Department of Local Government, Sport and Cultural Industries Annual Report 2023-24

Statement of compliance 

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 2024.

The Annual Report has been prepared in accordance with the provisions of the Financial Management Act 2006.

Lanie Chopping 

The report has been prepared according to the parliamentary reporting and legislative  requirements and is arranged as follows:

Agency achievements

An overview of major projects and community and sector impact from across the agency. 

Agency performance

A summary of DLGSC’s performance against agreed financial and service delivery outcomes.  This section includes DLGSC’s performance against key performance indicators and financial s tatements. 

Disclosures and compliance

Over the past 12 months we developed and launched our new Strategic Plan which  will guide our work for fostering a cohesive, prosperous, vibrant and healthy Western  Australian community. 

This is fundamental to supporting Western  Australia’s economic development and  diversification. It is key to assuring jobs  and opportunities for our children and young people into the future. It assures we  can maintain and strengthen the physical and mental health and wellbeing of all  community members, and it helps promote participation and encourage trust in our  government, at all levels.

Our new Strategic Plan 2024-2029 not only defines DLGSC’s revitalised purpose,  vision, mission and values, it sets out our strategic priorities over the next five years  and prescribes the actions we will take to achieve them. All with the goal of making  sure we do our best to help every Western Australian live their very best life. 

This is the beginning of a new era for  DLGSC and for the many communities, industries, sectors and stakeholders that our  funded programs, services and regulatory responsibilities assist every single day.

In the past it has been a challenge to articulate and properly communicate our  identity — who we are and how we work  together as ‘One DLGSC’ to deliver an incredibly diverse range of community focused  services. 

That is changing. Our new Strategic Plan clearly articulates who we are as one  agency, and how we work strongly together for the benefit of our community.

A key focus of our new approach is strengthening our organisation so that we can lead the public sector in  community-focused delivery. We are committed to developing a high-performing DLGSC with a thriving  workforce, empowering our staff by fostering a culture that values diversity, actively listens, and recognises and  respects contributions from all. 

I would like to thank DLGSC’s incredible staff for their  engagement in this process, and their commitment to delivering the important services and programs that  really do have the potential to change people’s lives. Our staff are our most important asset and the work they do  every day is valued and valuable. 

I would also like to thank our valued stakeholders  across government, industry, sectors, peak bodies, community groups and other organisations for taking  this journey with us. 

Together we can achieve great things and tell the  incredible shared story of the positive outcomes we create for the people of Western Australia now and into  the future.