This page provides information about local government legislation and state and territory cultural development policies and plans, for cultural development planners from all Australian states and territories.
Local government legislation relevant to cultural development planning
Local government acts provide the legislative framework for local government’s work in each state and territory. As yet, only the Northern Territory Act specifically mentions culture as a domain of local government’s considerations. No other Acts specify either cultural activity or desired outcomes that might result from such activity. Excerpts from the Acts that are most relevant to cultural development planners are provided in the detailed sections below. Although they do not offer specific direction, they can be used to provide some legislative impetus for cultural development plans.
State and territory government cultural development policies and plans
Cultural development policies and plans (including arts, creative industries and other-named documents) from all the states and territories are listed here, along with a comparative analysis that considered issues of relevance for local government. The analysis considers whether the documents seek to direct the activities of that agency only, or whether they offer a broader vision for the state/territory, which might include direction for local government.
Other criteria for analysis included: timeframe of current document and its relationship to any previous documents; consultation processes undertaken and themes evident in the document. Specific locations or population groups identified as a focus and other agencies with whom they seek to work are considered. Identified success criteria for the work and outcomes, where there are any articulated, are considered.
The legislative basis for the body politic in the ACT is the Australian Capital Territory (Self-Government) Act 1988 (Cwlth) which outlines the powers of the Territory. The Australian Capital Territory (Planning and Land Management) Act 1988 (Cwlth) establishes the planning regime for the Territory, including the establishment of the National Capital Authority (a Commonwealth Agency).
ACT Government & artsACT. (2015). 2015 ACT Arts Policy. Canberra: ACT Government & artsACT.
ACT Government & artsACT. (2015). artsACT Strategic Plan 2015-2016. Canberra: ACT Government & artsACT.
This policy was developed by artsACT in coordination with the ACT State Government as a replacement for the 2012 predecessor, and builds upon what the former framework set out to address. Both the 2012 policy and the 2015 ACT Arts Policy were developed with respect to the values outlined in the ACT Public Service Code of Conduct under the Public Sector Management Standards 2006 (ACT). These values are Respect, Integrity, Collaboration and Innovation. Similarly, both policies are constructed around four principles. In both, the first three principles are roughly the same: participation and access, excellence in art and artists and vitality/sustainability of the arts ecology in ACT. The fourth principle outlined in the 2012 policy surrounding the fostering of artistic innovation and creative thinking has been replaced with a principle that highlights the importance of engagement with Aboriginal and Torres Strait Islander cultures in the 2015 ACT Arts Policy.
The specific priorities and actions to be employed in reaching the stated ambitions of this policy are better outlined in the accompanying artsACT Strategic Plan 2015-2016 than they are in the actual policy document itself. The 2015 ACT Arts Policy states that emphasis is being placed on cultivating “whole of government connections” (p. 28) and stresses the role that the arts plays in “the delivery of services to our community” (p. 28). The Strategic Plan elaborates on the proposed actions in more detail, with the most notably ‘whole-of-government’ ideals being expressed under the first principle heading: Participation and Access to the Arts. In this section of the Strategic Plan, emphasis is placed upon the importance of relationships with other government agencies such as ACT Health to “encourage participation in and access to the arts” (p. 1). Aims to continue involvement in the Meeting of Cultural Ministers and the National Local Government Cultural Forum are also expressed. It is also interesting to note that the importance of community arts and cultural development are noted under this first principle heading.
The 2015 ACT Arts Policy also articulates broader priorities such as health, education, social inclusion and community engagement; outlining partnerships with other agencies (such as Visit Canberra, Trade and Investment, Libraries, ACT Health, the Community Services Directorate and the Education and Training directorate) which will aid in approaching these broader priorities. The Strategic Plan sets out the measures that will be undertaken in evaluating the success of the implementations.
A complete version of the 2015 ACT Arts Policy is available here.
New South Wales
Local Government Act 1993 (NSW) Section 8
Section 8 of the New South Wales Government’s Local Government Act 1993 provides a legislative underpinning for the roles and responsibilities of those working in local government. The council’s charter outlines the importance of fairness, accessibility, multiculturalism, as well as adequate provision and management of services and protection of environment in all local government activity. It also emphasises the responsibility that local government bodies hold as ‘custodians and trustees’ of public assets. The relevant information in this legislation is the following:
8 The council’s charter
(1) A council has the following charter:
(a) to provide directly or on behalf of other levels of government, after due consultation, adequate, equitable and appropriate services and facilities for the community and to ensure that those services and facilities are managed efficiently and effectively
(b) to exercise community leadership
(c) to exercise its functions in a manner that is consistent with and actively promotes the multicultural principles
(d) to promote and to provide and plan for the needs of children
(e) to properly manage, develop, protect, restore, enhance and conserve the environment of the area for which it is responsible, in a manner that is consistent with and promotes the principles of ecologically sustainable development
(f) to have regard to the long term and cumulative effects of its decisions
(g) to bear in mind that it is the custodian and trustee of public assets and to effectively plan for, account for and manage the assets for which it is responsible
(h) to engage in long-term strategic planning on behalf of the local community
(i) to exercise its functions in a manner that is consistent with and promotes social justice principles of equity, access, participation and rights
(j) to facilitate the involvement of councillors, members of the public, users of facilities and services and council staff in the development, improvement and co-ordination of local government
(k) to raise funds for local purposes by the fair imposition of rates, charges and fees, by income earned from investments and, when appropriate, by borrowings and grants
(l) to keep the local community and the State government (and through it, the wider community) informed about its activities
(m) to ensure that, in the exercise of its regulatory functions, it acts consistently and without bias, particularly where an activity of the council is affected
(n) to be a responsible employer.
Access the complete Local Government Act 1993 (NSW) here.
NSW Government & Arts NSW. (2015). Create in NSW. Sydney: NSW Government & Arts NSW.
Create in NSW is the 2015 cultural policy framework developed by Arts NSW in cooperation with the NSW State Government. This framework was informed by a discussion paper (Framing the Future), which was released for public consultation in October 2013. Consultation processes included “statewide stakeholder meetings, an online community forum and social media” (Arts NSW, 2015). The data collected during consultation has been collated into an outcomes report and is available here.
Create in NSW identifies three objectives of Excellence, Access and Strength and each of these are supported by a number of more specific contributing objectives. The framework is divided into sections for the regions of Metropolitan Sydney, Western Sydney and Regional NSW, in order to cater for the needs of communities specific to these areas, while maintaining focus on the three broader ambitions. The section entitled Participation also explains a number of broader social issues that the policy would like to aid in addressing. These include issues from such areas as disability, ageing and culturally and linguistically diverse communities.
Create in NSW prioritises a ‘whole-of-government’ approach in achieving its three ambitions. The framework is intended to “complement and reinforce” other State Government initiatives such as the Visitor Economy Action Plan and the Creative Industries Action Plan. Notions of shared governance are particularly apparent in the objectives that are included under the Strength heading, with particular objectives re partnering with other NSW government agencies “to achieve outcomes for the community” (p. 75) and the improvement of “inter-jurisdictional data and statistics activity” (p. 81) for informing the development of future initiatives.
This policy also identified a need for a ‘roundtable’ for the Western Sydney region to be made up of leading practitioners to facilitate “responsive and effective policymaking” in the area (p. 33). Roundtables are also proposed for issues involving youth and art as well as arts and business). These ideas suggest a valuing of ground-level consultation, cross-industry information sharing and increased discretion for arts and cultural practitioners in useful policy development.
There is much emphasis on the fostering of “stronger collaborations” (p. 75) with local government; indicating an identification of the importance of these relationships in meeting area-specific needs more effectively. Arts NSW also outlines the importance of tracking and evaluating the success of the implementations, specifying that a set of performance indicators will be developed to assess the effectiveness of the policy.
A complete version of Create in NSW is available here.
Arts NSW. 2015. The Development of the NSW Arts and Cultural Policy Framework. Accessed via: https://www.create.nsw.gov.au/wp-content/uploads/2015/02/ARTS-NSW-Policy_13-MAY_web-1.pdf
Local Government Act 2008 (NT) Section 11
The Northern Territory Local Government Act (as in force 1 Jan 2016) outlines the responsibilities of local government workers in section 11: Principle role of council. This section provides a broad set of criteria to direct councils in serving the needs of a community and its members. These criteria suggest the importance of supporting and improving quality of life, providing and managing public facilities and empowering social cohesion. The section of the Act that is relevant to local government workers is the following:
Principal role of council
The role of a council is:
(a) to act as a representative, informed and responsible decision-maker in the interests of its constituency; and
(b) to develop a strong and cohesive social life for its residents and allocate resources in a fair, socially inclusive, and sustainable way; and
(c) to provide and coordinate public facilities and services; and
(d) to encourage and develop initiatives for improving quality of life; and
(e) to represent the interests of its area to the wider community; and
(f) to exercise and perform the powers and functions of local government assigned to the council under this Act and other Acts.
Access the complete Local Government Act 2008 (NT) here.
Northern Territory Government & Department of Arts and Museums. (2015). Shaping the Future: arts and culture in the Northern Territory. Darwin: Northern Territory Government & Department of Arts and Museums.
Shaping the Future is a discussion paper developed by the Department of Arts and Museums in cooperation with the Northern Territory Government that aims toward the creation of a state arts and cultural policy. The paper seeks to “stimulate debate around key issues and themes for inclusion within and Arts and Cultural Policy” (p. 5). In coordination with this discussion paper, the Department organised community consultation forums, focus groups for the arts and cultural sector and associated industries, and conducted online surveys in order to better gauge the cultural needs of communities living within the Northern Territory.
Section 4 of the discussion paper, entitled Context for and Arts and Cultural Policy, suggests that the eventual strategy will aim to establish a whole-of-government approach in order to meet the needs of the sector, while simultaneously fostering “strong and productive working relationships between Traditional Owners, land holders, communities, special interest groups, industry, Land Councils and local government” (p. 6). The discussion paper emphasises four main principles: Prosperous Economy, Strong Society, Confident Culture and Balanced Environment. The explanation of these principles outlines broader goals such as reinvigorating citizen interest and pride in the Territory and supporting a society that “celebrates the diversity of people from all backgrounds, language groups, ages, genders and religions” (p. 2). Other broader Northern Territory Government priorities that are mentioned include:
- giving our children the best education and keeping them active;
- promoting our great Territory lifestyle;
- strengthening our prosperous economy; and
- attracting new visitors and celebrating our unique Territory culture (p. 8)
These goals indicate that Shaping the Future is promoting the development of a policy that aims to support some ubiquitous objectives rather than simply directing the movements of those functioning within the arts and cultural sphere.
Partnerships with other sectors of government are also specified, particularly those concerned with “business, trade, tourism, education, heritage and health” (p. 3). These are listed in relation to the purpose of the future policy and “how it will inform action across government not only through the Department of Arts and Museums, but also through tourism and economic development, education, community capacity-building, CBD and regional and remote development, and other fields” (p. 8). The Northern Territory Dept. of Arts and Museums website indicates that the first draft of the NT Arts and Cultural Policy will be released soon.
A complete version of the Shaping the Future discussion paper is available here.
Local Government Act 2009 (Qld) Section 4(2)
Section 4(2) of the Local Government Act 2009 outlines the principles that should direct local government activity, as follows:
4. Local government principles underpin this Act
(2) The local government principles are—
(a) transparent and effective processes, and decision-making in the public interest; and
(b) sustainable development and management of assets and infrastructure, and delivery of effective services; and
(c) democratic representation, social inclusion and meaningful community engagement; and
(d) good governance of, and by, local government; and
(e) ethical and legal behaviour of councillors and local government employees.
Access the complete Local Government Act 2009 (Qld) here.
Queensland Government (Department of Science, Information Technology, Innovation and the Arts) & Arts Queensland. (2013a). Arts for all Queenslanders Strategy 2014-2018. Brisbane: Queensland Government.
Queensland Government (Department of Science, Information Technology, Innovation and the Arts) & Arts Queensland. (2013b). Arts for all Queenslanders Strategy Consultation Report 2013. Brisbane: Queensland Government.
Arts for all Queenslanders was developed by Arts Queensland in coordination with the Queensland State Government and was informed by the results collated in the Strategy Consultation Report. Developmental processes were carried out using a two-stage consultation approach, involving both online and real world consultation with both workers from within the arts and cultural sector and members of the Queensland public. During this consultation, four main themes “surfaced repeatedly across the workshop and survey data” and informed the principles that are outlined in the Arts for all Queenslanders Strategy 2014-2018 (Queensland Govt. & Arts Qld, 2013b, p. 9). The principles are: Local, Participation, Quality and Diversity, as the consultation process revealed a public want for “healthy, cohesive communities where diversity, achievement and excellence are valued” (p. 3).
The first principle suggests that the support of “local networks and connectors, local skills development, local opportunities and local product” is vital for greater regional development and to better reinforce the greater Queensland arts and cultural sector (p. 3). This suggests an understanding that local government plays a significant role in the development of local communities and regions and that these are “best placed to determine their own cultural strengths, gaps and future planning” (p. 3).
There is also emphasis on the development of relationships with the private sector and upon the need for increased entrepreneurial and business education opportunities for workers within the arts and cultural sector. Broader social goals such as multiculturalism and equality are also addressed, with data from Strategy Consultation Report noting that income levels appeared to be to most influential factor affecting participation in the arts, before age, gender, or geographical location (2013b. p. 8).
The importance of evaluating the implementations set out in the strategy in recognised and a number of measures will be undertaken,“enabling strategic learning to inform future implementation and planning” (p. 8).
Local Government Act 1999 (SA) Section 6
Section 6 of the South Australian legislation denotes the importance of the adequate representation of the interests of the community, the need for council to ‘develop initiatives within its community for improving the quality of life of the community’ and the importance of ‘socially just and ecologically sustainable’ implementations. The relevant section of the Act contains the following information:
6—Principal role of a council
A council is, under the system of local government established by this Act, established to provide for the government and management of its area at the local level and, in particular—
(a) to act as a representative, informed and responsible decision-maker in the interests of its community; and
(b) to provide and co-ordinate various public services and facilities and to develop its community and resources in a socially just and ecologically sustainable manner; and
(c) to encourage and develop initiatives within its community for improving the quality of life of the community; and
(d) to represent the interests of its community to the wider community; and
(e) to exercise, perform and discharge the powers, functions and duties of local government under this and other Acts in relation to the area for which it is constituted.
Access the complete Local Government Act 1999 (SA) here.
Local Government Act 1993 (Tas) Sections 20(1)(2)
This Act provides an outline of the functions necessary for effective governance at a local level. It stresses the importance of consultation with relevant community members, which is particularly relevant for those seeking to develop useful council plans, which will subsequently affect cultural development planning. This information provides a legislative underpinning for cultural development and further legitimises work that has already been completed. The relevant section of the Act contains the following information:
- Functions and powers
(1) In addition to any functions of a council in this or any other Act, a council has the following functions:
(a) to provide for the health, safety and welfare of the community;
(b) to represent and promote the interests of the community;
(c) to provide for the peace, order and good government of the municipal area.
(2) In performing its functions, a council is to consult, involve and be accountable to the community.
Access the complete Local Government Act 1993 (Tas) here.
Tasmanian Government Department of State Growth (2015). Cultural and Creative Industries Strategy 2016-2018. Hobart: Tasmanian Government Department of State Growth.
Arts Tasmania does not have a specific arts or cultural policy, but utilizes the Cultural and Creative Industries Strategy 2016-2018, a framework developed by the State Government’s Department of Growth. This strategy articulates six key principles:
- Sector Leadership
- Building Tasmania’s brand
- Visitor economy
- Industry development
- Innovation, training and education
- Place and participation
As this framework is an industries strategy rather than an arts or cultural policy, there are specific goals outlined that suggest a desire for shared responsibility when it comes to the development of the cultural sector in Tasmania. An understanding is expressed that the responsibility for the growth of the cultural sector extends beyond government (or indeed the actions of the state’s primary arts agency): “cultural and creative businesses, employees and the Tasmanian community will need to promote the sector and support growth” (p. 10) and that the actions outlined in the strategy “will need to be implemented collaboratively, by the cultural and creative industries, businesses, community and all tiers of government.” (p. 17). The importance of “networks, partnerships and collaboration” are recognised in the objectives that aim to contribute to the above-mentioned principles and the need to develop platforms or ‘hubs’ for information sharing and networking is subsequently expressed, however no particular social or cultural issues are highlighted in much detail. (p. 2, p. 3).
The Creative and Cultural Industries Strategy also suggests that strength in the cultural sector holds “value in, and of itself, however, it also holds value for related industries” (p. 7) and purports that growth in related industries can be leveraged to justify further support for Tasmania’s cultural sector through the impact it has upon the growth of these related industries. While the strategy is largely inwardly focussed, the important contributions that cultural activity makes by way of attracting consumers to small business is noted and there are suggestions that “stronger connections between the sector and government small business programs will be developed” in light of this (p. 14). The effectiveness of the strategy will be periodically evaluated and the “Tasmanian Government will report regularly on the implementation of this strategy” (p.17).
A complete version of the Cultural and Creative Industries Strategy is available here.
The Local Government Act 1989 sets out the parameters for local government’s work in the state, including the structure, purpose and function of local government. The Act is significant for local government cultural development staff because it provides legislative justification for the cultural development activities of local government, through its potential to ‘improve the overall quality of life of people in the local community’. It also impels council staff to operate most strategically, to ensure that resources are used ‘efficiently and effectively’ in providing services ‘to best meet the needs of the local community’. Specific details relevant to cultural development planning include:
What is the role of a Council?
(1) A Council is elected to provide leadership for the good governance of the municipal district and the local community.
(2) The role of a Council includes—
(a) acting as a representative government by taking into account the diverse needs of the local community in decision making;
(b) providing leadership by establishing strategic objectives and monitoring their achievement;
(c) maintaining the viability of the Council by ensuring that resources are managed in a responsible and accountable manner;
(d) advocating the interests of the local community to other communities and governments;
(e) acting as a responsible partner in government by taking into account the needs of other communities;
(f) fostering community cohesion and encouraging active participation in civic life.
3C. Objectives of a Council
(1) The primary objective of a Council is to endeavour to achieve the best outcomes for the local community having regard to the long term and cumulative effects of decisions.
(2) In seeking to achieve its primary objective, a Council must have regard to the following facilitating objectives –
(a) to promote the social, economic and environmental viability and sustainability of the municipal district;
(b) to ensure that resources are used efficiently and effectively and services are provided in accordance with the Best Value Principles to best meet the needs of the local community
(c) to improve the overall quality of life of people in the local community;
(d) to promote appropriate business and employment opportunities;
(e) to ensure that services and facilities provided by the Council are accessible and equitable;
(f) to ensure the equitable imposition of rates and charges;
(g) to ensure transparency and accountability in Council decision making.
Municipal Health and Wellbeing Plans
In Victoria, councils are required to create four-year municipal health and wellbeing plans and include such issues in their overall Council Plans. This work is informed by the drive to change social attitudes towards health and how this affects the wider community. Resources support planning for public health and wellbeing, and ensure councils work towards implementing tangible planning frameworks to offer information about nation-wide public health and wellbeing trends. The MAV Public Health and Wellbeing Act 2008 Guidance Manual outlines principles including evidence-based decision-making, while the VicHealth Indicators survey and the Victorian Government’s Victorian Population Health Survey (VPHS) data sources assist municipal-level planning.
Creative Victoria (2016). Creative State: Victoria’s First Creative Industries Strategy. Melbourne: Creative Victoria.
Creative Victoria released the Creative State creative industries strategy on April 19, 2016. This strategy was developed by the State Government of Victoria and the Minister for Creative Industries, Martin Foley MP, and overseen by a Ministerial Taskforce comprising representatives from different creative industries. This group was tasked with leading public conversation on the development of the strategy and providing advice to the Minister. The taskforce was supported by an Expert Reference Group comprising leaders from a variety of fields including the arts, philanthropy, law, business and commerce.
The strategy outlines five main themes that it aims to address. These are: backing creative talent; strengthening the creative industries ecosystem; delivering wider economic and social impact; increasing participation and access; and building international engagement. These themes are then directed into a set of three distinct impacts:
Economic Impact: Business growth; Employment; Exports; Tourism and investment
Cultural Impact: Inspiration, Diversity, Excellence, Community pride and identity
Social Impact: Improved education, Better health and wellbeing, Community strength, Crime prevention
A number of specific groups and communities are mentioned in the strategy. There is recognition that opportunities to experience or be employed in the creative industries are inequitable, with suggestions that there is room to improve access for people living with a disability and for Victorians living in regional and outer metropolitan areas. Regional populations are to be addressed in terms of access and participation with measures including the development of a ‘Regional White Night’ to build on the success of the Melbourne event. It is also recognised that Victoria’s Indigenous communities are “not adequately reflected in (the state’s) creative products, employment and audiences” (p. 12). The strategy also outlines specific social impacts that creative industries may play in addressing such issues as mental health and at-risk youth.
Creative Victoria outlines a number of other entities that they aim to engage in the implementation of this strategy. These include representative and peak bodies such as the Arts Industry Council of Victoria, Game Developers Association of Victoria, Regional Arts Victoria and Arts Access Victoria; groups from other departments such the Department of Economic Development, Jobs, Transport and Resources; and the critical relationships held with Local Government.
While the focus of the strategy is primarily sector-oriented, there is emphasis on the broad nature of this focus, in that there have been efforts to “break down silos, drive increased collaboration and maximise the collective cultural, social and economic potential of Victoria’s creative industries” (p. 13). These measures will be effective in creating a greater mass of expertise and understanding of values and a stronger representative profile for the greater sector. Creative State also suggests that there is an under-utilisation of creative services and that “much more could be done across social policy areas, with community organisations and different parts of government to trial new approaches, demonstrate impact and encourage investment” (p.12).
It is stated that the government is “committed to measuring and tracking the growth of Victoria’s creative industries and progress in implementation of the strategy” (p. 33). On page 34 of the strategy document, the actions and corresponding measures are outlined in a table. These measures read much like ‘desired futures’, illustrating that while there are broad economic, cultural and social goals outlined, there are also achievable objectives relating to each specific area that will be assessed in terms of efficacy.
A complete version of Creative State is available here.
Local Government Act 1995 (WA) Sections 2.7, 2.10
The Western Australian Local Government Act 1995 contains sections intended to outline both the role of council (SECT 2.7.) and councillors (SECT 2.10.), although it lacks detail that is present in the legislation of other states/territories. What is provided appears only to dictate the behaviours of those functioning within the agencies, rather than action toward any broader collective social, economic, or cultural goals. The information that may be relevant to those working in local government cultural development is as follows:
2.7 . Role of council
(1) The council —
(a) governs the local government’s affairs; and
(b) is responsible for the performance of the local government’s functions.
(2) Without limiting subsection (1), the council is to —
(a) oversee the allocation of the local government’s finances and resources; and
(b) determine the local government’s policies.
2.10. Role of councillors
A councillor —
(a) represents the interests of electors, ratepayers and residents of the district; and
(b) provides leadership and guidance to the community in the district; and
(c) facilitates communication between the community and the council; and
(d) participates in the local government’s decision-making processes at council and committee meetings; and
(e) performs such other functions as are given to a councillor by this Act or any other written law.
Access the complete Local Government Act 1995 (WA) here.
Western Australia Government & Department of Culture and the Arts (2015). Strategic Plan 2015-2017. Perth: Western Australia Government & Department of Culture and the Arts
Western Australia Government & Department of Culture and the Arts (2010).
Creating Value: An Arts and Culture Sector Policy Framework 2010-2014. Perth.
Western Australia is currently between policies for arts and culture. The Strategic Plan outlines that the previous policy framework will be reviewed and revised in order to “address emerging issues and opportunities” and that the new policy will be available in the near future (p. 6). The previous policy was developed “following significant research and extensive consultation with the culture and arts sector and our partners across other Government agencies and the private sector” (DCA, 2010)
Creating Value was built upon two ‘Public Value Principles’ which were Creativity and Engagement, with the latter being divided into four sub-categories: Quality, Impact, Reach and Value. These principles were drivers toward four outlined goals: Creative People, Creative Communities, Creative Economies and Creative Environments, which are areas that extend beyond the responsibility of the sector itself. The strategies intended for directing action toward these goals included funding, partnerships, infrastructure support and sector development, including the fostering of “new and innovative partnerships across government, non-government and community sectors” (p. 13)
No particular locations, communities or populations are identified in either Creating Value or the Strategic Plan, however the latter does mention the development of a ‘Regional Arts and Cultural Action Plan’ and additional support for the development of infrastructure on Western Australia’s regional areas.
Specific evaluation processes are similarly not mentioned, however the Strategic Plan does mention the preparation of an “economic assessment of the sustainability of the funded arts sector in WA for 2015-2030” (p. 6).
A complete version of the previous policy Creating Value is available here.
A complete version of the Strategic Plan 2015-2017 is available here.
Department of Culture and the Arts. 2010. Creating Value. Accessed via: www.dca.wa.gov.au/About-US/our-policies/creating-value)
This analysis examined state and territory government plans and policies to determine which, if any, provided direction for local government and other organisations working directly with communities. Read more.
Note: Research for this page was undertaken by Oliver Anderson.