AR Glenn Backup v2.pub - Parliament of Western Australia

Transcription

Annual Report
2005
Table of Contents
For further information please
contact:
Jan Stewart
Chief Executive Officer
Lotterywest
Postal Address:
Lotterywest
PO Box 1113
CHAIRMAN’S INTRODUCTION
5
OVERVIEW
6
Who We Are
6
Our Vision
6
Our Purpose
6
Our Values
6
Highlights of the Year
7
CEO’s REPORT
8
Corporate Social Responsibility
12
Lotterywest Stakeholders
14
OUR GAMES
16
Saturday Lotto
16
OZ Lotto
17
Powerball
18
Scratch’n’Win
19
Osborne Park
Cash 3
20
Western Australia 6917
Soccer Pools
21
Super 66
21
OUR RETAILERS
22
Street Address:
OUR PLAYERS
25
Lotterywest
SUPPORT FOR OUR COMMUNITY
26
74 Walters Drive
Supporting our Health Services
26
Osborne park
The Arts
26
Western Australia 6017
Perth International Arts Festival
27
Western Australian Film Industry
28
Telephone:
Sports & Recreation
29
+ 61 8 9340 5100
Lotterywest Community Grants
30
Facsimile:
BUSINESS DEVELOPMENT AND
+ 61 8 9242 2577
BUSINESS RELATIONSHIP
34
Strategic Business Relationships
34
Email: [email protected]
International Networks
35
Website: www.lotterywest.wa.gov.au
OUR PEOPLE
36
Our Working Environment
36
People and Communities
38
Our Organisation
41
CORPORATE GOVERNANCE
42
Board of Commissioners
42
Lotterywest Board Members
42
2 of 109 Lotterywest Annual Report 2005
Table of Contents
Audit Committee and Internal Audit
44
The Environment
46
Legislation Impacting on Lotterywest
50
Ministerial Directives
52
Enabling Legislation
52
Other Legislation Impacting on Lotterywest
52
Publications Available to the Public
54
PLANNING & BUSINESS DEVELOPMENT
55
Strategic Planning Framework
59
STRATEGIC PLAN 2004/2007
PERFORMANCE MEASURES
60
Community and Customer
60
Business Processes and Innovation
60
People and Learning
61
Financial Performance
61
OUTPUT SUMMARY TABLES
62
Output Number 1-Lottery
62
Output Number 2-Community Funding
63
CERTIFICATION OF PERFORMANCE INDICATOR 64
AUDITOR GENERAL’S OPINION OF
PERFORMANCE INDICATORS
65
KEY PERFORMANCE INDICATORS (AUDITED)
66
PERFORMANCE INDICATOR TABLES
67
ANNUAL ACCOUNTS
69
AUDITOR GENERAL’S OPINION OF
FINANCIAL STATEMENT
70
STATEMENT OF FINANCIAL PERFORMANCE
71
STATEMENT OF FINANCIAL POSITION
72
STATEMENT OF CASH FLOW
73
NOTES TO THE FINANCIAL STATEMENT
74
OPERATING BUDGET FOR 2005
95
Notes to the Budget for 2005/2006
96
FIVE YEAR SUMMARY OF FINANCIAL DATA
97
Direct Grants Summary
98
Direct Grants Program Summary
98
Direct Grants List
99
Reconciliation of Direct Grants
108
GLOSSARY
109
Lotterywest Annual Report 2005 3 of 109
Chairman’s Introduction
On behalf of the Board of Lotterywest, I am very pleased
to report a record year both of sales and return to the
Western Australian community. The Board is very
cognizant of its responsibility to contribute to the well
being of Western Australians through the raising of funds
by providing entertaining lottery products to our loyal
players in our State. We are grateful to the many small
businesses who represent us in selling our products, and
to the many other Western Australian businesses who
have worked with Lotterywest throughout the year, and
who have also contributed to this year’s very positive
outcome.
In taking our decisions about how best to distribute the
funds available through our direct grants programs, the
Board takes the view that we must support the most
disadvantaged members of our community, as well as
contributing to projects which enhance the life of every
citizen of Western Australia. We believe we have
achieved that balance in the many worthy projects
supported this year.
Our business environment is a rapidly changing one, with
many challenges on the horizon. This report documents
these challenges, and the details of our performance in
the past year.
I would like to thank my fellow Board members for their
continued service to Lotterywest, and congratulate the
executive team and all staff of Lotterywest for their
achievements in the past year. I would like to
acknowledge the Hon Nick Griffiths LLB MLC for his
contribution during his period as our Minister. I thank our
new Minister, the Hon Eric Ripper MLA, Deputy Premier;
Treasurer; Minister for Government Enterprises; Minister
Assisting the Minister for Public Sector Management,
who took over the portfolio responsibility for Lotterywest
following the State elections in February this year for his
support.
My fellow Board members and I look forward to a further
record year in 2006/2007, recognizing the challenges of
the new technology environment that will be introduced
during the next two year period.
CLYDE BEVAN, Chairman
Overview
Who we are
Lotterywest (the Lotteries Commission of Western
Australia) operates according to the provisions of the
Lotteries Commission Act 1990 (as amended), as a
statutory authority responsible for selling lottery games
and distributing the proceeds for the benefit of the
Western Australian community
Our Vision
To be recognised as a key corporate citizen of Western
Australia and a leader in the global lottery industry and in
all areas of our business
Our Purpose
To provide funds and support to the community of
Western Australia through excellence and integrity in our
lottery business
Our Values
Rewarding – Those who come in contact with us value
their experience with us and are enriched by those
experiences
Inspiring – We motivate and encourage ourselves and
others to achieve greater things for the benefit of the
community
Trusted – All those who play our games or have
business relationships with us know that our business
dealings with them will be honest, reliable and
trustworthy
Engaging – We will actively seek partnerships and
contact with others for mutual benefit
Annual Report 2005
Highlights
Total Sales
$550.0
OUR GAMES
• Increase of $15.10m on 2004
$500.0
Millions
• Total Sales of $520.11m
$450.0
• Record sales of $20.16m for Saturday Lotto
December 2004 Megadraw
$400.0
2001
• New $7 Scratch’n’Win ticket launched May 2005
OUR COMMUNITY
• A total of $162.74m was returned to the Western
Australian community
•
2002
2003
2004
2005
Total Funding provided to the Western
Australian community
$180.0
$78m returned to Hospitals
$160.0
–
$10m returned to the Arts
$140.0
–
$10m returned to Sports
–
$65m distributed to charitable and community
groups
Millions
–
$120.0
$100.0
2001
2002
2003
2004
2005
1,372 grants approved to 1,105 different
organisations
OUR INDUSTRY
• 482 online retail outlets
• 84 Scratch’n’Win only outlets
Annual Lottery Sales per Capita (Adult)
$360
$320
• $41.24m paid to Retailers in commission
• Sales per capita of $332.81
$280
$240
2001
2002
2003
2004
2005
CEO’s Report
While our core mission remains to provide Western
Australians with a world class lottery and to use the
profits to improve the life of Western Australians, it is the
positioning of the Lotterywest brand, launched in April
2003, which has guided much of our activities during
2004/05. The profile of the Lotterywest brand and its
associated brand values have been reinforced as we
have applied our chosen brand values to the way in
which we conduct every area of our business.
Lotterywest was established as the Lotteries
Commission in the early years of the Depression in
response to a need to control illegal gambling and raise
money
for
Western
Australians
experiencing
unemployment and poverty. The Government of the day
recognised that the vast majority of people enjoy a
“flutter” and would seek illicit opportunities if not provided
with a regulated lottery. These origins continue to frame
our mission to offer responsible gaming for the benefit of
Western Australians.
… a combination of a very
positive economic climate for
Western Australia and a range of
product and marketing strategies,
has resulted in the best year ever
for Lotterywest.
As I reported last year, the gambling industry has
continued to grow at an incredible rate.
Internet
gambling - and particularly the harder forms of gambling,
such as online poker, and other casino style games - is
increasingly popular. Our international networks mean
that we have the capacity to monitor these developments
while maintaining the high standards of corporate social
responsibility that we have always set ourselves.
In November 2004, at the World Lottery Association
Congress in Durban, I was elected to the position of Vice
President of the World Lottery Association, having a few
months previously fulfilled my obligation as President of
the Asia Pacific Lottery Association, a position that I had
held for five years. The World Lottery Association is
working to develop even clearer standards of social
responsibility for its members, recognising that while the
industry must continue to grow to support its
beneficiaries, this must be within a responsible
framework.
This year, a combination of a very positive economic
climate for Western Australia and a range of product and
marketing strategies, has resulted in the best year ever
CEO’s Report
for Lotterywest. These results have enabled us to provide
record amounts for our beneficiaries - our health
services, arts, sports and a wide range of community and
charitable organisations in Western Australia.
Managing the relationship with our retail distribution
network continues to be a priority for us. Changing
customer expectations and shopping habits, and the
changing demographic profile of both the metropolitan
area and regional Western Australia has meant that an
increasing proportion of our retailers have experienced
little or no growth in the last three years, and in some
cases their sales are declining. A greater proportion of
growth of Lotterywest business is coming mainly from a
small number of highly successful retail outlets located in
areas of substantial population growth and rising living
standards. Initiatives undertaken this year were aimed at
addressing some of these issues with results to date
being positive.
Managing the relationship with
our retail distribution network
continues to be a priority for us.
The launch of the new Lotterywest retail image was one
of a number of strategies to help our retailers position
themselves to meet modern expectations of retail
presentation standards, and a pilot study undertaken in
2003 had shown that with improved levels of service from
our field staff and a structured incentive program,
retailers could achieve sales growth far beyond their own
expectations. This result has led us to restructure the
sales support area, with increased numbers in the team
who provide training and field support to retailers. The
retail training and development program is being
reviewed, with improvements being made to the initial
training offered to new retailers, and to the ongoing
training and development program for existing retailers.
Last year a secure website for retailers was launched
providing a range of business reports that allow retailers
to analyse their own sales performance and compare
these with those of other retailers in equivalent areas.
The take up of this website has been slower than hoped.
We will promote the use of this channel during the
forthcoming year, taking advantage of the improved level
of service this technology allows us to offer retailers as
well as providing cost savings in printing and distributing
written material. We will explore ways to make it easier
for retailers to obtain broadband enabled computers and
provide training in their use.
Our analysis of the number of outlets and terminals in
our network confirms that other than in the new and
developing areas (primarily in the outer Perth
metropolitan area), we have a sufficient number of
Lotterywest outlets to meet customer requirements and
our business needs. Western Australia’s ratio of
terminals/outlets per head of population is at the higher
end of the benchmark for Australia and New Zealand.
Because of decisions taken in the past when shopping
and demographic patterns were very efficient, we find we
have a number of low sales turnover outlets, particularly
in the Perth CBD, Victoria Park, and the Fremantle
areas. We have worked on a range of strategies to
address this issue, including allowing some of these
Licences to be reissued to the purchasers of businesses
who can offer an improved location and where increased
sales will result. This strategy will continue in 2005/06.
During 2005/06 we will prepare
the way for a new technology
infrastructure needed to meet our
future business needs.
Technology is a driving force for business development
in the global lottery industry as it is for many industries. A
growing number of our counterparts in Europe and two of
our Australian colleagues, Tattersall’s and Golden
Casket in Queensland, are now offering players lottery
products via the Internet. As the public becomes more
and more accustomed to using the Internet for banking
and to buy other goods and services, they will
increasingly expect this service for our products. The
experience of overseas lotteries who have introduced
this service clearly demonstrates, however, that retail
distribution remains by far the most important way to
deliver products to customers, and this form of
distribution will continue to have our primary focus.
Nevertheless, as we plan our future technology
infrastructure we need to consider the option of providing
this service to Western Australians.
During 2005/06 we will prepare the way for a new
technology infrastructure needed to meet our future
business needs, a critical project for the future of
Lotterywest. Lottery products are distributed on
proprietary gaming systems through dedicated terminals
in retail outlets. The terminals and systems used by
Lotterywest are now very old technology compared with
the much more flexible and user-friendly contemporary
systems now available. These systems have the
capacity to make it relatively inexpensive for us to make
changes to our games and so to continue to offer
interesting and entertaining products to our players as
well as improved management information. This means
CEO’s Report
we will need to make a very significant investment both in
cost and in staff resources in a new gaming system and
terminals. The target is for implementation of mid 2007.
This project – the most significant we have ever
undertaken at Lotterywest - will require changes not only
to the gaming system but to almost every component of
Lotterywest’s business processes. It will require the
highest level of skills, competencies and motivation on
the part of our people. I am confident that we have these
and as an organisation we have focused on new
performance development programs which support our
staff in their chosen career paths for the future.
Our objective is to create a positive working environment
and last year we launched a special program promoting a
healthy lifestyle, with a focus on physical activity. All staff
were offered a health check and an opportunity to
participate in a range of physical activities. We believe
that there will be benefits both to our staff and to the
organisation in terms of healthy, active, involved staff and
reduced sick leave.
Our objective is to create a
positive working environment and
last year we launched a special
program promoting a healthy
lifestyle, with a focus on physical
activity.
Early in the forthcoming financial year, we will re-launch
the first National Australian Lotto game, OZ Lotto,
originally launched in 1994. We are confident that the
changes, made in partnership with our colleagues in the
Australian lotteries industry, will make the game
significantly more attractive to our players. Other plans
for the new year include the launch of new products in
the first quarter of 2006 and a range of new strategies to
improve the performance of the instant lottery products.
Our commitment to a socially responsible approach to
our business continues to influence the choice of lottery
products we operate and the way in which we market
these, targeting players only over 18 years. While
research shows that players do not experience problems
with our products, we continue to participate on a
voluntary basis as a member of the Problem Gambling
Support Committee led by the Director General of the
Department of Racing, Gaming and Liquor which
includes representatives of the Casino, the TAB and the
Department of Community Services. Lotterywest
provides an annual grant to support counselling services
for problem gamblers, currently provided by Centrecare.
All our business strategies are focused on three key
objectives; to provide a safe yet interesting and changing
form of entertainment for our players; to support our
retail business partners and to improve the performance
of our retail distribution network; and to continue to
support our beneficiaries. We are very proud of our track
record, and in particular our creative approach to
Lotterywest grants in our community which has received
national and international recognition.
We are very proud of our track
record, and in particular our
creative approach to Lotterywest
grants in our community…..
Increasingly, Lotterywest is regarded as a business and
community leader in Western Australia. This year we
were particularly proud of the special Western Australian
edition of Australian Philanthropy (a national journal
which reaches the corporate and private philanthropic
sector and many organisations around Australia) which
focused on the partnership between the community, the
corporate sector of Western Australia, and Lotterywest.
CORPORATE SOCIAL RESPONSIBILITY
The buoyant economy of Western Australia (DTF
Economic Summary, Summer 2004/05) provides
Lotterywest the opportunity to optimise sales and growth
strategies within the framework of being socially
responsible. Lotterywest continues to achieve record
sales growth and gain a share of the entertainment
spend by consumers. However we recognise the need
also to plan and deploy harm minimisation strategies in
relation to problem gambling, even though all the
evidence demonstrates that our range of lottery products
are rarely associated with problem gambling.
Our commitment is to contribute to the overall vision of a
sustainable Western Australia and to;
• Perform to the highest ethical,
commercial and governance standards
professional,
• Work in partnership with others who are committed to
strengthening and building the quality and well being
of community life in Western Australia
• Operate collaboratively and ethically to develop
productive working relationships with all our
stakeholders
• Develop a corporate culture which encourages the
unique contribution of each person
CEO’s Report
• Make decisions based on the simultaneous
consideration of social, environmental and economic
factors
We do this by:
• Participating in Problem Gambling committees and
forums
• Incorporating responsible gaming messages in our
communications to players.
These include
responsible play messages in game brochures, our
website and selected press advertisements
… we recognise the need also to
plan and deploy harm
minimisation strategies in relation
to problem gambling…..
• Encouraging an environment where consideration of
those less fortunate is of concern to our staff, resulting
in staff-initiated collections to raise funds for important
social causes
• Focusing on initiatives concerning the sustainability of
our environment
• Encouraging the health and wellbeing of our staff
through a corporate wide health program, and staff
participation in fun sporting and community events
• Actively encourage volunteering amongst our staff
• Monitoring international and national research on
gambling trends
• Operating our business to the highest ethical
standards and reviewing these standards in all our
operations
Our Stakeholders
Stakeholders
Stakeholder Expectations
How we meet Stakeholders Expectations
The Government
• The objectives of the Lotteries
• Providing funds and support to the
Commission Act fulfilled and
Lotterywest’s business managed in
accordance with relevant legislation,
Government policy and ethical standards
Western Australia
Community
Retailers
• The proceeds from Lotterywest games
used for the benefit of the community of
Western Australia
community of Western Australia,
• Maintaining excellence and integrity in our
lottery business
•
•
•
•
Cost efficient operations
Streamlined grant making processes
Monitoring feedback from beneficiaries
Enhancing and improving grant making in
line with changing community needs
• Appropriate remuneration commensurate
• Ongoing review of commission levels and
• A modern, secure, risk-managed
•
•
•
•
with effort
technology and information infrastructure
• Cost effective marketing processes
which support retail sales
• Ongoing access to training and
industry comparisons
development
• A sustainable and profitable distribution
network in both metropolitan and
regional areas
Sales performance bonus program
Sound information technology practices
Annual training review
Ongoing review of retail network
performance
• Improved retailer appointment processes
• Involvement in grant presentations
• Inclusion in Lotterywest’s community
grants role
Players
• A chance to dream
• Engaging and entertaining games
• Ready access to Lotterywest games in
• Ongoing new product development
• Comprehensive research including
• The highest standard of business
• Keeping abreast of global industry
• Quality customer service at point of
• Adding value to products through special
• Information on the benefits to the
• Publicising WA winners
• Maintaining strong media relationships
• Highlighting the community beneficiaries of
metropolitan and regional areas
integrity and transparency
purchase
community from Lotterywest games
consumer behaviour, economic trends,
customer feedback
developments
promotions
Lotterywest games
Strategic Partners
“Australian Bloc”
Staff
• Open, forward thinking, collaborative
relationship underpinned by sound
business practices, good corporate
governance, excellence in business
process standards and ethical decision
making
• Open communication
• Encouragement and opportunity to
develop chosen career path
• Regular communication and sharing of
information
• Common code of conduct and standards of
corporate responsibility
•
•
•
•
Transparency
Equity in relationship
Annual performance reviews
Open communication – both face to face
and on-line
• Dynamic work culture which fosters
• Flexible work arrangements
• Family friendly environment
• Motivation and rewards
• Corporate emphasis on staff development
creativity, innovation, improvement,
fairness and support
including further study, and acting
opportunities
• Active Wellness program
• Lotterywest Community Voice our staff
consultative committee
CEO’s Report
I thank the Chairman of our Board, Clyde Bevan, and
our five other Commissioners for their continued
support and guidance in the past year and my staff for
their continued loyalty and hard work. I record my
appreciation to the Hon Nick Griffiths, LLB MLC for his
contribution during his period as Minister for
Government Enterprises. Finally, I thank our current
Minister and Deputy Premier, the Hon Eric Ripper MLA,
Treasurer; Minister for Government Enterprises;
Minister Assisting the Minister for Public Sector
Management who has been so actively supportive of
our organisation since assuming responsibility for
Lotterywest following the State elections earlier this
year.
JAN STEWART
CHIEF EXECUTIVE OFFICER
25th August 2005
Saturday Lotto
Our Games
$300.0
Lotterywest achieved record sales of $520.11 million.
Combined sales of national games, Saturday Lotto, OZ
Lotto and Powerball, provided 82% of total sales
revenue. The other major contributor was our instant
lottery product sold under the brand name Scratch’n’Win
which provided 16% of total sales revenue while the
games of Super 66, Soccer Pools and Cash 3
contributed 2% of the total.
Millions
$275.0
$250.0
$225.0
$200.0
2001
2002
2003
2004
2005
The year’s result was $15.10 million higher than the
previous year and $9.61 million above the 2004/05
target.
• Sales of $286.39m
• $7.84m increase on 2004
• 55% of total sales revenue was
generated from sales of Saturday
Lotto
• Record sales of $20.16m for 31st
December Megadraw
Saturday Lotto with a 6/45 matrix originally launched in
1979, is Lotterywest’s flagship product and provides
more than 55% of total sales revenue. The performance
of this game is critical to the overall success of our
business. During the year sales for Saturday Lotto
totalled $286.39 million - an increase of $7.84 million or
2.8% over the previous year.
28.8% of Saturday Lotto sales come from 7 events a
year which are planned with our Bloc partners. These
Superdraws and one Megadraw scheduled during the
year, offered Division One prize pools between $18
million and $31 million again. The December Megadraw
($31m) generated sales of $20.16 million; the highest
sales ever achieved for a single draw for Lotterywest.
Strong player participation by our core loyal player group
in base weeks, (that is weeks without a Megadraw or
Superdraw, $3 million division one prize offer) is
essential to the continued success of Saturday Lotto.
Early in the year, evidence that some players were
reducing their expenditure in base weeks, and were
waiting for the next big event, prompted a review of our
communication strategy for Saturday Lotto.
Our Games
We continued to market and promote the Slikpik 25 ticket
(that is 25 games on a single ticket) as the ticket of
choice and the market has responded well. The Slikpik
25 ticket accounted for over 18% of all tickets sold for
Saturday Lotto. During Superdraw events this figure
increased to 28% of sales and for Megadraw to almost
37%.
OZ Lotto
$60.0
$55.0
Millions
In response to this we introduced a slightly different
advertising approach, emphasising the amounts on offer
to players each week and the benefits flowing to the
community from their support for our games. Pleasingly,
the performance of base week sales improved in the
latter part of the 2004/05 financial year. By the end of
the year, approximately 46% of the WA adult population
played Saturday Lotto on a weekly basis compared to
44% last year. The average weekly spend on Saturday
Lotto increased from $8.65 to $8.96 per player.
$50.0
$45.0
$40.0
2001
2002
2003
2004
2005
• $3.64m increase on 2004
• 29 jackpots in 2005
• Six division 1 winners from WA
OZ Lotto, the first national Lotto game, was launched in
1994 with the same matrix as Saturday Lotto (6/45) but
with a higher price per game and consequently higher
dividends. While sales for this game are heavily
dependent on the number and size of jackpots, strong
base week sales have continued to demonstrate the
support from a well established and loyal market. In
2004/05, OZ Lotto jackpotted a total 29 times, one more
than last year. This contributed to a sales result of $55.39
million, $3.64 million higher than last year.
As a national game, this game’s success depends on the
contribution from all Lotto jurisdictions. While performing
well in Western Australia, in some other States OZ Lotto
sales have stagnated and even declined. Agreement
was reached between the National Lotto Bloc members
that key changes were necessary to reinvigorate this
product. Plans for these changes are well advanced and
scheduled for late in 2005.
Powerball
$90.0
Millions
$85.0
$80.0
$75.0
$70.0
2001
2002
2003
2004
2005
Powerball was launched in 1996 as a second National
Lotto game, with a 5/45 + 1/45 matrix designed to
jackpot to levels not achieved in other Lotto games.
Powerball sales during the year totalled $84.89 million,
$2.75 million higher than last year. Annual sales targets
for the game were slightly higher than our end of year
results as the target was based on an expectation of at
least one jackpot of $30 million. During the year there
were 31 jackpots, the highest being $22 million. This
compared to 35 jackpots in the previous year, including
one jackpot of $30 million.
• Game changes introduced in
February 2005
– Subscription price increase
– Retailer commission increase
There were some changes to Powerball during the year.
In February, the game price increased by 10% with
subscriptions rising by 5 cents per game. At the same
time the commission paid to our retailers increased from
8% to 9%.
– Powerpik ticket introduced
More significant to our players and for the growth of the
game, however, was the introduction of the Powerpik
ticket and a change to the jackpotting sequence.
The Powerpik ticket, guarantees the selection of the
Powerball number, that is a ticket which has 45 games
with all Powerball numbers covered. This ticket has
proven to be an increasingly popular way of playing the
game. By the end of the year Powerpiks accounted for
over 10% of all Powerball sales. With the change in the
jackpotting sequence, jackpots are expected to occur
more regularly and to reach higher levels.
Also significant during the year was the introduction of a
new advertising campaign. This light-hearted campaign
depicts a fictional character called “Bob” whose dreams
have been realised by a Powerball win. Since its launch
the ‘Bob’ campaign has had a positive impact on base
week and jackpot sales levels.
Our Games
Scratch’n’Win
$85.0
Our Instant Lottery product was first launched in 1982
and is marketed under the brand name of Scratch’n’Win.
Sales for the year continued to perform strongly and
totalled $81.98 million. While this is only a moderate
increase of $0.20 million over the previous year, the
comparative picture was impacted by the introduction of
a new billing process.
In 2003/04 Lotterywest introduced, as part of the new
shopfit, an eight ticket dispenser. The new dispenser
was part of a wider strategy to improve the performance
of the higher priced tickets. This was supported by a
reduction in the number of tickets being offered at the $1
and $2 price points, an increase in the number of tickets
at the $4 and $5 price points and the launch of a $7
ticket. Additionally, the $4, $5 and $7 tickets were
supported with integrated marketing campaigns. All of
these changes resulted in increases in sales of the high
price point categories when compared to the previous
year.
Millions
$80.0
$75.0
$70.0
$65.0
2001
2002
2003
2004
2005
• $3 Bonus Crossword ticket
provided 49% of total
Scratch’n’Win sales revenue
• $7 ticket launched May 2005
In an endeavour to attract younger players (that is 18-30
year olds) to the Scratch’n’Win brand, Lotterywest trialled
a new $4 ticket called Backstage Pass. In addition to the
top prize of $50,000 cash, this ticket offered a bonus
panel prize of a trip for two to the 48th Annual Grammy
Awards in Los Angeles in 2006, and was supported by a
targeted advertising campaign. While our retailers gave
this ticket great support in the initial weeks, overall the
ticket was not successful as it did not attract younger
players in the numbers hoped and had only limited
appeal to our regular players. However, the campaign
provided valuable information to Lotterywest on this
segment of the market.
Our $3 Bonus Crossword ticket continued to be our most
popular ticket accounting for almost 40% of the total
Scratch’n’Win sales. Also during the year we trialled a
licensed ticket called Popeye at the $3 price point and
themed tickets at the $4 and $5 price points. Unlike
some of the previous licensed tickets we have tried,
Cash 3
Popeye proved to be very successful with many of our
players recognising this cartoon character from times
gone by. As a consequence of this success we are
planning to launch other licensed tickets in the future the first of these being “Bewitched”, early in the new
financial year, to coincide with the launch of “Bewitched”
the movie.
$6.0
Millions
$5.0
$4.0
$3.0
2001
2002
2003
2004
• Sales of $5.87m
2005
The themed tickets continue to be popular, offering
players both a fresh ticket face and a choice of long play
and quick play mechanisms, depending on the price
point.
Another very successful ticket launch during the year
was “The Big One”. This was the first time we had
offered a ticket at the $7 price point and was very
successful with its $250,000 top prize. This ticket,
supported primarily with TV, press and outdoor
advertising, provided a means of attracting both frequent
and infrequent players. Given its success we plan to
launch another at this price point during 2005/2006.
Although it has a relatively small sales turnover, Cash 3,
a WA State numbers game (three digit) launched in 1998
continues to have a very loyal player base. Sales for the
year of $5.87 million were 10.7% above target.
The promotion of this Western Australian game was
mainly through the nightly television results but additional
promotions in community newspapers contributed to the
positive sales results.
Our Games
Soccer Pools
$2.0
Millions
$1.5
This national sports game (matrix 6/38) is based on
Australian and overseas soccer results and continues to
be a niche game in Western Australia. It has a small but
loyal following. Sales in 2004/05 were $0.24 million
(18.4%) higher than last year thanks to more frequent
jackpotting compared to the previous year. There are
changes being made to the game in the forthcoming
year. With additional promotions of the game we are
hopeful of a modest increase in sales.
$1.0
$0.5
$0.0
2001
2002
2003
2004
2005
• Sales of $1.55m
Super 66
Super 66 first launched in 1986 is an ‘add-on’ numbers
(‘spiel’) game played as an option with the Lotto games.
Players are given 6 randomly generated numbers and
win a prize according to how closely these match in order
to the numbers drawn.
$5.0
Millions
Sales for this Lotto game were slightly lower than last
year confirming that the appeal of this game is waning.
National sales were lower than the previous year as
other jurisdictions also experienced declines.
$6.0
$4.0
$3.0
2001
2002
2003
2004
2005
• Sales of $4.04m
• Decrease of $0.11m on 2004
Our Retailers
Lotterywest’s success is linked to the performance of the
many small businesses throughout the State which sell
our products. Our retail network currently consists of 566
outlets, 482 which offer all lottery products, and 84 which
sell Scratch’n’Win products only. 376 outlets are located
in the Perth metropolitan area and 190 outlets are in
regional and country areas, of which 82 are located in
small isolated communities under our customer service
policy.
During the year 3 new outlets were added to the
network, while 5 outlets (3 online and 2 Scratch’n’Win
only) left the network. 73 outlets changed ownership and
25 outlets relocated.
The partnership with our distribution network continued
to be a major focus during the year with a number of
initiatives introduced to improve our communications and
support to Lotterywest retailers.
This included improvements to our retailer newsletter,
“The Link” and, more significantly, the launch of a
dedicated secure website for retailers. This provides
both general management information and reports
specific to individual outlets enabling them to monitor
their own performance in the context of the performance
of the network as a whole.
Earlier this year we celebrated the 100th Lotterywest
shopfit, a significant milestone in the roll-out of
Lotterywest’s corporate brand. At the time of writing a
total of 193 shopfits had been completed, with another
200 at various stages of making the change. The
distinctive blue and yellow shopfit has succeeded in
bringing the Lotterywest brand into the retail environment
and helping our retailers to stand out from the crowd.
The shopfit has provided an opportunity to make
dramatic improvements to the presentation and
operation of Lotterywest outlets, including significant
improvements in product merchandising.
The ‘Leap’ performance improvement program (an
incentive program for retailers offering cash rewards for
improved sales performance) introduced in the second
Our Retailers
Retail Network
The training of new retailers is critical to their success
and to ours. Some changes were made to the 4-day
induction training program for new retailers. This now
includes an introductory day at Lotterywest headquarters
with presentations by the executive staff as key
elements. Our goal is to make sure that all new retailers
are given a comprehensive understanding of our
business, as well as developing their product knowledge
and teaching the skills they will need in their outlets.
For current retailers, we offer support in the form of
quarterly retailer development sessions and business
coaching. We also ran in-store terminal training sessions
after business hours enabling retailers and their staff to
improve their product knowledge and technical skills.
Our objective is to have the best possible retail
representatives and for those entering our network to be
fully informed about the business they are joining. The
application process for retailers joining the distribution
network was further refined to achieve that goal.
$40.0
590
Outlets
620
Millions
half of the 2003/04 financial year continued during
2004/05. In response to retailer feedback, the sales
measurement period was reduced from three months to
six weeks, although the same bonus payment was
available to those retailers who met their targets. In total,
87% of Retailers in the network have received a bonus
for reaching or exceeding their targets.
$45.0
$35.0
560
$30.0
530
2001 2002 2003 2004 2005
Retailer Commission
No Of Outlets
• 482 online outlets
• 84 Scratch’n’Win only outlets
• 193 new Lotterywest shopfits
completed
• Total sales commission of
$41.25m paid to retailers
• Increase in commission paid of
$1.38m on 2004
• Launched dedicated retailer
website
• Launched retailer onsite webbased training
• A total of $0.55m paid in bonuses
to retailers for Leap performance
program
All prospective retailers are given a complete information
pack (a statutory requirement under the Franchising
Code of Conduct) and are required to present a business
plan. All are then interviewed by a Lotterywest staff panel
and given the opportunity to ask questions before an
invitation is given for them to join the network.
While this is an additional step in the process for both
retailers and Lotterywest, we believe it is critical for our
business and theirs that those intending to join our
network are given the time and information they need to
make an informed decision.
The members of the Retailers
Consultative Panel:
Ms Penny Crowe
Miami Lotteries & News
Mr Geoff Downes
Wanneroo Winners Lotto Kiosk
Mr Barney McCauley
McCauley’s Lottery Centre
Mr Greg Mills
Day by Day Newsagency
Ms Virginia Scanlan
Woodvale Boulevard News
Mr Matt Waterhouse
Bunbury Newsagency
Our Retailers’ Consultative “Panel” continues to play an
important role in our strategic direction and decision
making, bringing a retailers’ perspective to our product
marketing, sales and distribution strategies and policies.
Members of the panel are chosen following an open
invitation to the network to submit themselves for
consideration. Six members are selected, representing a
balance of small and large outlets including at least one
regional representative.
During the year the Panel contributed to initiatives
including enhancements to the Lotterywest shopfit,
communications with the network, product repositioning
and communications with players and other policies
impacting on our retailers.
Lotterywest gratefully acknowledges the invaluable
contributions of the panel members during 2004/05 and
recognises their considerable input into the
implementation of Lotterywest shopfit.
Our Players
Our Players
WA Winners
Saturday
For many Western Australians this was the year when
they won Lotto!
Oz Lotto
71 Western Australian Lotto winners shared prizes
totalling $74.13 million and Saturday Lotto again
provided the majority of the big wins.
Super 66
Pow erball
Soccer
Pools
Among the most memorable wins during the year were
the following:
• A couple with three young children from Perth’s
southern suburbs who won $8.5 million in a Powerball
jackpot in early December. The win came just one
week after the woman returned to work following the
birth of their youngest child, enabling them to realise
their dream of owning their own home.
• A Maylands man in his mid fifties came forward to
claim his $4.5 million Powerball prize a week after the
draw in early March. The man had been playing Lotto
for 20 years and had read about a ‘mystery Division 1
winner’ in the newspaper before realising it was him!
• A $4 Million OZ Lotto winner who ‘always knew’ she’d
win Lotto. The woman in her mid 30’s bought her
ticket in Geraldton and planned to ‘spend big’ on a
holiday, a new car and clothes as well as spoiling her
family and donating to charity. Before her win her
family had been struggling to pay a $900 water bill.
Division 1 Winners
• Saturday Lotto
59
• OZ Lotto
6
• Powerball
2
• Super 66
3
• Soccer Pools
1
• $291.35m in prizes won by
Western Australians
• 71 Division 1 Lotto prizes totalling
$74m
• 23 new millionaires
• A 14 person syndicate from the Royal Perth Hospital
shared a $10 million OZ Lotto prize in late September.
Included on their wish lists were holiday properties,
paying off mortgages, overseas trips and helping their
children. One of the workers resigned immediately
from his job!
• A winner’s story with a difference related to Iris Curley
the Meekatharra grandmother who in 2004 won a $15
million Powerball prize. The impact of her windfall for
her community became apparent in 2005 when
Meekatharra declined to apply to Lotterywest for
emergency relief because Mrs Curley had used a
substantial amount of her prize to help those in need
in the town.
Grants to Hospitals, Sport & Arts
Support for our Health Services
$100.0
A fixed percentage of all subscriptions to our games
(40% of product sales after prizes are deducted
equivalent to about 16% of sales) is allocated to the
State’s Hospital Fund. Thanks to record sales during the
year, this amount of almost $79 million, was the highest
in Lotterywest’s history. While the expenditure of this is
not identified as a discrete component within the health
budget, this is a major contribution to the health and
wellbeing of our community by WA’s lottery players.
Millions
$90.0
$80.0
$70.0
$60.0
2001
2002
Hospitals
2003
2004
Sports
2005
A rts
• Through Lotterywest’s statutory
funding, $97.64m was returned to
the Western Australian community
–
$78m returned to Hospitals
–
$10m returned to the Arts
–
$10m returned to Sports
Supporting the Arts, Sports and
Recreation
Our support for the arts and for sport is also determined
as a fixed percentage of our lottery sales. Both areas
receive 5% of our net subscriptions (equivalent to
approximately 2% of sales turnover), $9.85 million each
this year.
This year we have worked with the Department of Sport
and Recreation and the Department of Culture and the
Arts in order to raise awareness of our contribution in
these areas. Our aim is that those who are enjoying an
artistic performance or cheering their favourite amateur
sports team might be made aware that they are
benefiting from Western Australia’s lottery players.
The Arts
Lotterywest annual support helps ensure that Western
Australia continues to have a thriving arts community.
The $9.85 million provided to ArtsWA provided core
funding for major arts groups such as the West
Australian Symphony Orchestra, the West Australian
Ballet and the WA Opera Company. Others who
benefited included the Perth Institute of Contemporary
Art which hosts a range of diverse contemporary arts; Art
on the Move which takes the visual arts and crafts to
regional Western Australia and theatre groups such as
Barking Gecko Theatre Company, Buzz Dance Theatre
Support for our Community
and Spare Parts Puppet Theatre, and Black Swan
Theatre Company.
The arts organisations supported by Lotterywest employ
some of our State’s most creative artists across all art
forms and genres, working in different communities
throughout Western Australia. They include Fremantle
based Kulcha developing arts in our multicultural society,
DADAA working in the arts and disabilities area across
the State, Steps Youth Dance Company providing young
dancers with professional experiences in dance and the
WA State Literature Centre supporting the development
of Western Australian writing.
In addition to this support for the arts made through the
Department of Culture and the Arts, a significant number
of Lotterywest grants were made during the year in
support of community events, celebrations and for
infrastructure for small cultural organisations.
Lotterywest annual support helps
ensure that Western Australia
continues to have a thriving arts
community.
Lotterywest is the main source of funding for the
University of Western Australia which runs the Perth
International Arts Festival. Our grant of $4 million for the
2005 Festival was the second grant made under a
commitment of up to $16 million for the 2004-07 festivals.
The second Festival under the artistic direction of Lindy
Hume continued to include strong community
involvement and local arts organisations and to make
use of regional centres.
The 2005 Festival once again acknowledged Lotterywest
as the Festival’s ‘Principal Partner’ in all communications
and through naming rights to the opening, closing and
film components.
The opening event, presented under the title the
Lotterywest Festival Overture, was a Festival highlight
that brought together the WA Opera Company, the West
Australian Symphony Orchestra and a large community
choir in the Supreme Court Gardens. Similarly the
Lotterywest Festival Finale saw 300 people dance
together in a ‘ballroom spectacular’ in Forrest Place in
Perth.
The Lotterywest Film Season enjoyed attendances of
almost 100,000 and was once again presented regionally
as well as at the main venues, the Somerville Auditorium
at the University of Western Australia and the Joondalup
Pines at the campus of Edith Cowan University.
Direct Grants
$70.0
Millions
$60.0
$50.0
Western Australian Film Industry
$40.0
$30.0
2001
2002
2003
2004
2005
• A total of $65.10m was returned
to the Western Australian
community as Direct Grants to
charitable and community groups
(excluding Grants written back)
•
1,372 grants approved to 1,105
different organisations
Together with the Perth International Arts Festival, WA’s
film industry has been supported by Lotterywest since
1992 through an allocation provided to ScreenWest—a
statutory agency of the Western Australian
government. In 2004 a grant of $4 million was made as
part of a total commitment of up to $12 million for the
2004-2006 period.
Lotterywest support has helped a range of ScreenWest’s
programs, including those which have helped maintain
WA’s strengths in the areas of documentary and
children’s television drama.
Lotterywest’s contribution has also been vital to
ScreenWest's ability to support the development of adult
drama. This year ScreenWest established the Stepping
Stone program in support of 50 minute drama
productions and arranged and oversaw the
internationally acclaimed Arista Residential Workshop,
held for the first time in Western Australia.
10 feature film projects and their 10 creative teams
descended into historic York, approximately 90
kilometres east of Perth, to collaborate and receive
guidance from professional Script Development guru
Stephen Cleary and his team.
This last year has also seen Indigenous film making take
a huge leap forward with a series of new funding and
training opportunities being offered to Western Australian
Indigenous film makers.
After the critical and award winning success of a number
of short films emerging from the first Deadly Yarns
initiative, Lotterywest funding has provided a second
opportunity for up to five Indigenous projects to be
produced and screened again on ABC national television
under the Deadly Yarns umbrella.
Index (another Lotterywest funded Indigenous Initiative)
will see the completion of an additional two short film
projects.
Overall film and television production activity has
increased by 60% over the last two financial years from
the previous two financial years - resulting in more
Western Australian stories on national and world screens
and increasing cultural and employment benefits to
Western Australians.
Sport and Recreation
Tens of thousands of Western Australians benefit from
Lotterywest’s annual contribution to the Department of
Sport and Recreation. They range from young children
enjoying weekend club sports to our elite athletes
competing at national and international championships
and the Olympic Games.
In all, WA athletes won 12
Olympic medals…….
In all Lotterywest provided more than $10 million through
the Sports Lotteries Account for sport development in
Western Australia to almost 100 State sporting
associations and sporting groups representing sports as
diverse as Gaelic athletics, callisthenics and cricket. This
included $770,000 to support sport development
initiatives in regional Western Australia.
A major beneficiary is the WA Institute of Sport, whose
success in developing elite WA athletes has been
achieved with annual assistance from Lotterywest of $3.3
million. The 2004 Olympic Games Athens provided a
showcase for this investment with 44 WAIS trained
athletes included in Australia’s Olympic squad. In all,
WA athletes won 12 Olympic medals in hockey, cycling,
rowing, athletics and swimming, including gold medals
won by WA cyclists and Australia’s national hockey team,
the Kookaburras.
ADVISORY COMMITTEES
Voluntary advisory bodies of experts in
the relevant fields provide technical
and policy advice to assist Lotterywest
in its grants and policy making. Their
advice ensures that Lotterywest’s
policies and funding decisions remain
relevant and continue to ‘make a
difference’ to the Western Australian
community.
We gratefully acknowledge the
contributions of the following people,
who have generously provided us with
expert advice, and have contributed to
policy development and grants
allocation in 2005.
Gordon Reid For Youth Advisory
Committee
•
Ms Deanna Giumelli
•
Ms Sharron Jones
•
Mr Daniel Morrison
Social Research Technical Panel
• Mr Mike Clare
•
Ass. Professor Ralph Straton
•
Ms Monique Berkhout
•
Prof. Sherry Saggers
•
Mr Evan Nicholas
•
Ms Janet Gunn
•
Prof. Tony Ryan
Trails Advisory Committee
• This Assessment Panel is
convened by an external agency
and membership changes from
year to year.
In addition to the funds provided Lotterywest also
supports the development and maintenance of
recreational walking trails through the annual $500,000
Trails Funding Program.
Lotterywest Community Grants
Our most direct support for our community is in the form
of Lotterywest grants. Through these grants we help
organisations in almost every part of the not-for-profit
sector in Western Australia. Our grants range from those
which support the most fundamental of welfare and
emergency services to community celebrations and other
developments which enhance our community for
everyone.
Under our legislation we are able to respond directly to
grant requests from not-for-profit community
organisations and local government authorities for
purposes which are “charitable or benevolent”. In our
grant making, we aim to be responsive, and flexible and
to be a valued partner for our State’s vibrant community
sector. We actively help our grant seekers to develop
their projects and work with their other funding bodies
and sponsors to maximise the benefits of our support.
Five overarching objectives frame our grants activity and
help applicant organisations to think creatively about
their services and projects.
Many grant requests we receive contribute to more than
one of these, some even contribute to all.
Extending the Capacity of Not-For-Profit
Organisations
These grants promote and support the organisational
development of the not-for-profit sector by increasing the
management and leadership skills of staff, volunteers
and committee and board members.
Strengthening Community Service Delivery
These grants add to the infrastructure and service
delivery of organisations providing important community
services and activities, particularly those supporting
disadvantaged people or groups.
Enhancing Community Development Initiatives
These grants support community development and
community enterprise projects, and social research to
improve the well being of communities and enable them
to address important issues.
Valuing our State’s Heritage
These grants help to conserve important aspects of
Western Australia’s heritage through conserving and
interpreting our natural, built and cultural heritage and
the recording of community histories.
Advancing Participation in Community Life
These grants support initiatives that encourage broad
community involvement in social, cultural or recreation
activities, particularly for people who face barriers to
participation. Initiatives may include community facilities,
events and celebrations, cultural group and special
initiatives of statewide significance.
We regularly review and enhance our grant making
processes and policy to ensure that we are positioned to
respond to changing community needs and aspirations
and to complement other available funding. Examples
during the year included a review of our grants finance
policies, a revision of our policy in relation to
organisations which are not GST registered and a review
of our internal quality assurance program.
Grant initiatives during the year included a program to
support community participation through physical activity
and enhancements to our support for telecentres, small
cultural groups and for community events and
celebrations.
ADVISORY COMMITTEES
Cultural Heritage Interpretation
• This Assessment Panel is
convened by an external agency
and membership changes from
year to year.
Cultural Heritage
• Mr Greg Wallace
•
Mr Peter Kenyon
•
Ms Ainslee Evans
•
Ms Janet Payton
•
Ms Karen McGay
Community Histories
Committee
• Ms Ronda Jameison
•
Ms Jennie Carter
•
Mr Bill Cooper
•
Dr Alison Gregg
Advisory
Partnerships WA
• Mr Howard Read
•
Mr Bruce Larson
•
Mr Brian Galbraith
•
Mr Jack Busch
•
Mr Joel Levin
Our website is an increasingly important interface with
our grants customers, and has become a primary source
of information about our grants and grant making
processes. The overhaul of the grants area of the
Lotterywest website during the year resulted in a site that
is contemporary and engaging in its look and feel, readily
accessible and easy to navigate.
As part of the development of a strong web-based
presence we also launched ‘GrantEd’, Lotterywest’s enewsletter which provides the latest grants information,
advises of forthcoming grants seminars and showcases
some of the important community projects we have been
able to support.
The scale, number and diversity of our grants mean that
the lives of every Western Australian are in some way
touched by a Lotterywest grant.
During the year 1,372 grants totaling $65.1 million were
made to 1,105 different organisations. A full list of
organisations that received a Lotterywest grant is
provided at the end of this report. The diversity of these
grants is highlighted by the following few examples:
The scale, number and diversity
of our grants mean that the lives
of every Western Australian are in
some way touched by a
Lotterywest grant.
The Friends of Battye Library Inc lead a consortium of
community organisations determined to respond to
the need to preserve our State’s written history. A $3
million Lotterywest grant made during the year will
enable this consortium to preserve significant
historical records which are currently deteriorating and
are at high risk of being permanently lost. The grant
will ensure that important records including
newspapers, photographs and films will be preserved
and stored in a readily accessible digital format.
The Heart Foundation of WA ended their long-term
tenancy at Lotterywest premises in Rokeby Road,
Subiaco when they received a grant for $1.808
million to purchase the premises. The building,
which had been purchased in 1980 as Lotterywest’s
head office, was sold in accordance with government
property disposal requirements. The building had
been tenanted by the Heart Foundation since 1992
along with other community organisations, including
the current occupants – the Cancer Council of WA
and Premier’s Physical Activity Taskforce. The
premises will meet the Heart Foundation’s
accommodation needs into the foreseeable future
and will continue to be shared by the Foundation with
other community organisations.
The City of Swan embarked on a significant
partnership with the Swan Districts Hospital during
the year. With the support of a Lotterywest grant, the
Aboriginal Mothers, Babies and Families Project will
improve the quality of life of Aboriginal women and
their children through culturally appropriate service
delivery.
The project will increase Aboriginal
women’s access to maternal health services and
aims to improve the health of babies born to
Aboriginal families in the Swan area.
The Men of the Trees received a grant of $55,600 to
support its Million Trees Program, assisting school
communities and other local community
organisations involved in re-vegetation projects both
in the country and in metropolitan areas. The grant
helped provide shade houses, reticulation, racks and
information packages and will help achieve the
organisation’s goal to plant one million seedlings
each year.
Planned Individual Networks (PIN) helps families
plan for the future care of their relative with a
disability, both now and after the primary carer is no
longer in a position to continue to provide the care
needed. Families are helped to develop a ‘personal
plan’ and mobilise community networks and other
resources for the well-being, safety and security of
people with disabilities. Lotterywest supported a twoyear project with a grant of $269,500.
Grandparents Rearing Grandchildren is a relatively
new organisation operated solely by volunteers which
provides an informal meeting place for grandparents
and grandchildren to come to socialise, enjoy respite
and receive information and support. A grant of
$3,600 during the year helped the group buy
computers, office equipment and furniture.
Fred Spratt honouring the memory of
his father, Victor Nelson an indigenous
veteran whose service to our country
was posthumously acknowledged in
2003
Midland Women’s Health Care received a grant of
$1.2 million in June towards the construction and fit
out of a new purpose built facility on land provided by
the City of Swan. This new facility will help provide
better health services to over 12,000 women and
their familles in the eastern suburbs and offer a much
needed community meeting venue and
accommodation for six smaller agencies.
Australian Lottery Industry
Strategic Business Relationships
Annual Sales per Capita (Adult)
Excluding Keno
$350.00
M illio n s
$300.00
$250.00
$200.00
$150.00
N SW
QLD
SA
T AT T
WA
Fi v e Y r T r e nd 2 0 0 1 - 2 0 0 5
• Western Australia achieved sales
per capita of $332.81
• An increase of 2% over 2004
Lotterywest has been a member of a consortium
comprised of the other Australian lotteries since 1981,
when all States except New South Wales at that time,
came together to administer the Saturday Lotto game.
By working together in this way, the prizes can be
pooled offering the players much more attractive top
prizes. There are four formal “Bloc” (the name by which
this partnership is known) agreements which set the
boundaries and framework for each of the national
games. Each member of the Bloc contributes an equal
percentage of their sales subscriptions towards the
common prize pool and common dividends. Over 80% of
Western Australia’s lottery revenue comes from Bloc
products, making our national partnership crucial to our
long-term success.
With sometimes competing priorities, differences in
markets and regulatory environment, joint planning can
present challenges.
Because the introduction of new products requires
lengthy lead-time for the development of information
technology, quite apart from the marketing strategy for
the launch of new products, decisions about the timing of
new products are complex.
We continue to develop strategies that both strengthen
our ties with our Bloc partners and balance our
dependency on the Bloc games with State games.
Business Development and Business Relationships
International Networks
The World Lottery Association (WLA) is an international
member organisation representing 144 state authorised
lotteries from 74 countries on all five continents, with
combined annual revenues in excess of US$120 billion.
The WLA also represents 63 lottery industry suppliers as
Associate Members.
The Asia Pacific Lottery Association (APLA) is one of 5
regional associations and has members throughout
South East Asia, Australia and New Zealand.
WLA is working to develop a clear statement of social
responsibility and other industry standards for its
members, recognising that while the lottery industry must
continue to grow to support its beneficiaries, this must be
within a responsible framework.
In November 2004, at the World Lottery Association
Congress in Durban, Lotterywest CEO Jan Stewart was
elected to the position of Vice President of the World
Lottery Association. Following her resignation from the
position of President of the Asia Pacific Lottery
Association, a position held for the past five years.
These strong international
networks mean that we have an
excellent capacity to monitor
global developments in the lottery
industry and to contribute actively
to the development and debates.
The secretariat of APLA continues to be provided by
Lotterywest, led by Lorraine Driscoll, Director Strategic &
Financial Management. This role includes management
of the association’s financial matters, custodian of
members register and information, co-ordination of
annual general meetings, liaison with World Lottery
Association and organisation of regional conferences.
These strong international networks mean that we have
an excellent capacity to monitor global developments in
the lottery industry and to contribute actively to the
development and debates.
This year we received visits from our colleagues in
Taiwan and Singapore who came on study tours to look
at our business practices.
Our People
We take pride in our continuing reputation as an
“employer of choice”, evidenced by consistently high
levels of responses to our recruitment advertisements
and a growing number of unsolicited approaches for
work experience and employment.
A range of staff-related performance indicators are
included in our “People and Learning” scorecard and the
development of motivated, engaged and skilled staff is a
strategic objective for Lotterywest.
Our Working Environment
We place a high value on maintaining a family friendly
workplace and offer flexible working arrangements,
including working from home, part time employment and
special arrangements for staff responsible for dependent
family members. This was further enhanced in August
2004 with additional improved conditions of employment
in the government’s Government Officers Salary and
Conditions Award 2004 General Agreement.
All staff have access to a range of opportunities for
professional and personal development opportunities.
Amongst the activities offered to our staff during the year
were:
•
A range of professional development training
programs identified in individual development
plans
•
access to a study assistance program
•
opportunities to represent Lotterywest at a wide
range of events associated with Lotterywest
grants and lottery product launches
•
a Lotterywest funded Social Club which staged
a variety of social activities during the year.
The Social Club has also been actively involved
in coordinating a number of fund raising
activities to support community based charities
•
a formalised corporate “Wellness Program”
providing access to trained health professionals
to measure, monitor and support the physical
and personal well being of our staff
•
access to an Employee Assistance Program
including grief/trauma counselling services
Our People
•
a new internal staff consultative committee
known as the Lotterywest Community Voice
•
Access to an Occupational Health, Safety and
Welfare committee
We have a team of very long serving loyal staff. This has
provided us with stability and we have benefited greatly
from the retained experience, and wisdom of our people.
It does mean that we must also ensure skills and
competences remain relevant for today’s business
needs and that we must plan for the development of new
staff as older members begin to retire.
Our staff numbers have increased during the year to
resource major projects and provide improved services to
our stakeholders, in particular our retailers. In 2005/06
we will make major changes to our accommodation
arrangements to ensure that we can provide suitable
accommodation for our staff and the additional
contractors needed on various projects, particularly the
replacement of our technology platform. This will also
provide a greatly improved environment for our retailer
services and training.
O ur st af f num be r s h av e
increased during the year to
resource major projects and
provide improved services to our
stakeholders in particular our
retailers.
Lotterywest People Program
The Lotterywest People Program includes a range of
strategies to ensure that we have well trained staff with
alignment of individual performance and organisational
outcomes. This program incorporates a number of
initiatives including:
•
A personal coaching program for Directors and
a number of line managers
•
Coaching for Line Managers to improve their
ability to provide feedback and coaching for
their team members
•
Annual performance and feedback appraisals
between staff and line managers against agreed
key result areas and capabilities
•
Individual Development Plans
•
An employee recognition award system based
on Lotterywest’s brand values
•
Development of Lotterywest’s Integrity in the
Workplace project
Staff Statistics
2005
2004
FTE’s Approved
155.4 151.1
FTE’s Actual
159.0 153.7
Full Time Staff
169
165
Part Time Staff
19
22
Total Staff
169
165
New Staff
21
31
Resignations
9
16
Contract Cessations
8
13
This project presents an opportunity to translate our
brand values into day to day work practices. Through a
series of workshops, our people will embark on an
exploration of the ethical dimensions of their work,
guided by a framework to guide their decision-making.
Ultimately, all employees will take on a personal
leadership role in “living” the Lotterywest values to
further enhance the overall performance of our
organisation.
BETTER SERVICES : BETTER PLANNING
The Government’s Public Sector Annual Reporting
Framework instructs Agencies to report against the
Better Services: Better Planning methodology in their
annual report. The following is provided to comply with
these requirements.
PEOPLE AND COMMUNITIES
Work Place Reform
Staff Age Categories
Females Males
16 - 20
1
2
21 - 30
9
6
31 - 40
24
18
41 - 50
29
24
51 - 60
30
17
61 - 70
6
3
Total Staff
99
70
During 2004/05 we introduced a number of enhanced
employment conditions resulting from the implementation
of the government’s General Agreement. This included
annual salary increases of 3.8% and 3.6% which were
provided
across the public sector; increases in
purchased leave provisions and the amalgamation of
sick leave, carer’s and short leave into “personal” leave.
A Joint Consultative Committee comprising of
CSA/CPSU union delegates and Lotterywest executive
management members in accordance with the provisions
contained in the General Agreement was established in
the past year. New policies and guidance notes were
adopted to provide for the new conditions introduced by
industrial agreement changes. Examples of these
included personal leave access and approvals, new
provisions around purchased leave and flexi days, and
cashing in long service leave.
Staff who are not members of the Union have equal
access to the CEO through the recently established
“Lotterywest Community Voice”.
OHS and Welfare
During 2004/05 Lotterywest experienced an increase in
reported occupational safety and health incidents. These
were largely the result of an increased number of
ergonomic related incidents.
Our People
An external consultant was engaged to conduct a
comprehensive occupational health and safety audit of
Lotterywest’s work environment. The resultant report
made 110 recommendations on various risks identified in
our workplace.
A designated project officer was
appointed on a short term basis to implement the
recommendations contained in the report and this will be
finalised toward the end of 2005.
The review of vehicle safety was completed, resulting in
a new policy and mandatory training for identified staff in
driver safety will commence in August 2005.
Worker’s Compensation and Rehabilitation
In 2004/05 Lotterywest received 12 claims for worker’s
compensation and six of these claims resulted in lost
time. This is a significant increase over previous years.
The 236.5 days of lost time were largely attributed to two
cases where more serious injuries were incurred (one
was an off-site accident and the other related to
ergonomics in the office environment). Independent
ergonomic assessments of the work area affected have
been undertaken to reduce future such incidents. In
addition, the implementation of the OH&S review is
expected to reduce workplace injuries through
information and education of all staff and line managers.
An external consultant was
engaged to conduct a
comprehensive occupational
health and safety audit of
Lotterywest’s work
environment.
Industrial Relations
Lotterywest’s Joint Consultative Committee negotiated
the terms and conditions of the 2005 Lotterywest Agency
Specific Agreement which was put to ballot to Lotteywest
union members, accepted and ratified by the WAIRC in
January 2005.
Disability Services Plan Outcomes
Lotterywest continues to support its Disability Services
Plan, which promotes equality of community participation
and quality of life for people with disabilities. As part of
this commitment, recent refurbishments have ensured
that workstations have been designed to comply with
disability requirements. The new Lotterywest retail
identity (shopfit) incorporates disability access in two
areas: the retail counter modules include a universally
accessible module and the new standard issue players'
bench is set at universal access height.
Our representation of people with disabilities has
increased from 4.1% to 5.2%, exceeding our 2005 target
of 4.6%. This representation has more than doubled in a
two year period.
Cultural Diversity
People for Culturally Diverse Backgrounds
Our representation of people from culturally diverse
backgrounds is 15% of total staff. This compares
favorably to the Equity and Diversity Plan target of
18.4%. Our Equity Index at 78.5% is above the 2005
target of 70%.
Indigenous Australians
Lotterywest has allocated annual funding for specific
employee programs to attract Indigenous Australians to
our workforce.
Currently there are no Indigenous
Australians employed by Lotterywest.
Our youth representation
increased this year as a result of
targeted recruitment initiatives
aimed at increasing the
representation of youth at
Lotterywest.
Youth Outcomes
Our youth representation increased this year as a result
of targeted recruitment initiatives aimed at increasing the
representation of youth at Lotterywest. This year we
made significant progress towards achieving our target of
4.6% of staff to be under 25 years of age.
Equal Employment Opportunity Outcomes
Lotterywest continues to apply its Equal Employment
Opportunity (EEO) principles through the EEO Plan
complemented by the Human Resources Management
Manual and the Industrial Agreements. There was one
formal staff grievance recorded for the year. This was
managed in accordance with standard grievance
procedures.
The representation of women in our workforce remained
constant this year at 59%. Our Equity index rating
compares favourably with the Public Sector.
Organisation Structure
Responsible for leading
the identification,
investigations and
development of
proposals for future
business directions and
strategies
Our People
Business
Development
ALEC JAMES
Director
Responsible for
leading the strategic
direction of
Lotterywest through
planning, business
analysis and project
management
Strategic &
Financial
Management
LORRAINE DRISCOLL
Director
Responsible for
financial services,
people management
services and facilities
Corporate
Services
GRAHAM LEWIS
Director
Responsible for leading
our grant making and
community development
activities and
strengthening our
community life
JAN STEWART
Chief Executive
Officer
Grants &
Community
Development
JACQUIE THOMSON
Director
Responsible for providing
marketing of Lotterywest
products and quality
support to the retail
network to optimise sales
of these products
Sales &
Marketing
JOHN CHEYNE
Director
Responsible for a critical
part of Lotterywest
operations - our
information systems both
gaming system and
management information
Information
Services
DON WHARTON
Director
The composition and attendance
record of the Board during 2004/05
was as follows:
Board Member
Lotterywest is responsible to the Minister for Government
Enterprises who appoints the Lotterywest Board with the
approval of state cabinet. The Board is responsible for
overseeing all operations of Lotterywest, including
making recommendations to the Minister on the
distribution of Lotterywest grants (see Enabling
Legislation).
Attendance*
Clyde Bevan [Chairman]
13 – 13
Roger Lewis
12 – 13
Anne Conti
11 – 13
Patricia Tassell
12 – 13
Peter Holland
12 – 13
Freda Crucitti
12 – 13
Each member of the Board is appointed to serve for a
period of up to three years. The members are appointed
according to their expertise in areas relevant to
Lotterywest’s activities.
Board members meet eleven times a year for full Board
meetings. Two members, the Chairman and
Commissioner Lewis are members of the Audit
Committee. From time to time special Board working
groups are set up for specific purposes.
* Consists of 11 Routine Board
Meetings, 1 Special Planning Meeting,
and 1 special grants meeting.
Lotterywest Board Members
Mr Clyde Bevan (Chairman)
Clyde Bevan was appointed Chairman of Lotterywest in
March 2004.
Mr Bevan has served as President of the Swan Valley
Tourism Council, Chairman of the Midland and Districts
Youth Committee, Chairman of the Kalamunda Senior
Citizen Centre and was a Member of the Kalamunda and
Districts Hospital Board. He also spent four years as a
Shire of Kalamunda councillor and was a member of the
Swan Valley Development Committee.
Mr Bevan is an award-winning restaurateur with
extensive experience in the hospitality and entertainment
industry.
Corporate Governance
Mr Roger Lewis
Roger Lewis was appointed to the Board in March 2000.
After working in Melbourne, Sydney and Kuala Lumpur in
accounting, finance and general management positions,
Mr Lewis took up a position with Woodside Energy Ltd in
Perth in 1978. In 22 years with Woodside, Mr Lewis held
senior management positions in administration,
commercial services, accounting and finance, retiring as
Group Financial Controller in April 2000.
Mrs Anne Conti
Anne Conti was appointed to the Board in May 2001.
Mrs Conti has many years experience in the media and
many will remember her as one of Western Australia's
first female news presenters. More recently Mrs Conti
has managed her own media training consultancy.
Between 1994 – 1996, she was a member of the
Commission on Government and is currently a Board
member of the Constitutional Centre of Western Australia
and the Equestrian Federation of Australia WA. Mrs
Conti served for four years as a councillor with the City of
Swan and she has held positions including Honorary
State President of Save the Children Fund and member
of the Advisory Board to the State Theatre Company, the
West Australian Symphony Orchestra and the WA Opera
Company.
Ms Patricia Tassell
Patricia Tassell was appointed to the Board in December
2001.
Ms Tassell is the owner and Director of The Pursuits
Group. She manages a staff of 130 people providing
community nursing and homecare services for aged and
disabled people in Perth and Bunbury as well as a
special care facility providing holiday breaks for primary
carers in Bunbury.
Ms Tassell also manages a
permanent staff of five who operate a registered training
organisation in the aged and disability fields.
Ms Tassell is the Chairman of Greyhounds WA and a
Director of Kingsway Financial Services Limited (a
community branch of Bendigo Bank). She held the
position of Chairman of the Joondalup Youth Support
Scheme for eleven years and is now a Life Member of
that organisation.
Ms Tassell was the inaugural
Chairman of Joondalup Lotteries House Inc from 1998
until 2002.
Mr Peter Holland
Peter Holland was appointed to the Board in March
2002.
Mr Holland is Senior Lecturer at Edith Cowan University,
coordinating the Broadcasting Programme at the WA
Academy of Performing Arts. He is a familiar face and
voice in Perth after 40 years as broadcaster, journalist
and actor. He is also well-known for his interest in the
arts and his extensive community work, for which he was
recognised in the Citizen of the Year Awards of 1995.
Ms Freda Crucitti
Freda Crucitti was appointed to the Board in March
2004.
Ms Crucitti is currently the Client Services Director of an
accounting and financial planning firm, Tony Tilenni and
Associates. Ms Crucitti is a registered psychologist and
worked for the Disabilities Services Commission
between 1985 and 1996 in a variety of positions. She
has extensive experience in human service delivery and
community development. Ms Crucitti continues her
involvement within the disability sector in her capacity as
board member of Therapy Focus Inc. Ms Crucitti has
been a Councillor of the Royal Automobile Club of WA
since 1995 and currently holds the position of Senior
Vice President.
AUDIT COMMITTEE AND INTERNAL AUDIT
The Audit Committee is an important part of the Board’s
corporate governance responsibility.
The Committee is comprised of an independent
Chairman, Mr Campbell Ansell, the other members are
Board Chairman Clyde Bevan and Commissioner Roger
Lewis.
Mr Campbell Ansell
Campbell Ansell is a fellow of the Institute of Chartered
Accountants. Previously he held the position of Chairman
of the national accounting firm, Duesburys.
As a chartered accountant he specialised in the area of
audits and investigations. He is a director of a number of
public companies and has served on a number of state
government boards.
Lotterywest’s Internal Auditor is Ernst & Young.
Lotterywest’s Internal Auditor Charter and the Internal
Audit Committee Charter provide the framework for the
Internal Audit function.
INSURANCE PREMIUMS PAID TO INDEMNIFY
MEMBERS OF THE BOARD
An insurance policy has been taken out to indemnify
members of the Board against any liability incurring
under Section 13 or 14 of the Statutory Corporations
(Liability of Directors) Act 1996. The amount of the
insurance premium paid for in 2004/05 was $33,470.
Board members contributed $299 to this amount.
During the year senior
Lotterywest staff attended
seminars by WA’s Crime
Corruption Committee……..
Risk Management and Corruption Prevention
During the year senior Lotterywest staff attended
seminars by WA’s Crime Corruption Committee on new
legislation impacting this area.
Lotterywest adheres to the Australian/New Zealand Risk
Management Standard 4360:2004. This standard is
supported by the Lotterywest Board. The Lotterywest
Executive has committed organisational resources to
ensure compliance.
Management internal control systems monitor
effectiveness of risk management. Where necessary
Lotterywest’s insurers RiskCover provide expertise in
strategic and operational risk. Lotterywest manage risk to
ensure continuity and growth of operations within
acceptable risk parameters.
Lotterywest also has in place a Disaster Recovery Plan.
Periodic drills and scenario activities are carried out to
maintain readiness.
Information Statement
It is Lotterywest’s policy to provide information outside
the Freedom of Information process wherever possible.
During 2004/05 no Freedom of Information applications
were received.
Record Keeping Plans
Lotterywest has an approved Recordkeeping Plan that
specifies how records are created, managed and
maintained over time including disposal of records.
During the 2004/05 year significant steps were taken to
improve the records management process and increase
staff awareness of their requirements. Records
management now forms part of Lotterywest’s Corporate
Induction Program for new staff.
This year also saw the scoping of the Retention and
Disposal Project. As part of the project the Lotterywest
Archives Collection was established to preserve items of
value or historical significance.
Complaints Handling Management
Lotterywest has recently
completed improvements to its
complaints handling process.
Lotterywest has recently completed improvements to its
complaints handling process. This was built upon the
framework that was developed in May 2003, and now
incorporates the guidelines contained in the Australian
Standard on Complaints Handling (AS 4269-1995).
THE ENVIRONMENT
Waste Paper Recycling
In complying with Cabinet Minute 2.7 of October 1991 on
Government Waste Paper recycling (”Proposal to
Improve Recovery Rate”), Lotterywest has in place
procedures that ensure all high grade waste paper is
placed in special containers for recycling.
Energy Smart Government Policy
In accordance with the Energy Smart Government policy,
Lotterywest has committed to achieve a 12% reduction in
non-transport related energy use by 2006/07. To date,
interim targets have not been achieved. However,
current negotiations are aimed at resolving this issue.
Immediately prior to the commencement of the Energy
Smart Government Program, Lotterywest had
undertaken a number of significant initiatives designed to
reduce energy costs through a reduction in consumption
and this resulted in a 13% saving between 2001 and
2002.
Since that time, all equipment additions,
replacements and modifications undertaken have been
designed to reduce power consumption.
Since 2004, in recognition of the global concerns around
carbon emission levels and their effects on climate
change, Lotterywest has participated in a Carbon Neutral
Program offered by The Men of the Trees organisation.
This program provides Lotterywest with the opportunity to
offset the carbon dioxide produced by its car fleet and at
the same time help fight salinity.
Baseline
Data
2004/05
Actuals
Var %
4,838
4,634
-4.2
147,775
141,651
-4.1
1,264
1,161
-8.1
Office Buildings MJ/SQM
2,578
2,108
-18.2
Office Buildings MJ/FTE
93,265
85,917
-7.88
Energy Consumption (MJ)
Energy Cost ($)
Greenhouse Gas Emissions (Tonnes of CO2)
Performance Indicators
THE REGIONS
Lotterywest continues to build on its commitment to the
development of regional Western Australia through
initiatives such as:
•
Supporting projects through Lotterywest grants
that enhance the quality and wellbeing of
community life in Western Australia.
•
Developing and sustaining the development of
small businesses in regional Western Australia
through our licensing and distribution policies.
•
Marketing
and
distributing
metropolitan and regional areas.
products
to
Advertising and Sponsorship
In compliance with the Electoral Act 1907, section 175ZE
Lotterywest is required to report on expenditure incurred
during 2004/05 in relation to advertising, market
research, polling, direct mail and media advertising
agencies. The required details, in accordance with
Treasurer’s Instruction 903, are as follows:
Expenditure with Advertising Agencies
2004/05
Marketforce
$3,942,692
Expenditure with Market Research Agencies
Market Equity
$399,777
Expenditure with Polling Agencies
N/A
$0
Expenditure with Direct Mail Agencies
Computer Share Document Services
$31,793
Leigh Mardon
$51,136
Expenditure with Media Advertising Agencies
Media Decisions
Total Expenditure
$6,245,130
$10,670,528
Compliance with Public Sector Standards and
Ethical Codes And Human Resource Management
Standards
Human Resource Management Standards:
Lotterywest ensures compliance with the HRM Public
Sector Standards by:
•
Monitoring and analysis (if applicable) of any
breach of standard claims.
•
Review by external auditors.
•
•
Continuous improvement
internal HR section.
Independent
transaction.
review
of
monitoring
each
of
the
recruitment
All means of assessment have indicated Lotterywest is
compliant with the Public Sector Standards in Human
Resource Management.
Compliance with Codes of Ethics and Codes of
Conduct
Lotterywest’s Code of Conduct has been widely
publicised internally including through the Lotterywest
Intranet. Special emphasis is placed on the Code of
Conduct during the induction of new staff.
Special emphasis is placed on
the Code of Conduct during the
induction of new staff.
As a result of additional legislative requirements and the
decision to roll-out an Integrity in the Workplace project in
2005/06, Lotterywest’s Code of Conduct will be reviewed
and revitalised over the coming year. The new Code of
Conduct will provide a framework for ethical decisionmaking in Lotterywest and guidelines based on case
studies for our people to refer to as required.
The most constant and effective means of monitoring
compliance with the Codes of Ethics and Conduct is the
leadership and management by Lotterywest's executive
and line managers.
Public Interest Disclosures
Lotterywest received no Public Interest Disclosure claims
during 2004/05.
Pricing Policies on Outputs
Lotterywest has discretion to adjust the prices of its
products, subject to Ministerial approval. For most
products, price changes are subject also to agreement by
Bloc partners.
Contracts with Senior Officers
At the date of reporting, other than normal contracts of
employment of service, no Board Members or senior
officers, or firms of which Members or senior officers are
members, or entities in which Members or senior officers
have substantial interests, had any interests in existing or
proposed contracts.
Statement of Compliance
Management Act s.31(1)
with
Public
Sector
In the administration of Lotterywest I have complied with
the Public Sector Standards in Human Resource
Management, the Western Australian Public Sector
Code of Ethics and our Code of Conduct as follows:
•
The
Lotterywest’s
Human
Resources
Management Manual has integrated the Public
Sector Standards in relevant sections and is
accessible to all staff via the intranet;
•
The Human Resources Management Manual is
accessible to all staff via the intranet and limited
numbers of hard copies are also available;
•
Each activity involving reference to a Standard is
documented
in
the
Human
Resources
Management Manual while Lotterywest’s Code of
Conduct, which is also included in the manual, is
derived from the Public Sector Standard’s
Commission’s Code of Ethics;
•
The process involved in the application of all
Standards is formally recorded and assessed by
the Manager, Human Resources and Facilities;
•
The Code of Conduct was adopted in 1997
through an extensive staff consultative process
and is reviewed regularly;
•
The Manager, Human Resources monitors
compliance with the Code and staff may report
misconduct through the chain of command or
direct to the Manager, Human Resources ;
•
During 2004/05 Lotterywest received no breach
of standard claims.
During 2004/05 Lotterywest
received no breach of standard
claims.
LEGISLATION IMPACTING ON LOTTERYWEST
The Lotteries Commission, established in 1933, currently
operates under the Lotteries Commission Act 1990 (as
amended) (the Act) and in accordance with the rules and
regulations governing the operation of lottery games. In
April 2003, under the provisions of the Lotteries
Commission Act, the Lotteries Commission adopted the
trading name Lotterywest.
Under the Act Lotterywest
responsibilities and powers;
has
the
following
To conduct lotteries other than continuing lotteries in
the whole or any part of the State;
To conduct games of Lotto;
To conduct Soccer Pools; and
To perform any other function vested in it by the Act.
The last function includes the important role of
distributing funds to eligible organisations in accordance
with the provisions of the Act.
Lotterywest is responsible to the Hon Eric Ripper MLA in
his capacity as the Minister for Government Enterprises.
The Minister appoints a Board of Commissioners (the
Accountable Authority) which is responsible for
overseeing all operations of Lotterywest. One of the
Board’s key responsibilities is to make recommendations,
for the Minister’s approval, concerning the distribution of
funds available to community organisations via
Lotterywest’s Direct Grants programs.
With respect to the proceeds of lottery sales the Act
specifies that:
• a prescribed portion of the proceeds be allocated
to specific State Treasury accounts for hospitals,
sports and the arts.
• a prescribed portion of the proceeds be allocated
and distributed directly to eligible organisations,
local government authorities and not for profit
community groups for benevolent and charitable
purposes. The Act also specifically names as
beneficiaries the University of Western Australia
(for the Perth International Arts Festival) and a
“body corporate” (ScreenWest) for the support of
the Western Australian Commercial Film Industry.
• Any residual funds, after the appropriate provisions
for all remunerations, allowances, expenditures
and expenses, is distributed directly to eligible
organisations.
Ministerial Directives
The Act (Section 74) contains a provision that gives the
Minister the power to direct Lotterywest with respect to its
functions and powers.
No Ministerial directives were received during the
financial year.
In the performance of its functions Lotterywest complies
with the following relevant written laws:
The Lotteries Commission operates under the Lotteries
Commission Act 1990 (WA) and the Lotteries
Commission Regulations 1991 (WA) and in accordance
with the rules and regulations governing the operation of
lottery games including:
• Lotteries Commission (Cash 3) Rules 1998 (WA)
• Lotteries Commission
Regulations 1998 (WA)
(Designated
Authorities)
• Lotteries Commission (Instant Lottery) Rules 1996
(WA)
• Lotteries Commission (OZ Lotto) Rules 1995 (WA)
• Lotteries Commission (Powerball Lotto) Rules 1996
(WA)
• Lotteries Commission (Saturday Lotto) Rules 1996
(WA)
• Lotteries Commission (Soccer Pools) Rules 1996 (WA)
• Lotteries Commission (Super 66) Rules 1996 (WA
• Competition Policy Reform (WA) Act 1996 (WA)
• Copyright Act 1968 (Cwth)
• Corporation Act 2001 (Cwth)
• Criminal Code Act 1913 (WA) and Criminal Code Act
1995 (Cwth)
• Disability Services Act 1993 (Cwth)
• Electoral Act 1907 (WA)
• Electronic Transactions Act 2003 (WA) and Electronic
Transactions Act 1999 (Cwth)
• Equal Opportunity Act 1984 (WA)
• Fair Trading Act 1987 (WA)
• Financial Administration and Audit Act 1985 (WA)
• Freedom of Information Act 1992 (WA)
• Gaming and Betting (Contracts and Securities) Act
1985 (WA)
• Gaming and Wagering Commission Act 1987 (WA)
• Gaming and Wagering Commission
Lotteries Levy) Act 2000 (WA)
(Continuing
• Industrial Relations Act 1979 (WA)
• Limitation Act 1935 (WA)
• Minimum Conditions of Employment Act 1993 (WA)
• Occupational Safety and Health Act 1984 (WA)
• Public Sector Management Act 1994 (WA)
• Public Interest Disclosure Act 2003
• Crime Corruption Commission Act 2004
• Salaries and Allowances Act 1975 (WA)
• Spam Act 2003 (Cwth)
• State Records Act 2000 (WA)
• State Supply Commission Act 1991 (WA)
• Statutory Corporations (Liability of Directors) Act 1996
(WA)
• Superannuation Act 1990 (Cwth)
• Trade Practices Act 1974 (Cwth)
• Trustees Act 1962 (WA)
• Workers’ Compensation and Rehabilitation Act 1981
(WA)
• Workplace Relations Act 1996 (Cwth)
In the financial administration of Lotterywest, we have
complied with the requirements of the Financial
Administration and Audit Act 1985 and other relevant
written law, and exercised controls which provide
reasonable assurance that: the receipt, expenditure and
investment of moneys; the acquisition and disposal of
public property; and incurring of liabilities have been in
accordance with legislative provisions.
At the date of signing, we are not aware of any
circumstances that would render the particulars included
in this statement misleading or inaccurate.
Publications Available to the Public
The following publications, relating to the activities of
Lotterywest, are available to the public from
Lotterywest’s headquarters:
Lotteries Commission Enabling Legislation
Rules governing the operation of lottery games
2003-2005 Strategic Plan
Lotterywest Information Statement
Lotterywest also maintains a web
site for the information of the
public…..
“How to Play” brochures
“Introducing Lotterywest”
Lotterywest also maintains a web site for the information
of
the
public,
this
is
available
at:
www.lotterywest.wa.gov.au and includes information on
our organisation, game results and grants information.
Planning & Business Development
PLANNING & BUSINESS DEVELOPMENT
Our planning and strategy aims are to ensure that
Lotterywest has the structures to operate our business
effectively with the foundations for a sustainable future.
In our endeavour to continuously improve our
effectiveness and efficiency in the use of our resources,
Lotterywest recently completed an organisational
restructure. This resulted in the formation of two new and
distinct, yet related directorates, Strategic and Financial
Management Services; and Business Development.
In our endeavour to continuously
improve our effectiveness and
efficiency in the use of our
resources, Lotterywest recently
completed an organisational
restructure.
The focus of these two business units is to ensure that
the integration of planning and business development
together contribute to a sustainable future for Lotterywest
and includes operations relating to:
• Aligning our planning to the State Strategic Planning
Framework
• Effective collaborative functionality between business
development and planning
• Review and realignment of Strategic and Corporate
Planning, including Lotterywest Business Plan
• The use of Business Intelligence for analysis and
decision-making; including strategy formulation
• Effective resource allocation and utilisation through the
operations of the Project Office
• The monitoring and reporting of Key Performance
Indicators
• The identification of appropriate distribution methods of
lottery products and services.
Future Technological Advancements
Both the central gaming system
and the network of terminals have
exhibited world-class standards of
reliability and integrity and have
met an extremely onerous
availability target of 99.90% of set
trading hours.
Our business, and in particular the operation and
distribution of our lottery games, relies on a sophisticated
and specialised technology platform. A central gaming
system at Lotterywest headquarters is linked online to
lottery terminals in every outlet selling our Lotto products.
This gaming system and our business systems
environment have provided excellent service over the
last year. Both the central gaming system and the
network of terminals have exhibited world-class
standards of reliability and integrity and have met an
extremely onerous availability target of 99.90% of set
trading hours.
This result has been achieved by means of a risk-averse
design philosophy underlying system implementation and
configuration, a high standard of change control and
rigorous operational control processes. Extensive
preventative maintenance programs have extended the
reliability of the terminals while a focus on Retailer
training has reduced the potential for terminal failure due
to inappropriate use.
Despite these achievements it is clear that the
technology environment that has served us well for the
last five years is unlikely to do so for the next five years.
The technology is approaching the end of its inherent
lifetime, and perhaps more importantly, is increasingly
unsuitable to meet the changing requirements of our
business.
Management Information Systems and Enterprise
Resource Planning
In addition to the gaming system, Lotterywest is
exploring the need to update the information technology
architecture which supports our business processes in
the areas of Finance, Human Resources, Workflow,
Management Information Systems, Business Intelligence
Systems and Customer Relationship Management
Systems.
The need to progress to a single consolidated system
which incorporates all of the business to achieve
maximum benefit from our investments in technology
while maintaining data integrity is clearly evident. The
take up of enterprise resource planning systems is
increasing as organisations continue to work towards
enhanced productivity within existing cost restraints. In
response, during the year we began the process of
scoping our technology requirements for the next ten
years. As highlighted earlier in this report, the
implementation of a new technology platform will affect
every part of our business and will be one of the most
challenging projects Lotterywest has ever undertaken.
Consumer expectations for the delivery of our products
and services are changing with an increasing take up of
new technology by our players. For Lotterywest as for
most businesses, this is forcing major changes in
business processes as well as putting pressure on cost
structures through the need to continually invest
significant funds in technology and changing service
delivery models.
….. the implementation of a new
technology platform will affect
every part of our business and
will be one of the most
challenging projects Lotterywest
has ever undertaken.
Product Development
The Australian lottery industry has been regarded as a
mature market now for a number of years with limited
opportunities for growth. The type of product offered
varies minimally in game mechanics (eg lotto style
games with varying sequence and jackpot levels) and the
distribution of products remains primarily through either
kiosk or newsagency based small businesses. The
overall cost of selling our products (advertising and
promoting) continues to increase whilst the level of sales
growth is relatively small.
Early in the new financial year, we will see a relaunch of
the first national Australian Lotto game, OZ Lotto, which
was first launched in 1994. We are confident that these
changes, made in partnership with our Bloc colleagues,
will improve the game and make it more attractive to the
players.
The global gambling industry (particularly casino and
online gambling) has continued to grow rapidly. The
The lottery industry is at a critical
stage in its development, facing
more competition today than at
any time in the industry’s history
lottery industry is at a critical stage in its development,
facing more competition today than at any time in the
industry’s history. Internet gambling, particularly the
harder forms of gambling, casino style gambling, online
poker, and other casino style games have become
increasingly popular.
We will continue to monitor the industry and seek new
and alternative ways to operate our business effectively
and efficiently.
Strategic Planning Framework – Lotterywest makes a
significant contribution to all State Goals
People and
Communities
Community
Financial
Players
&
Retailers
Business
Processes
People and
Knowledge
Giving to the community,
stimulating the economy and
funding community projects
Optimising community funding
through prudent financial
management of revenues and
costs
Meeting the needs of players
through product innovation
and distribution, creating jobs
for West Australians
Environment
9
9
9
9
9
9
9
9
9
Ensuring efficiency, transparency and accountability in
processes and systems
Right leadership, right people, better skills, training
and education in our workforce
Economy
9
9
9
Governance
Regional
9
9
9
9
9
9
9
9
9
The above describes the contribution Lotterywest makes toward the goals and outcomes in the State
Planning Framework.
Each of the 5 components of the Lotterywest Balanced Score Card on the left, is aligned toward the 5
Goals of the State Planning Framework, at the top of the table. 9 indicates a direct contribution to the
goals in the State Planning Framework, while 9 indicates an indirect relationship.
STRATEGIC PLAN 2004/2007 PERFORMANCE MEASURES
COMMUNITY AND CUSTOMER
To achieve our strategic intent, we meet the needs of the community and our customers
PERFORMANCE
INDICATORS
Grant payments
as a % of total
sales
% of adult
population buying
our products
Desired Outcomes
Meeting statutory
and direct
community funding
requirements
2005
2005
Actual
Target
31.07%
30.4%
Lotterywest continues to exceed its target of
providing funds to the community of Western
Australia
82.0%
81.5%
Improved branding, promotional activity and
awareness of lottery products and our role in the
community have contributed to this result
Loyal player base
% satisfied with
Customers highly
service relating to satisfied with service
Grants &
levels
Community
Development
92.9%
90.%
Notes
Lotterywest Grants and Community Development
continue to maintain high levels of client
satisfaction
BUSINESS PROCESS AND INNOVATION
To satisfy our stakeholders and customers, we excel in our business processes
PERFORMANCE
INDICATORS
Desired Outcomes
Innovative and
Total operating
Expenses as a % responsive business
development
of sales
2005
2005
Notes
Actual
Target
6.72%
6.90%
Improved business processes resulted in
reduction of expenses
3.36%
3.22%
Higher than anticipated costs for point of sale
material (linked to the rollout of the new
Lotterywest shopfit) and product marketing and
promotion
99.9%
99.9%
Target Achieved
Marketing and
distribution costs
as a % of sales
Optimal marketing
and distribution of
products and
services
Management
Information
Systems uptime
Secure continuous
and quality
information
technology service
delivery
% agreement
with efficiency of
grant making
process
Effective and
efficient grant
making
92.6%
90.0%
Improvements and enhanced business
processes across Lotterywest contributed to
higher levels of grant making effectiveness
% agreement
with
effectiveness of
grant making
process
Effective and
efficient grant
making
92.4%
90.0%
New and improved business processes to
ensure effective grant making have contributed
to Lotterywest exceeding its target
Annual Report 2005
PEOPLE AND LEARNING
To achieve our strategic intent, we optimise our ability to change and improve
PERFORMANCE
INDICATORS
Staff Turnover
% of payroll
invested in staff
training and
development
Desired Outcomes
2005
2005
Notes
Actual
Target
Outstanding staff
motivated and
engaged with our
business
10%
10%
Target achieved resulting in a balance of new
and experienced staff representing the
organisation
Outstanding staff
motivated and
engaged with our
business
2.72%
3.25%
An increase in project related work limited the
capacity of staff to attend corporate training
activities
FINANCIAL PERFORMANCE
To satisfy our stakeholders, we optimise our financial performance
PERFORMANCE
INDICATORS
Total sales as %
of Household
Disposable
income
Desired Outcomes
Optimise product
sales
Minimise costs of
Total gaming
expenses as a % raising funds
of sales
2005
2005
Notes
Actual
Target
1.36%
1.33%
Higher than expected sales result contributed to
this slightly favourable performance
6.01%
6.16%
Retailer first initiative aimed at improving support
to the network and improved business processes
resulted in reduction of expenses
OUTPUT SUMMARY TABLES
Outcome Number 1 – Lottery
2005
Actual
2005
Target
Explanation of Significant Variation between Actual and
Target
Quantity
Total Product Sales
$520.11M
Lotterywest continues to increase sales and thereby
$510.49M provide additional funding to the community of Western
Australia.
Quality
Access to products
Adult population per terminal
(country )
Adult population per terminal
(metro)
Access to product information
(average hours available per
week)
2,784
2,749
Result is within normal measurement tolerances
1,743
1.720
Result is within normal measurement tolerances
Office Hours
86 hrs
86 hrs
Target Achieved
Telephone Results
168 hrs
168hrs
Target Achieved
Internet
168 hrs
168 hrs
Target Achieved
99.9%
99.9%
Despite external factors, such as interruptions to power
supply, Lotterywest was able to maintain the gaming
system at the targeted levels
42.5 hrs
42.5 hrs
Despite external factors Lotterywest was able to meet
targeted trading hours per week.
$0.71
$0.71
Gaming System availability
Timeliness
Trading hours per week
Cost
Total Cost of gaming operations
(including prize liability) per $ of
total product sales
Improved efficiencies and enhanced business processes
helped meet this cost target.
Annual Report 2005
Outcome Number 2 – Community Funding
Outcome:
Output:
Output Description:
Lotterywest is required to provide funding to specific Government departments and to a
wide range of community groups to enable them to achieve their outcomes for the Government and the community.
Community funding allocations.
Provide funding to specific Treasury accounts (as defined in the Act) and promote, identify, assess and distribute funds to eligible organisations for approved purposes in accordance with the Act.
Community Funding
2005
Actual
2005
Target
Explanation of Significant Variation between Achievement
and Target
Quantity
Total Funding
- Health, Arts & Sports (as
$97.64 M
specified in the Act)
- Direct Grants (including grants
to UWA Perth International Arts $63.96 M
Festival and ScreenWest)
$95.74M
$59.60M
Lotterywest was able to increase funding to its statutory
recipients and exceed the target as a result of better than
forecast sales for the year.
Lotterywest was able to provide more grant funding to the
community of Western Australia and exceed its target due
to higher product sales than forecast.
Quality
Access to Information (average
hours available per week)
- Office Hours per week
42.5 hrs
42.5 hrs
Target achieved
- Internet per week
168 hrs
168 hrs
Target achieved
87.0%
80.0%
Increased efficiencies and business processes in
processing grants, contributed to the improved result in this
area.
5.69%
6.34%
The decrease in costs associated with administering grants
is primarily due to efficiencies in grant administration and
an increase in grants approved
Timeliness
% of general direct grant
applications* assessed within 3
month of acceptance
Cost
Grants administration costs as %
of Total $ of grants assessed
Annual Report 2005
Key Performance Indicators (Audited)
Key Performance Indicators are provided for both outcomes of Lotterywest as follows:
To provide the public of Western Australia with a range of lottery products (consistent with the
Government’s gaming policy) in order to meet their need for this form of entertainment; and
To provide funding to bodies prescribed in the Lotteries Commission Act 1990 (as amended) to enable
them to achieve their outcomes for the benefit of the Western Australian community.
In accordance with Treasurer’s Instruction 904, these indicators have been selected as fulfilling the
required qualitative characteristics; relevance, appropriateness, verifiability, freedom from bias and
quantifiability. The indicators are supported by explanatory notes where necessary.
Two distinct types of indicators are identified:
Effectiveness indicators - measure the extent to which outcomes are achieved; and
Efficiency indicators - compare resources input against resulting outputs.
The inputs to Lotterywest performance indicators are generally resources, however in measuring the
performance of the community funding function the inputs include lottery product revenues, which is
an output from selling lotteries products.
The resources used by Lotterywest are the expenses incurred in raising revenue (selling lotteries
products) and distributing funds (the community funding function).
The outputs of Lotterywest are the provision of lotteries products (measured as sales revenues) and
the provision of funds to the community of Western Australia. These are also shown in the Output
Summary Tables of this Report.
Lotterywest uses population figures provided by the Australian Bureau of Statistics (ABS) in
calculating its performance indicators. The total population of Western Australia is used for
Community Funding Indicators as all Western Australians obtain benefit from the community funding
grants programs. Conversely, only the adult population figures are used for Lottery Product Indicators
as only adults are permitted to purchase lotteries products.
Annual Report 2005
PERFORMANCE INDICATOR TABLES
Community Funding Indicators
Note
s
2005
Actual
2005
Target
2004
2003
2002
2001
Effectiveness
Total Approved Funding per
Capita
a,b,
$81.23
$77.53
$77.12
$73.97
$70.11
$71.39
c
31.29%
30.43%
30.19%
29.55%
29.81%
29.88%
d
$2.27
$2.33
$2.34
$2.42
$2.43
$2.44
Efficiency
Total Approved Funding as %
of Sales
Total Costs per $ of Approved
Funding
Lottery Product Indicators
2005
Actual
2005
Target
2004
2003
2002
2001
a,e,
$332.81
$326.65
$327.50
321.03
302.82
308.84
f
36.05%
36.05%
36.20%
35.25%
34.23%
33.83%
g
6.01%
6.16%
6.20%
6.01%
6.10%
5.98%
2005
Target
2004
2003
2002
2001
Notes
Effectiveness
Total Sales per Adult
Trading Profit as a % of Sales
Efficiency
Gaming Expenses as a % of
Sales
Base Data
2005
Actual
Total Population (M)
2.0036
2.0036
1.9770
1.9608
1.9334
1.9056
Adult Population (M)
Total Funding excluding write backs
($M)
Sales ($M)
Costs ($M) *
Trading Profit ($M) *
1.5628
1.5628
1.5420
1.5290
1.5015
1.4740
162.74
155.34
152.47
145.03
135.56
136.04
520.10
369.11
187.50
510.49
361.69
184.02
505.01
356.80
182.80
490.85
350.41
173.06
454.69
329.79
155.69
455.24
331.38
154.03
31.26
31.43
31.33
29.52
27.75
27.21
Gaming Expenses ($M)
* For the purpose of these Indicators, Goods and Services Tax has been excluded from Costs and Trading Profit calculations.
(a)
Base data population figures are sourced from the Australian Bureau of Statistics publication - ABS
POPULATION PROJECTIONS 3222.0 2002 TO 2101.
b) This measure relates to Lotterywest’s Statement of Intent “to provide funds and support to the
community of Western Australia…”
The favourable sales result for 2005 of $520.10M enabled the indicator target to be exceeded and the
return of $162.74M (excluding write backs) to the WA community; an increase of $10.27M from
2003/04.
(c) This measure shows the efficiency of Lotterywest in converting its sales revenue to community
funding. This year Lotterywest was able to approve 31.29% of sales as funding for the community,
well above the target of 30.43%. This target is also in excess of the Act governing the Lotteries
Commission that calculates that approximately 27.5% of sales must be returned in funding to the
Western Australian community.
(d) This measure shows the extent to which Lotterywest has maximised community funding allocations
and contained growth in expenditure. Total costs include prizes, retailer’s commissions, gaming
expenses and grants administration expenses.
Despite the expensing of costs associated with the redesign of Lotterywest retail outlets, this
performance measure and favourable to target result has continued to improve as a consequence of
enhanced processing efficiencies across all areas of operations and cost containment.
(e) This measure shows the effectiveness of Lotterywest in promoting and communicating its product
message to the adult population and the subsequent attractiveness of the Lotterywest’s products to
the players. Note: adult population refers to the number of Western Australians of 16 years and over.
This age group is permitted, by the Act, to purchase Lotterywest’s products
The record sales result of $520.11 million is $15.10 million greater than last year and $9.60 million
above the 2004/05 sales target. This performance contributed to the favourable to target result. The
national games of Saturday Lotto, Oz Lotto and Powerball combined provided 82% of total sales
revenue. The other major contributor was Scratch’n’Win which provided 16% of total sales revenue
while the games of Super 66, Soccer Pools and Cash 3 contributed 2%.
(f) This measure shows the effectiveness of Lotterywest in generating surpluses from sales revenues.
Trading profit is total sales revenue from lottery products less prizes and retailers’ commissions paid.
Goods and Services Tax has been excluded from the calculations of these indicators. The surpluses
are then available for distribution to the community subsequent to the deduction of the Lotterywest’s
operating costs and making appropriate provisions for future capital expenditures. Performance was in
line with target.
(g) This indicator shows the rate at which Lotterywest expenses funds in generating sales revenues.
Gaming expenses are the total operating expenses excluding grants administration expenses and the
carrying amount of non-current assets disposed of during the year.
The favourable to target result of 6.01% was largely the result of cost containment and enhanced
processing efficiencies.
Annual Report 2005
Statement of Financial Performance
For the year ended 30 June 2005
Revenue from Ordinary Activities
Revenue from Operating activities
Trading Profit
Interest
Forfeited Prizes
Retailer Fees
Player Registration Service Fee
Revenue from non-operating activities
Proceeds from Disposal of Non-Current Assets
Other Revenue from Ordinary Activities
Notes
2005
$000
2004
$000
2
3
4
5
166,708
11,028
4,849
2,778
595
162,618
9,119
5,270
2,496
727
6
7
1,803
234
0
112
187,995
180,342
1,144
5,480
5,551
1,567
12,367
5,136
19
1,039
6,246
5,539
2,005
12,522
3,916
34
31,264
31,301
Total Revenue from Ordinary Activities
Expenses from Ordinary Activities
Expenses from Lotteries Operations
Building & Facility Management
Corporate Management
Gaming System Management
Non-Gaming System Management
Product Management
Retail Network Management
Carrying amount of non-current assets disposed of
9
10
11
12
13
14
Total expenses from Lotteries Operations
Expenses from Grants & Community Development
Expenses from Grant & Community Development
6
16
1,536
3,706
0
3,278
Total Expenses after Grants & Community Development Expenses
Community Funding
17
36,506
161,604
34,579
151,256
198,110
185,835
Total Expenses from Ordinary Activities
Loss from ordinary activities before grants ands subsidies
from State Government
18
(10,115)
(5,493)
Grant and subsidies from State Government
18
20,801
20,172
10,686
14,679
725
725
0
0
11,411
14,679
Net Profit
Net increase in asset revaluation reserve
Total revenues, expenses and valuation adjustments recognised directly in equity
TOTAL CHANGES IN EQUITY
26
Other than those resulting from transactions with WA State Government as owners
The Statement of Financial Performance should be read in conjunction with the accompanying notes.
Lotterywest Annual Report 2005
71 of 109
Statement of Financial Position
As at 30 June 2005
Current Assets
Cash at Bank
Receivables
Inventories
Other Financial Assets
Notes
2005
$000
2004
$000
28
21
20
19
4,961
11,871
1,205
139,786
4,880
24,155
865
132,683
157,823
162,583
17,654
3,781
22,000
20,133
3,396
12,000
43,435
35,529
201,258
198,112
13,273
70,526
4,994
3,220
13,748
27,703
64,856
6,296
3,155
12,266
105,761
114,276
1,068
818
106,829
115,094
94,429
83,018
1,086
93,343
598
82,420
94,429
83,018
Total Current Assets
Non-Current Assets
Property, Plant & Equipment
Work in Progress
Other Financial Assets
23
22
19
Total Non-Current Assets
Total Assets
Current Liabilities
Payables
Prizes
Community Funding
Other
Sales in Advance
Provisions
Total Current Liabilities
Non-Current Liabilities
Provisions
24
24
24
25
25
Total Liabilities
Net Assets
Equity
Revaluation Reserve
Retained Profits
26
26
Total Equity
Statement of Cash Flows
2005
$000
2004
$000
529,066
10,703
530
511,471
8,887
363
(335,108)
(32,032)
(57,230)
(12,026)
(9,389)
(316,733)
(32,714)
(48,045)
(11,658)
(9,293)
Net Cash Provided by Operating Activities
94,514
102,278
Cash Flows from Investing Activities
Purchase of Non-Current Assets
Proceeds from sales of Non-Current Assets
Sale/(Purchase) of Investments
(1,315)
1,803
6,992
(1,582)
0
3,000
7,480
1,418
Cash Flows (to)/from State Government
GST reimbursements
Payments to Consolidated Fund
20,885
(98,703)
20,003
(93,810)
Net Cash Provided by State Government
(77,818)
(73,807)
24,176
29,889
120,571
90,682
144,747
120,571
Notes
Cash Flows from Operating Activities
Receipts
Sale of Goods & Services
Interest Received
GST Receipts on Sales
Payments
Prizes and Retailers’ Commissions
Suppliers and Employees
Community Funding
GST Payments on Purchases
GST payments to Taxation Authority
Net Cash Provided by Investing Activities
Net Increase in Cash Held
Cash Assets at beginning of Financial Year
Cash Assets at end of Financial Year
28
73 of 109
Notes to Financial Statements
1.
Significant Accounting Policies
The following accounting policies have been adopted in the preparation of the financial statements. Unless otherwise stated these
policies are consistent with those adopted in the previous year.
General Statement
The financial statements constitute a general purpose financial report which has been prepared in accordance with Australian
Accounting Standards, Statement of Accounting Concepts and other authorised pronouncements of the Australian Accounting
Standards Board, and Urgent Issues Group (UIG) Consensus views as applied by the State Treasurer’s Instructions. Several of these
are modified by the Treasurer’s Instructions to vary application, disclosure, format and wording. The Financial Administration and
Audit Act and the Treasurer’s Instructions are legislative provisions governing the preparation of financial statements and take
precedence over Australian Accounting Standards, Statement of Accounting concepts and other authorised pronouncements of the
Australian Accounting Standards Board and UIG Consensus views.
The modifications are intended to fulfil the requirements of general application to the public sector together with the need for
greater disclosure and also to satisfy accountability requirements.
If any such modification has a material or significant financial effect upon the reported results, details of that modification and, where
practicable, the resulting financial effect, are disclosed in individual notes to these financial statements.
Basis of Accounting
The financial statements have been prepared on the accrual basis of accounting using the historical cost convention, with the
exception of certain non-current assets which, subsequent to initial recognition, have been measured on the fair value basis in
accordance with the option under AASB 1041(5.1) (see notes 1(e) and 22).
a)
Revenue recognition
Sales revenue representing gross sales of all games of Lotto, Cash 3, Soccer Pools and Super 66, is recorded as at the date of
the respective draw. Sales of instant lottery tickets are recorded when books of tickets are issued to Retailers. However, this
policy changed on 23 May 2005 for Instant lottery tickets where sales are recognised when books of tickets are activated. The
reason is to closer allign revenue recognition to the point of sale activity.
Interest from investment is recognised at the amount due and receivable at year end.
b)
Acquisitions of Assets
The cost method of accounting is used for all acquisitions of assets. Cost is measured as the fair value of the assets given up or
liabilities undertaken at the date of acquisition plus incidental costs directly attributable to the acquisitions.
Assets acquired at no cost or for nominal consideration are initially recognised at their fair value at the date of acquisition.
c)
Depreciation of non-current assets
All non-current assets having a limited useful life are systematically depreciated over their useful lives in a manner which reflects
the consumption of their future economic benefits.
Depreciation is provided on the straight-line basis, using rates which are reviewed annually. Useful lives for each class of
depreciable asset are:
Buildings (excluding Land)
Equipment and Fittings
Computer Equipment
Computer Software
50 years
5 to 10 years
5 to 8 years
5 to 8 years
Works of art owned by Lotteries Commission are anticipated to have very long and indeterminate useful lives. Their service
potential has not, in any material sense, been consumed during the reporting period. Consequently, no amount for depreciation
has been recognised in respect of these assets.
d)
Work in Progress
No depreciation is provided during construction of Assets or on holding costs of Community Projects that are subsequently
transferred as a direct grant.
Costs associated with assets under development for use by Lotteries Commission are recognised as work in progress. Once
completed, the assets are transferred to the appropriate asset account and are depreciated or amortised, as appropriate.
e)
Revaluation of Property, Plant and Equipment
With the introduction of AASB 1041, Lotteries Commission agreed on a policy of valuing property and works of art at fair
value, with all other assets being valued at cost. The annual revaluations of Lotteries Commission’s property undertaken by the
Department of Land Information (valuation service) are recognised in the financial statements if they differ materially from the
carrying value.
f)
Leases
Lotteries Commission has a whole of government operating lease arrangement for motor vehicles, where the lessors retain
effectively all of the risks and benefits incident to the ownership of the leased vehicles. Equal instalments of the lease payments
are charged to the Statement of Financial Performance over the lease term, as this is representative of the pattern of benefits to
be derived from the leased vehicles.
g)
Inventories
Inventories are valued, on the first-in first-out basis, at the lower of cost or net realisable value.
h)
Receivables
Accounts receivable are recognised at their face value as they are generally due for settlement no more than thirty days from
the date of recognition.
The extent to which receivables are expected to be collectable is reviewed on an ongoing basis. Debts, which are known to be
uncollectable, are written off. A provision for doubtful debts is raised when some doubt exists as to collection.
i)
Investments
Investments are brought to account at cost. If there is a permanent diminution in the value of investments, a provision for
diminution is made.
j)
Net Fair Values of Financial Assets and Liabilities
Financial instruments traded in an organised financial market (traded securities) are valued on the basis of current quoted
market value.
Monetary financial assets and liabilities not traded in an organised financial market are valued on the cost basis of carrying
amounts of receivables, payables and accruals (which approximates net market value).
k)
Payables
Payables, including amounts not yet billed, are recognised when Lotterywest becomes obliged to make future payments as
a result of a purchase of assets or services. Other than payables in respect of prizes and grants (see 1(l) and 1(m)), settlement
generally occurs within 30 days.
l)
Prizes
Division 1 prizes are paid two weeks after the date of the draw, subject to claim. The majority of other prizes are claimed and
paid within a few days of the draw taking place.
Revenues and prize liabilities are recognised by draw for Lotto, Super 66, Cash 3 and Soccer Pools and by shipment to Retailers
for instant lotteries.
75 of 109
m) Grants to Eligible Organisations
Grants are recognised when approved by the Minister. Unconditional grants are paid in full within days of the Minister’s approval.
Conditional grants are paid as and when conditions are fulfilled.
If a grant is refunded but it is expected that it will be reissued, the amount is credited to the grant liability, otherwise the amount is
written back.
When a grant is written back regardless of when it was approved, it is treated as a reduction of the current year’s grant expenditure.
n)
Employee Benefits
Annual Leave
This benefit is recognised at current remuneration rates plus on costs and is measured at the amount unpaid at the reporting date
in respect to employees’ service up to that date.
Long Service Leave
A liability for long service leave is recognised, after three years’ service, and is measured at current remuneration rates plus on
costs, but taking account of any expected future pay increases.
Superannuation
Staff may contribute to the Pension Scheme, a defined benefits pension scheme now closed to new members, or to the
Gold state Superannuation Scheme, a defined benefit lump sum scheme now also closed to new members. All staff who do
not contribute to either of these schemes become non-contributory members of the West State Superannuation Scheme, an
accumulation fund. The Lotteries Commission contributes to this accumulation fund in compliance with the Commonwealth
Government’s Superannuation Guatantee (Administration) Act 1992. All of these schemes are administered by the Government
Employees Superannuation Board (GESB).
The Pension Scheme and the pre-transfer for employees who transferred to the Gold State Superannuation Scheme are unfunded
and the liability for future payments are provided for at reporting date.
The liabilities for superannuation charges under the Gold State Superannuation Scheme and West State Superannuation are
extinguished by payment of Lotteries Commission contributions to the GESB.
The note disclosure required by paragraph 6.10 of AASB 1028 (being Lotteries Commission’s share of the difference between
employees’ accrued superannuation benefits and the attributable net market value of plan assets) has not been provided. State
scheme deficiencies are recognised by the State in its whole of government reporting. The GESB’s records are not structured to
provide the information for Lotteries Commission. Accordingly, deriving the information for Lotteries Commission is impractical
under current arrangements, and thus any benefits thereof would be exceeded by the cost of obtaining the information.
Employee benefit on-costs
Associated payroll and worker compensation insurance on costs were included in the determination of the provisions.
o)
Accrued Salaries
Accrued salaries represent the amount due to staff but unpaid at the end of the financial year and are normally included in other
creditors and accruals.
p)
Resources received free of charge or for nominal value
Resources received free of charge or for nominal value which can be measured reliably, are recognised as revenues and as assets
or expenses, as appropriate, at fair value.
q)
Foreign Currency Translation and Hedges
Transactions denominated in a foreign currency are translated at the rates in existence at the dates of the transactions. Foreign
currency receivables and payables at reporting date are translated at exchange rates current at reporting dates. Exchange gains
and losses (if any) are brought to account in determining the result for the year.
r)
Comparative figures
Comparative figures are, where appropriate, reclassified so as to be comparable with the figures presented in the current
financial year.
s)
Rounding
Amounts in the financial statements have been rounded to the nearest thousand dollars, or in certain cases, to the
nearest dollar.
t)
Retailer Interest Free Loans
Under the terms and conditions of the Lotteries Commission Shopfit project, Retailers may apply for an interest free loan to
assist in the undertaking of required works. These loans are managed through the Commonwealth Bank with interest being paid
by Lotteries Commission.
u)
Disclosing the Impact of Adopting Australian Equivalents to International Financial Reporting Standards (AIFRS).
A working group has been established to oversee Lotteries Commission’s readiness for implementation of IFRS. The working
group comprises of senior finance staff members who are responsible for the financial reporting and development of accounting
policies in compliance with the Australian Accounting Standards. The working group provides progressive reports to the
Director, Corporate and Financial Services and the Audit Committee.
Training has also been provided to the working group by attending the IFRS seminars conducted by the professional
Accounting firms and the Department of Treasury and Finance.
There are no significant impacts to Lotteries Commission’s financial reporting and changes to accounting policies in regard to
the adoption of ‘Australian equivalents to International Financial Reporting Standards’. The following are a summary of some of
the changes that are required as a result of the adoption of the ‘International Financial Reporting Standards’.




AASB 1 – First-time Adoption of Australian Equivalent to International Financial Reporting Standards
This requires preparation of an opening Balance Sheet at 1 July 2004 and also disclosure of 2004/05 financial report
comparatives.
AASB 102 – Inventories
This requires a new class, ‘inventories held for distribution’. This applies to inventories held for distribution to
Lotterywest Retailers.
AASB 116 – Property, Plant and Equipment
This requires Property to be measured at fair value. Currently, all Lotteries Commission properties are stated at fair value.
AASB 119 – Employee Benefits
Currently, Lotteries Commission only provides annual leave and long service leave for employees. Although the standard
requires employee benefits to include sick leave and other non-monetary benefits that are payable 12 months or more after
the end of the reporting period. However, these benefits are immaterial in value based on historic records. The change also
includes the measurement of employee benefit liabilities which must be stated at present value.
The employees’ on costs (payroll tax and workers’ compensation insurance) will now be classified under other provisions
instead of provision for employees’ benefits.
Management have reviewed the quantitative impacts using their best estimates available at the time of preparing the 30 June
2005 financial statements. From its review, it is anticipated that there are no significant impacts on the Lotteries Commission’s
financial statements for adopting AIFRS. However, this may change in circumstances where the accounting standards and /or
interpretations applicable to the first AIFRS financial statements are amended or revised.
77 of 109
2.
2005
$000
2004
$000
426,680
81,977
4,036
5,870
1,545
412,452
81,773
4,143
5,335
1,306
520,108
505,009
17,336
2,981
147
263
74
16,742
2,969
151
247
63
20,801
20,172
235,983
49,186
2,422
3,039
724
228,319
48,260
2,486
2,675
612
291,354
282,352
33,900
6,549
283
411
102
32,584
6,533
291
373
86
41,245
39,867
166,708
162,618
Trading Profit
Trading profit is derived from gross sales less prizes and Retailer commissions as follows:
Sales
Lotto
Scratch’n’Win
Super 66
Cash 3
Soccer Pools
Less Goods and Services Tax
Lotto
Scratch’n’Win
Super 66
Cash 3
Soccer Pools
Less Prizes
Lotto
Scratch’n’Win
Super 66
Cash 3
Soccer Pools
Less Retailers’ Commission
Lotto
Scratch’n’Win
Super 66
Cash 3
Soccer Pools
Trading Profit
Allocation of prize monies represents approximately 60% of sales net of commissions, except for Soccer Pools for which the allocation
is not less than 50% of sales net of commissions and Cash 3 for which the liability depends on the number of winners per game and
averaged 51.8% for the year (50.1% in 2003/2004).
The prize pool is supplemented from time to time by additional prizes, the values of which are included in the totals above.
Retailers are paid a commission for the sale of all products and Player Registration Service (PRS) subscriptions. PRS commission is
deducted from reported PRS sales (see note 5).
3.
Forfeited Prizes
The Lotteries Commission Act 1990 (as amended) provides for the following forfeiture rules:
Instant lotteries – 12 months after the last issue of tickets in an individual game
Other products – 12 months from the date of the draw.
4.
Retailer Fees
Retailer fees and charges are listed in the Schedule of fees and charges, Section 9 of ‘Just the Ticket –
Retail Standards & Procedures Manual’.
Service fee
Telecommunication fee
Licence application fee
Administration fee
5.
2004
$000
1,483
1,094
180
21
1,283
1,089
102
22
2,778
2,496
Lotterywest’s Player Registration Service allows players to register with the Lotterywest and have their unclaimed prizes (other than
for instant lotteries) remitted to them five weeks after the relevant draw. The service fee to players is $10 per five year membership
(from August 2003).
2005
2004
$000
$000
Sales
Less Retailers’ Commission
6.
2005
$000
Net Profit or Loss on Disposal of Non-Current Assets
Profit from disposals of property
Loss from disposals of computer equipment
644
(49)
787
(60)
595
727
2005
$000
2004
$000
264
(16)
0
(34)
248
(34)
79 of 109
7.
Other revenue comprises Lotto results hotline income fees, grant refund,
insurance claims and other miscellaneous income.
2005
$000
2004
$000
86
35
95
13
5
87
2
0
7
16
234
112
2005
$000
2004
$000
80
79
Building and Facility Management
2005
$000
2004
$000
Building Management
Building Facility – Depreciation
Motor Vehicle Fleet Management
Staff Costs
Communication Costs
Overhead Allocation to Grants & Community Development
648
171
161
148
155
(139)
465
272
170
126
171
(131)
1,144
1,073
2005
$000
2004
$000
374
76
731
0
0
31
4,807
658
94
(1,291)
367
71
699
1,859
17
30
4,242
0
55
(1,094)
5,480
6,246
Lotto results hotline fee
Insurance claims
Grant refund
Resources received free of charge
Sundry
8.
Remuneration of Auditor
The total fees paid or due and payable to the Auditor General
for the financial year is as follows:
Auditing the accounts
9.
10. Corporate Management
Administration & Support
Compliance & Corporate
Corporate Identity / Image / PR
External Reporting
Investments
Staff Costs
Corporate Communication
Other
11. Gaming System Management
Backup Computer Site
Gaming Telecommunications
Gaming Software
Primary System - Gaming
Secondary System - Gaming
Primary System - Depreciation
Staff Costs
12. Non-Gaming System Management
Database & System Development
LAN / PC’s / Peripherals – Hardware & Software
LAN / PC’s / Peripherals – Depreciation
Players Registration Service
Staff Costs
Website
Other
13. Product Management
These expenses relate to the production, promotion
and distribution of Lotterywest products:
Advertising – Media
Advertising – Production
Bloc Liaison
Research
Results / Draws
Scratch’n’Win Tickets
Staff Costs
Other
2005
$000
2004
$000
89
1,314
681
85
65
1,993
1,324
86
1,361
721
99
86
2,231
955
5,551
5,539
2005
$000
2004
$000
47
42
570
164
812
18
292
(378)
420
184
680
127
931
31
1
(369)
1,567
2,005
2005
$000
2004
$000
6,092
2,025
187
330
143
2,540
679
371
5,270
3,451
132
391
144
2,143
662
329
12,367
12,522
81 of 109
14. Retail Network Management
These expenses relate to the management and support of our
network of 480 retail outlets.
Point of Sale
Retailers’ Network
Retailer’s Shopfit
Staff Costs
Terminal Gaming
Point of Sale – Depreciation
15. Depreciation
Property
Equipment and Fittings
Computer Equipment & Software
Charged to Building & Facility Management
Charged to Gaming & Non-Gaming System Management
Charged to Retail Network Management
Charged to Grants & Community Development
2005
$000
2004
$000
149
845
678
2,481
925
58
46
806
0
2,127
798
139
5,136
3,916
2005
$000
2004
$000
146
259
2,563
127
312
2,911
2,968
3,350
324
2,563
58
23
272
2,911
139
28
2,968
3,350
16. Grants and Community Development
These expenses are salaries and other costs associated with the distribution of lottery funds (as prescribed by the
Lotteries Commission Act 1990) as direct grants to eligible organisations. They are separated from other operating expenses
in order that the financial performance is readily comparable with that of other lottery jurisdictions where the distribution of
funds is an external function.
2005
$000
Funding Operations & Administration
Marketing – Grants & Community Development
Staff Costs
Lotteries Houses – Depreciation
Overhead Allocation from Other Activities
2004
$000
37
14
1,824
23
1,808
47
41
1,568
28
1,594
3,706
3,278
17. Community Funding
The Act provides for the following allocations from net subscriptions of all products:
Statutory
40% to the Hospital Fund (State Treasury);
5% to the Arts Lotteries Account (State Treasury);
5% to the Sports Lotteries Account (State Treasury);
Direct
12.5% to eligible organisations for charitable or benevolent purposes and up to 5% in total for the Perth International Arts Festival
and the Western Australian commercial film industry. Any remaining surplus from Lotterywest’s operations is also available for
distribution as direct grants.
2005
2004
$000
$000
Hospital Fund
Arts Lotteries Account
Sports Lotteries Account
Direct Grants
Less Grants Written Back
Total per Statement of Financial Performance
78,113
9,764
9,764
65,102
(1,139)
76,253
9,532
9,532
57,152
(1,213)
161,604
151,256
18. Goods and Services Tax
The Goods and Services Tax (GST) is not applied to the consumption of gambling services. It is however, applied to the operators’
margin defined as the subscription (wagering less sales commission) less the amount of prizes. Accordingly the State provides
reimbursement to gambling operators (including Lotteries) for GST paid on the operators’ margin. Lotteries Commission applies the
reimbursement to maintain the level of community funding.
The GST paid on the operator’s margin is disclosed as a cost of producing trading profit (see note 2). Treasurers’ Instruction 1102,
however, requires the reimbursement to the GST to be disclosed as a grant from the State Government rather than offset against
the cost to which it applies.
83 of 109
19. Other Financial Assets
Lotteries Commission’s investment guidelines conform with the Financial Administration
and Audit Act 1985 and the Trustees Act 1962 (as amended).
Current Investments (maturity less than 1yr)
Floating Rate Notes (at cost)
Short Term Products (at cost)
Non-Current Investments (maturity greater than 1yr)
Floating Rate Notes (at cost)
Interest Linked (at cost)
20. Inverntories
Scratch’n’Win Tickets (at cost)
Point of Sale Material (at cost)
Printing & Stationery (at cost)
21. Receivables
Trade Debtors
GST Receivable
Accrued Interest
Other Debtors & Prepayments
22. Work in Progress
Lotteries House (Gosnells)
Lotteries House (Other)
Plant & Equipment (at cost)
2005
$000
2004
$000
2,000
137,786
16,992
115,691
139,786
132,683
17,000
5,000
7,000
5,000
22,000
12,000
2005
$000
2004
$000
928
254
23
609
234
22
1,205
865
2005
$000
2004
$000
2,406
1,613
1,386
6,466
7,706
1,850
1,061
13,538
11,871
24,155
2005
$000
2004
$000
3,426
0
355
2,915
92
389
3,781
3,396
23. Property, Plant and Equipment
Land at Fair Value
(a)
Buildings at Fair Value
Less Accumulated Depreciation
Equipment & Fittings (Works of Art) at Fair Value
Equipment & Fittings at Cost
Computer Equipment & Software at Cost
Total Net Book Value of Property, Plant & Equipment
a)
2005
$000
2004
$000
2,208
2,288
4,517
0
6,028
(726)
4,517
5,302
195
195
5,850
(4,202)
5,627
(3,942)
1,648
1,685
29,67
(20,584)
29,054
(18,391)
9,086
10,663
17,654
20,133
All land and buildings were revalued in accordance with an independent valuation report dated 1 July 2004 provided by the
Department of Land Information (Valuation Services). Fair value has been determined on the basis of current market buying
values. The increment arising from the valuations have been credited to the Asset Revaluation Reserve accounts in accordance
with the AASB 1041.
Reconciliations
Reconciliations of the carrying amounts of property, plant and equipment at the beginning and end of the current and previous
financial years are set out below:
Land
Buildings
Equipment
& Fittings
2005
$000
2005
$000
2005
$000
Computer
Equipment &
Software
2005
$000
Carrying Amount at Start of Year
Additions
Revaluation
Disposals
Depreciation
Depreciation on Disposals/Revaluation
2,288
0
450
(530)
0
0
5,302
94
(191)
(1,413)
(146)
871
1,880
223
0
0
(260)
0
10,663
999
0
(389)
(2,563)
376
Carrying Amount at End of Year
2,208
4,517
1,843
9,086
85 of 109
24. Payables
Prizes
Unclaimed Prizes in Current Year
Community Funding
Hospital Fund
Arts Lotteries Account
Sports Lotteries Account
Direct Grants
Other
Trade Creditors
Other Creditors & Accruals
25. Provisions
Current
Annual Leave
Long Service Leave
Bonus Prizes
Non-Current
Long Service Leave
Superannuation Entitlements
(a)
(b)
Total Provisions
2005
$000
2004
$000
13,273
27,703
13,273
27,703
1,251
1,011
1,011
67,253
2,139
1,098
1,098
60,521
70,526
64,856
2.809
2,185
3,904
2,392
4,994
6,296
2005
$000
2004
$000
1,032
801
11,915
824
833
10,609
13,748
12,266
701
367
679
139
1,068
818
14,816
13,084
(a) Provision for Bonus Prizes consists of amounts set aside for future bonus draws to promote sales.
(b) The liability for superannuation entitlements has been established from data supplied by the Government Employees
Superannuation Board.
Lotterywest considers the carrying amounts of employee entitlements approximate the net fair value.
Employee Benefit Liabilities
The aggregate benefit liability recognised and included in the financial statement is as follows:
Provision for employee benefits:
1,833
1,068
1,657
818
2,901
2,475
2005
$000
2004
$000
598
(237)
449
276
598
0
0
0
1,086
598
82,420
237
67,741
0
Net Profit for the Year
10,686
14,679
Closing Balance
93,343
82,420
Current
Non-current
26 Equity
Revaluation Reserve
Opening Balance
Transfer to Retained Earnings
Revaluation increment – Land
– Building
Retained Earnings
Opening Balance
Transfer from Reserve
(a)
(a) This relates to the revaluation reserve on plant, equipment and fittings created in prior years. This reserve is more
appropriately treated as retained earnings.
27. Commitments for Expenditure
Expenditure Commitments
Lotteries House (Gosnells)
Cancellable Operating Lease Commitments
Not later than one year
Later than one year but not later than five years
Total Commitments
2005
$000
2004
$000
0
975
74
44
75
25
118
100
118
1,075
(a)
(a) These amounts were provided by the Department of Treasury and Finance and relate to Lotteries Commission’s motor
vehicle lease arrangements which operate under the State Fleet Funding Facility contract. Lotterywest leases are generally
for two or three year periods. It is likely that Lotteries Commission’s current leasing arrangements will continue, however, no
commitment is included for later lease renewals.
87 of 109
28. Notes to the Statement of Cash Flow
Reconciliation of Cash
For the purposes of the Statement of Cash Flows, cash assets includes cash on hand and in banks. Cash assets are cash and cash
equivalents which include money market deposits that have a maturity of 3 months or less from the date of acquisition. Cash at
the end of the financial year as shown in the Statement of Cash Flows is reconciled to related items in the Statement of Financial
Position as follows:
2005
2004
$000
$000
Cash Assets
Cash at Bank
Cash on Hand
4,798
163
4,740
140
Total Cash at Bank and on Hand
Other Financial Assets – Current
4,961
139,786
4,880
115,691
Total Per Statement of Cash Flow
144,747
120,571
Non-cash Financing and Investing Activities
During the financial year, there were no assets/liabilities transferred/assumed from other government agencies not reflected in the
Statement of Cash Flows.
Reconciliation of Profit from Ordinary Activities to Net Cash Flows
provided by Operating Activities
Profit from ordinary activities
Non-cash items
Depreciation
Forfeited Prizes
Net (Gain)/Loss on Disposal of Non-Current Assets
(Increase)/decrease in assets
Trade Debtors
Work-in-Progress
Inventories
Accrued Interest
Prepayments
Increase/(decrease) in liabilities
Payables
Community Funding
Sales in Advance
Trade Creditors
Other Creditors and Accruals
Current Provisions
Non-Currents Provisions
Change in GST in Receivable/Payables
Net cash Provided by Operating Activities
2005
$000
2004
$000
10,686
14,679
2,968
(4,849)
(248)
3,350
(5,270)
34
12,398
(385)
(341)
(325)
(26)
(11,073)
(2,196)
(26)
(232)
39
(9,581)
5,671
63
(1,096)
(208)
1,483
250
236
20,632
9,402
1,002
1,669
(1,824)
(635)
(496)
(584)
16,696
28,471
29. Explanatory Statement
The following tables provide details of significant variations between actual revenues and expenditures for the financial year
compared with the corresponding items for the preceding year and the corresponding items in the budget.
Significant variations are considered to be those in excess of 10% or where the amount is deemed significant in context.
Significant Variations between Actual Revenues and Expenditures for 2004/2005 and Actual Revenues and Expenditures for
2003/2004
Revenue
Interest
Retailer Fees
Expenses
Grants & Community Development
– Carrying amount of non-current assets disposed of
2005
Actual
$000
2004
Actual
$000
Variance
Variance
$000
%
11,028
2,778
595
1,803
234
9,119
2,496
727
0
112
1,909
282
(132)
1,803
122
20.9
11.3
(18.2)
100.0
108.9
1,144
5,480
1,567
5,136
3,706
1,039
6,246
2,005
3,916
3,278
105
(766)
(438)
1,220
428
10.1
(12.3)
(21.8)
31.2
13.1
1,536
0
1,536
100.0
29.1
Interest
The 2004/2005 Investment Portfolio averaged $199.6 million, $29.0 million higher than last year ($170.6 million).
The size of portfolio combined with the higher rate of 5.53% (5.29% last year) contributed to the favourable variance of
$1.91 million in interest revenue.
29.2
Retailer Fees
The increase in Retailer Fees is due to changes to the structure of Powerball Lotto in February 2005 when a Service Support
Fee of 0.5% of subscription sales was introduced. This accounts for $0.280 million of additional charges.
29.3
Players Registration Service Fee
Reduction of income from the Player Registration Service results from the changes to the service introduced in August
2003. The current card is providing registration coverage of 5 years in comparison to 2 years previously at the same price.
29.4
Procees from Disposal of Non-Current Assets
The significant increase is related to disposal of the Lotterywest’s property in Subiaco, Perth. The net result of this disposal
is a gain of $0.264 million. The book value of the property on disposal is $1.54 million and is recorded under Expenses
from Grants & Community Develop – Carrying amount of non-current assets disposed of.
89 of 109
29.5
Grants refunded and a significant insurance claim for workers compensation (of $35,000) contributed to the favourable
variance in other revenue this financial year.
29.6
An independent security audit initiated last year resulted in a range of minor works to provide improved security measures.
The implementation of these this year contributed to this variance.
29.7
Savings in corporate management are offset by the expenditure in the retail management area. Previously costs relating to
the new corporate identity, were recorded as a corporate management expense, this year costs of $0.66 millions are now
recorded in retail management. A re-structure of the corporate services directorate resulted in the costs associated with
despatch activities to retail network also contributed to the variances.
29.8
A number of factors contributed to the non-gaming expenses being lower than last year. Including improvements to the
maintenance work on the new computer system. A favourable US dollar exchange rate contributed to the variance.
29.9
See note 29.7 – Corporate Management.
29.10
An increase in staff salaries contributed to the increase in funding management costs. The re-structure of the corporate
services directorate resulted in the transfer of the financial services team to grants & community development.
29.11
Expenses from Grants & Community Development – Carrying amount of Non-Current Assets Disposed Of
This item refers to the book value carried for the Lotterywest property at Subiaco, Perth that was disposed of during the
year. The proceeds from this sale are detailed under Revenue from Non-Operating Activities - Proceeds from Disposal of
Non-Current Assets (see also note 6).
Significant Variations between Estimated Revenue and Expenses for 2004/2005 and Actual Revenues and Expenses for
2004/2005
2005
2004
Variance
Variance
Actual
Actual
$000
$000
$000
%
Revenue
Sales
Interest
Other Operating Revenue
Expenses
– Carrying amount of non-current assets disposed of
520,108
11,028
595
234
1,803
510,494
9,000
460
195
0
9,614
2,028
135
39
1,803
1.9
22.5
29.3
20.0
100.0
1,567
5,136
2,756
4,390
(1,189)
746
(43.1)
17.0
1,536
0
1,536
100.0
29.12
Sales
Total sales for 2004/05 financial year were $9.61 million (1.9%) above budget. Both Oz Lotto and Saturday Lotto
contributed to the above budget sales performance. Oz Lotto jackpotted frequently in the first part of the year reaching
$15M Jackpot for the second time in the game’s history. Saturday Lotto recorded sales above budget on base weeks and
excellent results for all Super / Mega Draws.
29.13
Interest
The above budget interest revenue was due to a significant difference in the size of the investment portfolio. 2004/05
Investment portfolio averaged $199.6 million while the budget was based on an average fund size of $160.3 million.
29.14
Players Registration Service was re-launched in August 2003 and the charge for the service increased. The current card
is providing coverage for 5 years in comparison to 2 years previously and the service has became more popular than
anticipated.
29.15
Salaries reimbursed from insurance claim for workers compensation was the main factor that contributed to greater than
budgeted income in other revenue.
29.16
Proceeds totalling $1.8m relate to the sale of Lotterywest property at Subiaco, Perth. This event was not budgeted for in
2004/2005.
29.17
Savings in non-gaming expenses is mainly due to savings in maintenance work required for the newly replaced PCs.
Better than budgeted exchange rate for the $US dollars as well as the delay in some capital projects resulting in
depreciation savings.
29.18
A re-structure of Corporate Services Directorate, resulted in a relocation of costs associated with despatch activities
to Retail Network, which were not included in the budget, contributed to the above budget in this area, Greater than
budgeted work relating to the new Lotterywest’s shopfit also contributed to the variance.
29.19
Expenses from Grants & Community Development – Carrying amount of non-current assets disposed of
This item refers to the book value carried for the Lotterywest property at Subiaco, Perth that was disposed of during the
year (see also note 29.15) The disposal of this property was not budgeted for in 2004/2005
91 of 109
30. Financial Instruments
Interest Rate Risk Exposure
Lotterywest’s exposure to interest rate risk, re-pricing maturities and the effective interest rates on financial instruments are:
Assets
Cash Assets
Receivables
Investments
Short Term (<1 year)
Floating Rate
One year or less
One to five years
Over five years
Interest Linked
Total Financial Assets
Liabilities
Payables
Provisions
Prizes Payable
Total Financial Liabilities
Net Financial Assets/(Liabilities)
Floating
Int Rate
$000
Fixed
Int Rate
$000
Non Int
Bearing
$000
2005
2004
$000
$000
4,960
0
0
0
0
11,871
4,960
11,871
4,880
24,155
0
137,786
0
137,786
115,691
2,000
15,000
2,000
5,000
0
0
0
0
0
0
0
0
2,000
15,000
2,000
5,000
16,992
2,000
5,000
5,000
28,960
137,786
11,871
178,617
173,718
0
0
0
0
0
0
4,994
14,816
13,273
4,994
14,816
13,273
6,296
13,084
27,703
0
0
33,083
33,083
47,083
28,960
137,786
(21,212)
145,534
126,635
2005
%
2004
%
5.45
5.20
5.64
6.09
6.07
6.41
5.44
5.85
5.91
6.09
5.2
4.70
Weighted Average Effective Interest Rates were as follows:
Cash Assets
Investments
Short Term Fixed Interest Rate
Floating Rate
Long Term Fixed Interest Rate
1 year or less
1 to 5 years
Over 5 years
1 to 5 years
Credit Risk Exposure
All financial assets are unsecured. The carrying amount of financial assets recorded in the financial statements represents
Lotterywest’s maximum exposure to credit risks in relation to these assets.
Net Fair Value
The carrying amount of financial assets and financial liabilities recorded in the financial statements are not materially different from
their net fair values, determined in accordance with the accounting policies disclosed in note 1 (j) to the financial statements.
31. Remuneration of Members of the Accountable Authority and Senior Officers
Remuneration of Members of the Accountable Authority
The number of Members of the Accountable Authority, whose total of fees, salaries, superannuation and other benefits received, or
due and receivable, for the financial year, fall within the following bands:
$1
–
$10,001 –
$20,001 –
$10,000
$20,000
$30,000
Total remuneration of the Members of the Accountable Authority
2005
No.
2004
No.
5
0
1
7
1
0
6
8
$71,395
$76,886
No members of the Accountable Authority are members of the Pension Scheme.
Senior Officers
The number of Senior Officers, other than Members of the Accountable Authority, whose total of fees, salaries, superannuation and
other benefits received, or due and receivable, for the financial year, fall within the following bands:
$5,001
$20,00
$40,001
$90,001
$100,001
$110,001
$120,001
$140,001
$150,001
–
–
–
–
–
–
–
–
–
$10,000
$30,000
$50,000
$100,000
$110,000
$120,000
$130,000
$150,000
$160,000
Total remuneration of Senior Officers
2005
No.
2004
No.
0
0
1
0
1
2
2
0
1
1
1
0
1
0
4
0
1
0
7
8
$791,964
$731,623
No Senior Officers are members of the Pension Scheme.
32. Related and Affiliated Bodies
The Lotteries Commission Act 1990 (as amended) requires details of all grants to be listed separately which include amount of grant
provided to any affiliated bodies.
93 of 109
33. Segment Information
Lotterywest has two outputs; provision of lottery products (Gaming) and Grants and Community Development (Community
Funding), the latter being the distribution of funds derived from the lottery operations. Lotterywest operates in a single geographic
segment, that being the state of Western Australia.
Gaming
Funding
2005
2004
$000
$000
2005
$000
2004
$000
Revenues from ordinary activities
Revenue from operating activities
Revenue from non-operating activities
185,957
2,037
180,230
112
0
0
Total revenues from ordinary activities
187,994
180,342
1,144
5,480
5,551
1,567
12,367
5,136
19
Total
2005
$000
2004
$000
0
0
185,957
2,037
180,230
112
0
0
187,994
180,342
1,039
6,246
5,539
2,005
12,522
3,916
34
0
0
0
0
0
0
0
0
0
0
0
0
0
0
1,144
5,480
5,551
1,567
12,367
5,136
19
1,039
6,246
5,539
2,005
12,522
3,916
34
0
0
0
0
1,536
3,706
0
3,278
1,536
3,706
0
3,278
Total expenses from Lotteries operations and
Grant & Community Development
31,264
31,301
5,242
3,278
36,506
34,579
Profit before Community funding
Grants and subsidies from State Government
156,730
20,802
149,041
20,172
(5,242)
0
(3,278)
0
151,488
20,802
145,763
20,172
(177,532)
(169,213)
5,242
3,278
172,290
165,935
Amount Available for Distribution
0
0
172,290
165,935
172,290
165,935
Total Community Funding
0
0
(161,604) (151,256)
Net Profit
0
0
10,686
REVENUE
EXPENSES
Expenses from Lotteries Operations
Non-gaming System Management
Product Management
Expenses from Grant & Community Development
Less Funding Transfer
14,679
(161,604) (151,256)
10,686
14,679
Operating Budget for 2005
Operating Budget for 2005
In accordance with the Treasurer’s Instruction 953, this statement shows the 2004/2005 Budget estimate for the Statement of Financial
Performance. This statement is not subject to audit. The Minister approved the budget in June 2005.
2006
Budget
$000
2005
Actual
$000
Variance
539,725
520,108
19,617
301,586
43,946
291,354
41,245
10,232
2,701
345,532
332,599
12,933
194,193
187,509
6,684
Interest
Forfeited Prizes
Retailer Fees
Other Operating revenue
10,000
4,450
3,226
460
0
36
11,028
4,849
2,778
595
1,803
234
(1,028)
(399)
448
(135)
(1,803)
(198)
Total Revenues from Lottery Activities
18,172
21,287
(3,115)
Expenses from Lottery Activities
Product Management
1,208
6,352
5,712
2,076
13,065
5,122
2,699
5,480
5,551
1,567
12,367
5,136
(1,491)
872
161
509
699
(14)
Total Expenses from Lottery Activities
33,535
32,800
735
178,830
175,996
2,834
4,033
3,706
327
174,797
172,290
2,507
63,652
80,771
20,193
63,963
78,113
19,528
(311)
2,658
665
164,616
161,604
3,012
10,182
10,686
(504)
Revenue
Sales
Less: Cost of Sales
Prizes
Retailers’ Commission
Total Cost of Sales
Trading Profit
Profit from Lottery Activities
Grants & Community Development Expenses
Total Available for Distribution
Direct Grants
Hospital Fund
Sports / Arts Lotteries Accounts
Total Community Funding
Net Profit
$000
95 of 109
Notes to Budget for 2005/06
Sales
The key issues relating to Lotterywest’s sales budget were found on the following key principles:







Support the achievement of sales targets and sales growth through the effective management of the retail network.
Development of an effective distribution planning framework to support decision making for the location of new outlets,
as well as the relocation of existing outlets.
Development of a staffing structure which matches business direction whilst cognisant of the increasing demands being
placed on our staff in the rapidly changing environment.
Respond to stakeholders and beneficiaries requirement for grants, and to communicate the benefit of Lotterywest’s business
to the WA Community.
Maintenance of our loyal player base through the delivery of profitable products that meet players’ needs and interests.
Development of technology to improve services to all our customers, with increased emphasis being placed on advancing
technologies and innovative products.
Ensure that Lotterywest’s business processes’ and strategies are designed to mitigate any possible business risk and to ensure
continued sustainability.
Other Income
Other Income for 2005/06 will provide $18.2m in revenue, with investment income being the major contributor with a budget of $10.0m.
Operating Expenses
2005/06 will be a very challenging year. A number of projects have been scheduled that will have a significant impact on the resources
and operational capacity of Lotterywest.
The Australia Lotto Bloc has already signalled a price rise for Saturday Lotto, the possibility of introducing a new mid-week game and a
review of Super 66 and its potential replacement.
These projects combined with the continued emphasis on further improving our distribution strategies and relationship with the network
and the necessity to review and update our infrastructure technology and gaming system to meet the demands of the rapidly changing
market environment will provide the foundation for the future success of Lotterywest.
An expense budget has been compiled that focuses on achieving our corporate objectives while still meeting our expense to sales ratio
of less than 7%.
Five Year Summary of Financial Data
To the Year Ended 30 June 2006
Statement of Financial Performance
2002
Actual
$000
2003
Actual
$000
2004
Actual
$000
2005
Actual
$000
2006
Budget
$000
454,686
490,850
505,009
520,108
539,725
266,393
32,607
280,389
37,402
282,352
39,867
291,354
41,245
301,586
43,946
5,958
4,526
1,535
443
0
323
7,390
4,693
2,018
336
0
120
9,119
5,270
2,496
727
0
112
11,028
4,849
2,778
595
1,803
234
10,000
4,450
3,226
460
0
36
Net Revenue from Ordinary Activities
168,471
187,616
200,514
208,796
212,365
Less Expenses
Operating Expenses
27,729
3,034
29,524
3,080
31,301
3,278
32,800
3,706
33,535
4,033
Profit from Ordinary Activities
137,708
155,012
165,935
172,290
174,797
Less Community Funding
134,722
143,925
151,256
161,604
164,616
2,986
11,087
14,679
10,686
10,182
70,743
24,587
51,680
89,623
19,203
50,128
132,683
29,900
35,529
139,786
18,037
43,435
155,732
23,775
24,567
147,010
158,954
198,112
201,258
204,074
89,758
90,615
115,094
106,829
101,136
57,252
68,339
83,018
94,429
102,938
Sales Revenue
Less Cost of Sales
Prizes
Retailers’ Commission
Add Other Revenue
Interest
Forfeited Prizes
Retailer Fees
Proceeds on Disposals of Non Current Assets
Net Profit
Assets
Investments
Other Current Assets
Non-Current Assets
Total Assets
Liabilities
Net Assets
This table is included as a supplement to the Annual Report to provide the reader with an overview of the Commission’s performance
and expectations. The Goods and Services Tax payable on the gambling margin and the grant and subsidies from State Government
have not been included in this statement (see note 18). However, it does not effect five year summary on the net profit and net assets
position.
97 of 109
2005
No.
2005
$000
Total requests on agenda
Total approved requests
Total requests not approved
1,492
1,372
120
80,506
65,175
2,829
Direct Grants Program Summary
Requests Approved
2005
2004
No.
No.
Community Cultural
Community Sector Development
Community Support & Development
Community Support
Emergency Relief
Emergency Services
Medical / Social Research
Special Initiatives
Cultural & Natural Heritage
Heritage
Conservation
Priority Groups with Special Needs
Aboriginal People
Children
People with Disabilities
People with Gambling Problems
Seniors
Young People
Statutory Allocations
Film
Less Grants Written Back
Total Net Grant Approvals
Amount Granted
2005
2004
$000
$000
207
67
221
65
2,020
783
2,587
689
308
101
17
5
25
324
105
49
6
10
21,719
1,350
3,002
409
5,893
18,051
1,139
2,365
858
3,204
170
38
123
46
2,881
890
2,362
2,056
42
167
130
0
46
47
38
147
173
1
58
55
2,071
1,273
9,471
0
2,629
2,784
2,368
1,131
8,003
102
1,998
2,314
1
1
1
1
4,000
4,000
(73)
4,000
4,000
(73)
65,102
57,154
Lotterywest Grants List
Organisation Name
Amount Granted
Batavia Coast Harmony Chorus
5,000
Bateman Playgroup Inc
1,445
16th Bn The Cameron Highlanders of WA Assn
12,200
Bay of Isles Community Outreach Inc
8,476
2 /16th Australian Infantry Battalion AIF Assn Inc
13,173
Bayswater Senior Citizens Assn Inc
2,100
55 Central Inc
71,227
Beachway Vineyard Compassion Ministry Inc
5,000
ACROD Limited WA Division
18,000
Beeliar Residence Action Group Inc
4,600
Activ Foundation Inc
37,500
Beeliar Senior Citizens Club Inc
4,354
Activ Foundation Inc – Eastern Day Service
7,500
Bernice McLeod Child Care Centre Inc
7,500
Activ Foundation Inc – Rockingham
7,500
Bertram Playgroup
3,000
Adult Learning Australia Inc
Advance Dandaragan Committee Inc
31,250
Bethel Life Centre Incorporated
5,410
6,340
Better Hearing Australia WA Inc
12,059
Advocacy South West Inc
19,715
Better Hearing Australia Albany Branch
2,160
Advocare Inc
10,000
Beverley Playgroup Incorporated
3,000
Aged & Community Services Western Australia Inc
66,535
Bibbulmun Track Foundation Inc
Agencies for South West Accommodation Inc
22,000
Bidyadanga Aboriginal Community La Grange Inc
95,000
Agencies for South West Accommodation Inc – JPET
41,608
Billabong Playgroup Inc
10,000
5,000
Albany Aboriginal Corporation Inc
2,000
Binningup Community Assoc Inc
Albany Hospice Inc
6,903
Binningup Surf Life Saving Club Inc
200,000
Albany Regional Family History Society Inc
4,998
Birds Australia Western Australia Inc
27,860
Albany Sinfonia Inc
3,272
Blackwood Environment Society Inc
20,986
Alexander Heights Family Playgroup Inc
2,144
Blackwood Valley Small Landholders Group Inc
Allambee Counselling Inc
9,954
Bloodwood Tree Association Inc
1,014
Blue Light Association of WA Inc – Nullagine Blue Light Committee
20,000
Blue Light Association of Western Australia Inc – Wembley Branch
Alma Community Centre
Alternative Technology Association Inc
Altone Park Social Bowlers Inc
Amputees in Action Inc
Anglicare WA Inc
Anglicare WA Inc – Habitat For Humanity
6,544
1,600
120,000
7,426
5,000
2,939
Blue Sky Community Group Inc
14,000
7,322
Blues at Bridgetown Inc
20,000
375,541
26,550
Boddington Community Newsletter Inc
1,701
Boddington Old School Inc
11,409
Animal Protection Society of Western Australia Inc
5,000
Bold Park Parents Advisory Council Inc
Armadale Anklebiters Playgroup
3,000
Boogurlarri Community House Inc
Armadale Community Family Centre Inc
2,699
Boyup Brook Telecentre Inc
68,223
Breast Cancer Foundation of WA Inc
46,421
Armadale Home Help Service for the Aged and the Disabled Inc
Armadale Information and Referral Service Inc
Armadale Kelmscott Memorial Hospital Auxiliary Inc
Artatac-Busselton Beach Festival Inc
184,000
29,057
9,500
96,521
125,000
6,000
Bremer Bay Community Resource Centre Inc – Occasional Day Care
3,120
Bridgetown Art & Craft Centre
5,000
Bridgetown High School Cadet Corps Committee
5,000
Bridgetown Historical Society Inc
3,120
Arthritis Foundation of WA Inc
136,364
Artists Foundation of WA Ltd
37,400
Bridgetown-Greenbushes Toy Library Assn Inc
3,112
Arts Margaret River Inc
27,100
Brighton Estate Residents Association Inc
4,408
Arts Radio Ltd
75,000
Brightwater Care Group Inc – Redcliffe
3,000
Association for Services to Torture and Trauma Survivors ASETTS Inc
Association for the Blind of WA Inc
157,594
2,526,825
Brookman House Playgroup
3,000
Broome Aboriginal Media Association Aboriginal Corporation Inc
21,579
Association of Civilian Widows of WA Inc
5,000
Broome Arts and Music Foundation Ltd
16,123
Association of Railway Preservation Groups WA Inc
2,717
Broome Historical Society Inc
42,358
Asthma Foundation of WA Inc
10,000
Broomehill Playgroup Inc
Australian – Asian Association of WA Inc
10,513
Bullsbrook Out of School Centre Inc
Australian Army Cadets Association WA Inc
20,000
Bunbury Diocesan Trustees – Anglican Parish of Busselton
Australian Association for Environmental Education Inc
Australian Bush Heritage Fund Ltd
1,241
21,500
3,000
5,000
20,301
Bunbury Diocesan Trustees – Anglican Parish of Dunsborough
30,000
Bunbury Diocesan Trustees – Anglican Parish of Katanning and Broomehill
10,100
Australian Crime Prevention Council – WA Branch
7,682
Bunbury Diocesan Trustees – Anglican Parish of Pinjarra-Waroona
18,200
Australian Family Association
5,000
Bunbury Diocesan Trustees – St Marys Community Care Busselton
11,000
24,370
Australian Federation of Business & Professional Women WA Inc
15,000
Bunbury Lotteries House Complex Inc
AFC & RAAF Association WA Division – Cambrai Village
10,282
Bunbury Musical Comedy Group Inc
Australian Garden History Society Incorporated – WA Branch
5,385
Bunbury Oral History Group Inc
Australian Huntington Disease Association Inc WA
5,920
Bunbury Pathways 92 Inc
Australian Jordanian Friendship Association Inc
5,454
Bunbury Playgroup Inc
Australian Railway Historical Society WA Division Inc
6,987
Bunbury Regional Hospital Comforts Fund Inc
Australian Red Cross Society – WA Division
Australian Red Cross Society – WA Division – WA Cord Blood Bank
9,789
3,800
16,000
3,000
3,000
19,002
Bunbury Regional Theatre Inc
61,500
1,000,000
Burdekin – Youth In Action Inc
4,230
Busselton – Dunsborough Environment Centre Inc
1,314
Australian Red Cross Society – WA Division – Geraldton
2,049
Australian Research Alliance for Children and Youth Ltd
117,439
Busselton Allsports Inc
5,921
Autism Association of Western Australia Inc
67,724
Busselton Family History Society Inc
15,000
Avon Community Employment Support Centre Inc
29,853
Busselton Historical Society Inc
21,640
Avon ROAD Recreational Opportunities for Adults with Disabilities Inc
1,433
Busselton Pottery Group Inc
10,000
Avon Youth Services Inc
5,000
Busselton Repertory Club Inc
AWESOME Arts Australia Ltd
Balga Job Link Inc
200,000
91,050
4,000
Busselton Volunteer Marine Rescue Group Inc
11,126
Cadoux – Manmanning Land Conservation District
3,704
99 of 109
Cake Decorators Association of WA Inc
2,483
City of Fremantle – Fremantle Festival
Calingiri Playgroup
3,112
City of Fremantle – Fremantle Toy Library
Cam 35 Camera Club of Melville
4,114
City of Fremantle – Quarry Street Child Care Centre
Camp Quality Limited
12,818
Cannery Arts Centre Inc
1,200
Canning Division of General Practice Ltd
15,750
Canoeing Western Australia Inc
8,650
Capel Fest Inc
15,609
Care Options Inc
Carers Association of Western Australia Inc
219,082
1,590,000
City of Fremantle – Samson Out of School & Vacation Care
City of Fremantle – Victoria Hall
City of Fremantle – Weybridge After School & Vacation Care
54,000
3,000
10,000
5,000
20,170
5,000
City of Geraldton
20,000
City of Geraldton – Mid West Community Archive
35,000
City of Geraldton – Queens Park Theatre
38,625
City of Gosnells
12,128
Carnamah Playgroup
2,163
City of Gosnells – Leisure World
Carnarvon Family Support Service Inc
5,000
City of Joondalup
37,200
Carnarvon Festival Inc
4,831
City of Kalgoorlie-Boulder
54,380
Cat Appeal Toodyay
2,000
City of Mandurah
20,551
City of Melville
10,000
Cat Sterilisation Society Inc
15,000
Centacare Kimberley
5,000
City of Melville – City of Melville Citizens Relief Fund Inc
Central Agcare Inc
6,500
City of Melville – Friends of Wireless Hill
Centre for Advocacy Support and Education For Refugees Inc
60,649
City of Melville – Heathcote Museum and Gallery
Centrecare Inc – Goldfields and Esperance
14,838
City of Melville – Willagee Community Centre
Centrecare Inc
150,000
Centrecare Inc – South West
Cerebral Palsy Assn of Western Australia Ltd
Cerebral Palsy Association of Western Australia Ltd – Goodwill Industries
Channel 31 Community Educational Television Ltd
Charity Link Inc
Charlies Alumni Inc
8,000
28,000
3,114
20,000
442,000
1,880
City of Rockingham
15,000
123,515
City of South Perth
145,189
272,530
City of Stirling
1,076,884
Chapman Valley Historical Society Inc
City of Perth
7,350
15,000
130,000
25,000
City of Stirling – Mount Flora Regional Museum
6,000
9,236
City of Subiaco – Subiaco Theatre
500,000
City of Swan
157,856
City of Swan – Swan Community Care Services
125,000
Chelonia Wildlife Rehabilitation & Release
4,862
City of Swan – The Dungeon Youth Centre
214,872
Chidlow Family Playgroup & Community Kindergarten Inc
3,000
City of Wanneroo
116,686
250,000
Childrens Service Support Unit WA Inc – Wickham Day Care Centre
40,000
City of Wanneroo – Carramar Community Centre
Childrens Services Support Unit WA Inc
17,098
City of Wanneroo – Cockman House
8,002
Children’s Services Support Unit WA Inc – Kardinya Out of School Care
5,000
Claisebrook Lotteries House Association Inc
20,170
Children’s Services Support Unit WA Inc – Blue Gum Out of School Care
5,000
Claremont Yacht Club Inc
15,000
Christian Family Church Inc
1,610
Coalition for Asylum Seekers, Refugees & Detainees Inc
Chrysalis Support Services Inc
2,000
Coalition of Peoples Inc
Chung Wah Association Inc
5,000
Co-Assist Inc
10,000
66,542
Churches Commission on Education Inc
260,984
Coastal Family Health Services Inc – Warnbro Community & Family Centre
Churches of Christ Homes & Community Services Inc
285,000
Coastal Kids Care Inc
6,000
9,200
5,780
Churchill Brook Family Centre Inc
3,000
Cockburn Vocational Centre Inc
62,000
Cirque Bizirque – WA Circus School Inc
5,000
Coeliac Society of Western Australia Inc
31,515
Citizen Advocacy South Metropolitan WA Inc
5,011
Collegium Symphonic Chorus Inc
Citizens Advice Bureau of WA Inc
City Entertainers Community Concert Group Inc
City of Albany
City of Albany – Albany Leisure & Aquatic Centre
173,100
7,276
45,870
328,182
Collie Heritage Group Inc
1,367
9,000
Collie Railway Station Group Inc
10,000
Communicare Inc
25,000
Community Development Foundation Inc
85,772
City of Albany – Albany Town Hall Theatre
20,000
Community First Inc
10,000
City of Armadale
18,400
Community Home Care Inc
43,690
Community Housing Coalition of WA Inc
15,000
Community Legal Centres Association WA Inc
24,927
City of Armadale – Kelmscott Migrant Camps History Group
City of Bayswater
6,000
18,000
City of Bayswater Child Care Centre Assoc Inc – Bayswater Outside School Hours Care
4,911
Community Link and Network WA Inc CLAN
91,429
City of Bayswater Child Care Centre Assoc Inc – Maylands Outside School Hours Care
4,943
Community Television Perth Inc
27,189
City of Bayswater Child Care Centre Assoc Inc – Morley Outside School Hours Care
4,914
Community Vision Inc
25,544
City of Belmont
City of Belmont Historical Society
18,214
1,967
Como Community Kindergarten Inc
Compassionate Friends of WA Inc
3,000
60,117
City of Bunbury
40,000
Confederation of Australian Motor Sport Ltd
148,918
City of Canning
10,000
Conservation Council of Western Australia Inc
136,828
City of Canning – Volunteer Transport Serv Com Devel
19,512
Constable Care Child Safety Foundation Inc
City of Canning – Willetton Youth Activity Centre
City of Canning – Woodloes Homestead
City of Cockburn
131,944
8,000
15,000
37,340
Coolgardie Gem and Mineral Club Inc
7,519
Corrigin Historical Society Inc
8,080
Corrigin Toy Library
3,000
City of Cockburn – Atwell Out of School Care
2,775
Council of Churches of Western Australia Inc
1,400
City of Cockburn – South Lake Out of School Care
3,379
Council on the Ageing Western Australia Inc
50,248
City of Cockburn – Spearwood Out of School Care
2,654
Country Arts WA Inc
70,000
City of Cockburn – Yangebup Out of School Care
2,980
Country Bratz Playgroup
City of Fremantle
City of Fremantle – Beaconsfield After School Care
87,570
5,000
Country Music Club of Boyup Brook WA Inc
Cracovia Senior Citizens Club Inc
3,000
19,232
2,634
Cranbrook Tourist and Business Promotion Group
3,250
Family History Society of Rockingham & Districts Inc
3,300
Croatian Welfare Assn Inc
5,000
Federation of WA.Police & Citizens Youth Clubs Inc
70,963
Cross Cultural Christian Communicators Inc
10,000
Federation of WA Police & Citizens Youth Clubs Inc – Carnarvon
43,867
Crossways Community Services Inc
12,000
Fellowship of Australian Writers Western Australian Section Inc
36,671
Festival of the Wind Inc
18,744
Crystaluna Playgroup Inc
3,000
Cummins Theatre Inc
14,550
First Australians Business Ltd
Cunderdin and Districts Telecentre Inc
23,000
Fishers With Disabilities Association Inc
5,546
25,000
Cunderdin Playgroup
3,120
Fitzgerald Progress Association
Curtin University of Technology
5,000
Fitzroy Valley Early Learning Centre Inc
35,775
Foodbank of WA Inc
64,920
Foothills Information & Referral Service Inc
14,500
41,000
Forest Lakes/Thornlie Family Centre Inc
20,639
3,000
Forrestdale Community Kindergarten Inc
3,000
Curtin University of Technology – Centre for Behavioural Research in Cancer Control
300,000
Curtin University of Technology – Cooperative Centre for Partnership and Community Engagement
Curtin University of Technology – Kalgoorlie Campus
Dalwallinu Playgroup
Dalwallinu Telecentre Inc
33,000
19,705
5,000
Forum Advocating Cultural and Eco Tourism FACET Inc
5,000
Dardanup Bull and Barrel Festival Inc
8,177
Foster Care Association of Western Australia Inc
Dardanup Townscape Committee
3,283
Frank Konecny Community Centre Inc
Darkan Music and Drama Group Inc
5,883
Fremantle Education Centre Inc
77,099
Fremantle Housing Association Inc
61,000
Darling Range Wildlife Shelter Inc
Darlington Arts Festival Association Inc
Daughters of Charity Services WA Ltd
David Wirrpunda Foundation Inc
Deafness Council Western Australia Inc
Deck Chair Theatre Inc
Denmark Education and Innovation Centre Inc
Denmark Occasional Day Care Centre Inc
15,000
7,355
Friends of Alma Street Centre Inc
63,040
Friends of Attadale Foreshore Inc
10,000
198,961
3,000
6,568
3,100,428
Friends of Edenvale Inc
2,276
Friends of Ellis Brook Valley Inc
9,700
Friends of Gingin Brook Inc
6,244
35,000
Friends of Mangowine
Derbarl Yerrigan Health Service Inc
10,000
Friends of the Art Gallery of WA Inc
1,350,625
3,290
97,910
Friends of the Cape to Cape Track Inc
4,950
Dianella Community Centre Playgroup
3,000
Friends of the Fitzgerald River National Park Inc
Dianella/Waverley Playgroup Inc
3,000
Fullness of Life Centre Inc
Disability and the Arts Disadvantage and the Arts WA Inc DADAA
111,867
Fund for FAITH Inc – The Living Centre HIV/AIDS Pastoral Care
43,000
Furqan Islamic Association of Western Australia Inc
Dongara Telecentre Inc
20,000
Garnduwa Amboorny Wirnan Aboriginal Corporation Inc
Dumbartung Aboriginal Corporation Inc
Dunsborough and Districts Progress Association Inc
Dunsborough Art Society Inc
1,601
25,109
5,000
10,000
5,000
21,236
Dogs Refuge Home WA Incorporated
Donnybrook Playcentre Inc
9,785
22,419
Friends of Battye Library Inc
Denmark Surf Life Saving Club Inc
Diabetes Association of Western Australia Inc
8,900
Fremantle Volunteer Sea Search and Rescue Group Inc
223,800
115,257
87,729
276,918
4,000
20,000
Gawooleng Yawoodeng Aboriginal Corp Inc – Kununurra Crisis Accommodation Centre Inc 2,000
Gay and Lesbian Archives of Western Australia ‘GALAWA’ Inc
13,521
Gay and Lesbian Community Services of WA Inc
36,854
Geographe Community Centre Inc
12,531
Dwellingup Business Association Inc
4,920
Geographe Community Centre Inc – Busselton Outside School Hours Programs
2,022
Earthwise Community Association Inc
9,000
Geographe Community Centre Inc – Dunsborough Outside School Hours Programs
3,032
Eastern Metropolitan Community Housing Association Inc
Eastern Metropolitan Regional Council EMRC
Eastern Region Domestic Violence Services Network Inc
Eastern Wheatbelt ‘Out and About’ Inc
Edge Employment Solutions Inc
Edgewater Out of School Care Centre Inc
51,194
190,594
24,577
3,522
664,803
Geographe Community Centre Inc – Mandurah
3,324
Geraldton Choral Society Inc
2,295
Geraldton Historical Society Inc
6,500
Geraldton Mid-West Sports Federation Inc
70,137
Geraldton Regional Community Education Centre Assn Inc
52,920
Edith Cowan University – Museum of Childhood
17,840
Geraldton Resource Centre Inc
33,325
Edmund Rice Camps for Kids WA Inc
19,749
Geraldton Sunshine Festival Inc
ELBA Inc
14,120
Geraldton Surf Life Saving Club Inc
Employment Esperance Inc
5,000
Geographe Community Centre Inc – Lower South West Family Day Care Scheme 4,990
2,000
5,123
212,200
Geraldton Volunteer Sea Rescue Group Inc
10,880
Endeavour Child Care Centre Inc
10,000
Gnowangerup Sporting Complex Management Committee Inc
Environment House Inc
50,876
Goldfields Brass Band Inc
Escape Youth Group Inc
17,976
Goldfields Mental Health Action Group Inc
2,772
10,000
3,504
Escare Incorporated
5,000
Goldfields Regional Toy Library Inc
Esperance Christian Family-Assembly of God Inc - Esperance Care Services
5,000
Gosnells Community Legal Centre Inc
41,000
3,100
Esperance Crisis Accommodation Service Inc
5,000
Gowrie WA Inc – Community Services Belmont
10,000
Esperance Goldfields Surf Lifesaving Club Inc
7,100
Gowrie WA Inc – Leeming Family Centre
9,299
Esperance Group Training Scheme Inc
35,926
Grace Assembly Nollamara Inc
11,579
Esperance Minature Railway Society Inc
10,000
Grand Lodge of WA of Antient Free & Accepted Masons Inc – York
39,422
Esperance Showbizz Inc
34,000
Grandparents Rearing Grandchildren WA Inc
Ethiopian Orthodox Tewahido Church of Abuna Teklehaimanot Inc
18,685
Granny Glasgow Association Inc
18,625
35,500
Granny Spiers Community House Inc
35,000
149,144
Grass Valley Progress Association Inc
4,000
8,000
Ethnic Communities Council of Western Australia Inc
Ethnic Disability Advocacy Centre Inc
3,318
Even Keel Bi-Polar Disorder Support Assn Inc
9,080
Gravity Discovery Centre Foundation Inc
Exmouth Community Support Group Inc
5,000
Graylands Hospital Volunteers Service Inc
Exmouth Frail and Aged Benevolent Fund Inc
7,700
Great Mates Limited – Armadale
Extra Edge Services Inc
2,345
Great Southern Community Housing Association Inc
8,500
83,171
4,521
101 of 109
Green Skills Inc
4,998
Kardinya Murdoch Playgroup Association Inc
Greenhills Progress Association Inc
9,563
Karingal Neighbourhood Centre Inc
6,762
99,534
Karratha Youth Housing Project Inc
72,365
Karrayili Adult Education Centre (Aboriginal Corp)
18,603
Guides Western Australia Inc
Guildford Primary School Parents and Citizens Association Inc
Gumala Aboriginal Corporation
Harboursound Inc
Harold Hawthorne Senior Citizens’ Centre and Homes Inc
4,400
15,250
2,070
Katanning Arts and Crafts Society Inc
4,000
6,000
Katanning Dramatic Society Inc
4,370
29,250
Katanning Historical Society Inc
6,037
Harvest Lakes Playgroup
3,000
Katharine Susannah Prichard Foundation Inc
3,304
Harvey Health and Community Services Group Inc – Family Support Program
5,000
Kathleen Day Playgroup Inc
3,000
Harvey Mainstreet Inc
10,000
Kellerberrin Playgroup
Healing Hearts Foundation
20,000
Kent River Land Conservation District Committee
3,073
14,800
Health Agencies Of The Yilgarn Inc
5,000
Kiddies Corner Playgroup
Health Training Australia Inc
9,913
Kidlink Early Intervention Program Inc
Heart Kids WA Inc
7,000
Kids Are Kids! Therapy and Education Centre Inc
Hedland Well Womens Centre Inc
8,000
Kids Camps Inc
13,000
Hedland Womens Refuge Inc
2,000
Kidsafe Western Australia (Inc
51,796
Helping Out People Everywhere Inc
5,500
Kikar Indigenous Aboriginal Corporation
Herdsman Neighbourhood Centre Association Inc
15,000
Kimberley Aboriginal Law and Culture Centre (Aboriginal Corporation) Inc
Hills Community Support Group Inc – Rainbow Housing Program
28,000
Kimberley Community Living Association Inc
Hills Community Support Group Inc
16,924
Kimberley Environmental Horticulture Inc
3,070
74,578
6,500
5,000
10,000
2,460
6,376
Hills Outside School Care Association Inc
5,653
Kimberley Performing Arts Council Inc
16,500
Homebirth Australia
5,000
Kimberley Stolen Generation Aboriginal Corporation Inc
35,933
Homicide Victims Support Group WA Inc
1,857
Kojonup Historical Society Inc
Hopetoun Playgroup
3,000
Kojonup Playgroup Association Inc
Hopetoun Progress Association Inc
3,110
Kojonup Working Inc
20,000
1,000
Hopetoun Sea Search and Rescue Group Inc
1,548
2,644
Kondinin Calendar Inc
7,576
Hotham Personnel Inc
13,162
Kondinin Progress Association Inc
5,000
Hrvarski Bocarski Klub, Jedinstvo Swan Inc
10,000
Koondoola Community Kindergarten Inc
Hungarian Community Band
5,000
3,000
Koorda Sports Club Inc
11,000
Hyden Progress Association Inc
10,399
Koorda Telecentre Inc
40,009
Incest Survivors Association Inc
15,448
KU Childrens Services
8,846
Kukerin Primary School Parents and Citizens’ Association Inc
1,000
Independent Living Centre of WA Inc
Inglewood Clinic Playgroup Inc
965,327
3,000
Kununurra Neighbourhood House Inc
Institute of Restorative Justice & Penal Reform Inc
41,490
Kururrungku Store Mindibungu Aboriginal Corp
Investing In Our Youth Inc
59,370
4,007
16,853
Kuwinywardu Aboriginal Resource Unit Aboriginal Corp Inc
6,000
Irwin District Historical Society Inc
2,517
Kwinana Community Arts Centre Inc
9,000
Italo-Australian Welfare and Cultural Centre Inc
3,000
Kwinana Model Railway Club Inc
Jacaranda Community Centre Inc
Jack & Jill Playgroup Broome Inc
Jalaris Aboriginal Corporation
13,500
1,350
229,860
Kwinana Rockingham Emergency Relief Organisation Inc
1,000
15,000
Lake Clifton Progress & Sporting Association Inc - Lake Clifton Playgroup
2,000
Lake Grace Cadets
5,000
Jalygurr-Guwan Aboriginal Corporation
3,200
Lake Gwelup Primary School Parents and Citizens Association Inc
4,661
Jardamu Women’s Group Aboriginal Corporation
5,000
Lakes Link Telecentre Inc
8,500
Lancelin Chamber of Commerce and Industry (Inc)
3,273
Jarlmadangah Burra Aboriginal Corporation – Child Care Centre
13,637
Jarrahdale Heritage Society (Incorporated)
5,412
Lancelin Sea Search Rescue Group Inc
2,332
Jarrahdale Playgroup
2,842
Landcare SJ Inc
8,664
Jazz Club of WA Inc
4,107
Laugh WA Inc
4,705
Jerramungup Telecentre Inc
12,520
Laverton Community Resource Centre Inc
18,040
Jewish Historical & Genealogical Society of WA Inc
15,000
Learning Centre Link Inc
81,639
Jigalong Community Inc
60,000
Leederville Community Action Group Inc
10,000
10,000
Jingalup Tennis Club Incorporated
5,000
Leederville Early Childhood Centre Inc
John Curtin College of the Arts Parents and Citizens Association Inc
7,553
Leeman Volunteer Sea Search & Rescue Group Inc
7,873
Leeming Area Community Bands Inc
2,130
Jolimont Primary School P & C Association Inc
Joondalup Community Playgroup Inc
Joondalup Lotteries House Inc
Joondalup Youth Support Services Inc
Joongari House/Wyndham Family Support Inc
June OConnor Centre Incorporated
Jurien Bay Telecentre Inc
15,000
2,450
125,935
50,756
2,000
148,190
20,000
Leeming Toy Library Inc
3,000
Leeuwin Ocean Adventure Foundation Limited
92,500
Lefroy Road Child Care Centre Inc
10,000
Legacy Fund of Perth Inc
12,360
Leonora Gwalia Historical Museum Ltd
28,130
Leschenault Neighbourhood Toy Library
1,500
Kalamunda and Districts Historical Society Inc
5,570
Liddelow Homestead Arts and Crafts Club Inc
Kalamunda Community Learning Centre Inc
7,000
Life Plan Recreation and Leisure Association Inc
Kalamunda District Bridge Club Inc
8,009
Lions Club of Boddington Inc
5,000
Kalbarri Volunteer Sea Search and Rescue Group Inc
6,109
Lions Club of Rockingham Inc
5,000
21,842
Little Gumnuts Playgroup Inc
3,000
Little Wombats Playgroup
3,000
Kalgoorlie Club Incorporated
Kambalda Toy Library Inc
Kan-work Options Centre Inc
Kapinara Out of School Care Centre Inc
3,000
28,300
3,948
Living Stone Foundation Inc
LMS Ministries Ltd
7,942
18,585
5,000
36,420
Local Drug Action Groups Inc
40,000
Mullewa Telecentre (Inc)
Local Government Community Services Assn of W.A. Inc
15,000
Mulligrubs Playgroup
8,335
3,000
Loftus Community Centre Association Incorporated
3,000
Multicultural Services Centre of Western Australia Inc
Loftus Playgroup (Inc)
3,000
Multiple Sclerosis Society of WA Inc
Lone Parent Family Support Service - Birthright Incorporated
8,000
Munda Biddi Trail Foundation Inc
Lower Great Southern Community Living Assn Inc
27,137
Mundaring Performing Arts Society Inc
Lower Kalgan Progress Assn Inc
27,140
Mundaring Sharing Inc
Lower King Toy Library
3,000
34,914
143,344
50,000
1,450
3,178
Mungullah Community Aboriginal Corporation Inc
Lucy Saw Centre Association Inc
14,792
Murray Districts Playgroup Inc
Maamba Aboriginal Corporation
14,922
Murray Music and Drama Club (Inc)
30,460
1,150
5,000
Machinery Preservation Club of Western Australia Inc
7,000
Muscular Dystrophy Association of W.A. Inc
32,709
Maddington Community Kindergarten (Inc)
3,000
Museums Australia Incorporated
52,501
Maltese Association of Western Australia Inc
8,824
My Place Foundation (Inc)
12,500
Myasthenia Gravis Friends and Support Group (WA) Inc
12,991
Malubillai Wildlife Carers Network Incorporated
11,399
Mandurah City Choral Society Inc
1,800
Nannup Music Club Incorporated
9,006
Mandurah Concert Band Inc
3,506
Narembeen Playgroup
1,712
Mandurah Disabled Support and Recreational Respite Inc
1,000
Narembeen Tourist Association Incorporated
4,994
Mandurah Family History Society Incorporated
5,135
Narrogin Art Group Inc
6,500
Mandurah Gardens Estate Social Club (Inc
17,575
Narrogin Regional Child Care Services Inc
Mandurah Home and Community Care Incorporated
17,500
Narrogin Spring Festival Inc
5,000
National Association For The Prevention Of Child Abuse and Neglect WA Inc
4,163
Mandurah Murray Arts Council Inc
4,660
14,817
Mandurah Murray Emergency Relief Fund Inc
29,000
National Council of Women of Western Australia (Inc)
Mandurah Offshore Fishing and Sailing Club Inc
30,000
National Heart Foundation of Australia (Western Australian Division) Inc
Mandurah Parkland Village Residents Association Inc
2,960
13,300
1,808,000
National Trust of Australia (WA
57,680
Mandurah Performing Arts Incorporated
14,000
National Trust of Australia (WA) - Jarrahdale (1949) Mill
60,404
Manjimup Aboriginal Corporation
16,917
National Trust of Australia (WA) - Moir Homestead and Complex
50,370
Manjimup Chamber of Commerce and Industry Inc
7,874
National Trust of Australia (WA) - St James Church Greenough
10,810
Marangaroo Family Centre Inc
2,500
National Trust of Australia (WA) - York Courthouse Complex
80,720
19,350
Margaret River Community Resource Centre Inc
15,800
Naturaliste Volunteer Sea Rescue Group Inc
Margaret River Regional Environment Centre Inc
19,878
Network Family Support (W.A.) Inc
Marjorie Mann Lawley Day Care Centre Inc
10,000
Neurological Council of Western Australia (Inc)
Marmion Warwick Playgroup Assn Inc
Marnin Bowa Dumbara Aboriginal Corp Inc - Derby Family Healing Centre
Marnin Bowa Dumbara Aboriginal Corporation Inc
Mates Men’s Support Group Busselton Inc
McFarleane House Learning Centre Inc
1,460
2,711
5,000
New Life Welfare (WA) Inc
15,000
2,712
Newman Mainstreet Project Inc
40,000
Newman Neighbourhood Centre Inc
34,378
26,262
3,017
161,972
Newman Womens Shelter Inc
5,000
Ngaanyatjarra Council (Aboriginal Corporation) - Land Management Unit
152,900
Meerilinga Young Childrens Foundation Inc
52,390
Ngaanyatjarra Pitjantjatjara, Yankunytjatjara Womens Council Aboriginal Corp
62,011
Melville Cares Inc
88,180
Ngala Incorporated
83,398
Melville City Playgroup Inc
2,800
Ngangganawili Aboriginal Community Controlled Health and Medical Services
Melville City Toy Library Association
3,000
Aboriginal Corp
38,598
Melville Water Polo Club Inc
4,091
Ngaringga Ngurra Aboriginal Corporation Inc
50,537
73,340
Ngnowar-Aerwah Aboriginal Corporation Inc
41,324
3,000
Nintirri Centre Inc – Nintirri Family Playgroup
Men of The Trees Inc
Men of The Trees Inc - City Farm
Mental Illness Fellowship of Western Australia Inc. - Lorikeet Clubhouse
19,372
Metropolitan Migrant Resource Centre Inc
5,000
Nirrumbuk Aboriginal Corporation Inc
Middlesex Social Club Inc
1,570
Nirvana Social Club Inc
Midland Information Debt and Legal Advice Service Incorporated
Midland Junction Lotteries House Inc
Midland Womens Health Care Place Inc
15,850
7,912
1,236,276
2,922
Nintirri Centre Inc
13,419
5,000
1,000
Noahs Ark Toy Library & Resource Centre Inc
13,000
Noranda Combined Probus Club Inc
2,378
North Beach Playgroup
3,000
Midwest Community Living Assn Inc
15,792
North Cottesloe Primary School P & C Association Inc
5,000
Milligan Foundation Housing Assn Inc
29,000
North Perth Out Of School Care Centre Inc – Highgate
4,997
Mindibungu Aboriginal Corporation Inc
Mirrilingki Spirituality Centre Inc
Mission Australia Inc
141,772
North Perth Out of School Care Inc
4,997
4,700
Northampton Historical Society Inc
20,260
42,000
Northams Avon Descent Association
110,044
Model A Restorers Club of Western Australia Incorporated
1,500
Northcliffe Family Centre Inc
66,577
Model Off-Road Buggy Club Inc
7,073
Northcliffe Interpretative and Cultural Centre Inc
60,000
Moora Promotions Inc
4,018
Northcliffe Playgroup Inc
5,000
Moora Youth Group Committee Inc
3,940
Northcliffe Recreation Association Inc
3,050
Mosman Park Playgroup
1,500
Northern Exposure Photographers Group Inc
6,376
Motor Neurone Disease Assn of Western Australia Inc
8,319
Northern Interaction Support Association Inc
4,131
Mount Lawley Neighbourhood Toy Library Inc
3,000
Northern Suburbs Stroke Support Group Inc
Mount Pleasant Baptist Church Inc
5,000
Nulsen Haven Association Inc
Mowanjum Aboriginal Corporation Inc
Mt Barker Toy Library Association Inc
Mt Magnet Cottage Craft Group Inc
Mulan Aboriginal Corporation Inc
314,745
1,099
165,950
Nungarin Newslink
14,340
3,000
Nyoongar Patrol System Incorporated – Walyalup Moort – Fremantle Patrol
38,455
8,779
Oakford Trails Management Association Inc
14,500
48,922
Older Womens Network WA Inc
5,010
103 of 109
Ongerup and Needilup District Museum Inc
Options for People’s Accommodation and Lifestyles Inc
Orana House Inc
Ord Valley Aboriginal Health Service Aboriginal Corporation – Kununurra Mens Services
Outcare Inc
Outcare Inc – Santas Workshop
24,590
2,500
32,767
9,250
19,000
4,822
Preston Beach Progress Association Inc
13,700
Pride Western Australia Inc
19,252
Prime Timers Western Australia Inc
1,299
Priority Television Network Inc
8,305
Probus Club of Fremantle WA Inc
3,395
ProSubi Limited
5,000
Oz Concert Inc
57,000
Puggles Playgroup
Padbury Education and Child Care Centre Ltd
14,868
Quinninup Community Association Inc
Padbury Playgroup House Inc
3,000
Radio Rally Club WA Inc
Paraburdoo Toy Library Association Inc
3,000
Rainbow Coast Toy Library Inc
Parents and Friends Federation of WA Inc
13,800
Ravensthorpe Agricultural Initiative Network Inc
Parents Without Partners Western Australia)Inc
14,342
Ravensthorpe Playgroup Inc
3,000
32,452
9,797
3,000
18,200
3,000
Parkerville Children’s Home Inc
5,000
Ravensthorpe Regional Arts Council Inc
Parkerville Playgroup Inc
3,000
Reaching Australia Inc
10,000
2,868
Recreation Network Inc
203,263
Partners of Veterans Association of Australia – Western Australian Branch Inc
Patricia Giles Centre Inc
10,869
Relationships Australia Western Australia Inc – Gosnells
Paupiyala Tjarutja Aboriginal Corporation Inc
15,000
Resource Unit for Children with Special Needs Inc – Kalgoorlie
Retirees WA (Inc
1,786
37,928
2,452
PBF Australia Ltd
8,821
38,695
PEEDAC Pty Ltd
68,380
Returned & Services League of Australia WA Branch – Lancelin & Coastal Districts
2,365
Peel Community Development Group Inc
54,521
Returned & Services League – Highgate
6,470
Peel Community Living Inc
34,340
Returned & Services League of Aust WA Branch Inc – Canning Districts – Victoria Park
4,874
Peel Region Orchid Society of WA Inc
3,479
Returned & Services League of Aust WA Branch Inc – City of Rockingham Sub Branch
150,000
Peel Regional Highlanders Inc
5,000
Returned & Services League of Aust WA Branch Inc – Manjimup
3,424
Peel Volunteer Referral Agency Inc
2,996
Returned & Services League of Aust WA Branch Inc – Nannup Sub Branch
7,272
Peel/South West Division of General Practice Ltd
78,513
Returned & Services League of Aust WA Branch Inc – Northam Sub-Branch
2,169
People With Disabilities WA Inc
44,522
Returned & Services League of Aust WA Branch Inc – Sandakan Borneo Memorial
4,455
Perth Christian Life Centre Inc
7,618
Returned and Services League of Aust WA Branch Incorporated
732,330
Perth Chun Do Sun Bup Ki Life Energy Centre Inc
5,000
Returned & Services League of WA – Retirement and Aged Care Association
217,727
Perth Concert Band Inc
2,142
Rhein-Donau Club Inc
17,505
14,775
Perth Diocesan Trustees – Anglican Parish of Applecross
10,570
Richmond Fellowship of WA Inc
Perth Diocesan Trustees – Anglican Parish of Beaconsfield
58,210
River Conservation Society Inc
Perth Diocesan Trustees – Anglican Parish of Como/Manning
3,920
Rockingham District Historical Society Inc
Perth Diocesan Trustees – Anglican Parish of Gosnells Welfare & Community Services
12,000
Rockingham Model Railway Group Inc
Perth Diocesan Trustees – Anglican Parish of Leeming
3,000
Rockingham Regional Environment Centre Inc
Perth Diocesan Trustees – Anglican Parish of Merredin/Kellerberrin
7,888
Rockingham Volunteer Sea Rescue Group Inc
Perth Diocesan Trustees – Anglican Parish of Moora
68,244
Rockingham Womens Health and Information Assn Inc
Perth Diocesan Trustees – Anglican Parish of Mundaring
11,120
Rockingham Woodworkers Club Inc
Perth Diocesan Trustees – Anglican Parish of Northam
23,410
Rocky Bay Inc
Perth Diocesan Trustees – Anglican Parish of South Perth
9,370
Roman Catholic Archbishop of Perth – Anawim
Perth Diocesan Trustees – Anglican Parish of Toodyay
7,670
Roman Catholic Archbishop of Perth – Basilica of St. Patrick Fremantle
Perth Diocesan Trustees – Anglican Parish of Victoria Park
12,870
Perth Diocesan Trustees – Glentromie Pioneer Cemetery
7,040
Roman Catholic Archbishop of Perth – Catholic Migrant Centre
Roman Catholic Archbishop of Perth – Father Brians Crisis Care Centre
Perth Home Care Services Inc
12,500
Roman Catholic Archbishop of Perth – i.d.entity.wa
Perth Inner City Housing Assn Inc
27,345
Roman Catholic Archbishop of Perth – Parish of Kellerberrin
Perth Inner City Youth Service Inc
6,120
Roman Catholic Archbishop of Perth – Parish of Moora
7,557
Roman Catholic Archbishop of Perth – Personal Advocacy Service
Perth Jewish Aged Home Society Inc
Perth Studio Potters Inc
Philanthropy Australia Inc
10,000
5,500
11,000
Roman Catholic Archbishop of Perth – St Patricks Community Support Centre
Pilbara Aboriginal Chamber of Commerce Inc
40,000
Roman Catholic Bishop of Broome – Balgo – Kutjungka Parish
Pilbara Community Legal Service Inc
66,442
Roman Catholic Bishop of Broome – Kununurra Wyndham Parish
Pingelly Land Conservation District Committee
4,129
Roman Catholic Bishop of Geraldton – Centacare Family Services Geraldton
1,833
Roman Catholic Bishop of Geraldton – St Mary’s Northampton
4,574
Rossmoyne Kindergarten Inc
Pingrup District Resource and Telecentre Inc
14,405
Rotary Club of Mount Barker Inc
Playtime Playgroup
Polish Ethnic School Inc
6,000
15,000
6,295
5,552
20,490
4,800
7,205
24,000
3,000
3,000
508,000
18,470
3,000
2,331
Rotary Club of Mandurah Districts Western Australia Inc – Sail Into Life
Planned Individual Networks Inc
7,719
5,000
19,444
Pinjarra Visitor Centre Inc
62,299
Rossmoyne Prim School P & C Assn Inc
Pingelly Telecentre and Resource Facility Inc
Pingrup Pottery Group Inc
4,670
581,615
26,570
Physical Disability Council of Australia Ltd
15,000
5,000
149,111
Roman Catholic Archbishop of Perth – Sacred Heart Church Highgate
Roman Catholic Archbishop of Perth – St Kieran’s Parish
Pineview Community Kindergarten Inc
9,109
28,370
10,000
Pines Playgroup
4,260
10,000
Roman Catholic Archbishop of Perth – Pro-Cathedral of St John the Evangelist
Philatelic Society of Western Australia Inc
Pilbara Regional Domestic Violence Council Inc
9,954
9,863
8,461
Rotary Residential College Inc
359,876
4,015
Rotary Western Australia Centennial Ltd
250,000
269,500
Royal Naval Association Perth WA Inc
3,680
1,544
Royal Perth Yacht Club of Western Australia Inc
32,910
4,786
Royal Society of Western Australia Inc
99,960
Polykulcha Inc
18,210
Ruby Benjamin Animal Foundation Inc
5,000
Port Hedland Sobering Up Centre Group Inc
34,611
Russian Ethnic Community and Youth Development Assoc Rusichi Inc
2,000
Positive Ageing Foundation of Australia Inc
6,655
S.O.S. Supporting Our Seniors and Disabled Inc
4,955
Sailability WA Inc
13,609
Shire of Kalamunda
39,412
Saints Care Ltd – The Homestead (Beldon)
48,318
Shire of Kellerberrin
5,000
Saints Care Ltd – The Homestead (Kingsley)
20,930
Shire of Kojonup
9,630
Salvation Army Western Australia Property Trust – Bridge Programme
50,000
Shire of Koorda – Koorda and Districts Museum and Historical Society
Samaritans Inc
10,000
Shire of Kulin
40,000
Sandalwood Art and Craft
Save the Children Fund Australia
Schizophrenia Fellowship Albany and Districts Inc
School Volunteer Program Inc
Scout Association of Australia – Western Australian Branch
SECCA: Sexuality Education Counselling and Consultancy Agency Inc
4,294
8,340
Shire of Lake Grace
24,840
22,233
Shire of Laverton
10,000
385,559
Shire of Leonora
35,861
5,000
100,000
82,800
Shire of Meekatharra
123,726
Shire of Morawa
14,264
318,481
Shire of Mt Marshall
14,092
Serenity Lodge Inc
25,150
Shire of Mukinbudin
97,500
Serpentine Jarrahdale LCDC
33,060
Shire of Mullewa
Senses Foundation Inc
Serpentine-Jarrahdale Youth Activity Group Inc
Servite Sisters Inc
Share & Care Community Services Group Inc
8,177
Shire of Manjimup
36,000
2,681
Shire of Mundaring
8,870
Shire of Mundaring – Buckingham Heights Toy Library Inc
30,441
123,195
Shire of Murchison
3,148
41,874
Shark Bay Arts Council Inc
9,000
Shire of Murray
5,000
Shark Bay Fishing Club Inc
1,007
Shire of Nannup
15,000
Shelter WA Inc
Shire of Ashburton – Onslow Evacuation Centre
10,790
200,000
Shire of Narembeen
107,220
Shire of Ngaanyatjarraku
50,000
Shire of Augusta-Margaret River
50,000
Shire of Northam
Shire of Augusta-Margaret River – Rural Transaction Centre
80,000
Shire of Northampton
33,192
Shire of Boyup Brook
7,164
4,200
Shire of Nungarin
31,176
Shire of Bridgetown-Greenbushes
45,500
Shire of Perenjori
5,000
Shire of Bridgetown-Greenbushes – Bridgetown Heritage Group
12,450
Shire of Quairading
Shire of Broome
19,143
Shire of Ravensthorpe
Shire of Broomehill
26,936
Shire of Ravensthorpe - Ravensthorpe Hopetoun Area Promotions (Inc)
Shire of Bruce Rock
10,985
Shire of Roebourne
20,888
Shire of Busselton
15,800
Shire of Roebourne - Walkington Theatre
34,000
Shire of Busselton – Meelup Regional Park Management Committee
30,000
Shire of Sandstone
8,214
10,000
5,000
2,860
Shire of Capel – Dalyellup Community Centre
226,000
Shire of Serpentine-Jarrahdale
33,750
Shire of Capel – Peppermint Grove Beach Community Centre
150,000
Shire of Shark Bay
56,650
Shire of Carnamah
10,500
Shire of Three Springs
10,000
Shire of Carnarvon
14,610
Shire of Toodyay - Old Gaol Museum
15,000
Shire of Carnarvon – Baxter Park Community Development Project
41,000
Shire of Trayning
17,220
Shire of Carnarvon – Carnarvon Civic Centre
33,450
Shire of Upper Gascoyne
28,356
Shire of Chapman Valley
12,530
Shire of Waroona
21,680
Shire of Collie
10,000
Shire of West Arthur
26,848
Shire of Coolgardie
50,370
Shire of Westonia
3,859
Shire of Coorow
49,047
Shire of Wickepin
110,000
10,000
Shire of Williams
24,092
Shire of Cranbrook
Shire of Cranbrook – Frankland Community Resource Centre
Shire of Cuballing
Shire of Cue
Shire of Cunderdin – Cunderdin Museum
150,000
5,130
94,370
5,000
Shire of Wiluna
17,315
Shire of Wyalkatchem
82,056
Shire of Wyndham-East Kimberley
Shire of Dalwallinu
67,403
Shire of Yalgoo
Shire of Dandaragan
36,254
Shire of Yilgarn – Yilgarn History Museum
Shire of Dandaragan – Badgingarra Community Centre
34,972
Shire of York – Residency Museum York
Shire of Dardanup
18,500
Short Term Accommodation for Youth Inc
Shire of Denmark – Nornalup Community Hall
77,913
SIDS and Kids Western Australia Incorporated
Shire of Derby-West Kimberley
104,011
Shire of Donnybrook-Balingup
32,220
3,500
Shire of Wongan-Ballidu
10,000
275,000
6,935
27,829
3,360
27,363
Silver Chain Nursing Assoc Inc – Walpole Community and Health Centre
Silver Chain Nursing Association Inc – Bridgetown
93,051
135,000
Shire of Dowerin
5,223
Silver Threads Band
Shire of Dumbleyung
4,066
Smart Events Inc
35,000
4,138
Shire of Dundas
76,215
Smith Family Inc
32,623
Shire of Gnowangerup
20,000
Snag Island Coastal Kids and Community Centre Inc
Shire of Goomalling
61,475
Somali Women Association WA Inc
Shire of Greenough
29,872
Somali-Australian Humanitarian and Relief Organisation WA Inc
Shire of Halls Creek
68,602
Sorrento Playgroup Association Inc
Shire of Harvey
41,334
South City Housing Inc
29,986
Shire of Harvey – Harvey Senior Citizens Inc
38,352
South East Metropolitan Youth Action Inc
37,790
Shire of Harvey – Leschenault Leisure Centre
3,000
6,000
15,000
5,815
3,000
South Lake Ottey Family & Neighbourhood Centre Inc
Shire of Irwin
25,000
South Metropolitan Migrant Resource Centre Inc
Shire of Jerramungup
10,000
South Perth Playgroup
Shire of Jerramungup – Jerramungup Community Centre
25,000
South Stirling Community Association Inc
6,000
109,359
3,000
15,000
105 of 109
South West Emergency Care Inc
South West Family Support Association Inc
South West Migrant Service Inc
9,800
24,743
2,407
Town of Vincent – Beatty Park Leisure Centre
Toy Place Toy Library Inc
Tractor Museum of WA Inc
3,000
3,000
63,220
South West Refuge Inc
16,038
Treloar Child Care Centre Inc
9,033
Southcare Inc
11,000
Trustees of the Christian Brothers in WA – Catholic Agriculture College – Bindoon
50,370
Southern Agcare Inc
Southern Cross Care WA Inc
Southern Cross Playgroup
Southern Cross Telecentre Inc
Southern Cross Village Success Residents Social Committee
Southern Districts Support Association Inc
Southside Christian Centre AOG Inc
Southside Christian Centre AOG Inc – Armadale Care Adult Centre Department
9,000
600,000
3,000
14,500
2,555
544,542
4,465
200,000
Trustees of the Sisters Of Nazareth – Nazareth House
200,000
Two Rivers Catchment Group Inc
5,200
Two Rocks Blessing of the Fleet and Community Day Inc
5,000
Two Rocks Volunteer Sea Rescue Group Inc
4,044
Two Rocks Yanchep Residents Association Inc
Uni Camps For Kids Incorporated
3,400
15,000
United Eritrean Association of WA Inc
4,524
United Nations Assn of Australia WA Div Inc
5,389
Southside Harmony Men Barbershop Chorus Inc
4,288
Uniting Church Council of Mission Trust Assn – Murchison Financial Advocacy Services
Speak Easy Association of Western Australia Inc
6,200
Uniting Church Homes
Special Olympics Western Australia Inc
6,868
Uniting Church in Australia Property Trust WA – Billabong Playgroup Canning Vale
3,000
Species Orchid Society of WA Inc
2,000
Uniting Church in Australia Property Trust WA – Dalwallinu Uniting Church
9,620
7,114
Speech and Hearing Centre for Children WA Inc
107,112
Uniting Church in Australia Property Trust WA – Foothills Food Centre
Spina Bifida Association of Western Australia Inc
359,770
Uniting Church in Australia Property Trust WA – Leeuwin Parish
4,000
86,787
2,123
Sri Lankan Tamil Association of Western Australia Inc
14,887
Uniting Church in Australia Property Trust WA – Mofflyn
15,000
St Barbaras Festival Inc
20,000
Uniting Church in Australia Property Trust WA – Rainbow Project
10,050
St Bartholomews House Inc
52,305
Uniting Church in Australia Property Trust WA – Uniting Aid
12,650
Uniting Church in Australia Property Trust WA – Wesley Homelink
45,395
St Bartholomews House Inc – Bentley Crisis Unit
1,046
St Basils Aged Care Services in WA Vasileias Inc
10,037
St Francis Xavier Playgroup and Third Road Kindy Inc
St Jeromes Playgroup
St John Ambulance Australia-WA Ambulance Service Inc
Uniting Church in Australia Property Trust WA – Wesley Mission Fremantle
8,000
2,682
Uniting Church in Australia Property Trust WA – Wesley Mission Perth
57,000
1,930
Uniting Church in Australia Property Trust WA – Wilf Sargent House
54,435
2,420,020
Uniting Church in Australia Property Trust WA – Wyn Carr House Womens Refuge Inc
14,890
St Vincent De Paul Society WA Incorporated
65,500
University of the Third Age The University of Western Australia Inc – South East Region
St Vincent De Paul Society WA Incorporated – Passages Resource Centre
27,065
University of Western Australia UWA – Friends of the Grounds
15,000
57,252
Upper Mackie River Land Management Group Inc
13,196
Useless Loop Community Biosphere Project Group Inc
42,540
Valued Independent People Inc
40,000
St Vincent de Paul Society WA Incorporated – Vincentcare House Bayswater
St Vincent de Paul Society WA Inc – Vincentian House, Midland
Stand By Me Youth Service WA Inc
Starick Services Inc
Stirling Business Alliance Inc
Stirling Skills Training Inc
1,514,000
13,490
5,000
49,981
7,500
Veteran Car Club of WA Inc
Victoria Park Youth Accommodation Inc
Victoria Plains Playgroup Association
Sudbury Community House Association Inc
17,624
Volunteer Centre of Western Australia Inc
Support Housing and Action for Collie Kids Inc
10,400
Volunteer Home Support Inc
Sussex Street Community Law Service Inc
Swan Emergency Accommodation Inc
Swan Friendship Club of Western Australia Inc
9,000
WA Air Training Corps Gliding Wing Inc – Cadets
7,000
WA Council on Addictions Inc – Perth Community Drug Service Team
44,880
WA Council on Addictions Inc Cyrenian House
1,287
4,972
28,332
3,042
295,341
9,967
24,373
14,795
362,055
Swan Village of Care Inc
2,700
WA Croatian Community Centre Inc
10,000
Tamil Association of WA Inc
2,000
WA Disabled Sports Association Inc
166,540
5,000
WA Veterans Support Group and LINCS Inc
69,036
Wagin Telecentre Inc
17,570
Tammin Economy Shop Cooinda Association TESCA Inc
Technology Assisting Disability WA Inc
Teen Challenge (Perth) Inc
Thai-Australian Association of WA Inc
Therapy Focus Incorporated
Three Springs Historical Society Inc
33,466
300,000
8,500
154,217
34,690
Waikiki Community and Family Centre Inc
2,355
Wanneroo and Districts Historical Society Inc
2,070
Wanneroo Orchid Society Inc
15,000
16,563
Three Springs Playgroup
3,000
Waratah Christian Community Inc – Falcon Family Centre
Tiddly Winks Toy Library
3,000
Waratah Support Centre South West Region Inc
Tiny Tots Toy Library Association Inc
2,300
Warawarni-Gu Healing Art Centre Inc – Roebourne
Toodyay Naturalists’ Club Inc
3,350
Waringarri Media Aboriginal Corporation Inc
Torbay Catchment Group Inc
4,499
Wanslea Family Services Inc
5,000
4,587
17,699
4,464
Warren Art and Craft Group Inc
3,810
Town of Bassendean
19,989
Waugal Aboriginal Corporation
15,000
Town of Cambridge
20,000
Webber Gardens Residents Social Club
Town of Cambridge – Cambridge Youth Centre
33,460
Wellstead Progress Association Inc
1,805
Town of Claremont – Claremont Museum
13,320
West Australian Ballet Company Inc
12,000
Town of East Fremantle
47,408
West Australian Group Training Scheme
51,352
Town of Kwinana
87,243
West Australian Ostomy Association Inc
33,631
8,015
West Australian Quilters Association Inc
Town of Mosman Park
Town of Narrogin
33,859
West Australian Rowing Club Inc
Town of Northam
35,000
West Kelmscott Cty Recreation Movement Inc – Kelmscott
Town of Port Hedland
4,000
West Pilbara Volunteer Sea Search & Rescue Group Inc
Town of Port Hedland – Matt Dann Cultural Centre
35,000
West Stirling Neighbourhood House Inc
Town of Victoria Park
11,420
Westan Aboriginal Corporation Inc
Town of Vincent
15,000
WESTCARE Inc – WESTCARE Accommodation Services
1,295
1,000
10,370
5,000
40,000
2,000
8,916
84,732
Westerly Family Centre Inc
6,134
York Family Playgroup
Western Australia Capoeira Federation Inc
6,357
York Society Inc
15,000
3,000
24,750
Western Australian AIDS Council Inc
35,860
Young Australia League Inc
Western Australian Association for Mental Health Inc
35,990
Young Mens Christian Association of Newman Inc
Western Australian Autism Diagnostician’s Forum Inc
2,366
Young Mens Christian Association of Perth Inc YMCA
5,000
410,000
Western Australian Community Foundation Ltd
256,419
Youth Affairs Council of Western Australia YACWA
Western Australian Council of Social Service Inc WACOSS
132,697
Youth Alive Western Australia Inc
Western Australian Deaf Society Inc
120,685
Youth Charities Trust Inc
30,000
Youth Involvement Council Inc
33,870
Western Australian Local Government Association
65,477
15,000
8,600
Western Australian Naturalists Club Inc-Kwinana,Rockingham, Mandurah Branch 2,700
Yulella Aboriginal Corporation Inc
3,000
Western Australian Pipe Band Association Inc
1,000
Zig Zag Community Arts Inc
9,496
Western Australian Retinitis Pigmentosa Foundation Inc
7,405
Zonta House Refuge Association Inc
6,000
Western Australian Sports Federation Inc
2,059
Western Institute of Self Help WISH Inc
40,625
Wheatbelt Area Consultative Committee Inc
78,500
Whitfords Volunteer Sea Rescue Group Inc
29,580
The following amounts were recommended by the Commission approved by the
Wila Gutharra Community Aboriginal Corporation Inc
23,585
Minister in accordance with sections 22(d)(l) and 22(d)(ii) of the Lotteries Commission
Winter Babies Playgroup
3,000
Winthrop Playgroup Inc
2,995
Womens Health Care Association Inc
161,788
Womens Healthworks, Health Education and Resource Centre Inc
96,000
Wongutha Birni Aboriginal Corporation Inc
38,669
Woodlake Playgroup Inc
2,677
Woodlands Family Playgroup Inc
3,000
Woodvale Family Playgroup Inc
3,000
Woodvale Toy Library Inc
3,000
Woolah Aboriginal Corporation
67,396
Wunan Foundation Inc
10,000
Wyndham Telecentre Inc
19,717
Yaandina Family Centre Inc
70,517
Yahnging Aboriginal Corporation
26,610
Yamble Playgroup Inc
Yarloop Progress Group Inc
Yarra Yarra Catchment Management Group Inc – Kalannie
Yealering Playgroup
Yiyili Community Aboriginal Corporation Inc
Yokine Over 50’s Club
Yorganop Child Care Aboriginal Corporation
Total Direct Grants
57,174,920
Act 1990 (as amended).
UWA-Perth International Arts Festival
4,000,000
Screenwest Inc
4,000,000
Total
8,000,000
Total Approved
65,174,920
3,000
3,628
30,000
2,000
280,000
1,780
27,220
107 of 109
Reconciliation of Direct Grants – 2004/05
Allocations approved but not paid at 1 July
Less: Net adjustments to prior year grants
Add: Grants approved during the year
Less: Grants approved and written back during the year
Less: Payments made during the year
Grants approved but not yet paid at 30 June
2005
$000,s
2004
$000,s
60,546
(1,239)
56,437
(1,346)
59,307
55,092
71,571
62,856
130,878
117,948
(80)
(140)
130,798
117,807
(63,546 )
(57,261)
67,252
60,546
Glossary
Add-on commission
This is a commission payable to Lotterywest Retailers which is included in the price
paid by players
Community Cultural
This funding program includes our support for the Perth International Arts Festival and
ScreenWest as well as a wide range of community festivals and celebrations
Community Sector Development
A funding program aimed at further developing skills and quality of management of those
working within the community sector
Community Support and Development
This program includes funding for community buildings and facilities, employment and
enterprise initiatives, emergency relief for those in financial crisis, support for emergency
services and funding for medical research
Environment
Funding under this program includes support for both the natural environment
(conservation projects) and the preservation of our built heritage
Lotteries Houses
Lotteries Houses are buildings which are purchased, constructed or refurbished by
Lotterywest to house, usually, smaller community groups which could otherwise not afford
their own office space. The houses are run by incorporated management committees and
are encouraged to be independent and, as far as possible, self-sufficient
Net subscriptions
These are subscriptions net of any prize liability
Priority Groups with Special Needs
This funding program helps meet special needs in the community such as those of
aboriginal people, families and children, young people, seniors and people with
disabilities
Subscriptions
These are the proceeds of sales of lottery products net of any add-on commission
109 of 109

AR Glenn Backup v2.pub - Parliament of Western Australia

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