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IACA strategic plan 2016-21 (full text) 10.26 MB

The Indigenous Art Centre Alliance (IACA) strategic plan has been prepared and largely based on judgment and opinion after extensive consultation with the Committee of Management, members, staff, external stakeholders and others. 

In the last decade, Aboriginal and Torres Strait Islander art centres have gained an important status, strengthening connections between livelihood, wellbeing and self-sufficiency with artists and communities.

In the same decade, federal government funding have lifted the sector’s profile, increased participation and brought about economic opportunities for many communities.

Since its inception in the last 4 years, IACA has consolidated its operations and governance arrangements, resulting in an efficient and effectively run organisation. IACA has also built a reputation for quality service delivery and seen as an expert voice in the sector by contributing to national forums and debates, as part of the strong voice of Far North Queensland Indigenous art centres.

Key Findings:

  • In its first 4 years of operation, IACA has achieved a number of internal wins, concentrated around providing support to its membership to speak with a united voice and delivering much needed services to art centres by working directly with board members, staff and artists.
  • The art centres of Far North Queensland are micro-enterprises that provide significant employment for Indigenous arts workers and artists permitting them to engage with the market and promoting professionalism in the sector. The art centres cultivate innovative work and subsist on comparatively moderate funding when compared to major arts organisations, though their remit and geographical spread are broad.
  • IACA aims to to strengthen its role as the central communication and networking point for members, as well as providing high quality services and resources that support excellence in Far North Queensland art centres.


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