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Abstract

Officials in the Australian Public Service often wield substantial influence on policy-making, yet their work is normally hidden from public view. This case study of the process involved in developing an Aboriginal broadcasting policy after the 1967 referendum reveals conflict between two incompatible paradigms: assimilation (Aboriginal affairs) and diversity of choice (broadcasting). This conflict, together with official reluctance to truly consult with relevant Aboriginal communities and misunderstandings over historically and culturally specific concepts such as country, tribe, clan, community and resident, eventually led to policy failure. Since community control was not considered as an option, Aboriginal broadcasting obstinately remained whitefella business.

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Starting Aboriginal Broadcasting: Whitefella Business

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