a modern, efficient and cost-effective platform for managing licensing and compliance operations from start through to completion.
The DLGSC continues to review and innovate processes to help licensees meet customer needs and reduce application times and costs, especially when applying for special event licences.
Simplifying application processes empowers approved licensed venues to trade for extended hours to cover international sporting events such as the 2022 FIFA World CupTM, held in Qatar.
The ongoing licence and process reform enables businesses and communities to activate where events are broadcast late at night or early in the morning here in WA, giving licensed venues the ability to respond to modern customer needs.
For special events, application fees may be calculated on the number of people expected at the licensed venue across the tournament schedule, with a cap of $1245.50 put in place for this event regardless of the number of patrons present.
In late 2022, a public consultation process on proposed legislative amendments of the Liquor Control Act 1988 to strengthen the impact and outcomes of the BDR was undertaken. Extensive engagement with key stakeholders, including licensees of all licensed premises participating in the BDR, was also undertaken.
The consultation attracted strong support from all stakeholders, including support towards establishing the BDR in legislation, increasing pathways for relevant individuals to be placed on the register, providing powers to WA Police officers to place individuals on the BDR for alcohol related offences, allowing certain prescribed professionals to refer people to the BDR and strengthening controls regarding secondary supply.
The amendments to the Act through the Liquor Control Amendment (Banned Drinkers Register) Bill 2023 is progressing through Parliament, as announced in March 2023. Work is underway to support the operations of the BDR Bill once the legislation is in place.
The Liquor Control Act 1988 was amended in December 2022, through the Liquor Control Amendment (Protected Entertainment Precincts) Act 2022 to create protected entertainment precincts. The new laws seek to ban violent offenders and perpetrators of anti-social behaviour from these precincts so that families and patrons can enjoy a safe night out.
Protected Entertainment Precincts have been established in Northbridge/Perth, Scarborough, Hillarys, Fremantle and Mandurah. There are 3 mechanisms available to exclude offenders from the Protected Entertainment Precincts:
Up to 30 June 2023, the Western Australian Police Force issued 21 short-term orders and the DLL issued 2 extended exclusion orders, each for 5 years.
The PCRC found that the legislation by which the Perth Casino is regulated is not-fit-for purpose and requires replacement by a modern regulatory framework.
Recommendations 14 and 15 of the Final Report recommended the Casino Control Act 1984 be replaced by a new Act and the GWC Act be revised (if required). The PCRC acknowledged that reaching the final outcomes for all the recommended regulatory reforms would take time so existing regulatory arrangements will have to remain in place. Recommendation 35 made suggestions about interim measures that could be taken.
Following the release of the report, DLGSC moved swiftly to implement priority reforms, including the passage of the Casino Legislation Amendment (Burswood Casino) Act 2022 that:
Accordingly, the remaining legislative reforms will be progressed in 2 further tranches.
The State Government aims to introduce the second tranche before the end of 2023.
In May 2023, the Local Government Amendment Bill 2023 was passed and the first tranche of the most significant reforms of the Local Government Act 1995 in 25 years were passed. The Local Government Amendment Act 2023 (the Amendment Act) introduces key reforms related to elections and other priority matters for the next local government election in October 2023. The reforms will strengthen local democracy and provide greater transparency and accountability.
The priority sections of the Amendment Act that have been brought into effect are:
The other sections will be proclaimed in consultation with the sector and in conjunction with the development of regulations and associated guidance material. Work on a second tranche is continuing in consultation with the sector. This includes the establishment of the Local Government Inspector and the introduction of local government monitors for early intervention.
The DLGSC is working towards reforms that will provide greater certainty in relation to affordable housing in caravan parks and lifestyle villages. Relevant amendments to the Caravan Parks and Camping Grounds Act 1995 are in development.
The reforms to improve the registration and licensing system for Off-Road Vehicles (ORV) is progressing. This includes an increase to penalties to prevent illegal ORV activity. The reforms require legislative change and the State Government is currently working on amendments to the Control of Vehicles (Off-Road Areas) Act 1978.
The ORV Advisory Committee has been investigating multiple sites for new areas as well as ongoing maintenance requirements at existing areas across WA. In May 2023, DLGSC successfully obtained approval from DevelopmentWA to set aside land in Keralup for future use. The DLGSC is working with a commercial operator to prepare the ORV facility and upon implementation, this will help to address the rising demand south of Perth.
In mid-2022, DLGSC successfully coordinated upgrades to the value of $66,135 at the Ledge Point ORV area, through the ORV Account. The upgrades have resulted in significant trail improvements and the construction of a family viewing platform.
The State Government introduced the Agency Capability Framework and the ACR as a fit for purpose approach to public sector improvement through the assessment of agency capability.
Prior to the release of the Executive Summary, DLGSC had started working towards maturing our capability. This included, but is not limited to:
We continue to prioritise key improvement initiatives, such as our audit reform, grants program of work, and the project to commence development of the next DLGSC Strategic Plan. This will allow DLGSC to continue on its maturity journey.
Improving DLGSC’s audit performance has continued to be a key priority during 2022-23, with a strong focus on addressing external and internal audit findings from prior years as well as undertaking new internal audits.
There has been a continued focus on furthering a positive audit culture within DLGSC. This has included audit briefing sessions for staff and the Governance and Risk branch supporting business areas to engage with the Office of the Auditor General (OAG) and internal auditors.
Improvements in DLGSC’s financial and information systems controls is evidenced by the OAG Audit 2022-23 outcomes with 2 of the qualifications from the prior year removed.
To enable DLGSC to operate effectively, a new permanent Corporate Executive structure with reviewed classification of Senior Executive Service (SES) positions was implemented in September 2022.
The leadership is focussed on renewal and forward planning. Our new Corporate Executive members have varied experience in both central and line agencies, with the changes resulting in a more strategic approach to engagement across government.
To further strengthen DLGSC’s corporate governance, 3 new Corporate Executive sub committees were established in 2022-23:
Our work will continue in 2023-24 to improve internal governance, including a review of existing committees.
The DLGSC is committed to providing a healthy and safe work environment for all staff, contractors and visitors. The Work Health and Safety Act 2020 provides the framework to protect the health, safety and welfare of all workers and those that may be affected by our work.
The DLGSC hosted 28 recreation-specific training events, with 192 staff participating in nationally or industry-recognised courses. Participants in fire training courses included internal staff and on-site catering personnel.
The DLGSC held mandatory Work Health and Safety (WHS) fundamentals awareness training online regarding the updated WHS legislation, duty holders, consultation and communication, incident reporting and investigation. In 2022-23, several strategies were implemented that, with time and focus, will mature DLGSC to establish a best practice safety management system, inclusive of, and not limited to:
The DLGSC has made considerable progress in strengthening its cyber security, improving ICT governance, policies and procedures and stabilising its legacy systems and applications over the past year. We continued the investment in building our digital capabilities, laying a solid foundation to meet the digital requirements of service delivery arms and the increasing public expectations around digital access.
Whether it is the digitisation of the State’s cultural assets, storage of collections, streaming digital content at hybrid events, providing secure public-facing services in the Sport and Recreation portfolio, managing licensing or grant applications or collaboration and data sharing with local government and other agencies — the future for DLGSC is increasingly digital.
3 significant projects were initiated in 2022-23:
Established under the State Records Act 2000, the SRO is part of DLGSC and supports the State Records Commission in its statutory role under the Act.
The SRO seeks to achieve a secure and discoverable record of government that is valued by our community and used to create a legacy for Western Australians.
The SRO supports a wide range of clients, including researchers, writers and other artists, using State archives. Support is provided through a joint service operated with the State Library of WA and AHRS, based at the Alexander Library in the Perth Cultural Centre. This joint approach ensures the State archives collection is accessible 7 days a week during State Library open hours. The SRO also provides a digitisation on-demand service for remote access to the collection.
The SRO facilitates several working groups and communities of practice to support continuous improvement of information management across government. These include the Information Classification Working Group and Community of Practice to support implementation of the WA Government Information Classification Policy. A new Information Management Hub was also launched to facilitate the sharing of information and experience across government.
The new Strategic Plan for the SRO 2023–2026 gives priority to establishing meaningful and ongoing engagement with Aboriginal people to facilitate access and use of State archives. State records and archives are critical sources of information for the essential and unfinished business of reconciliation with Aboriginal people across Australia. The archives shine a powerful light on the extraordinary determination and courage of Aboriginal people to protect their rights and preserve their connection to Country through the oldest continuous culture in the world.
The Department of Local Government, Sport and Cultural Industries for the year ended 30 June 2023.
I hereby certify that the key performance indicators are based on proper records, are relevant and appropriate for assisting users to assess the Agency’s performance, and fairly represent the performance of the Agency for the financial year ended 30 June 2023.
Lanie ChoppingDirector GeneralDepartment of Local Government, Sport and Cultural Industries Accountable Authority15 September 2023
The below table illustrates the relationship between DLGSC’s services, the desired outcomes and the relevant government goal. The DLGSC’s key effectiveness indicators help to determine whether DLGSC’s desired outcome has been achieved through service delivery. The key efficiency indicators monitor the relationship between the services delivered and the resources used to provide the service.
*Effectiveness and efficiency indicators are not reported for this outcome as it relates to the services provided by DLGSC to support the outcome and activities of the client agencies. An exemption from the requirements of Treasurer’s Instruction 904(2)(iv) Key Performance Indicators, has been provided by the Under Treasurer.
We measure the ratio of leveraged revenue because it provides an indication of how successful a cohort of arts organisations has been in generating additional revenue to support arts and cultural activity. As a time-series, it is one of the indicators of changes in sustainability of the arts and cultural sector. The cohort of organisations used in this ratio are those organisations that receive multiyear funding, which are the organisations funded through the Arts Organisations Investment Program (AOIP) and the National Performing Arts Partnership Framework (NPAPF) program. Collectively these key arts organisations create and present high quality and diverse arts, cultural and creative experiences for the people of Western Australia. An aim of both of these programs is to provide base operational funding for the organisations so that they can then generate their own revenue and secure other income. The ratio of leveraged revenue tracks this leveraged funding level.
This indicator measures the ratio of the aggregate total funding in a year provided by DLGSC (it includes all DLGSC funding provided, including occasional one-off project funding) to this cohort of funded arts organisations (NPAPF and AOIP organisations) against the aggregate total of their income from all other sources. Other sources include earned income, other government funding, sponsorship, and private giving.
The ratio shows the total amount of income generated from other sources for each dollar of funding provided by DLGSC to the AOIP and NPAPF funded organisations.
An increase in the ratio would suggest that overall, the arts and cultural sector is doing well at generating other income. A decrease in the ratio would suggest that overall, there are challenges for the sector either earning income or securing other government funding or philanthropy.
The underlying methodology was revised in 2020 from a methodology based on an average of organisation categories to a methodology based on the aggregate totals for all multiyear funded organisations. This was done to better align with objectives of the organisations funding programs, which are to fund a cohort that ensures a diverse and vibrant eco system is supported. An aggregate totals methodology better aligns to the objective of funding a cohort of organisations.
The 2022-2023 Actual leverage ratio is slightly below the 2022-2023 target (under 5% variance).
DLGSC captures data to understand and measure the public value it creates through its investments in culture and the arts and its role as a development agency for the sector. For culture and the arts, public value is the cultural, social, and economic benefits created by culture and the arts for the Western Australian community. A strong response in the attendance or participation in arts and culture activity demonstrates that Western Australians support and value arts and culture and will continue to seek experiences that foster belonging and a sense of community.
This indicator measures how many people attend or participate in arts and cultural activity in Western Australia. This indicator shows institutional value that relates to the broader community social benefits that are generated through participation or attendance at artistic and cultural activities. Arts and cultural activities include a range of activities such as the cinema, music, theatre, dance, visual arts, opera, festivals, libraries, galleries, museums, archives and community cultural events.
The annual Arts and Culture Monitor Survey measures the behaviour and attitudes towards arts and culture and is the study used to provide data for this indicator. The survey is a long standing and well-established time series and has been conducted since 2003. The survey captures the frequency as well as the percentage of Western Australians (people, aged 17 years and over) attending or participating in arts and culture activities over a range of time periods. Respondents are asked the following question within the survey:
‘Did you attend or participate in an arts or cultural activity in the past 12 months?’
In 2023, 22,994 online panellists from Thinkfield were invited to complete an online survey, and 1392 responses were received. This represents a sampling error of +/- 2.6 % at the 95 % confidence interval.
In 2023, 78% of Western Australians attended or participated in an arts or cultural activity in the past 12 months, an increase of 5% from the 2022-2023 target, and 4% from the 2021-2022 Actual. The increased attendance in 2022-2023 reflects a post COVID-19 recovery, with attendance rates approaching pre-pandemic levels.
The DLGSC, through the Office of Multicultural Interests (OMI), supports the development of a vibrant and effective multicultural society in Western Australia. This is achieved through the promotion and support of multiculturalism in Western Australia and includes providing information, advice, funding, training and support, and facilitating partnerships and collaboration to achieve the full potential of multiculturalism within the State. This effectiveness indicator provides a measure of OMI’s key stakeholders that believe the support provided contributes to achievement of a vibrant and effective multicultural society.
This indicator is informed by OMI’s annual Stakeholder Satisfaction Survey which identifies to what extent stakeholders think that OMI has made an impact in achieving the full potential of multiculturalism in Western Australia, based on the following key objectives:
OMI surveys stakeholders to gain feedback via its OMI Stakeholder Satisfaction Survey each year as detailed above.
Respondents were asked to rate on a scale of no impact, a little impact, a moderate impact, a significant impact or a very significant impact. The survey results were calculated based on the subset of respondents who were able to form an opinion on each of the factors with the ‘don’t know” responses removed.
The indicator score is based on the number and percentage of responses that indicated OMI had a positive impact, which is defined as those who consider OMI had a ‘moderate, significant, or very significant impact. The final figure is determined by calculating the average score of all 5 questions.
A target of 80% is set as an acceptable customer satisfaction performance standard for most industries and takes into account factors outside the organisation’s control that can impact stakeholder satisfaction. Maintained performance is demonstrated by a result equal or above the target.
In 2022-2023, a sample drawn from a list of 1893 stakeholders was surveyed. The distribution of the sample was consistent with OMI’s stakeholders as follows:
Emails were sent to all 1893 stakeholders with the final sample of 352 responses gained via email (298) and telephone (54). The overall response rate was around 19%. The sample size and comparable results from the online survey is sufficient to be representative and hence the total sample provides a forecasting accuracy of +4.7% at the 95% level of confidence.
The data collection method (online or telephone) had no significant impact on the results and the sample size provided a good foundation for analysis.
The 2022-2023 actual result of 94% was higher than the 2022-2023 Target of 80% and represents a 3% increase in stakeholder satisfaction from the 2021-2022. The stability in overall performance outcomes year to year is indicative of OMI’s commitment to fulfilling its role in assisting the Western Australian Government to achieve the full potential of multiculturalism. OMI’s values of diversity, respect, fairness, integrity, collaboration, leadership, and excellence are reflected in the responses provided by its stakeholders and the portfolio’s efficient and effective engagement strategy.
The role of DLGSC is to support the local government sector in the provision of good governance and compliance by monitoring, promoting, and enforcing compliance with the relevant legislation.
The DLGSC’s Compliance Framework outlines the approach taken to ensure that local governments, their elected members, and employees operate in compliance with the Local Government Act 1995 (and associated Regulations). The framework details the actions taken to support and achieve greater compliance, including the assessment and investigation of complaints, provision of advice services, guidance documents, and monitoring of key information provided to DLGSC by local governments.
The DLGSC measures local government compliance performance against the framework to identify areas for assistance to improve capability and governance. The DLGSC are actively increasing the support and guidance to local governments with the aim of reducing actions against specific local governments in the future..
This indicator measures the percentage of local governments that had actions taken by DLGSC in the financial year. Maintained performance is demonstrated by a result equal or above the target.
This indicator shows the percentage of local governments that had action taken against their elected members or employees under that framework in the financial year.
The framework details the actions DLGSC may take in response to received complaints, including arms-length monitoring, requesting further information, dealing with complaints, breaches, probity audits, investigations, and authorised inquiries.
Records are collated of all actions including issuing letters of improvement as well as other compliance actions, complaints, audits, inquiries etc taken by DLGSC in response to potential non-compliance, to determine which of Western Australia’s local governments had action taken against them. The figure is then converted to a percentage, measured against the number of WA local governments.
*As a more pro-active approach is undertaken to working with Local Governments in 2022-23, the actual now incorporates actions taken by DLGSC in support and engagement activities, in addition to serious breaches.
A total of 47 local governments (out of a total of 137) had action taken by DLGSC under the framework in 2022-2023. The DLGSC undertakes an early intervention approach to proactively target and engage with local governments at risk of non-compliance. As a result of this proactive early intervention, a greater number of actions were taken in 2022-2023 than initially targeted.
The DLGSC is responsible for regulating and maintaining the integrity of lawful racing, gambling and liquor activities for Western Australians to participate in. Through conducting compliance audits and inspections, DLGSC contributes to the promotion, monitoring and enforcements of responsible and lawful gambling and liquor services and this indicator measures how effectively we are delivering the outcome.
This indicator measures the effectiveness of DLGSC’s regulatory function within racing, gambling and liquor activities by conducting audit and inspections at licensees’ venues and service providers.
The percentage of audit and inspections that comply with requirements and statutory criteria is calculated by dividing the number of compliant licensees/service providers by the total number of inspections conducted.
Maintained performance is demonstrated by a result equal or above the target.
2022-2023 actual compliance is higher than the 2022-2023 target, indicating that licensees and permit holders are generally compliant with their statutory obligations under the administered legislation. Areas of non-compliance typically include a breach of a term or condition of the licence or permit, breach of the Act or issues with the standard of licensed premises.
The DLGSC has a vital role to play with supporting the key community stakeholders (for example, sport and recreation groups and local governments) throughout WA who are directly providing sport and recreation services to Western Australians. Targeted support to ensure quality service delivery, such as;
This support ultimately impacts the number of people participating in sport and active recreation. The measure of participation numbers within organised sport and active recreation participation reflects how well our service delivery system is working to deliver a sector that promotes maximum participation.
Whilst not directly responsible for organised sport and active recreation participation rates, DLGSC uses this measure as an indicator of how well the sport and recreation delivery system in WA is providing participation environments for members of our community. Analysis of any significant shifts in participation rates may highlight areas/issues within the delivery system that may impact DLGSC policy, planning and service directions.
The DLGSC’s desired outcome is that participation rates for Western Australians in sport and active recreation be maintained and/or increased. The monitoring and understanding of participation rates are vital to assist DLGSC’s delivery of programs and services to support Western Australia’s ongoing participation and involvement in sport and active recreation.
Sport Australia in consultation with the Committee of Australian Sport and Recreation Officers (CASRO) fund and manage a National Participation in Sport and Physical Recreation Survey (AusPlay) to provide appropriate participation data to support current and future sport and recreation industry needs and outcomes. From late 2015, AusPlay became the single-source data currency for government and the sport sector that not only tracks Australian sport participation behaviours but also informs investment, policy and sport delivery.
Via the AusPlay Survey, baselines for the participation of adults and children in sport and physical activities, both at State and National level were established in 2016. In Western Australia, the baseline for participation by Western Australian adults (aged 15 years and over) in organised sport and active recreation was 56%. AusPlay State/Territory data, Western Australia — AusPlay results for January 2022 to December 2022, published 28 April 2023. Refer to Table 3.
In 2022, 63% of Western Australian adults (aged 15 years and over) were involved in organised sport and active recreation, a 7% increase on the baseline of 56% which was established in 2016 when the monitoring of participation rates in adults and children in sport and physical activities, both at State and National level commenced through the AusPlay survey.
Participation rates for Western Australians in organised sport and physical activities have steadily increased since 2016, and remained stable at around 63-64% since 2019, a strong indicator that the Western Australian sport and recreation system is supporting the provision of participation opportunities for Western Australians.
The DLGSC provides support to the Western Australian arts, cultural and creative sector through a range of funding programs, research services and policy advice. This support contributes to a vibrant sector that provides a range of opportunities for people to participate and attend activities, performances and exhibitions. It also provides opportunities for artists and arts organisations to develop their skills and the artform. Measuring the input costs of providing the grant funding as a percentage of total grant funding is an indicator of the efficiency of delivering grants funding programs.
This indicator measures the cost of resources to deliver Culture and the Arts grant programs, as a percentage of the total grants paid through those grant programs. The indicator is primarily impacted by the level of grant funding provided, and the resourcing requirements to deliver the funding program.
The input costs against output delivered as a percentage.3
The input cost is the total operations expense for administering grants which is the staffing and administration costs including corporate overheads for the publishing, receipt and assessment of applications, contract management and system support for the grants managed.
The output delivered is the total grants paid from grant contracts, service agreements and financial assistance agreements within the current financial year.
Maintained performance is demonstrated by a result equal or below the target.
The 2022-2023 actual percentage (4%) was slightly below the 2022-2023 target (5%).
The Office of Multicultural Interests (OMI) conducts a range of projects and initiatives to support culturally and linguistically diverse communities and promote multiculturalism. These are projects and initiatives other than those funded through OMI’s grants programs and are critical to achieving OMI’s remit to support and promote multiculturalism. The measure indicates the efficiency of OMI staff in delivering these projects to promote and support multiculturalism.
This indicator calculates the cost of delivering programs and projects, excluding grants.
Projects are detailed in the OMI operational plan, which is developed annually on a financial year basis, monitored throughout the year, and reviewed towards the end of the financial year. The total cost of OMI, excluding grants, is divided by the number of projects as identified in the operational plan.
The 2022-2023 actual is higher than the 2022-2023 target (45%) due to the administration of donations made by the State Government to international crises in Myanmar, Sri Lanka and Turkey-Syria.
The DLGSC aims to support the sector in the provision of good governance and compliance by monitoring, promoting and enforcing compliance with the Local Government Act 1995 (and associated Regulations). Using a risk-based approach to identify areas needing targeted intervention and assistance, DLGSC provides training, advice, guidance and support across the local government sector. Through the provision of regulatory functions primarily related to the administration of the Local Government Act 1995 including approvals, compliance monitoring and other statutory support, DLGSC assists local governments to achieve best practice in the sector. This indicator assesses the efficiency of DLGSC’s resources to regulate and support Western Australian local governments.
This indicator determines the cost of DLGSC’s resourcing in providing regulation and support services to local government to ensure they fulfil their statutory obligations.
The efficiency indicator combines the costs of both the proactive and reactive regulatory work undertaken by DLGSC, as well as the costs of other services for local governments such as processing of statutory approvals and costs associated with the administration and amendment of the Local Government Act 1995 and other legislation and regulations.
Funds expended on grants and subsidies are removed from the total cost, which is then divided by 137 (the number of Western Australian local governments; excluding the 2 Indian Ocean Territory local governments and 9 regional local governments) to produce the indicator.
The 2022-2023 actual is greater than the 2022-2023 target (49%) mostly due to underspent expenditure in 2021-2022 (as a result of tight labour market in 2021-22 resulting in delays in procurement) being carried over into 2022-2023 for regulatory reform for local government and stop puppy farming initiatives as part of the Mid-Year Review budget process.
On behalf of the Gaming and Wagering Commission, DLGSC undertakes inspectorial and audit activities to regulate the lawful conduct of gambling activities permitted under the Betting Control Act 1954, the Casino Control Act 1984, the Gaming and Wagering Commission Act 1987, and the Racing and Wagering Western Australia Act 2003.
The DLGSC also undertakes regular audits and inspections to regulate the sale, supply, and consumption of liquor, and to minimise harm and ill-health to the public under the legislative framework provided in the Liquor Control Act 1988. Additionally, inspections are undertaken to ensure that licensed premises are being operated and maintained to a standard that meets consumer expectations.
This measures the productivity of DLGSC in conducting the required audits and inspections.
This indicator measures DLGSC’s efficiency in conducting these compliance audits and inspections.
This efficiency indicator is determined by dividing the allocated cost of service for the activity by the number of inspections and audits.
The 2022-2023 actual is slightly greater than the 2022-2023 target (2%) mostly due to additional funding to implement the legislative, regulatory and governance responses to the Perth Casino Royal Commission final report recommendations as part of the Mid-Year Review budget process. This is offset by an increase in the number of inspections conducted in 2022-2023. The increase in inspections conducted was due to an increase in inspectorate resources and a focus in the area of casino regulation. The inspectorate continued to focus on the compliance program at the casino conducting audits and inspections across control areas relating to casino operations, electronic gaming machines, casino revenue and tax.
The DLGSC provides a licensing service for the liquor and gambling industries. The average cost of evaluating and determining applications measures the efficiency with which DLGSC carries out the application assessment.
The DLGSC measures the average cost of evaluating and determining applications for the liquor and gambling industries.
The average cost of determining an application is calculated by dividing the total costs for licensing services by the number of applications determined.
The 2022-2023 actual is greater than the 2022-2023 target (30%) mostly due to additional funding to implement the legislative, regulatory and governance responses to the Perth Casino Royal Commission final report recommendations as part of the Mid-Year Review budget process.
The support services provided by DLGSC to sport and recreation industry organisations contribute to a strong sport and recreation system in Western Australia that facilitates participation. Support services contributing to a wide range of industry outcomes such as:
The DLGSC recognises the limitations to providing a multitude of services direct to the Western Australian public; hence a key focus of DLGSC is to work with the key organisations within the community who are directly responsible for the delivery of sport and recreation programs and services.
It is through these funded organisations that DLGSC’s support services (advice, policy guidance, program implementation, resources and information) are then filtered through to the many regional groups, local clubs and community groups that deliver sport and recreation services to Western Australians.
Providing support for the development and implementation of policy frameworks; and the coordination of sport and recreation services and experiences statewide are vital objectives for DLGSC for facilitating participation by Western Australians in sport and active recreation.
The number of funded organisations provided service support by DLGSC, and the service delivery cost for providing such support.
Total service delivery cost, excluding grants, divided by the total number of organisations* provided service support**. Maintained performance is demonstrated by a result equal or below the target.
*Organisations are defined as funded organisations that have an existing sport and recreation grant/s being managed by DLGSC. Funded organisations do not include recipients of social concession payments as part of the Regional Athlete Travel Assistance Program as the recipients are individuals.
**Service support refers to advice/information/resources (operational and strategic) provided by DLGSC staff to organisations supporting sport and recreation service delivery outcomes statewide. The breadth and depth of service support differs per organisation and is dependent upon the organisations’ level of funding, engagement and collaboration and/or project involvement with DLGSC throughout the year.
The increase in the 2022-2023 Actual compared to the 2022-2023 target is primarily due to COVID recovery and relief funding grants being finalised reflecting a post COVID-19 environment, and additional employee expenses related to the new public sector wages policy.
The DLGSC provides funding support through a range of sport and recreation grants, service agreements and infrastructure funding schemes including
These funding programs are based on a combination of identified industry need and current government policy priorities that contribute to the development of a strong sport and recreation sector in Western Australia that facilitates participation. They cover a wide range of infrastructure, organisational development, capacity building and participation issues, which support:
Note: DLGSC provides extensive service support to sport and recreation industry service providers seeking and receiving funding assistance inclusive of advisory support in organisational governance and management; infrastructure planning, design, development and management; strategic and operational planning; policy implementation and program service delivery as well as grants management advisory and consultancy support to organisations receiving funding support.
Total grants operating expenditure for the direct grants approved is divided by the total value of the grants paid in the financial year.
Direct grants approved refers to the sport and recreation grants and infrastructure grants and KidSport payments made from approved grants, service agreements and financial assistance agreements within the financial year. Grants operating expenditure refers to the staffing expenses responsible for the administration, recording and compliance for the direct grants approved managed by DLGSC.
The 2022-2023 actual percentage (2%) is slightly above the 2022-2023 target (1%).
The DLGSC provides quality outdoor recreation experiences which encourage participation in outdoor activities and recreation camp programs. The extensive range of outdoor activities are delivered by skilled instructors for a wide range of clients, primarily for school and community not-for profit groups. These are provided in unique recreational camps environments across the 5 locations — Bickley, Ern Halliday, Point Walter, Woodman Point and Quaranup (Albany).
Measuring the average cost of providing camp experiences, which includes accommodation options and participations in a wide range of activities, demonstrates the efficiency in which DLGSC provides its recreation camps management and service delivery to client groups.
The average cost per recreation camp experience measures the correlation between throughput volume of accommodation provided and a camp participant’s engagement in a DLGSC organised physical activity program whilst attending the camp, and the cost to deliver these accommodation and participation activity services.
The average cost per camp experience is a direct average of the combined unit cost per camp bed nights and camp participations. A camp client may have multiple camp experiences during their stay at a camp. Maintained performance is demonstrated by a result equal to, or below the target.
The total number of bed nights is derived by multiplying the number of persons staying in the recreation camps by the number of nights stayed. The average cost of bed nights is the total cost of running camps (management, staffing, maintenance, etc.) divided by the total number of nights (recorded in the Kinetic Booking System).
The average cost per participation is the total cost of running programs divided by the total number of participations, which are recorded for every group/client utilising the recreation camps via the Kinetic Booking System.
The slight variation to the unit cost between 2022-2023 actual and 2022-2023 budget is mostly due to increased support to meet the increased focus on returning camp activity to post COVID-19 levels.
To the Parliament of Western Australia
I was unable to obtain sufficient and appropriate audit evidence for Taxation — Casino Tax, as adequate internal controls have not been established to ensure all administered casino tax revenue of $56.2 million (2022: $49.225 million) were accurately accounted for. I could not confirm Taxation — Casino Tax by alternative means. Consequently, I am unable to determine whether any adjustments were necessary to Administered Schedule — Income from administered items and related disclosures in the financial statements.
I have audited the financial statements of the Department of Local Government, Sport and Cultural Industries (Department) which comprise:
In my opinion, except for the effects of the matters described in the basis of qualified opinion paragraph, the financial statements are:
I conducted my audit in accordance with the Australian Auditing Standards. My responsibilities under those standards are further described in the auditor’s responsibilities for the audit of the financial statements section of my report.
I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
I draw attention to note 9.7 to the financial report which states the department has breached section 19 of the Financial Management Act 2006 by overdrawing the Sunset Heritage Trust Account prior to seeking approval by the Treasurer. My opinion is not modified in respect to this matter.
The Director General is responsible for:
In preparing the financial statements, the Director General is responsible for:
As required by the Auditor General Act 2006, my responsibility is to express an opinion on the financial statements. The objectives of my audit are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatements, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with Australian Auditing Standards will always detect a material misstatement when it exists.
Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of the financial statements. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations or the override of internal control.
A further description of my responsibilities for the audit of the financial statements is located on the Auditing and Assurance Standards Board website.
I identified the following significant weaknesses in controls:
I have undertaken a reasonable assurance engagement on the design and implementation of controls exercised by the Department of Local Government, Sport and Cultural Industries. The controls exercised by the Director General are those policies and procedures established to ensure that the receipt, expenditure and investment of money, the acquisition and disposal of property, and the incurring of liabilities have been in accordance with the State’s financial reporting framework (the overall control objectives).
In my opinion, except for the possible effects of the 3 matters described in the basis for qualified opinion paragraph, in all material respects, the controls exercised by the Department of Local Government, Sport and Cultural Industries are sufficiently adequate to provide reasonable assurance that the receipt, expenditure and investment of money, the acquisition and disposal of property and the incurring of liabilities have been in accordance with the State’s financial reporting framework during the year ended 30 June 2023.
The Director General is responsible for designing, implementing and maintaining controls to ensure that the receipt, expenditure and investment of money, the acquisition and disposal of property and the incurring of liabilities are in accordance with the Financial Management Act 2006, the Treasurer’s Instructions and other relevant written law.
As required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to express an opinion on the suitability of the design of the controls to achieve the overall control objectives and the implementation of the controls as designed. I conducted my engagement in accordance with Standard on Assurance Engagement ASAE 3150 Assurance Engagements on Controls issued by the Australian Auditing and Assurance Standards Board. That standard requires that I comply with relevant ethical requirements and plan and perform my procedures to obtain reasonable assurance about whether, in all material respects, the controls are suitably designed to achieve the overall control objectives and were implemented as designed.
An assurance engagement involves performing procedures to obtain evidence about the suitability of the controls design to achieve the overall control objectives and the implementation of those controls. The procedures selected depend on my judgement, including an assessment of the risks that controls are not suitably designed or implemented as designed. My procedures included testing the implementation of those controls that I consider necessary to achieve the overall control objectives.
I believe that the evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
Because of the inherent limitations of any internal control structure, it is possible that, even if the controls are suitably designed and implemented as designed, once in operation, the overall control objectives may not be achieved so that fraud, error or non-compliance with laws and regulations may occur and not be detected. Any projection of the outcome of the evaluation of the suitability of the design of controls to future periods is subject to the risk that the controls may become unsuitable because of changes in conditions.
I have undertaken a reasonable assurance engagement on the key performance indicators of the Department of Local Government, Sport and Cultural Industries for the year ended 30 June 2023. The key performance indicators are the Under Treasurer-approved key effectiveness indicators and key efficiency indicators that provide performance information about achieving outcomes and delivering services.
In my opinion, in all material respects, the key performance indicators of the Department of Local Government, Sport and Cultural Industries are relevant and appropriate to assist users to assess the department’s performance and fairly represent indicated performance for the year ended 30 June 2023.
The Director General is responsible for the preparation and fair presentation of the key performance indicators in accordance with the Financial Management Act 2006 and the Treasurer’s Instructions and for such internal controls as the Director General determines necessary to enable the preparation of key performance indicators that are free from material misstatement, whether due to fraud or error.
In preparing the key performance indicators, the Director General is responsible for identifying key performance indicators that are relevant and appropriate, having regard to their purpose in accordance with Treasurer’s Instruction 904 Key Performance Indicators.
As required by the Auditor General Act 2006, my responsibility as an assurance practitioner is to express an opinion on the key performance indicators. The objectives of my engagement are to obtain reasonable assurance about whether the key performance indicators are relevant and appropriate to assist users to assess the entity’s performance and whether the key performance indicators are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes my opinion. I conducted my engagement in accordance with Standard on Assurance Engagements ASAE 3000 Assurance Engagements Other than Audits or Reviews of Historical Financial Information issued by the Australian Auditing and Assurance Standards Board. That standard requires that I comply with relevant ethical requirements relating to assurance engagements.
An assurance engagement involves performing procedures to obtain evidence about the amounts and disclosures in the key performance indicators. It also involves evaluating the relevance and appropriateness of the key performance indicators against the criteria and guidance in Treasurer’s Instruction 904 for measuring the extent of outcome achievement and the efficiency of service delivery. The procedures selected depend on my judgement, including the assessment of the risks of material misstatement of the key performance indicators. In making these risk assessments, I obtain an understanding of internal control relevant to the engagement in order to design procedures that are appropriate in the circumstances.
I have complied with the independence requirements of the Auditor General Act 2006 and the relevant ethical requirements relating to assurance engagements. In accordance with ASQM 1 Quality Management for Firms that Perform Audits or Reviews of Financial Reports and Other Financial Information, or Other Assurance or Related Services Engagements, the Office of the Auditor General maintains a comprehensive system of quality management including documented policies and procedures regarding compliance with ethical requirements, professional standards and applicable legal and regulatory requirements.
The Director General is responsible for the other information. The other information is the information in the entity’s annual report for the year ended 30 June 2023, but not the financial statements, key performance indicators and my auditor’s report.
My opinions on the financial statements, controls and key performance indicators do not cover the other information and accordingly I do not express any form of assurance conclusion thereon.
In connection with my audit of the financial statements, controls and key performance indicators my responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements and key performance indicators or my knowledge obtained in the audit or otherwise appears to be materially misstated.
If, based on the work I have performed, I conclude that there is a material misstatement of this other information, I am required to report that fact. I did not receive the other information prior to the date of this auditor’s report. When I do receive it, I will read it and if I conclude that there is a material misstatement in this information, I am required to communicate the matter to those charged with governance and request them to correct the misstated information. If the misstated information is not corrected, I may need to retract this auditor’s report and re-issue an amended report.
The auditor’s report relates to the financial statements and key performance indicators of the Department of Local Government, Sport and Cultural Industries for the year ended 30 June 2023 included in the annual report on the department’s website. The department’s management is responsible for the integrity of the department’s website. This audit does not provide assurance on the integrity of the department’s website. The auditor’s report refers only to the financial statements, controls and key performance indicators described above. It does not provide an opinion on any other information which may have been hyperlinked to/from the annual report. If users of the financial statements and key performance indicators are concerned with the inherent risks arising from publication on a website, they are advised to contact the entity to confirm the information contained in the website version.
Caroline SpencerAuditor General for Western AustraliaPerth, Western Australia18 September 2023
The accompanying financial statements of the Department of Local Government, Sport and Cultural Industries have been prepared in compliance with the provisions of the Financial Management Act 2006 from proper accounts and records to present fairly the financial transactions for the reporting period ended 30 June 2023 and the financial position as at 30 June 2023.
At the date of signing we are not aware of any circumstances which would render the particulars included within the financial statements misleading or inaccurate.
Ludisha KalasopatanChief Finance OfficerDepartment of Local Government, Sport and Cultural Industries15 September 2023
Lanie ChoppingDirector GeneralDepartment of Local Government, Sport and Cultural IndustriesAccountable Authority15 September 2023
Financial statements are available from page 107 in the PDF version of the annual report available to download.
Notes to the financial statements are available from page 107 in the PDF version of the annual report available to download.
When analysing our fees and charges, DLGSC considers the Department of Treasury’s recommendation that agencies should achieve full cost recovery where possible. When a fee was charged it was reviewed annually under Treasurer’s Instruction 810 and the fee set in accordance with the Costing and Pricing Government Services Guidelines published by the Department of Treasury, unless prescribed by legislation.
Officers of DLGSC hold corporate credit cards where their functions warrant their usage. Cardholders are reminded of their obligations annually under DLGSC’s purchasing card policy, however, 7 employees inadvertently utilised the corporate credit card for personal expenses. The matter was not referred for disciplinary action as the Chief Financial Officer noted prompt advice and settlement of the personal use amount and that the nature of the expenditure was immaterial and characteristic of an honest mistake.
No ministerial directives were received during 2022-23.
There was 1 Public Interest Disclosure received during 2022-23.
In accordance with Section 31(1) of the Public Sector Management Act 1994, DLGSC ensures compliance with its Code of Conduct, Public Sector Standards and the Code of Ethics.
The DLGSC Managing Conflict of Interest Guidelines have been updated. A comprehensive communication campaign to support the launch has been developed, to increase understanding and raise awareness of compliance amongst staff. Staff conflict of interest declarations are submitted via an e-form which generates an annual update reminder. An enhanced Secondary Employment Guideline delineates conflicts of interest associated with secondary employment.
The Accountable and Ethical Decision-Making training enables employees to apply and maintain the highest standards of ethical conduct. Conflict of interest training workshops continue to be made available to staff.
An updated corporate induction package has been developed and will include a dedicated page for all new starters and managers covering DLGSC values, workplace behaviour, Code of Conduct and acceptable use of resources. All new starters are required to read and acknowledge relevant policies, including the Code of Conduct.
In 2022-23, no breaches of the Public Sector Standards in Human Resource Management were upheld. 2 breaches of the WA Public Sector Code of Ethics and DLGSC’s Code of Conduct were sustained.
The DLGSC prioritises continuous improvement across all its services to ensure inclusivity of all people. Our Recruitment and Attraction Plan 2023-2025 is being developed to help meet the aspirational targets set by the PSC in the Workforce Diversification and Inclusion Strategy 2020-2025. Strategies include all adverts being updated with diversity statements and advert reviews include links to the Jobs and Skills WA Aboriginal Services page for assistance.
The initiatives currently in place to increase diversity include:
The DLSGC diversity statistics, as reported against the PSC targets for the period 1 April to 30 June 2023:
Diversity and inclusion has been incorporated into the annual Learning and Development Plan to assist in developing cultural competencies. A new Learning Management System was implemented in April 2023 and includes online modules for Diverse WA and Unconscious Bias training for all staff.
The DLGSC recognises that not all members of the community share the same opportunities and continues to ensure substantive equality in all its practices and services. The DLGSC works to address and prevent all forms of discrimination in its services, policies, procedures, training, and legislation. The principles of substantive equality inform and facilitate access to connected services and programs that are integrated and responsive to community needs.
The DLGSC acknowledges that Aboriginal people, as First Nations Peoples of Australia, have a unique place in society. Aboriginal people and people from migrant and refugee backgrounds have vastly different starting points and there are different challenges for each in terms of achieving equitable outcomes.
We support a wide range of services in local communities targeting Aboriginal and Torres Strait Islander people, seniors, youth, carers, women, volunteers, children, families and people from CaLD backgrounds.
The Freedom of Information Act 1992 (FOI Act) creates a general right of access to documents held by DLGSC and offices and bodies regarded to be part of DLGSC for the purposes of the FOI Act. The FOI Act also provides a mechanism for the public to ensure that personal information held by DLGSC and offices and bodies regarded to be part of DLGSC is accurate, complete, up to date, and not misleading.
The DLGSC is committed to making information available outside the FOI process, wherever possible, to improve openness and transparency in the delivery of our services to the community.
The DLGSC received 80 new FOI applications in 2022-23, a substantial increase from the previous year. 5 existing FOI applications were also carried over from 2021-22, making a total of 85 applications for 2022-23. 4 of the 85 requests were for internal review.
Additionally, 4 external reviews were raised with the Office of the Information Commissioner in 2022-23. These applications are made directly to the Office of the Information Commissioner and are not included in the figures below.
The DLGSC Recordkeeping Plan was approved by the State Records Commission in March 2020 and is due for a review in 2025. Records accountability is a large part of the training provided to new staff and is carried out online.
Staff can also receive group training via regularly held sessions. Evaluations on the effectiveness of this training is conducted via online survey. Up-to-date policies, procedures, system training videos and the DLGSC Recordkeeping Plan are accessible via the DLGSC intranet.
The DLGSC is focusing on security and auditing of internal controls to ensure well documented processes are available to staff. Appropriate classification of information and records enables privacy protections and accountable information sharing within government. The DLGSC have started implementation of the whole-of-government Information Classification Policy, to be implemented by 2025. Readiness activities for the introduction of the Privacy and Responsible Information Sharing legislation have commenced.
The anticipated commencement of the legislation is 31 December 2024.
The following information is provided as evidence of compliance with legislative requirements, for example the State Records Act 2000 and the State Records Commission Standards.
The SRO Recordkeeping Plan includes SRO Records Management Policy and Procedures, the SRO Corporate Records Disaster Recovery Plan and documentation for the implementation of digitisation procedures.
Recordkeeping training and awareness needs are regularly monitored and staff requiring assistance are provided with one-on-one instruction by request. Staff are also informed of changes to recordkeeping processes at internal meetings and via email. Up to date policies and procedures are accessible via the DLGSC intranet.
All new staff receive an induction tailored to their position within a short time from commencement. The induction covers an overview of the recordkeeping responsibilities of each employee, in accordance with legislative requirements and the SRO Recordkeeping Plan.
Details for membership and remuneration of the Liquor Commission are published in the Liquor Commission 2022-23 annual report.
Details for membership and remuneration of the GWC are published in the GWC 2022-23 annual report.
Details for membership and remuneration of the Gaming Community Trust are published in the GWC 2022-23 annual report.
Details for membership and remuneration of the RPAT is published in the RPAT 2022-23 annual report.
Details for membership and remuneration of the CSC are published in the CSC 2022-23 annual report.
Peer assessment panels are an important part of DLGSC’s grant application and evaluation process. Panels are made up of practicing artists and creative industries personnel with specialist expertise and an informed opinion of community trends, needs and interests, individual expertise and experience and/or as representatives of community sectors. This can include consideration of different types of creative practice, regional representation, Aboriginal representation and CaLD representation.
The primary role of the panel is to assess applications and make recommendations to DLGSC for funding on behalf of the people of WA. Peer assessors are not formally a board or committee, however DLGSC remuneration for the 2022-23 financial year has been listed below:
In accordance with section 175ZE of the Electoral Act 1907, DLGSC incurred the following expenditure to organisations providing services in relation to advertising, market research, polling, direct mail and media advertising. Total expenditure for 2022-23 was $61,836.74.
Impressions on social media posts:
Total: 3,521,000
Reach on paid social media posts:
Impressions on paid social media posts: