Annual Report 2006
Table of Contents
OVERVIEW 5 Who We Are 5 Our Vision 5
Our Purpose 5 For further information please Our Values 5 contact: Highlights of the Year 6
CHAIRMAN’S INTRODUCTION 7 Jan Stewart CEO’s REPORT 9 Chief Executive Officer Lotterywest Stakeholders 19 Lotterywest OUR GAMES 20
Saturday Lotto 20
OZ Lotto 21 Postal Address: Powerball 22 Lotterywest Monday and Wednesday Lotto 22 PO Box 1113 Scratch’n’Win 23 Osborne Park Cash 3 24 Western Australia 6917 Soccer Pools 24 Super 66 25 OUR RETAILERS 26 Street Address: OUR PLAYERS 32 Lotterywest SUPPORT FOR OUR COMMUNITY 34 74 Walters Drive Lotterywest Community Grants 34 Osborne Park Perth International Arts Festival 38 Western Australia 6017 Western Australian Film Industry 38 Supporting our State’s Hospitals 39 Telephone: The Arts 39 + 61 8 9340 5100 Sports & Recreation 40 Facsimile: PLANNING AND BUSINESS DEVELOPMENT 42 + 61 8 9242 2577 Strategic Planning Framework 49 OUR PEOPLE 50 Email: [email protected] Our People Are Our Success 50 Website: www.lotterywest.wa.gov.au People and Communities 53 Our Organisation 54 CORPORATE GOVERNANCE 55 Lotterywest Board 55 Front cover - Image from Everyday People, Lotterywest Board Members 55 Lotterywest’s campaign which celebrates the joys of a lottery win - by our players and our community Corporate Governance Framework 58
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Audit Committees 58 Legislation Impacting on Lotterywest 59 Ministerial Directives 60 The Environment 62 Governance 64 The Regions 68 CERTIFICATION OF PERFORMANCE INDICATOR 69 AUDITOR GENERAL’S OPINION OF FINANCIAL STATEMENTS AND PERFORMANCE INDICATORS 70 PERFORMANCE INDICATOR TABLES 71 KEY PERFORMANCE INDICATORS (AUDITED) 72 CERTIFICATION OF FINANCIAL STATMENTS 73 INCOME STATEMENT 74 BALANCE SHEET 75 STATEMENT OF CHANGES IN EQUITY 76 STATEMENT OF CASH FLOW 77 NOTES TO THE FINANCIAL STATEMENT 78 OPERATING BUDGET FOR 2006/07 106 Notes to the Budget 107 FIVE YEAR SUMMARY OF FINANCIAL DATA 108 Direct Grants Summary 109 Direct Grants List 110 Reconciliation of Direct Grants 118 GLOSSARY 119
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4 of 119 Lotterywest Annual Report 2006 Annual Report 2006
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
Judy Elvidge, Tom Hendrych and Our Vision Mary Boksich from our Information Services team 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
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Highlights
Total Sales OUR GAMES
$550 • Total Sales of $546.37m • Increase of $26.26m on 2005 $500 • Oz Lotto re-launched and first ever $20m jackpot $450 • Monday and Wednesday Lotto launched in May Millions 2006 $400 • Changes to the price structures and prize payout 2002 2003 2004 2005 2006 for Scratch’n’Win tickets
• Total annual sales per adult of $344.65
Total Funding provided to the Western OUR COMMUNITY Australian Community • A total of $166.21m was returned to the Western Australian community $200 – $81.83m returned to Hospitals $150 – $10.23m returned to the Arts $100 – $10.23m returned to Sports Millions $50 – $4m to the University of WA for the Perth $0 International Art Festival 2002 2003 2004 2005 2006 – $4m to Screenwest for the support of the Screen Industry in WA – $55.92m distributed to charitable and community groups • 1,268 grants approved to 1,165 different organisations
Annual Lottery Sales per Capita (Adult)
$360 OUR RETAILERS • 482 online retail outlets $320 • 81 Scratch’n’Win only outlets
$280 • $44.47m paid to Retailers in commission
$240 2002 2003 2004 2005 2006
6 of 119 Lotterywest Annual Report 2006 Chairman’s Introduction
It has again been a privilege to chair the Lotterywest Board during a year of record sales and returns to our beneficiaries.
The Board is very cognisant of the responsibilities it holds in overseeing the governance of this important Western Australian Statutory Authority. We have many stakeholders who have an interest in the way our business performs – the public of Western Australia, to whom we are accountable through the Minister for Government Enterprises; our players, who must be confident that our games are run with absolute integrity; our beneficiaries who are entitled to expect optimum funding and courteous service (while we must also be aware of our social responsibilities in the way our products are promoted); our retailers who represent us to our players and who rely on us to help ensure the success of their business; our business partners and suppliers; and finally, the staff of Lotterywest for whom we must ensure a rewarding, safe and enjoyable place to work. Clyde Bevan Chairman
The Board, in all its deliberations, seeks to ensure that the interests of all these groups are carefully considered, and outcomes achieved which are fair and balanced for all concerned. We believe the results reported in this report demonstrate that we have achieved the right balance.
During the course of the past year, the Board recommended to the Department of Treasury and Finance a business case for a considerable capital investment to replace the central gaming system and gaming terminals as well as Lotterywest’s business information systems. This followed a review by the senior management team which concluded that the now ageing technology which is needed to run the
Lotterywest business must be replaced. This project, which is planned for completion in early 2008, will provide Lotterywest with the technological infrastructure to ensure its success for the next decade. It is a complex project, which like all of its kind, carries a degree of risk.
The Board will fulfill its role in overseeing this project in the forthcoming year and is confident that the team at Lotterywest have the ability to ensure the project’s success.
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While the strong economy of Western Australia remains a positive factor for the continued success of our business, there are other forces that have the potential to impact on our success. We continue to monitor carefully, for example, the global changes in the gaming market and the potential for competition from internet gaming. Our forecast for Lotterywest at this point is for continued growth, and consequently growth in our returns to our beneficiaries – many of whom are organisations serving the most disadvantaged of our community. Our aim is to continue to support them in their important work for our community.
Again, my thanks go to my fellow Board members for their contribution during the past 12 months, and our congratulations go to the executive team and staff at Lotterywest for an excellent year’s work.
I thank our Minister, the Hon Eric Ripper MLA, Deputy Premier; Treasurer; Minister for Government Enterprises; Minister Assisting the Minister for Public Sector Management, and his Parliamentary Secretary, the Hon Kate Doust MLC for their enthusiastic support and representation of Lotterywest during 2005/06.
CLYDE BEVAN Chairman
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CEO’s Report Playing games, competing with each other, and staking wages on those games, are documented as a unique feature of human behaviour as far back as archeological records can take us. History tells us there have been State authorised lotteries as early as the 15th and 16th century in Europe and the East, raising money for causes as diverse as the sewage system for London, orphanages in Portugal and the construction of the Great Wall of China.
So there is nothing new about State authorised gaming. In recent years however we have seen the global gambling industry develop in a way never seen before, driven by the possibilities offered by modern technology, increased leisure time and booming economies in many parts of the Western world. The casino industry is expanding in almost every country, there are now electronic gaming machines (poker machines) in every state in Australia except Western Australia. Internet gaming now has an estimated global turnover of $15 billion and sports betting has extended far beyond horse racing to include the opportunity to bet on virtually every Jan Stewart kind of sporting event in the world. CEO
It is in this competitive environment that most State authorised lotteries in the world are already at a mature stage of development and are working to maintain growth, while upholding standards of corporate social responsibility. The total global turnover of traditional lottery games – ie. Lotto and numbers games, Keno, sports lotteries, draw lotteries, and instant lotteries, is now reported to be $182.4 billion (La Fleur’s magazine reporting to 2005 world wide lottery sales).
We at Lotterywest are pleased to report a sales growth of 5% for the 2005/06 financial year.
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Lotto remains the world’s favourite lottery game (as it is for Western Australia), whilst recent figures internationally show an 11% average fall in Lotto sales, it now represents 42% of total global lottery sales. This is in marked contrast to Lotterywest where Lotto sales account for 83% of our total sales. In 2005 we were ranked number 3 in the world on per capita Lotto sales behind the Norwegian lottery, Norsk Tipping, and the Maltese lottery, MALTCO Lotteries Ltd.
Our goal during the past year has continued to be to achieve responsible sales growth consistent with Lotto remains the world’s consumer price index, in order to maintain the real value favourite lottery game ……. of the return that we make to our beneficiaries. We were pleased that our return this year was again a record, with a total of $166.2 million distributed - an increase on the previous year of 2.8%.
Our growth has relied on three main strategies: the continued positioning of Lotterywest with our players and with the public as a whole as a uniquely Western Australian organisation with strong links to our beneficiaries and as a organisation built on strong brand values; the development of our lottery products and overall product mix, supported by an appropriate balance of marketing for each of those products; and increased support to our retailers to assist them in improving their performance.
During the course of 2005/06, we worked closely with our marketing agency in the evolution of our corporate communications strategy. Our goal has been to communicate the holistic nature of our business – the thrill of winning, whether it be a Lotto or instant lottery win, as well as the benefits flowing back to our community. In early July we launched a campaign which shows a family of winners experiencing and celebrating the joy of discovering that they hold a winning ticket. We invited representatives of our staff, our retailers and our grant beneficiaries to participate in the filming of this campaign. They all gave generously of their time over several days, with representatives of a very wide range of community organisations as well as arts and sporting groups participating in the filming. We feel sure that this campaign can only strengthen the close relationship between Lotterywest, our players and our community.
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Our product growth strategies included two distinct strategies – one for our online product range in partnership with our Australian lottery industry partners, and the other for Scratch’n’Win. This year in March, the subscription price of our flagship game Saturday Lotto, which contributes 53% of our sales turnover, increased by 11.1% from 45¢ a game to 50¢ a game. This price increase allowed a base week offering of $4 million each Saturday, and enabled future Superdraws and Megadraws (seven of which are held each year) to all be above $20 million, including the largest December Megadraw to date with a $33 million offer.
Where the money came from in In October 2005, we relaunched OZ Lotto with a change 2005/06 of game matrix from 6 from 45 to 7 from 45, and the addition of two extra prize divisions. The change was Saturday Lotto $291m intended to give players higher and more frequent Powerball $97m jackpots as well as more chances to win a prize. Our market research showed players would respond OZ Lotto $59m positively to such a game. Unfortunately, statistical Scratch’n’Win $83m modeling just like Lotto itself, has an element of chance and in the critical early weeks after its re-launch the Monday & Wednesday Lotto $4m game rarely jackpotted and sales initially failed to reach Super 66 $4m growth targets. However, by 30 June sales had stabilised, and OZ Lotto ended the year $3.53 million Soccer Pools $1m (6.4%) up on last year. A recent jackpot run which Cash 3 $6m culminated in a couple from Kalgoorlie winning $25 million reignited interest in the game, and sales are Other $22m steadily increasing to the levels expected.
The other significant growth strategy for us in Western Australia, was the addition of two new and linked Lotto games – Monday and Wednesday Lotto, launched in partnership with our New South Wales colleagues, and the South Australia Lotteries Commission. The Monday and Wednesday game has been the main State game for New South Wales since 1979, who invited other States in Australia to join them. At 30 June, total sales for Monday and Wednesday were $4.12 million, somewhat lower than our original targets.
Our partnership with the other Australian lotteries (known as the ‘Bloc’) which enables us to combine the prize pools for our Lotto games has long been critical to our business. 83% of our sales turnover now comes from the games we share – Saturday Lotto, Powerball, OZ Lotto, Super 66, Soccer Pools, and the most recent addition – Monday and Wednesday Lotto. Planning for
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the further development to these games, and the possible addition of other shared games, is a vital component of our overall business planning and early in the 2006/07 financial year we met with our Australian lottery partners to develop the next phase of our rolling 5 year plan.
Our instant lottery product, Scratch’n’Win in the past year has been showing a similar pattern to many other lotteries, reflecting an international tendency towards flattening, and in some cases declining, sales for this product. As a result, a total review of the performance of our Scratch’n’Win brand was undertaken by a multi- disciplinary team. A number of key growth strategies were put in place including better designed tickets, better odds of winning, an improved marketing strategy, all of which has resulted in an improved performance of the A series of presentations given to our retail network entitled “The Big Picture” product, which we expect to see continued over the next twelve months.
Three years ago, we were concerned that an analysis of the performance of our retail distribution network, showed that increasing numbers (at one point nearly 50% of our network) were in sales decline. This meant that sales growth was coming from an ever smaller number of our network - clearly unsustainable both for our retailers and for Lotterywest. This prompted a review of our support to our retailers resulting in a multi-pronged strategy which has included increasing the numbers in the retail support team and training team, to improve the professional development and training we provide to our retailers. This has recently been consolidated into a program known as “Retailer Connect”, launched at a series of presentations to our retailers under the title “The Big Picture”. This program includes improved support and information services; new incentive programs; improved training for new retailers and ongoing development for existing retailers; support to access new technology; and a program to recognise retailers’ personal “connections” and voluntary service in their community. This award program offered a prize of $5,000 for retailers to give to the charity of their choice, presented at our annual end of financial year celebration.
Also, we have extended our practice of including retailers in events involving our grant recipients - in some cases particularly in remote areas, they often are our official representatives. Our retailers play a critical role in our
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capacity to support our community and we believe that should be acknowledged at all official occasions.
At the end of 2005/06 we are pleased to report that more than 70% of the network are in growth, the remaining are either at the same level or in only slight decline.
The transformation of the retail image with new shopfit and signage, introduced in 2003 as part of the Lotterywest branding, has continued with 61% of our network now transformed and another 10% have made a firm commitment to make the change. The target date Where the money went in 2005/06 for the complete transformation and removal of all old signage is the end of 2007. Prizes $305m Retailers commission $44m Lotterywest licences are much sought after. There is a Hospitals $82m very thorough process before a decision to offer a new licence is made and a rigorous selection process before Sports $10m any retailer is appointed, either to a new location or to an Arts $10m existing location. Direct Grants $64m
The ratio of Lotterywest retail outlets per capita in Operational expenses $35m Western Australia is in the mid range of the Australian industry norm. Experience has demonstrated that increasing the number of outlets unless population growth in these locations can clearly be demonstrated will not itself increase the overall return to our community which is our primary obligation. Our retail licensing policy continues essentially unchanged and new licences are issued only where it can be demonstrated that an outlet will contribute to our overall costs including our return to our beneficiaries as well as support our business growth. An amendment to our licence transfer policy now provides for identified low turnover outlets to be sold, and the licence reissued in locations with higher sales potential.
We continue to maintain a Customer Service Obligation (CSO) outlet policy for regional Western Australia. This policy acknowledges the needs of rural Western Australia, while recognising that it is not possible to provide a Lotterywest licence in every small country town. While the needs of rural Western Australia are clearly important, we must have as our primary focus the overall return to the Western Australian community. Our grants programs are particularly responsive to the special needs of remote and regional Western Australia.
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We believe that quality training for incoming retailers and continued professional development for other members of the network is critical to our business success. In the forthcoming year a full review of our training program will take place in anticipation of the needs associated with the replacement of our total gaming system.
While striving to improve our current management of our product portfolio and our support of our retailers we have also been preparing for our longer term future. In the annual report of 2004/05, I spoke of the need to replace our gaming system, our gaming terminals, and all our business enterprise systems. This project is now underway, with an announcement expected early in 2006/07 about the supplier of gaming systems selected to become our business partner for the next ten years. Once that decision is taken, a tender will be issued for our business enterprise system (ie. all management information systems). The implementation of this complete business transformation project will take place throughout 2007, with a “go live” target date of early 2008. The project will include the replacement of the now outdated terminals in our retail outlets.
The new gaming system to be implemented has the Lotterywest’s new property.- 72 Walters Drive potential to offer an internet service to Western Australian players. As this form of distribution becomes more common amongst other lotteries, we will need to consider carefully whether there is a business case for offering such a service to avoid losing revenue to other suppliers.
In preparation for the project to replace our gaming and management information systems, and for the long term growth of our business, we have leased the building next door to our head office. Our technician’s depot, currently located at a separate site, will ultimately be sold and our
technicians relocated to our head office. 72 Walters Drive will accommodate our retailer supplies services and a new retailer training centre. Already, our Corporate Services team have moved into their new premises, freeing up space at head office for other staff who have been working in an increasingly crowded and less than functional work environment.
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Lotterywest has been fortunate in having a very stable group of loyal and highly competent experienced employees, many of whom have served the organisation for more than 20 years. We now face the same challenges as many businesses in preparing for the future, as many long serving employees are approaching retirement age. In the context of a booming Western Australia economy and skills shortage we are facing the same difficulty as other employers in attracting suitably skilled applicants for vacancies including those that will be created as a result of our technology change project, In working to maintain Lotterywest’s status as a ‘workplace of choice’ we offer a family friendly workplace, a chance to do a job that benefits the community with …..we have continued to develop good opportunities for training and redevelopment. our “Wellness Program”, with a focus on healthy life style and In the past year we have undertaken a program we stress management. called “Integrity in the Work Place” which focused on ethical decision making within the values framework of Lotterywest. The program, undertaken by all employees and Board members, proved to be an immensely popular one, with staff reporting that it gave them new insight into coping with some of the difficult ethical challenges they are constantly faced with in their working life.
In addition, we have continued to develop our “Wellness Program”, with a focus on healthy life style and stress management. The Program has included the encouragement of all staff to be involved in some kind of physical activity, with light-hearted competitions such as a virtual “Bibbulman Track” walk and a weight loss challenge. This has been a very popular program, which has contributed to better physical health, as well as improved working relationships and morale in the work place.
Staff are encouraged to contribute actively to our business in a variety of ways and are consulted on decisions which impact on working conditions. For union members, this includes the “Joint Consultative Committee”, and for others the staff representative group known as the “Lotterywest Community Voice”. A new staff award program (similar to that for our retailers) was launched this year recognising the service that many of our staff make voluntarily to our community.
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A particularly important event held in October 2005, was our inaugural staff conference with the theme “Engaging Our Dream - Creating Our Future”. The conference was attended by all staff and was an important preparation for the changes our new technology project will bring. The business conference featured national speakers as well as local speakers. There were also more light hearted activities and a “talent quest” which proved highly successful.
Another important focus during the forthcoming year will be a more planned and structured approach to the development of our work force, closely linked to the transitional planning for our technology project.
To ensure we maintain our knowledge of developments in the lottery industry, and to contribute to the international organisations which provides services to Lotteries throughout the world, Lotterywest has continued to maintain close links with our international colleagues in the lottery industry. The Director Strategic and Financial Management Services, Lorraine Driscoll, has continued to serve as Executive Secretary to the Asia Pacific Lottery Association (APLA) and I serve the World Lottery Association (WLA) in the position of Senior Vice President Our continued active participation in APLA and WLA reflects our recognition that our continued business success depends on having access to contemporary knowledge and skills specific to the lottery business. In preparation for our future development and the generational shift in leadership that will likely occur over the next 3 to 5 years, a number of staff have been identified for attendance at international conferences. The preparation of our people for the future is critical if we are to achieve the benefits of our investment in new technology . Technology will only deliver on its potential for our business growth if staff have the skills and knowledge to make use of its opportunities.
And finally, we are proud that our ultimate purpose is to continue to support the Western Australian community. We are proud of our relationships with, and support for so many important Western Australian organisations, organisations which include the Perth International Arts Festival, ScreenWest, the WA Institute of Sport (through our funding of the Sports Lottery Account) as well as arts organisations such as the West Australian Ballet,
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Symphony Orchestra and Opera funded through the Arts Lottery Account.
We were particularly pleased to see the growing link that the Perth International Arts Festival has developed with our indigenous community with the extraordinarily powerful “Welcome to Country” which formed the centrepiece of the opening ceremony of the 2006 festival in February.
Our own Lotterywest direct grants program where we make grants to Western Australian charities and community groups is now recognised nationally for the ……. the ultimate purpose of our excellence of its grant management processes and its business is to continue to support innovative community development approach. Our grant staff are now regularly invited to speak at national the Western Australian conferences and consulted for their expertise in grant community management. This year, with a record amount returned to the community, we have been able to support many of our traditional beneficiaries such as the Association for the Blind, St John Ambulance, Royal Flying Doctor Service, St Vincent de Paul Society with substantial grants that will enhance their ability to deliver their services to some of the neediest in Western Australia. This while continuing to develop innovative programs which provide new ways to support the quality of life for all Western Australians.
Lotterywest has set sales growth targets which will allow us to maintain our return to our beneficiaries in real terms over the next five years. This target is based on the assumption that the current conservative position in gambling policy by present and past governments in Western Australia will be maintained. What is less certain however, is the effect of likely continued increases in petrol prices and interest rates on our sales, and the impact of internet gaming which is increasing throughout the world.
For 2006/07 we have set a sales growth target of 3.6%; a target we are confident we can achieve with our current product mix and planned marketing strategy.
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In undertaking our obligations under the Lotteries Commission Act (1990) and in the management of every area of our business we have again been well governed by our Board and I am grateful for their support and advocacy. I am also grateful for the very public support shown by our Minister, and Deputy Premier, the Hon Eric Ripper MLA and his staff. But as always, our achievements are ultimately the result of the work of our staff, and to them I offer my appreciation for their loyalty and all their contribution to our organisation throughout the past year.
Claire Mulligan, Victoria Griffiths and Lucy Reynolds from our Grants & Community Development team
JAN STEWART
CHIEF EXECUTIVE OFFICER
21st September 2006
18 of 119 Lotterywest Annual Report 2006 CEO’s Report Our Stakeholders
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Saturday Lotto Our Games $300 Lotterywest achieved record sales of $546.32 million. $275 Combined sales of national games, Saturday Lotto, Monday and Wednesday Lotto, Oz Lotto, Powerball, Super 66 and Soccer Pools provided 84% of total sales $250 revenue. The State based products Scratch‘n’Win and Cash 3 contributed 15% and 1% respectively. Millions
$225 Favourable economic conditions together with a range of improved marketing strategies and improved support to $200 our retailers contributed to this year’s result being $26.26 2002 2003 2004 2005 2006 million (5.0%) higher than the previous year.
• Sales of $291.31m
• $4.91m increase on 2005
• 53% of total sales revenue was generated from sales of Saturday Lotto Saturday Lotto • The $32m Megadraw in December recorded sales of $19.79m Saturday Lotto, Lotterywest’s flagship product, was originally launched in February 1979 and has evolved from a state based game with a 6/40 matrix to a major national game with a 6/45 matrix.
Saturday Lotto provides 53% of our total sales revenue and the performance of this game is critical to the overall success of our business. During the year, sales for Saturday Lotto totalled $291.31 million; an increase of $4.91 million (1.7%) over the previous year.
29% of Saturday Lotto sales were derived from 6 “Superdraws” and 1 “Megadraw”, planned events with our Bloc partners. These events offered guaranteed Division One prize pools between $21 million and $32 million. The $32 million Megadraw held on 31 December 2005 offered the highest Division One prize ever for Saturday Lotto and generated sales of $19.79 million.
The Slikpik 25 ticket (i.e. 25 games on a random number generated ticket) is our most successful ticket type. During 2005/06 it accounted for over 22% of all tickets sold for Saturday Lotto. This increased to 29% for Superdraws and 36% for the $32 million Megadraw. During the coming year we will develop further communications strategies to strengthen its position as
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the “ticket of choice”. We also plan to develop strategies OZ Lotto to promote and educate the market about systems $60.0 tickets.
$55.0
$50.0 OZ Lotto Millions $45.0 OZ Lotto, our Tuesday game, was introduced to the market in 1994 as the first completely national Australian $40.0 Lotto game. In October 2005, in association with other 2002 2003 2004 2005 2006 Bloc members, we made significant changes to the game, changing the game matrix from 6/45 to 7/45 (with 2 supplementary numbers) and introducing 2 additional • Sales of $58.92m prize divisions. The changes to the game were designed • $3.53m increase on 2005 to lead to more frequent, higher level Division 1 jackpots, with the potential to occasionally reach levels as high as • Re-launch and changes to the $30 million or more. The inclusion of the 2 extra prize game (Oct 2005) increased divisions combined with the effect of the additional jackpot frequency numbers drawn means there is greater opportunity for • 38 jackpots in 2006 (29 last year) players to win a prize. • The first ever $20m jackpot in June 2006 recorded sales of OZ Lotto sales for 2005/06 amounted to $58.92 million $3.01m an increase of $3.53 million (6.4%) on the previous year. OZ Lotto sales represent 13% of Lotto sales and 11% of total sales.
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Powerball Powerball $100.0
$95.0 Powerball, our other jackpotting game, was introduced to the market in May 1996. Since January 2001, when $90.0 Lotterywest had the first ever $30 million jackpot winner, the game has become one of our favourite and highly $85.0 anticipated games of the week. With a loyal player base, and with frequent Western Australian winners, there is a Millions $80.0 significant increase in sales when jackpots reach the $75.0 higher levels. The game is also known for its Division 2 prize payouts which are higher than all our other games. $70.0 The very successful “Powerball Bob” campaign, 2002 2003 2004 2005 2006 developed in 2004, also continues to contribute markedly to the success of this game. To stimulate further interest • Sales of $97.40m in the game during 2005/06, the jackpot sequence was enhanced ($3m, $6m, $9m, $15m, $22m, and $33m) • Increase of $12.51m on 2005 and the game continues to perform beyond expectations. • Game jackpotted frequently and The “Powerpik” ticket (a ticket with 45 games covering all reached high level jackpots in the 45 Powerball numbers), introduced in January 2005, 2006 continues to perform well, representing 3.2% of transactions and approximately 11.2% of sales. Powerball sales for 2005/06 amounted to $97.40 million; $12.51 million (14.7%) higher than last year. Powerball Monday / Wednesday Lotto sales represent 21% of Lotto sales and 18% of total sales. $5.0
$4.0 Monday and Wednesday Lotto $3.0
Millions Following an invitation to join their State based Lotto $2.0 games, Lotterywest has joined with NSW Lotteries and SA Lotteries and launched in WA a new Monday and Wednesday Lotto game (May 2006). The game has a $1.0 6/45 matrix (plus 2 supplementary numbers), the same 2002 2003 2004 2005 2006 as Saturday Lotto and at a price of 30c per game (plus a small retailer commission) offers a guaranteed Division 1 Prize Pool of $1 million on Mondays and $0.75 million on • Sales of $4.12m Wednesdays. There is also a separate established jackpot sequence which applies to both games when • Games launched in May 2006 Division 1 jackpots.
Monday and Wednesday Lotto sales for the short period to the end of the financial year totalled $4.12 million.
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Scratch’n’Win Scratch’n’Win $85 Lotterywest’s Instant ticket products were first introduced in December 1982. Today these Scratch’n’Win tickets $80 are available at all Lotterywest full service outlets and a further 81 retail outlets who only sell Scratch'n'Win tickets. Sales for the year totalled $83.43 million an $75
increase of 1.8% from last year. Millions $70 The performance of Scratch’n’Win was the result of a range of initiatives introduced to stimulate brand growth. $65 These were the result of a five-year strategic plan and an 2002 2003 2004 2005 2006 associated operational plan for the product which led to a focus on improving prize structures, game mechanics • Sales of $83.43m and communications strategies. • Increase of $1.45m on 2005
A dedicated Taskforce was set up in December 2005 to • Crossword tickets provided 53% of total Scratch’n’Win sales increase resources and realise the potential of the revenue Scratch’n’Win product portfolio. This resulted in improved integration between the supporting areas of the • Introduction of licensed games to Scratch’n’Win brand, including Retailer Supplies, Area the Scratch’n’Win portfolio Managers, Shopfit and Retailer Training amongst others.
The Scratch’n’Win taskforce benchmarked its activities with best practices of lotteries in other jurisdictions, and worked to introduce tickets with strong familiarity including a series of licensed games such as Bewitched, Scrabble and Battleship. Indeed Scratch’n’Win is the first instant lottery brand in Australia to introduce Scrabble and Battleship and continues to break new ground with new tickets. These games have performed extremely well, due to high levels of player recognition and accompanying communications and media strategies, appealing prize structures and fresh game mechanics.
Improvement were made to our Retailer stock supply and distribution, moving from an order filling approach to an allocations based distribution of tickets, where retailers are charged upon activation.
Future strategies to increase sales performance for the Scratch’n’Win brand include retailer incentives, management of the ticket product and portfolio life cycle, ticket innovation and development and a synergistic integration of marketing strategies across other areas of Lotterywest.
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Cash 3 $7.0 Cash 3
$6.0 With a relatively small turnover, Cash 3, launched in October 1998, has a very loyal player base and $5.0 continues to grow. Sales for the year of $6.30 million were $0.43 million (7.3%) higher than last year . Millions
$4.0 We will continue to promote this game through the television broadcasting of the daily draw and results and $3.0 local area marketing with promotions in selected 2002 2003 2004 2005 2006 community newspapers.
• Sales of $6.30m
• Increase of $0.43m on 2005
Soccer Pools Soccer Pools $2.0 This national sports game (with a matrix of 6/38) is $1.5 based on the results of the soccer games played throughout the world. This product continues to be a niche game in Western Australia and has a small but $1.0 loyal following.
Millions $0.5 Sales in 2005/06 were $1.17 million, which was $0.37 million (24.2%) less than last year. $0.0 2002 2003 2004 2005 2006
• Sales of $1.17m • Decrease of $0.37m on 2005
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Super 66
Super 66 $6.0
Super 66 commenced in November 1986 when Lotto was first introduced as an on-line game. It is an add-on $5.0 numbers game and played as an option with a range of Lotto games. Players are given 6 randomly generated
numbers and win a prize according to how closely these Millions match in order to the numbers drawn. $4.0
Sales in 2005/06 were $3.71 million, which was $0.33 $3.0 million (8.1%) less than last year. 2002 2003 2004 2005 2006
Super 66 and Soccer Pools performed slightly below expectations, due in part to the low level marketing • Sales of $3.71m support together with the effect of the introduction of the • Decrease of $0.33m on 2005 new Monday / Wednesday Lotto game.
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Our Retailers
Retail Distribution 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 564 outlets of which 482 offer all lottery products and 81 sell Scratch’n’Win products only. Western Australia covers a geographical land mass the size of Western Europe. In order to meet the demands of the communities of Western Australia our retail network comprises:
Metropolitan Outlets
Miami Lotteries & News All Products Scratch'n'Win Only Total
324 51 376
Regional and Country Outlets All Products Scratch'n'Win Only Total 158 30 188
82 of these online outlets are classified as Community Service Outlets (CSOs) and are located in rural and remote locations. These outlets provide a valuable service to the residents they serve.
The following table summarises our changes within the network during 2005/06
2005/06 2004/05 New Outlets 2 4 Byford Newsagency & Lotteries Established Change of Outlet 75 73 Ownership
Outlet Terminations 4 6 (voluntary)
Outlet Relocations 13 25
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Retail Network Lotterywest and the community of Western Australia is well serviced by the network of retailers that sell $45 800 Lotterywest products, and Lotterywest remains committed to supporting small business. $40 700 During the year Lotterywest received 47 enquiries in
relation to establishing lottery outlets at specific locations Outlets Millions throughout the State. $35 600
This is a reflection of various changes in market $30 500 conditions, such as increased population, a continuing 2002 2003 2004 2005 2006 resources boom, and extensive land development, Retailer Commission No Of Outlets together with our response to these changes through our distribution management strategies. In March 2005 Lotterywest addressed these changes by introducing • 482 online outlets modifications to our retail licensing policy which offered • 81 Scratch’n’Win only outlets existing outlets in low turnover areas an opportunity to relocate their outlet to a location identified by Lotterywest • 295 new Lotterywest shopfits as having the capacity to generate incremental sales, completed and thus capitalise on market conditions. • Total sales commission of $44.47m paid to retailers • Increase in commission paid of $3.23m (7.8%) on 2005
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Retailers Consultative Panel 2006: Retailers’ Consultative Panel Our Retailers’ Consultative Panel continues to play an important role in contributing to our 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 through working reference groups who provided feedback and support for many areas of the network including enhancements to the Ms Leanne Ameron Lotterywest shopfit, retailer incentives, communications Plaza Lotteries with the network, product repositioning, communications with players and policies impacting on our retailers. Ms Shelley Buchanan Warnbro Fair Lottery Centre Lotterywest gratefully acknowledges the invaluable Mr Leslie Eyre contributions of the panel members during 2005/06 and Brookton Newsagency recognises their considerable input into the implementation of Lotterywest shopfit. Mr Peter Hutton Joondalup Lottery Centre New panel members commenced in February 2006. Mr James Manifis Whitfords News & Lottery Centre
Mr Costa Raftopoulos The Lucky Charm Express City Rail Building our Retail Relationship 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. An integral focus in building our relationship with retailers has been the introduction of a broader approach to supporting retailers in business development initiatives. This incorporates coordinating access to a wide range of support and services within the retail and small business industry.
Improvements to our communications with retailers included enhancements to our Retail Link Website, Retail Link Magazine and weekly Merchandising News. The number of field staff was increased and we have commenced implementing improvements to our Retailer Learning and Development Program. Improved levels of service to the retail network from our field staff has
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resulted in our metropolitan retailers being visited on average 6 times each year and regional retailers around 4 times.
A significant increase in the use of the retail link website by retailers has enabled retailers to monitor their own performance and remain informed of general management information related to their business. At the start of the year 79 outlets were utilising its functions. By the end of the year the average number of users was 255 This represents 53% of the overall retail network The distinctive blue and yellow using the website regularly. This technology allows us to shopfit has succeeded in bringing offer retailers a user friendly and accessible business the Lotterywest brand into the resource. We will explore ways to make it easier for retail environment and helping our retailers to obtain broadband enabled computers and provide training in their use. retailers to stand out from the crowd.
Retail Identity The Lotterywest Retail Identity has introduced a strong and consistent corporate brand to the retail environment which our customers now recognised as being uniquely Lotterywest. The retail re-branding has improved our market presence and our point of sale presentation and linked the new livery to all the communications. The benefits of our new shopfit remained the focus of our communications with our network.
By June 2006 295 (61%) of our retailers completed the Lotterywest shopfit compared to 189 (39%) by June 2005, a significant milestone in the roll-out of Lotterywest’s corporate brand. 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.
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A significant number of retailers have completed their shopfit with the support of a financial assistance package offered by Lotterywest. Lotterywest has extended the offer of the financial package to retailers who are in the process of committing to the implementation of the new shopfit.
Following retailer feedback, a number of initiatives to add further value to the new shopfits are in place including the trial of a new Scratch’n’Win prototype display unit in five outlets during late June and July, the issue of new syndicate boards with the new Syndicate software, second-chance draw barrels and combo pack dispensers.
Phoenix Lottery Kiosk Retail Connect
Lotterywest has developed a holistic program for our retail network called “Retail Connect”. This program includes access to innovative, responsive and sustainable business management development strategies, as well as rewards for achieving or exceeding sales growth and maintaining best practice customer service and retail presentation standards. By offering this broad range of services, incentives, recognition and rewards, Lotterywest will achieve over time a much more consolidated and mutually beneficial relationship with our network through raising retailers awareness of business development opportunities, providing the opportunity to optimise sales, as well as providing education and support on key retail industry matters.
Retailer Learning and Development The training of new retailers and on going development opportunities for existing retailers is critical to the success of our retailers and our business. The aim of our four day Retail Management Program is to provide new owners and managers with a comprehensive introduction to Lotterywest’s business, policies and marketing, an in- depth knowledge of our products and systems and provide tactical sales and business development strategies to optimise sales.
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The two day retail staff training course is an intensive product knowledge program that covers all aspects of terminal use, product knowledge and an introduction to sales concepts and techniques. This program is particularly promoted to new retailers who see the benefits of our training and readily register their existing or new staff to attend. This year we trained 276 retail (20% increase) staff compared 230 retail staff in 2004/05 period.
We also delivered 205 in-store training sessions during and after business hours enabling retailers and their staff to improve their product knowledge and technical skills. This year we trained 276 retail (20% increase) staff compared 230 retail staff in 2004/05 period.
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WA Winners Our Players and Winners
2005/06 has been a very special year for many Western Australians who had a big Lotto win.
84 Western Australian Lotto players won Division One, sharing in prizes totalling $79.49 million.
As well as Saturday Lotto providing many of our State’s Division 1 Winners big wins, players loyal to OZ Lotto and Powerball were also rewarded. Saturday Lotto 74
Oz Lotto 6 • In October 2005, a local Lynwood couple in their early Powerball 1 60’s won $3 million in OZ Lotto. The couple listed Mon/Wed Lotto 1 buying a new house, a new car and sharing the money with their two children as amongst the things Super 66 1 on top of their shopping list. They also plan to take a Soccer Pools 1 holiday to Hong Kong and China, as well as giving some of the money away to hospital charities and homes for the elderly.
• $304.97m in prizes won by • Just five weeks later, in November, a 45 year old Western Australians single mother from Beckenham became wealthy • 84 Division 1 Lotto prizes totalling beyond her wildest dreams when she scooped the $79.49m entire $4 million OZ Lotto jackpot. Her winning ticket • 23 new millionaires cost just $4.35.
• In April 2006, a married couple from just outside the tiny wheatbelt town of Wyalkatchem won the entire $15 million OZ Lotto jackpot. The couple plan to invest the majority of their win, as well as sharing some of their Lotto fortune with their family.
• A single mother in her 40’s living in State housing won the entire $6 million Powerball jackpot in January 2006. At the time of her win, the woman told Lotterywest staff that she had always known she’d win Lotto, after a visiting gypsy in England told her 20 years earlier that one day she’d come into a large amount of money in unusual circumstances. The woman plans to invest half her winnings and use the rest to buy homes for herself and her family members.
• In Saturday Lotto, 74 Division One winners in WA took home prizes worth a total of over $46 million.
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• Amongst the winners, a Kelmscott couple in their mid 60’s had reason to call a clairvoyant and tell her the good news last November – her premonition from five years earlier had come true - they’d won over $400,000 in Saturday Lotto.
• A young professional couple in their early 30s won $1.16 million in April’s $21 million Superdraw. They plan to buy a new house and a new car for themselves.
• In late May, a lady in her 70’s won $1.3 million from a Lotto ticket which was a Mother’s Day gift from her son and daughter-in-law. The winner will share the money with her family, as well as taking a holiday overseas with her husband.
• A syndicate of 19 office workers shared in $1.35 million in June’s $27 million Lotto Superdraw. The insurance workers aged between 20 and 50 each won $71,500 and their plans include buying new cars, putting deposits on new homes, and taking holidays overseas.
• Another winner from the June Superdraw will use part Image from Everyday People, Lotterywest’s campaign which celebrates the of her $1.35 million to set up an orphanage in a Third joys of a lottery win - by our players and our World country. The married woman in her 40’s said community she will also use some of the money to help young teenage drug addicts in similar parts of the world.
• And joining in 2006’s World Cup fever in June, a 60 year old soccer enthusiast won $560,000 in Soccer Pools.
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Direct Grants Our Support for the Community of
$70 Western Australia
$60 “To give away money is an easy matter and in any $50 man’s power. But to decide to whom to give it, and how large, and when, and for what purpose and how, Millions $40 is neither in every man’s power nor an easy matter.” Aristotle (384-322BC) $30 2002 2003 2004 2005 2006 No one would dispute that Aristotle was indeed a very wise man, and a very forward thinking one too. The proposition he put forward so many years ago rings very • A total of $63.92m was returned true for the Lotterywest team who are charged with to the Western Australian determining our community grants policy and priorities. community as Direct Grants to charitable and community groups To whom we give it….. • 1,268 grants approved to 1,165 Lotterywest’s enabling legislation is the Lotteries different organisations Commission Act 1990, which prescribes that our proceeds must be distributed to our state Health Services, to Sport and to the Arts. It also requires that we must make direct grants to not for profit organisations and local government authorities for charitable and benevolent purposes. As well as to support our Perth International Arts Festival and the Film Industry in WA this year 1,286 grants were approved to 1,165 different organisations, totalling $63.92 million which represents a 3.75% increase on grants made in the previous year.
And how…. In a world that is becoming increasingly complex, and this seems particularly so for the not for profit sector, the beneficiary of our Lotterywest direct grants program, we consider it entirely appropriate that the grant making approach we take has simplicity and relevance.
The Lotterywest team are governed by four key principles to achieve productive partnerships with not for profit organisations and local government authorities. For Western Australian organisations, we know that Lotterywest grants are a fundamentally important source of support, and that without this support, their services and projects would not achieve the outcomes that are required. It is our responsibility to ensure that the principles behind our grant making allow the sector organisations to achieve their best. We aim therefore that our grants policy and approach:
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• Is flexible and responsive to changing community needs and priorities • Offers grants in a way that is timely and responds to priorities of the community • Compliments existing funding sources and supports project components that are not able to be resourced from other sources; and • Takes a developmental approach
We are the custodians of a very valuable community resource, and this is a responsibility taken very seriously. Accountability for our grants is not only on a financial basis, but also that the decision making for the expenditure is demonstrably solid. This year our grants Quality Assurance System has been refined to further strengthen this. The system provides confidence to our Board, to our Minister and to our community and customers that our grant decisions are equitable, consistent, rigorous and effective. Our Quality Measures have been refined and are clear evidence that our grants are made on the basis of consistent consideration of eligibility, policy issues, need and benefit, organisational financial and management capacity, and track record and reputation. Erin McGlew from The Association for the Blind of WA Together with robustness of process and outcome, the most fundamentally important part of being a successful grant maker is ensuring that our customers have all of the information about us that they need, that our grants are accessible and that our grants and the projects we are able to support are widely promoted. This has been a focus of activity and this year we have built on initiatives like our grants website and our electronic newsletter, to include the development of radio advertisements particularly targeting Indigenous communities, the showcasing of community projects and ensuring that the community benefits that flow from our players purchase of our games is strongly told.
Particularly pleasing is the recognition being afforded to Lotterywest nationally and internationally as a best practice example of grant making. This recognises not simply the amount of money distributed but indeed the manner in which our grants are available to the community, how we are accountable for the efficiency of the expenditure and the way in which we work with community organisations to ensure that the most effective result possible is achieved. This year
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ADVISORY PANELS Lotterywest has presented its grant making model at key Lotterywest recognises the significant industry international and national conferences, and our contribution external advisers provide to its work has been highlighted in journals and news features. grant making and policy development. Their advice and expertise ensures that Lotterywest grants remain relevant and ….and for what purpose addresses community priorities. The five areas of our grant making reflect the breadth
and diversity of community life, and are worded to The Disability Equipment Sector Advisory encourage applicants to think about the purpose of the Group provides ongoing policy advice and project they have in mind, and to find a ready gateway to information on the equipment priorities of people with disabilities through network us. representatives. Grants made by Lotterywest this year have: • Ms Carol Solosy, Manager, Technology, Training & Employment Services, Association For The Blind Extended the Capacity of Not for Profit organisations • Mr Greg Madson, President, Blind - by skilling and developing Management Boards, staff Citizens Association of WA and volunteers and investing in business and • Ms Lorraine Scholten, Manager Para organisational planning and change. Quadriplegic Association Of WA Inc • Volunteer Marine Rescue WA - A grant of $15,000 • Mr James Parish, Senior Social supported the attendance of up to 68 delegates to the Worker, Rocky Bay Inc annual State Sea Rescue Conference, ensuring that • Ms Angela Loran, Contract two members of each marine rescue group across Coordinator, Therapy Focus Inc Western Australia were able to attend this important training opportunity. • Ms Sandra Wallace, Allied Health Manager, Multiple Sclerosis Society Of WA Inc • Ms Nicki Longmire, Project Officer, Strengthened Community Service Delivery - providing Independent Living Centre Of WA; and essential infrastructure for services assisting people with • Ms Natalie Low, Disability Services particular needs or experiencing disadvantage. Commission. • St John of God Foundation Inc. - Lighthouse Program – $37,261 provided for a range of household furniture, equipment and window coverings to fit-out this new family-style youth accommodation house located in Geraldton. The Lighthouse Program's Geraldton house will provide long-term accommodation to six homeless young people at any one time. This is the third house to be developed under the program.
• Women’s Health Care Association - After many years of planning and community and government consultations, this organisation received a grant of up to $2.6 million towards the construction of a purpose built facility to accommodate its programs and house five small community based organisations. The organisation provides services to 45,000 women and families, and provides health information and education and holistic health care to people from diverse cultural and socio economic backgrounds.
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Enhanced Community Development Initiatives - by ADVISORY PANELS resourcing communities to address those issues that Social Research Advisory Panel Members matter most to them, and affect particular groups, so that ensure that the research proposals are well the community can be a stronger and healthier place to constructed, and will result in improved social live. policy and practice.
• Shire of Halls Creek - A grant of $44,786 enabled the employment of an Early Childhood Development • Ms Monique Berkhout, Office of Officer to resource and build the capacity of parents Premier and Cabinet, Social Policy and community members and to develop activities Unit that incorporate play, parenting, health and nutrition • Professor Sherry Saggers,Director, for the wellbeing of children. The project will operate Centre for Social Research, Edith within the four outlying Halls Creek communities. Cowan University • Associate Professor Mike Clare, Discipline Chair – Social Work and Social Policy, University of Western Valued our State’s Heritage - by assisting to conserve Australia our built and natural environment, to record our history • Ms Janet Gunn, Youth , Social and and learn from our past, so that our future is richer and Demography Section, Australian full of meaning. Bureau of Statistics • Dumbartung Aboriginal Corporation - Up to • Dr Ralph Straton, Centre for Social and Community Research, Murdoch $10,000 for building renovations for Dumbartung University which has a significant collection of Nyoongah cultural material that is available to view for educational and • Mr Evan Nicholas, Director, University Development, Curtin University of research purposes. Technology
• Professor Tony Ryan, University of And Notre Dame
Advanced Participation in Community Life - bringing people together to meet, to celebrate, and to share common interests, and to have fun. The Community Histories Technical Panel • Uni Camps for Kids Incorporated – A grant of is made up of historians who provide $15,000 met the accommodation costs for three one technical expertise to the assessment week long camps for 240 children held in January process for Community Histories grants. 2006 at Point Peron, Rockingham. These camps are provided for children who would not normally have • Ms Jennie Carter, Director, JS Battye access to a camp experience and offer the opportunity Library to form some positive childhood memories, • Ms Ronda Jamieson, History Council experience fun activities and entertainment, good food Of WA and positive role models and improve social skills and • Mr Malcolm Traill, City of Albany, Local self esteem. Studies
• Town of Port Hedland - An $85,000 grant was • Dr Bobbie Oliver, Senior Lecturer, Curtin University provided towards the redevelopment of Cemetery Beach Park, consisting of new playground equipment, safety fencing, seating and shade. The park will increase active participation and provide a more pleasant environment for families to meet and enjoy each others company.
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ADVISORY PANELS Statutory Support—Our Key Partners Cultural Heritage Advisory Committee Members provide ongoing policy advice and add value to the Cultural Heritage Grant Perth International Arts Festival programs by advising on trends and developments in the Heritage area. The 2006 UWA Perth International Arts Festival once again offered an extensive suite of high caliber local, national and international arts events. Of particular note • Mr Peter Kenyon, Heritage Council of WA was the Lotterywest Festival Overture which celebrated Nyoongar culture on a scale not previously witnessed by • Ms Janet Payton, Regional contemporary audiences. Development Consultant
• Ms Ainslie Evans, Shire of Katanning, The Festival’s community development approach Local Government Representative enabled some of the most excluded members of the WA • Mr Greg Wallace, WA Museum, community to participate in the program. The success of Museum’s Assistance Program this was evidenced through the high quality outcomes and critical acclaim together with the strong community ownership and positive feedback. It is to the credit of the Telecentre Infrastructure Grants Panel entire Festival Team that the initiatives undertaken Members provide technical information by continue to evolve and maintain a currency well beyond bringing their expertise and knowledge of the scope and duration of the Festival. telecentre operations to the assessment process. The Film Industry • Ms Lee Fitzgerald, Donnybrook Telecentre ScreenWest In stark contrast with the picture in other states, WA’s • Mr Bert Llewellyn, Wundowie screen industry is growing rapidly with the help of a $4 Telecentre million grant provided by Lotterywest to support the • Mr Chris Jones, Department of development of the commercial screen industry in this Education and Training State. • Dr Teresa Mailo, Telecentre Support Branch Lotterywest support provided through ScreenWest, the • Mr Terry Lewis, Telecentre Support body established to lead the development of the WA Film Branch Industry, has enabled Western Australia’s distinguished • Mr Max Betteridge, Telecentre Support track record in documentary film production to expand. Branch In 2005 three documentary series “Air Australia”, a third series of “Surfing the Menu” and “Give Me A Break” were produced. Other documentaries also produced included: “Saving Andrew Mallard”, an exposé of one of the most Gordon Reid for Youth Advisory controversial chapters in recent WA legal history; Committee member Deanna Giumelli “Superflu”, and “Kindness of Strangers”, looking at the provides advice in relation to youth extraordinary acts of good will arising after the 2004 initiatives in the South West of the State Boxing Day tsunami, the outstanding “Hoover’s Gold” (also enjoying a cinema release in WA), “East meets West”, “Black Road”, “Ooldea”, “Winners Guide to the Nobel Prize” and “Island Fetter”.
Children’s drama in Western Australia also had no time to sleep, with significant production activity taking place over the last year. Look out for the Lotterywest supported
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logo on the “Sleepover Club”, “Streetsmartz”—under the Statutory Grants brand name “Wikkid”, “Dogstar”, a new 26 part animated series and Tim Winton’s enormously successful “Lockie $110 Leonard” on television. $100 Finally two films, “Hidden Creatures” and “Iron Bird” were produced after securing $300,000 production support. $90 They are being showcased as part of the Perth $80 International Revelation Film Festival. Millions $70
Supporting our State’s Hospitals $60 2002 2003 2004 2005 2006 Health Hospitals Sports Arts
The Lotteries Commission Act prescribes that a fixed percentage of net subscriptions to our games (40% of product sales after prizes are deducted, equivalent to • Through Lotterywest’s statutory about 15% of sales) must be allocated to the State’s funding, $102.29m was returned Hospital Fund. In 2005/2006 this amounted to $81.83 to the Western Australian million which contributes significantly to the West community Australian Health Department’s ability to provide an – $82m returned to Hospitals accessible, high quality health system for Western – $10m returned to the Arts Australians. – $10m returned to Sports
Supporting the Arts, Sports and Recreation
The Arts
The Act also prescribes a fixed percentage (5% of net prescriptions, equivalent to approximately 2% of sales turnover) must be distributed to the Arts lottery account and the same percentage to the Sports lottery account. Last year Lotterywest provided the Department of Culture and the Arts with $10.23 million which supported the major Arts agencies to deliver cultural programs throughout the State. Each agency such as the WA Ballet, the WA Opera, the WA Symphony Orchestra, Spare Part Puppet Theatre and many others, are a hothouse of creativity in which a wonderfully diverse range of talented artists, working across a multitude of art forms and genres, is able to thrive.
Our cultural heritage is one of our State’s most important assets. Lotterywest’s support has ensured Western Australian artists and artistic product is not only helping to define who we are in the local context, but is also relevant internationally. Several of our Arts agencies competed successfully on the international platform last year including:
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• The WA Music Association showcased a number of WA bands like Gyroscope and End of Fashion at the world’s largest music industry event in Texas. All the bands featured have since received both international and national success
• Five West Australian designers from FORM’s Designing Features program were invited to exhibit in Milan Italy at the Salone Internazionale del Mobile, a highly prestigious design fair, before returning to Perth to exhibit at FORM Gallery.
• Theatre company Yirra Yaakin performed Windmill Baby as part of a focus on indigenous cultural expression at the Salisbury International Arts Festival in the UK.
• The WA Youth Orchestra toured Europe, presenting quality programs of Australian music in historical venues in four countries including the Brussels Cathedral and La Madeleine in Paris. Within the orchestra’s repertoire were two major Western Australian compositions by Ian Grandage and James Ledger which reached high critical acclaim.
Yirra Yaakin Noongar Theatre Sport and Recreation
In the past year Lotterywest provided $10.2 million to the Department of Sport and Recreation which supported 1.3 million Western Australians to participate in physical activity for exercise, recreation or sport. This funding is
allocated to the Sports Lotteries Account to support the development of sport and community participation in recreation programs throughout our State. In recognition of the significant health, social and community benefits that flow from engagement in sport and recreational activities, the Department of Sport and Recreation directed Lotterywest funding to the following areas:
• $4.5 million to State sporting associations to ensure the ongoing development of their sport through building an effective organisation, improving participation, supporting high performance and developing the skills of volunteers and professionals are engaged in the programs.
• $3.3 million to the West Australian Institute of Sport to support the development and delivery of elite
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programs for WA’s top athletes including the 35 West Australians who participated in the Commonwealth games.
• $0.9 million to Regional WA for hosting sporting events, developing clubs, supporting sport development officers, coaching and bringing athlete role models into in remote areas to support ‘at risk’ youth.
• $508,000 to Sports agencies such as the WA Sports Federation.
• $400,000 to special projects including planning for major facilities.
• $600,000 to the Sport and Recreation Community Grants Scheme to encourage increased participation in physical activity.
In addition to the support provided directly to the Department of Sport and Recreation, specific Lotterywest grant programs also support the construction of community facilities within recreational centres as well as: Brant Garvey from Wheelchair Sports WA • $500,000 for the development of walking, bike and horse trails throughout the State
• $548,265 to encourage passive or active recreation for people experiencing barriers to participation in community life.
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Planning & Business Development The external and internal environments of Lotterywest play a significant part in influencing the planning, operations, business development activities and
subsequent performance of the organisation. External factors such as, the global economy, the national and state economy, migration and demographics, national and state legislation, gaming and gambling policies and technology, all have an affect on the direction and strategies of the organisation. In addition, the maturity of the market, local and regional economic conditions and
forecasts, government policy on gaming and gambling, Lotterywest conducted a and changing social values are also factors which need complete review of its approach to be considered in our planning and business to planning and planning development activities. Internal factors such as people methodology skills, business processes, technology as an enabler, relationships with our key stake holders, all play an important part in guiding our business on a day-to-day basis.
Lotterywest, as a statutory authority in Western Australia, endeavours to ensure that its planning and business development activities are conducted in consideration of sustainability, based on responsible gaming principles and conducted in an open and accountable manner, as well as meeting its key objective of contributing to the development of the community of Western Australia. As part of this process, Lotterywest conducted a complete review of its approach to planning and planning methodology. One of the key outcomes of this planning review was a revised planning framework, the results of which include:
• a more consultative approach to business and organisation planning;
• better alignment of our internal plans with the State Strategic Planning Framework; and
• improved business intelligence of the national and global lottery and gaming industry.
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In addition to a revised planning framework, Lotterywest has, over the past 12 months worked with the Department of Treasury and Finance to revise its external Key Performance Indicators (KPI’s) with a view to improving the monitoring and measurement of these KPI’s with effect from 2005/06 financial period.
Corporate Project office Lotterywest is an organisation which uses a strong project management methodology to achieve its …………. activities which are operational outcomes. Over the years the level of activities which are undertaken as formal projects have classified as projects have significantly increased, in both monetary value and significantly increased, in both quantity. This increased level of high-value, high-risk monetary value and quantity. complex projects required an increase in the level of management and control of such projects to ensure the organisation achieved optimum return on investment, a reduction in loss and wastage of resources including human capital, and the development and retention of corporate knowledge and intellectual property.
More recently, the management of Lotterywest has recognised the need to identify a more structured and scientific approach such as establishing a Project Management Office (PMO), to manage resources to achieve business outcomes. During 2005 a decision was made to establish a PMO which was formally launched and commenced operations on 1 December 2005.
The objectives of the PMO were to develop a disciplined approach to assessing and evaluating projects to ensure they are aligned to the strategic direction of the organisation. This was undertaken by:
• providing a consistent decision making process to promote objectivity;
• providing an economic basis for evaluating and selecting among alternatives;
• providing guidance about how to assemble a business case to support proposed projects;
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• enabling the identification of the quantified and non- quantified impact of the project on Lotterywest’s
business;
• encouraging the establishment of key result areas for future performance evaluation;
• providing a formal mechanism to assist in the prioritisation of resources; and
• providing a central reporting and tracking facility for management information and decision making purposes. We will continue to monitor the industry and seek new and The PMO was responsible for the management and alternative ways to operate our reporting of eight Corporate Projects during the period business effectively and 2005/06. efficiently.
Product Development As an element of our planning processes Lotterywest continues to work independently and with the other members of the Australian Lottery Industry (our “Bloc” partners) to explore opportunities to innovate and extend existing products while researching possible new products which are suitable for the national and Western Australian market. To this end, consumer choice, preference and distribution methodology play an active part in determining and deciding what product development opportunities should be pursued. We will continue to monitor the industry and seek new and alternative ways to operate our business effectively and efficiently.
Future Technological Advancements 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
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standards of reliability and integrity and have met an Lotterywest Corporate Website extremely onerous availability target of 99.90% of set Awards trading hours. Lotterywest won most popular website in the ‘Government – WA’ category This result has been achieved by means of a risk-averse (Hitwise Online Performance Awards). design philosophy underlying system implementation and configuration, a high standard of change control and Most Popular Pages rigorous operational control processes. Extensive 1. Home Page preventative maintenance programs have extended the reliability of the terminals while a focus on Retailer 2. All Draw Results training has reduced the potential for terminal failure due 3. Saturday Lotto to inappropriate use. 4. Powerball
5. OzLotto Despite these achievements, it is clear that the Total Number of Visitors = 1,032,000 technology environment that has served us well for the last five years will not do so for the next five years. The technology is approaching the end of its inherent lifetime, Highlights (2005/06) and perhaps more importantly, is increasingly unsuitable Usability/Accessibility to meet the changing requirements of our business. • A major redevelopment of the site
was completed successfully with the In order to survive and grow responsibly in the next ten focus on the following outcomes: years Lotterywest needs to adopt strategies that lead to – Provide a consistent and integrated the development of an organisation which is far more look so that our “About Us”, “Our responsive to market requirements than in the past, Games and Our Grants” sections technologically enabled to operate efficiently in an are homogenous in appearance environment characterised by change, and positioned to – Improve access to frequently used be a low-cost provider of lottery products. This change in information direction needs to be achieved without interruption to – Enrich the content existing operations and with a smooth transition to new – Utilise new technologies to improve operational modes. Against this background the Board of efficiency Lotterywest endorsed a management decision to – Compliance with web accessibility investigate and implement a possible new technology guidelines to WAI Level A standard platform which would enable the organisation set itself up • An independent accessibility audit for a sustainable future. was conducted by Vision Australia • The site was successfully reviewed and modified to fully comply with Guidelines for State Government Web Sites (Western Australia)
Tools
Introduction of online competitions, syndicates calculator, outlet locator and videos.
Usage (Jun 05 - May 06) Unique visitors have increased 42.5% when comparing same periods (Dec/
Jan) 2004/05 versus 2005/06.
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The Matrix Project encompasses: Matrix is the name we gave to the project to provide the tools, the environment and the platform to support our Lotterywest business for the next 10-12 years. Lotterywest’s fundamental obligation is to support the community of Western Australia. To continue to achieve this in the future and remain at the forefront of the lottery business, we need to have all of the best tools and use the best modern business practices on offer. This project aims to give us the platform we need to take us through the next decade. At a time when we are our most successful, is the time to prepare for the future – and that time is now.
The scope of Matrix is broad, covering the Lotterywest online gaming system, communications network, lottery terminals and all business support systems, together with all key business processes and workflows. The timeframe for delivery is early 2008 although key elements may well be in place before this. The next two years thus represents a challenging time for Lotterywest, full of hard work and opportunity. The project includes:
• Replacement of the gaming terminals used by the Retail Network to sell lottery products to the players (Lotto, Scratch‘n’Win and other products);
• Replacement of the state-wide telecommunications network which connects the retailer terminals to the central gaming system;
• Replacement of the central gaming system at the primary and disaster sites;
• Replacement of a number of business support systems that provide the administration, reporting, and business analysis capabilities to manage lottery operations;
• Introduction of a data warehousing capability operating on the information collected via lottery operations;
• Introduction of a workflow system for all key business support processes;
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• Definition and development of an identity and access management model to facilitate automated business processes and network access;
• Documenting of the new systems and architectures in their ‘as-built’ status;
• Documentation of the new Lotterywest business process model together with a Transition Management program to redefine and refocus all internal resources;
• Leadership/Competency development in senior middle management team to enable leadership in Chris Ocello, Chik Chew Tan from our exploiting new business opportunities Information Services team
• Training of all staff and retailers in the use of the new systems.
A Project team was established in 2005/06 with the responsibility to manage the project and the subsequent impact on our operations and to ensure a seamless transition from the ‘old’ to the ‘new’ system. A series of steps in the preparation of the project have been completed over the last 12 months and early indications are that Lotterywest is expected to switch over to the ‘new’ system in early 2008.
Business Information Systems 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, Grants Management, 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
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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 a new technology platform …….. and services are changing with an increasing take up of will be one of the most new technology by our players. For Lotterywest as for challenging projects Lotterywest most businesses, this is forcing major changes in has ever undertaken 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.
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Strategic Planning Framework – Lotterywest makes a significant contribution to all State Goals
People and Economy Environment Governance Regional Communities
Giving to the community, Community stimulating the economy and 9 9 9 9 funding community projects
Financial Optimising community funding through prudent financial 9 9 9 9 9 management of revenues and costs
Meeting the needs of players Players through product innovation & and distribution, creating jobs 9 9 9 9 Retailers for West Australians
Ensuring efficiency, transpar- Business ency and accountability in 9 9 9 9 Processes processes and systems
Right leadership, right peo- People and ple, better skills, training 9 9 9 9 Knowledge and education in our work- force
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.
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Our People are Our Success At Lotterywest, our people are our success … and our future. Their commitment, professionalism and readiness to take on new challenges are at the core of our
achievements.
In October 2005 we held our inaugural staff conference titled: “Engaging Our Dream”, Creating Our Future”. The staff conference enabled all our people to come together to share critical business knowledge about the lottery industry and our future environment. The conference, with a number of national speakers including Professor Jan McMillen, Director of the Australian
National University’s Centre for Gambling Research, ran for one and a half days. It gave us the opportunity to learn about national and global industry trends and practices and to reflect on how these trends may impact on our operations, our jobs and our stakeholders. An evaluation of the success of this conference resulted in our commitment to deliver this event to our people on a
bi-annual basis.
The conference was a key initiative aimed at achieving our strategic objective towards the development of motivated, engaged and skilled people.
Long-term Work Enjoyment A significant proportion of our people have enjoyed a long lasting employment relationship at Lotterywest.
Providing us with a strong base of lottery industry knowledge, 46% of our people have been with us for 10 years or more. Coupled with a demographic typical of many workplaces, the average age of our employees is 45 years, so we expect to experience an increasing number of retirements over the next 5-10 years, although we hope by offering flexible work options we may retain these experienced staff. The trend was not evident this year however with only one formal retirement being received. We have continued to experience steady recruitment activity for new jobs and vacancies, which saw our turnover maintained at a relatively steady 8.1%.
Staff turnover since 2002 has increased only very marginally from 7.2% to 8.1%. Our staff numbers increased during this past year to resource major projects and provide improved services to our stakeholders, in particular to our retail network.
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Of the 169 people employed at the end of the financial year, 84% held permanent positions and of these, 11% work part-time.
Our flexible working conditions which include purchased leave and flexible work hours help to provide healthy work/life balances for employees.
Health and Well-being Occupational Health and Safety and the general health and well being of our people was an area of focus this past year. We successfully implemented the Moya Credaro from our Helpdesk recommendations from an independent audit of our Occupational Health and Safety risks and compliance requirements. Much of the work undertaken in this area was undertaken by a small team of dedicated Lotterywest staff who are our Occupational Health and Safety representatives and who worked voluntarily to finalise a series of workplace inspections in the interests of providing a safe working environment.
Lotterywest also recognises the importance of good health and wellbeing to its people. Countless studies have shown that fit and healthy workers are more productive, more engaged and take fewer sick days. Importantly, Lotterywest takes a holistic approach to its corporate wellness program that goes beyond organisational benefits and is committed to helping its people realise the long term individual benefits of leading healthy and active lifestyles. This year, in partnership with the company engaged to plan and promote our Wellness program, Lotterywest focussed on increasing employees’ physical activity, improving nutrition and increasing their awareness of healthy lifestyles. Our people have benefited from weekly circuit classes, nutritional advice, life-style assessments, a weight loss challenge, individually structured exercise programs, corporate walking and fun-run events and competitions, flu vaccinations and staff funded pilates classes.
A Learning Culture In order to develop motivated, engaged and skilled people, we focus on structured development plans for each staff member based on annual performance discussions. Along with our corporate training initiatives, the average number of days spent developing our people was 3.5 days per employee, a significant investment in
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the development of our people.
Staff Statistics Our training budget, which represented 3% of our total salaries expenditure, is a critical investment in the development of our peoples’ technical and professional 2006 2005 skills and knowledge. Our corporate training initiatives FTE’s Approved 159.8 155.4 for this year focussed on helping our staff to understand global and national trends in the lottery industry at our FTE’s Actual 159.3 159.0 inaugural staff conference and a highly successful initiative on Integrity in the Workplace. This program is Full Time Staff 152 150 discussed in more detail in section Compliance with Codes of Ethics and Codes of Conduct. Part Time Staff 17 19
Total Staff 169 169 Better Services: Better Planning
The Government’s Public Sector Annual Reporting New Staff 27 21 Framework instructs Agencies to report against the Resignations 10 9 Better Services: Better Planning methodology in their Contract Cessations 17 8 annual report. The following is provided to comply with these requirements.
Equal Employment Opportunity Outcomes
Lotterywest’s EEO targets are under review with a new plan proposed for the period 2006/09 to correspond with the broader public sector objectives. Our representation of women in 2005/06 was 56%. The Office of EEO’s Staff Age Categories Equity Index measures the extent to which staff from Females Males EEO groups are distributed evenly through the salary 16 - 20 0 3 levels of the organisation. An Equity Index of 100 is ideal, and although the % representation of EEO groups 21 - 30 7 3 in a workplace may be substantial, their even distribution 31 - 40 21 18 across salary levels is also measured. At Lotterywest, our equity index for women is 85 – compared to 63 for 41 - 50 35 22 the public sector in 2005. For people from culturally 51 - 60 25 22 diverse backgrounds, it is 77, with 14.2% of our 61 - 70 7 6 workforce being represented in this category. Total Staff 95 74 Our workforce diversity demographic reflects that 4.1% of our workforce are people with a disability (public sector representation target was 2.4%), whilst only 0.6% are Indigenous Australians at this time (public sector objective was 3.1%). Our youth representation decreased slightly this year to 3.7% this year despite actively recruiting two new trainees in our technical services area and remains below the public sector objective of 6.5%.
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People and Communities Disability Access and Inclusion Plan Lotterywest, through its association with government agencies, the not-for-profit sector, community groups and the wider community, is strongly committed to ensuring proper access to its services for people with disabilities. In adopting the guidelines provided by the Disability Services Commission, Lotterywest will develop its Disability Access and Inclusion Plan (DAIP) over the coming year. The committee formed to develop a new plan against the six desired outcomes below is represented by all directorates to ensure that the needs of people with disabilities across all our client groups are considered. The development of the DAIP will also include opportunities for people with disabilities to comment on the proposed plan, prior to its registration with the Commission.
Disability Access and Inclusion Plan Outcomes: • People with disabilities have the same opportunities as other people to access the services of, and any events organised by, a public authority.
Allan Raphael, Colleen Wardell-Johnson and • People with disabilities have the same opportunities Emilia Manalac from our Financial Services as other people to access the buildings and other and Financial Accounts teams facilities of a public authority.
• People with disabilities receive information from a public authority in a format that will enable them to access the information as readily as other people are able to access it.
• People with disabilities receive the same level and quality of service from the staff of a public authority as other people receive from the staff of that public authority.
• People with disabilities have the same opportunities as other people to make complaints to a public authority.
• People with disabilities have the same opportunities as other people to participate in any public consultation by a public authority.
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Organisation Structure
Alec James Director—Business Development
Responsible for leading the identification, investigations and development of proposals for future business directions and strategies
Lorraine Driscoll Director—Strategic & Financial Management
Responsible for leading the strategic direction of Lotterywest through planning, business analysis and project management
Jacquie Thomson
Director—Grants & Community Development
Responsible for leading our grant making and community development activities and strengthening our community life
John Cheyne Jan Stewart ChiefJan StewartExecutive Officer Director—Sales & Marketing
Chief Executive Officer Responsible for providing marketing of Lotterywest products and quality support to the retail network to optimise sales of products
Graham Lewis
Director—Corporate Services
Responsible for financial services, people management services and facilities
Don Wharton
Director—Information Services
Responsible for Lotterywest operations - our information systems both gaming system and management information
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Lotterywest Board
Lotterywest is responsible to the Minister for Government Enterprises who under the Lotteries Commission Act 1990 (as amended) appoints the 6 member Lotterywest The composition and attendance Board with the approval of State Cabinet. Under the record of the Board during 2005/06 Lotteries Commission Act, the Board is the accountable was as follows: authority responsible for overseeing all operations of
Lotterywest, including making recommendations to the Minister on the distribution of Lotterywest grants (see Board Member Attendance* Enabling Legislation). Clyde Bevan [Chairman] 14 – 14 Each member of the Board is appointed to serve for a Roger Lewis 12 – 14 period of up to three years. The members are appointed according to their expertise in areas relevant to Anne Conti 10 – 14 Lotterywest’s activities. Patricia Tassell 13 – 14 Peter Holland 13 – 14 Board members meet twelve times a year for Routine Freda Crucitti 13 – 14 Board meetings and once a year for a Special Planning meeting and again for a 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. Clyde Bevan, Chairman
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Mr Roger Lewis (Board Member) Roger Lewis was appointed to the Board in March 2000. Having left Perth in 1969, Mr Lewis worked in Melbourne, Sydney and Kuala Lumpur in accounting, finance and general management positions before returning to Perth in 1978 and joining Woodside Energy Ltd. 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. Mr Lewis brings to the Board vast experience in commercial, financial and accounting matters and is a member of the Audit Committee. Mr Lewis is a member of the Australian Society of Roger Lewis, Commissioner Accountants, as a Fellow Certified Practising Accountant (FCPA).
Mrs Anne Conti (Board Member) 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 Anne Conti, Commissioner Company, the West Australian Symphony Orchestra and the WA Opera Company.
Ms Patricia Tassell (Board Member) 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 and operates a special care facility providing rehabilitation services for clients and respite for the care recipient of 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 an ex- Patricia Tassell, Commissioner Director of Kingsway Financial Services Limited (a
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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 (Board Member) 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 Peter Holland, Commissioner recognised in the Citizen of the Year Awards of 1995.
Ms Freda Crucitti (Board Member) 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 President. She is also a director of the Australian Automobile Freda Crucitti, Commissioner Association.
Mr Campbell Ansell (Audit Committee Chairman) 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.
Campbell Ansell, Audit Committee Chairman
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Corporate Governance Framework The Board has a clear corporate governance framework to ensure it fulfils its responsibility as the accountable authority as a statutory authority. It was most recently reviewed in March 2005. This framework covers: • Oversight of; • Strategic and Business Planning • Risk and Security Management • Financial Accountability and monitoring of Lotterywest performance • The responsibility of the Board to ensure members act in good faith, declare any conflicts of interest and
ensure the organisation adheres to all the relevant The Board has a clear corporate legislation and government policies, including the governance framework ……... Treasurers Instructions. This framework will be reviewed again early in 2006/07 and the Board will undertake a review of their own performance during that period.
Board Committees Audit Committee and Internal Audit The Audit Committee is a particularly important part of the Board’s corporate governance responsibility. Since 1992 it has been the practice of the Board to appoint an independent chairman, not a member of the Board. The Chairman of the Audit Committee since that time has been Mr Campbell Ansell. The other members of the Audit Committee are Board Chairman, Clyde Bevan and Commissioner, Roger Lewis. 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. From time to time the Board establishes special purpose committees.
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 2005/06 was $31,831 Board members contributed $316 each to this amount.
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Legislation Impacting on Lotterywest
Enabling Legislation The Lotteries Commission, 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 has the following responsibilities and powers; • To conduct lotteries other than continuing lotteries in the whole or any part of the State; …..provisions require that the • To conduct games of Lotto; Board make formal • To conduct Soccer Pools; and recommendations to the Minister • To perform any other function vested in it by the Act. for approval prior to grants being distributed This last responsibility includes the role of distributing funds to eligible organisations in accordance with the provisions of the Act. Those provisions require that the Board make formal recommendations to the Minister for approval prior to grants being distributed.
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”, defined by the Act as 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.
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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.
Other Legislation Impacting on Lotterywest
In the performance of its functions Lotterywest complies with the following relevant written laws:
Enabling Legislation
The Lotteries Commission operates under the Lotteries No Ministerial directives were Commission Act 1990 (WA) and the Lotteries received during the financial year. 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 (Designated Authorities) Regulations 1998 (WA) • 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 • Workers’ Compensation and Rehabilitation Act 1981 (WA) • Workplace Relations Act 1996 (Commonwealth)
• WorkChoices Legislation 2006 (Commonwealth)
Other Legislation Impacting on Lotterywest • Competition Policy Reform (WA) Act 1996 (WA) • Copyright Act 1968 (Commonwealth) • Corporation Act 2001 (Commonwealth) • Criminal Code Act 1913 (WA) and Criminal Code Act 1995 (Commonwealth) • Disability Services Act 1993 (Commonwealth) • Electoral Act 1907 (WA) • Electronic Transactions Act 2003 (WA) and Electronic Transactions Act 1999 (Commonwealth)
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• 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 (Continuing Lotteries Levy) Act 2000 (WA)
• Industrial Relations Act 1979 (WA) • Limitation Act 1935 (WA) Lotterywest has complied with all • Minimum Conditions of Employment Act 1993 (WA) the requirements of the Financial • Occupational Safety and Health Act 1984 (WA) Administration and Audit Act 1985 and other relevant written • Public Sector Management Act 1994 (WA) law …... • Public Interest Disclosure Act 2003
• Crime Corruption Commission Act 2004
• Salaries and Allowances Act 1975 (WA) • Spam Act 2003 (Commonwealth) • State Records Act 2000 (WA) • State Supply Commission Act 1991 (WA) • Statutory Corporations (Liability of Directors) Act 1996 (WA) • Superannuation Act 1990 (Commonwealth) • Trade Practices Act 1974 (Commonwealth) • Trustees Act 1962 (WA) • Workers’ Compensation and Rehabilitation Act 1981 (WA) • Workplace Relations Act 1996 (Commonwealth) • WorkChoices Legislation 2006 (Commonwealth)
Lotterywest has complied with all the requirements of the Financial Administration and Audit Act 1985 and other relevant written law, controls have been exercised 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.
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Risk Management and Corruption Prevention Lotterywest adheres to the Australian/New Zealand Risk Management Standard 4360:2004. The Lotterywest Executive has committed organisational resources to ensure compliance. Where necessary Lotterywest’s insurers, RiskCover, provide expertise in strategic and operational risk.
Lotterywest has in place a Disaster Recovery Plan. During the 2005/06 financial year Lotterywest conducted a disaster recovery exercise. These periodic exercises ensure the disaster recovery plan is current and up-to- During the 2005/06 financial year date. Lotterywest conducted a disaster recovery exercise
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. The fact that interim targets were not achieved in past years is largely due to initiatives undertaken by Lotterywest immediately prior to the commencement of the Energy Smart Government Program, resulting in a saving of 13% for a full year. Growing personnel numbers and additional equipment, together with declining efficiency of aging mechanical service equipment have also contributed to the challenge.
Lotterywest has been negotiating with various consultants in its endeavors to plan the replacement of the above equipment with high efficiency apparatus that will further reduce energy consumption into the future but has been hampered by frustrating delays varying in nature. A report is now to hand recommending the direction to take and Lotterywest is confident of progressing replacement of high energy use equipment over the ensuing six to seven months. The extent of the period is subject to the long lead time involved in
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acquiring major mechanical service equipment.
Although State Fleet has now initiated a scheme with “The Men of the Trees” organisation that includes all government agencies using fleet vehicles in their Carbon Neutral Program, Lotterywest is still participating independently in that program, as it has done for the past two years, in order to offset the carbon dioxide produced by its car fleet and assist in the fight against salinity.
Lotterywest has reviewed the allocations of territories to our retail relationship managers with a view to minimising travel distance. Stock procurement procedures for Lotto agencies have been improved to eliminate the need for retailers to travel to our distribution area for supplies.
There are twenty vehicles in our fleet which now consists of fifty five percent four cylinder vehicles with more than a third of the six cylinder vehicles running on LPG.
Baseline 2005/2006 Var % Data Actuals
Energy Consumption (GJ) 4,838 4171 -13.8
Energy Cost ($) 147,775 137,355 -7.1
Greenhouse Gas Emissions (Tonnes of CO2) 1,264 1,026 -18.8
Performance Indicators
Office Building MJ/SQM 1,203 1,134 -5.7
Other Buildings MJ/SQM 1,375 889 -35.3
Office Building MJ/FTE 25,994 22,902 -11.9
Other Building MJ/FTE 67,271 54,369 -19.2
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Governance Information Statement It is Lotterywest’s policy to provide as much information as is possible to the public within the bounds of commercial requirements. During 2005/06 no Freedom
of Information applications were received.
Publications Available to the Public The following publications, relating to the activities of Lotterywest, are available to the public from Lotterywest’s headquarters: During the past year a Lotteries Commission Enabling Legislation comprehensive review of Discipline Policy and Procedures Rules governing the operation of lottery games was undertaken 2003-2007 Strategic Plan Lotterywest Information Statement “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.
Corruption Prevention A key initiative for addressing corruption and misconduct in the organisation was an independent audit into fraud awareness. The recommendations of that report are being considered as part of Lotterywest’s broader Integrity in the Workplace program and the review of the Code of Conduct.
Discipline Procedures During the past year a comprehensive review of Discipline Policy and Procedures was undertaken. The reviewed Policy and Procedures were updated and circulated to staff through line managers.
Lotterywest also introduced compulsory Confidentiality Agreements for staff and contractors working in identified areas where higher levels of risk exist, particularly in areas holding commercially sensitive information.
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Record Keeping Plan Lotterywest has an approved Recordkeeping Plan that is reviewed every five years. Lotterywest conducts recordkeeping training through an on – line training package called “Recordkeeping Awareness Training”. The efficiency and effectiveness of this training is constantly reviewed as the administrator of this system (The Manager Corporate Information & Library Management) ensures each staff member successfully completes this course and assists any staff who may have difficulties achieving this. It is Lotterywest policy that all new staff successfully complete this course within 3 months of commencing employment. As part of the induction of new staff members at Lotterywest each new staff member spends some time with the Manager Corporate Information & Library Management so their roles and responsibilities in regard to their compliance with Lotterywest’s recordkeeping plan can be explained to them.
Advertising and Sponsorship In compliance with the Electoral Act 1907, section 175ZE Lotterywest is required to report on expenditure incurred during 2005/06 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 2005/06 Marketforce $4,244,209 Expenditure with Market Research Agencies Synovate (formally know as Market Equity) $113,385 Expenditure with Polling Agencies N/A $0
Expenditure with Direct Mail Agencies Computer Share Document Services $3,717 Leigh Mardon $100,380 Expenditure with Media Advertising Agencies Media Decisions $6,959,688 Total Expenditure $11,421,379
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Public Interest Disclosures Lotterywest developed a Public Interest Disclosure (PID) policy and procedures in 2004. These are available to staff through the intranet and are held by the PID Officer, currently the Manager, People Management Services.
Complaints Handling Management Customer complaints are handled through the customer enquiries and helpdesk functions of Lotterywest. This is currently under review as Lotterywest expects to integrate all customer feedback into a Customer Relationship Management System which will be part of the new Enterprise System
Marilyn Manning and Mark Teale from our Pricing Policies on Outputs Grants & Community Development team 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. Such interests must be declared as part of the Declaration of Interest Policy.
Statement of Compliance with Public Sector Management Act s.31(1)
Lotterywest has complied with the Public Sector Standards in Human Resource Management and the Public Sector Code of Ethics and our Code of Conduct as follows:
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Compliance with Human Resource Management Standards
In 2005/06 Lotterywest reviewed and updated its internal policies and procedures to incorporate amendments made to breach of standard procedures as issued by the Office of the Public Sector Standards Commissioner.
All staff have access to information about the HRM
Standards and human resource policies on the intranet. In 2005/06, there were no breach of standard claims lodged. Lotterywest launched its Integrity A successful selection panel training program conducted in the Workplace program as the in 2004/05 has helped to educate staff who may first phase of reviewing its own participate in selection panels, about their responsibilities Code of Conduct as panel members under the Public Sector Standards.
Lotterywest’s People Management Services area utilises checklists for each of the Standards in administering the human resource function and actively reviews all transactions. Although all transactions dealing with the Standards are individually reviewed against the checklists, particular attention is given to reviewing recruitment decisions for compliance with the Recruitment, Selection & Appointment Standard (RSA).
Compliance with Codes of Ethics and Codes of Conduct (Ethical Codes)
Lotterywest launched its Integrity in the Workplace program as the first phase of reviewing its own Code of Conduct. Importantly, the workshops provided opportunities for our people to identify and discuss ethical dilemmas that may be encountered as part of our day to day work activities. The key aim of this phase of the program was to provide guiding principles about ethical conduct for us as public sector employees and within the Lotterywest values system of RITE (Rewarding, Inspiring, Trusted and Engaging). Our Board of Commissioners also completed a workshop on ethical decision-making and focussed on the governance framework established for public sector boards and committees. The program was highly successful, with almost 100% attendance by staff.
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A comprehensive evaluation of the program and feedback from participants confirmed its success with just under 90% of respondents indicating they would recommend the program to other organisations. In fact, participants across the organisation spoke widely about their experiences.
Lotterywest’s Executive Management team received an independent briefing by the facilitator about the key workplace issues and comments made by staff throughout the workshops. This, along with the evaluation findings, is being used to redevelop our Code Our revised code will provide of Conduct. Our revised code will provide guiding guiding principles, policies and principles, policies and procedures and will be a source procedures and will be a source reference for staff on ethical decision-making at reference for staff on ethical Lotterywest. decision-making at Lotterywest During the year, Lotterywest received one grievance in relation to the Code of Conduct. This was resolved
internally without requiring further escalation.
The Regions
Regional Development Policy
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 products to metropolitan and regional areas.
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Income Statement For the year ended 30 June 2006
Notes 2006 2005 $000 $000
INCOME Revenue Sales 3 546,366 520,108 Interest Revenue 4 12,536 11,028 Other Revenue 5 9,110 8,456
Total Revenue 568,012 539,592
Gains Gain on Disposals of Non-Current Assets 6 0 248
Total Income 568,012 539,840
EXPENSES Expenses Cost of Sales 3 371,393 353,400 Lotteries Operations 7 31,174 30,814 Community Grants & Development Operations 8 4,179 4,137 Loss on Disposal of Non-Current Assets 6 53 0 Community Grants 9 166,207 161,604
Total Expenses 573,006 549,955
Loss from ordinary activities before grants from State Government (4,994) (10,115)
Grant from State Government 10 21,956 20,801
Profit for the Period 16,962 10,686
The Income Statement should be read in conjunction with the accompanying notes.
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Balance Sheet As at 30 June 2006
Notes 2006 2005 $000 $000
ASSETS Current Assets Cash and Cash Equivalents 26 4,517 4,961 Inventories 11 947 1,205 Receivables 12 13,782 11,871 Other Financial Assets 13 170,692 139,786
Total Current Assets 189,938 157,823
Non-Current Assets Other Financial Assets 13 14,000 22,000 Work in Progress 14 402 3,781 Property, Plant & Equipment 15 13,586 12,404 Intangibles 16 5,345 5,250
Total Non-Current Assets 33,333 43,435
Total Assets 223,271 201,258
LIABILITIES Current Liabilities Payables 17 92,575 88,793 Provisions 18 12,815 13,748 Sales in Advance 19 4,810 3,220
Total Current Liabilities 110,200 105,761
Non-Current Liabilities Provisions 18 1,090 1,068
Total Non-Current Liabilities 1,090 1,068
Total Liabilities 111,290 106,829
NET ASSETS 111,981 94,429
EQUITY Reserves 20 2,549 1,086 Retained Earnings 20 109,432 93,343
Total Equity 111,981 94,429
The Balance Sheet should be read in conjunction with the accompanying notes.
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Statement of Changes in Equity For the year ended 30 June 2006
Notes 2006 2005 $000 $000
Balance of Equity at Start of Period 20 94,429 83,018
RESERVE Asset Revaluation Reserve Balance at Start of the Period 1,086 598 Net Adjustment on Transition to AIFRS 0 0
Restated Balance at Start of Period 1,086 598 Transfer to Retained Earnings 0 (237) Revaluation Increment 1,329 725
2,415 1,086 Available For Sale Assets Equity Reserve Balance at Start of the Period 0 0 Fair Value Adjustment 134 0
134 0
Balance at end of Period 2,549 1,086
Retained Earnings Balance at Start of the Period 93,343 82,420 Net Adjustment on Transition to AIFRS 20 & 29 (873) 0
Restated Balance at Start of Period 92,470 82,420 Transfer from Reserve 0 237
Profit for the Period 16,962 10,686
Balance at end of Period 109,432 93,343
Balance of Equity at End of Period 111,981 94,429
Item accounted for under AASB relates to an adjustment made to accrued interest for an embedded derivative and will have a transition date of 1 July 2005 in accordance with AASB 1.36A and Treasurer’s Instruction 1101.
The Statement of Changes in Equity should be read in conjunction with the accompanying notes.
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Statement of Cash Flows For the year ended 30 June 2006
Notes 2006 2005 $000 $000
Cash Flows from Operating Activities
Receipts Sale of Goods & Services 548,407 529,066 Interest Received 12,824 10,703 GST Receipts on Sales 357 530
Payments Prizes and Retailers’ Commissions (343,926) (335,108) Suppliers and Employees (29,585) (32,032) Community Grants (61,326) (57,230) GST Payments on Purchases (13,087) (12,026) GST payments to Taxation Authority (9,157) (9,389)
Net Cash Provided by Operating Activities 104,507 94,514
Cash Flows from Investing Activities Purchase of Non-Current Assets (2,814) (1,315) Proceeds from sales of Non-Current Assets 30 1,803 (Purchase) of Investments (22,644) (17,103)
Net Cash Provided by Investing Activities (25,428) (16,615)
Cash Flows (to)/from State Government GST reimbursements 21,887 20,885 Payments to Consolidated Fund (101,410) (98,703)
Net Cash Provided to State Government (79,523) (77,818)
Net Increase in Cash Held (444) 81
Cash Assets at beginning of Financial Year 4,961 4,880
Cash Assets at end of Financial Year 26 4,517 4,961
The Statement of Cash Flows should be read in conjunction with the accompanying notes.
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Notes to the Financial Statements For the year ended 30 June 2006
1. First time adoption of Australian equivalents to International Financial Reporting Standards
General Statement
Lotterywest is the trading name of the Lotteries Commission which operates according to the provisions of the Lotteries Commission Act 1990 as amended.
These financial statements refer to the Lotteries Commission as Lotterywest.
This is the Lotteries Commission’s (Lotterywest’s) first published financial report prepared under Australian equivalents to International Financial Reporting Standards (AIFRS). Accounting Standard AASB 1 ‘First-time Adoption of Australian Equivalents to International Financial Reporting Standards’ has been applied in preparing these financial statements. Until 30 June 2005, the financial statements of Lotterywest had been prepared under the previous Australian Generally Accepted Accounting Principles (AGAAP).
The Australian Accounting Standards Board (AASB) adopted the Standards of the International Accounting Standards Board (IASB) for application to reporting periods beginning on or after 1 January 2005 by issuing AIFRS which comprise a Framework for the Preparation and Presentation of Financial Statements, Australian Accounting Standards and the Urgent Issues Group (UIG) Interpretations.
The UIG Interpretations are adopted through AASB 1048 ‘Interpretation and Application of Standards’ and are classified into those corresponding to IASB Interpretations and those only applicable in Australia.
The AASB has decided to maintain the statements of accounting concepts (SAC 1 and SAC 2) and has continued to revise and maintain accounting standards and the UIG Interpretations that are of particular relevance to the Australian environment, especially those that deal more specfically with not-for-profit entity issues and/or do not have an equivalent IASB Standard or Interpretation.
In accordance with the option provided by AASB 1.36A and exercised by Treasurer’s Instruction 1101 ‘Application of Australian Accounting Standards and Other Pronouncements’, financial instrument information prepared under AASB132 and AASB 139 will apply from 1 July 2005 and consequently comparative information for financial instruments is presented on the previous AGAAP basis. All other comparative information is prepared under the AIFRS basis.
Early Adoption of Standards
Lotterywest cannot early adopt an Australian Accounting Standard or UIG Interpretation unless specifically permitted by Treasurer’s Instruction 1101 ‘Application of Australian Accounting Standards and Other Pronouncements’. This Treasurer’s Instruction requires the early adoption of revised AASB 119 ‘Employee Benefits’ as issued in December 2004, AASB 2004-3 ‘Amendments to Australian Accounting Standards’, AASB 2005-3 ‘Amendments to Australian Accounting Standards (AASB 119), AASB 2005-4 ‘Amendments to Australian Accounting Standard (AASB 139, AASB 132, AASB 1, AASB 1023 & AASB 1038)’ and AASB 2005-6 ‘Amendments to Australian Accounting Standards (AASB 3)’ to the annual reporting period beginning 1 July 2005. AASB 2005-4 amends AASB 139 ‘Financial Instruments: Recognition and Measurement’ so that the ability to designate financial assets and financial liabilities at fair value is restricted. AASB 2005-6 excludes business combinations involving common control from the scope of AASB 3 ‘Business Combinations’.
Reconciliations explaining the transition to AIFRS as at 1 July 2004 and 30 June 2005 are provided at note 29 ‘Reconciliations explaining the transition to AIFRS’.
2. Summary of significant accounting policies
a) General Statement The financial statements constitute a general purpose financial report which has been prepared in accordance with the Australian Accounting Statndards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the Australian Accounting Standards Board as applied by the Treasurer’s Instructions. Several of these are modified by the Treasurer’s Instruction to vary application, disclosure, format and wording.
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Notes to Financial Statements
The Financial Administration and Audit Act and the Treasurer’s Instructions are legislative provisions governing the preparation of financial statements and take precedence over the Accounting Standards, the Framework, Statements of Accounting Concepts and other authoritative pronouncements of the Australian Accounting Standards Board.
Where modification is required and has a material significant financial effect upon the reported results, details of that modification and the resulting financial effect are disclosed in the notes to the financial statements.
b) Basis of Preparation The financial statements have been prepared on the accrual basis of accounting using the historical cost convention, modified by the revaluation of land and buildings which have been measured at fair value.
The accounting policies adopted in the preparation of the financial statements have been consistently applied throughout all periods unless otherwise stated.
The financial report is presented in Australian dollars and all values are rounded to the nearest thousand dollars ($’000).
c) Revenue Recognition Revenue is measured at the fair value of consideration received or receivable. Revenue is recognised for major business activities as follows:
Sales revenue Revenue is recognised from the sale of tickets and disposal of other assets when the significant risks and rewards of ownership control transfer to the purchaser.
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 recognised when books of tickets are activated.
Grants, donations, gifts or other non-reciprocal contributions Revenue is recognised at fair value when Lotterywest obtains control over the assets comprising the contributions, usually when cash is received.
Other non-reciprocal contributions that are not contributions by owners are recognised at their fair value. Contributions of services are only recognised when a fair value can be reliably determined and the services would be purchased if not donated.
Interest Interest from investment is recognised at the amount due and receivable at year end.
Gains Gains may be realised or unrealised and are recognised on a net basis. These include gains arising on the disposal of non-current assets and some revaluation of non-current assets.
d) Property, Plant and Equipment Initial Recognition and Measurement All items of property, plant and equipment are initially recognised at cost.
For items of property, plant and equipment acquired at no cost or for nominal cost, the cost is their fair value at the date of acquisition.
Items of property, plant and equipment costing less than $1,000 are expensed in the year of acquisition direct to the income statement (other than where they form part of a group of similar items which are significant in total).
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Notes to Financial Statements
Subsequent Measurement After recognition as an asset, Lotterywest uses the revaluation model for the measurement of land and buildings and the cost model for all other property, plant and equipment. Land and buildings are carried at their fair value less accumulated depreciation on buildings and accumulated impairment losses. All other items of property, plant and equipment are carried at cost less accumulated depreciation and accumulated impairment losses.
Where market evidence is available, the fair value of land and buildings is determined on the basis of current market buying values determined by reference to recent market transactions.
When buildings are revalued by reference to recent market transactions, the accumulated depreciation is eliminated against the gross carrying amount of the asset and the net amount restated to the revalued amount.
Where market evidence is not available, the fair value of land and buildings is determined on the basis of existing use. This normally applies where buildings are specialised or where land use is restricted. Fair value for existing use assets is determined by reference to the cost of replacing the remaining future economic benefits embodied in the asset, i.e. the written-down current replacement cost. Where the fair value of buildings is dependent on using the depreciated replacement cost, the gross carrying amount and the accumulated depreciation are restated proportionately.
The revaluation of land and buildings is an independent valuation provided by the Department of Land Information (Valuation Services).
The most significant assumptions in estimating fair value are made in assessing whether to apply the existing use basis to assets. Professional judgement by the valuer is required where the evidence does not provide a clear distinction between market type assets and existing use assets.
Refer to note 15 ‘Property, plant and equipment’ for further information on revaluations.
Depreciation of non-current assets All non-current assets having a limited useful life are systematically depreciated over their estimated useful lives in a manner which reflects the consumption of their future economic benefits.
Land is not depreciated. Depreciation on other assets is provided on the straight-line basis, using rates which are reviewed annually. Useful lives for each class of depreciable asset are:
Buildings 50 years Leasehold improvements 10 years Equipment and Fittings 5 to 10 years Computer Equipment 5 to 8 years
Works of art owned by Lotterywest 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.
e) Intangibles Capitalisation/Expenses of assets All acquired and internally developed intangible assets are initially measured at cost. For assets acquired at no cost or for nominal cost, cost is their fair value at the date of acquisition.
The cost model is applied for subsequent measurement requiring the asset to be carried at cost less any accumulated amortisation and accumulated impairment losses.
Costs incurred of less than $1,000 are immediately expensed directly to the Income Statement.
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Notes to Financial Statements
The carrying value of intangible assets is reviewed for impairment annually when the asset is not yet in use, or more frequently when an indicator of impairment arises during the reporting year indicating that the carrying value may not be recoverable.
Amortisation for intangible assets with finite useful lives is calculated for the period of the expected benefit (estimated useful life) on the straight line basis using rates which are reviewed annually. All intangible assets controlled by Lotterywest have a finite useful life and zero residual value. The expected useful lives for each class of intangible asset are:
Computer software 5 to 8 years
Licences Licences have a finite useful life and are carried at cost less accumulated amortisation and accumulated impairment losses.
Computer Software Software that is an integral part of the related hardware is treated as property, plant and equipment. Software that is not an integral part of the related hardware is treated as an intangible asset. Software costing less than $1,000 is expensed in the year of acquisition.
f) Impairment of Assets Property, plant and equipment and intangible assets are tested for any indication of impairment at each reporting date. Where there is an indication of impairment, the recoverable amount is estimated. Where the recoverable amount is less than the carrying amount, the asset is written down to the recoverable amount and an impairment loss is recognised.
As Lotterywest is a not-for-profit entity, the recoverable amount is the higher of an asset’s fair value less costs to sell and depreciated replacement costs.
The risk of impairment is generally limited to circumstances where an asset’s depreciation is materially understated or where the replacement cost is falling. Each relevant class of assets is reviewed annually to verify that the accumulated depreciation/ amortisation reflects the level of consumption or expiration of the asset’s future economic benefits and to evaluate any impairment risk from falling replacement costs.
g) 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.
h) Leases Lotterywest has a number 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. Lotterywest also holds an operating lease for its business premises. Equal instalments of the lease payments are charged to the Income Statement over the lease term (i.e. on a straight line basis over the lease term), as this is representative of the pattern of benefits to be derived from the leased vehicles and business premises.
i) Financial Instruments Lotterywest has four categories of financial instrument:
• Loans and Receivables (includes cash and cash equivalents, receivables, term deposits); • Held-to-maturity investments (commercial bills, floating notes); • Available-for-sale assets (floating note tied to an equity index); and • Non-trading financial liabilities (finance leases, payables, Treasurer’s advance).
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Notes to Financial Statements
Initial recognition and measurement is at fair value. The transaction cost or face value is equivalent to the fair value. Subsequent measurement is at either amortised cost using the effective interest method or at fair value dependant on the type of financial instrument. The fair value of short-term receivables and payables is the transaction cost or the face value because there is no interest rate applicable and subsequent measurement is not required as the effect of discounting is not material.
See note 2(m) for ‘Investments and other financial assets’.
j) Cash and Cash Equivalents For the purpose of the Cash Flow Statement, cash and cash equivalents includes restricted cash and cash equivalents, These include cash on hand and short-term deposits with original maturities of three months or less that are readily convertible to a known amount of cash and which are subject to insignificant risk of changes in value, and bank overdrafts.
k) Inventories Inventories are valued, on the first-in first-out basis, at the lower of cost or net realisable value.
Inventories not held for resale are valued at cost unless they are no longer required, in which case they are valued at net realisable value.
l) 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.
m) Investments and Other Financial Assets Lotterywest has exercised the exemption under AASB 1.36A to apply AASB 132 and AASB 139 from 1 July 2005. The previous AGAAP Accounting Standard AAS 33 ‘Presentation and Disclosure of Financial Instruments’ has been applied to the comparative information on financial instruments diclosures. See note 2(t) ‘Comparative Figures’.
Lotterywest classifies its investments into the following categories: financial assets at fair value through profit or loss, loans and receivables, held-to-maturity investments, and available-for–sale financial assets The classification depends on the purpose for which the investments were acquired. Management determines the classification of its investments at initial recognition and re-evaluates this designation at each reporting date. Investments not at fair value are initially recognised at cost being the fair value of consideration given, including directly attributable transaction costs.
After initial recognition, investments classified as held for trading and available-for-sale, are measured at fair value. Gains or losses on investments held for trading are recognised in the income statement. Gains or losses on available-for-sale investments are recognised as a separate component of equity until the investment is sold, collected or otherwise disposed of, or until the investment is determined to be impaired, at which time the cumulative gain or loss previously reported in equity is included in the income statement.
Fair values of quoted investments are based on current bid prices.
Non-derivative financial assets with fixed or determinable payments and fixed maturity dates are classified as held-to-maturity when management has a positive intention and ability to hold to maturity. Investments intended to be held for an undefined period are not included in this classification.
Loans and receivables and held-to-maturity investments, such as commercial bills, are subsequently measured at amortised cost using the effective interest method. Amortised cost is calculated by taking into account any discount or premium on acquisition, over the period to maturity. For investments carried at amortised cost, gains and losses are recognised in the income statement when the investments are derecognised or impaired, as well as through the amortisation process.
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Notes to Financial Statements
Lotterywest assesses at each balance date whether there is objective evidence that a financial asset or group of financial assets is impaired.
n) Payables Payables, including amounts not yet billed, are recognised when Lottterywest 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 2(o) and 2(p)), settlement generally occurs within 30 days.
o) 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.
Prize liabilities are recognised by draw for Lotto, Super 66, Cash 3 and Soccer Pools and activation of Instant lotteries by Retailers.
p) 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.
q) Provisions for Employee Benefits Provisions are liabilities of uncertain timing and amount. Lotterywest only recognises a provision where there is a present legal, equitable or constructive obligation as a result of a past event and when the outflow of economic benefits is probable and can be measured reliably.
Provisions are reviewed at each balance date and adjusted to reflect the current best estimate.
Annual Leave and Long Service Leave The liability for annual and long service expected to be settled within 12 months after the end of the reporting date is recognised and measured at the undiscounted amounts expected to be paid when the liabilities are settled. Annual and long service leave expected to be settled more than 12 months after the end of the reporting date is measured at the present value of amounts expected to be paid when the liabilities are settled. Leave liabilities are in respect of services provided by employees up to the reporting date.
When assessing expected future payments, consideration is given to expected future wage and salary levels including non- salary components such as employer superannuation contributions. In addition, the long service leave liability also considers the experience of employee departures and periods of service.
The expected future payments are discounted to present value using market yields at the reporting date on national government bonds with terms to maturity that match, as closely as possible, the estimated future cash outflows.
All annual leave and unconditional long service leave provisions are classified as current liabilities as Lotterywest does not have an unconditional right to defer settlement of the liability for at least 12 months after the reporting date.
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
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Notes to Financial Statements
accumulation fund. Lotterywest contributes to this accumulation fund in compliance with the Commonwealth Government’s Superannuation Guarantee (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 Lotterywest contributions to the GESB.
The note disclosure required by paragraph 6.10 of AASB 1028 (being Lotterywest’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 Lotterywest. Accordingly, deriving the information for Lotterywest is impractical under current arrangements, and thus any benefits thereof would be exceeded by the cost of obtaining the information.
Employment On-Costs Employment on-costs, including workers’ compensation insurance and payroll tax, are not employee benefits and are recognised separately as liabilities and expenses when the employment to which they relate has occurred. Employment on- costs are not included as part of Lotterywest’s ‘Employee benefits expense’ and the related liability is included in Employment on-costs provision.
r) 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.
s) 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.
t) Goods and Services Tax and Grants from State Government 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 Lotterywest) for GST paid on the operators’ margin. Lotterywest applies the reimbursement to maintain the level of community Grants.
The GST paid on the operator’s margin is disclosed as a cost of producing trading profit (see note 3). 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.
u) Foreign Currency Translation 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.
v) Comparative Figures Comparative figures have been restated on the AIFRS basis except for financial instruments information which has been prepared under the previous AGAAP Accounting Standard AAS 33. The transition to AIFRS for financial instruments under AASB 132 and AASB 139 will be 1 July 2005 in accordance with AASB 7 paragraph 36A and Treasurer’s Instruction 1101.
w) Reporting Entity The reporting entity comprises of Lotterywest.
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Notes to Financial Statements
3. TRADING PROFIT 2006 2005 $000 $000
Sales 546,366 520,108
Cost of Sales Prizes (304,967) (291,354) Commission paid to Lotterywest Licencees (44,470) (41,245) Goods and Services Tax (see note 2(t)) (21,956) (20,801)
(371,393) (353,400)
Trading Profit 174,973 166,708
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 49.3% for the year (51.8% in 2004/2005).
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 fee.
4. INTEREST REVENUE 2006 2005 $000 $000
Interest Earned from investments 12,536 11,028
5. OTHER REVENUE 2006 2005 $000 $000
Forfeited Prizes 5,413 4,849 Retailers Fees 3,113 2,778 Players Registration Service Fee 177 595 Other Revenue 407 234
9,110 8,456
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Notes to Financial Statements
6. NET GAIN/(LOSS) ON DISPOSAL OF NON-CURRENT ASSETS 2006 2005 $000 $000
Carrying amount of Disposal of Non-Current Assets Property, Plant and Equipment 83 1,555 Proceeds from Disposal of Non-Current Assets Property, Plant and Equipment 30 1,803
Net Gain/(Loss) (53) 248
7. LOTTERIES OPERATIONS Notes 2006 2005 $000 $000
Employee Benefits Expense 21 9,307 8,738 Depreciation & Amortisation Expense 22 2,674 2,783 Telecommunications & Gaming Computer Expense 2,555 2,578 Sales, Marketing and Distribution Expense 13,736 14,282 Other Expense 2,902 2,433
31,174 30,814
8. COMMUNITY GRANTS AND DEVELOPMENT OPERATIONS 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.
2006 2005 $000 $000
Employee Benefits Expense 21 2,079 2,076 Depreciation & Amortisation Expense 22 178 185 Other Expense 1,922 1,876
4,179 4,137
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Notes to Financial Statements
9. COMMUNITY GRANTS The Act mandates 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.
2006 2005 $000 $000
Hospital Fund 81,833 78,113 Arts Lotteries Account 10,229 9,764 Sports Lotteries Account 10,229 9,764 Perth International Arts Festival 4,000 4,000 Western Australia Commercial Film Industry 4,000 4,000 Direct Grants 58,232 57,102
168,523 162,743
Less Grants Not Taken Up (2,316) (1,139)
166,207 161,604
10. GRANTS FROM STATE GOVERNMENT 2006 2005 $000 $000
GST reimbursement for gambling margin (see note 2(t)) 21,956 20,801
11. INVENTORIES 2006 2005 $000 $000
Inventories Held for Sale – Instant Lottery Tickets 538 928 Other Stock 409 277
947 1,205
Lotterywest Annual Report 2006 87 of 119
Notes to Financial Statements
12. RECEIVABLES 2006 2005 $000 $000
Current Lotterywest Licencees 5,708 2,406 GST Receivable 1,575 1,613 Accrued Interest 97 1,386 Other Debtors & Prepayments 6,402 6,466
13,782 11,871
13. OTHER FINANCIAL ASSETS Lotterywest’s investments conform with the Financial Administration and Audit Act 1985 and the Trustees Act 1962 (as amended).
2006 2005 $000 $000
Current Investments (maturity less than 1yr) Short Term Products (at amortised cost) 160,659 137,786 Floating Rate Notes (at amortised cost) 5,084 2,000 Index Linked (at fair value) 4,949 0
170,692 139,786
Non-Current Investments (maturity greater than 1yr) Floating Rate Notes (at amortised cost) 14,000 17,000 Index Linked (at fair value) 0 5,000
14,000 22,000
14. WORK IN PROGRESS 2006 2005 $000 $000
Lotteries Houses 0 3,426 Other Projects 402 355
402 3,781
88 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
15. PROPERTY, PLANT & EQUIPMENT Notes 2006 2005 $000 $000
Land at Fair Value (a) 2,738 2,208
2,738 2,208
Buildings at Fair Value 5,275 4,517
5,275 4,517
Works of Art at Fair Value 195 195
195 195
Leasehold Improvements 607 0 Less Accumulated Depreciation (5) 0
602 0
Equipment & Fittings at Cost 2,927 5,850 Less Accumulated Depreciation (1,284) (4,202)
1,643 1,648
Computer Equipment at Cost 18,053 18,517 Less Accumulated Depreciation (14,920) (14,681)
3,133 3,836
Total Net Book Value of Property, Plant & Equipment 13,586 12,404
(a) All land and buildings were revalued in accordance with an independent valuation report dated 1 July 2005 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 116.
Lotterywest Annual Report 2006 89 of 119
Notes to Financial Statements
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 Leasehold Equipment Computer Total Improvements & Fittings Equipment And Works of Art
2006 2006 2006 2006 2006 2006 $000 $000 $000 $000 $000 $000
Carrying Amount at Start of Year 2,208 4,517 0 1,843 3,836 12,404 Additions 0 0 607 257 309 1,173 Revaluation 530 758 0 0 0 1,288 Disposals 0 0 0 (3,180) (774) (3,954) Depreciation 0 (120) (5) (244) (946) (1,316) Depreciation on Disposals 0 0 0 3,163 708 3,871 Depreciation on Revaluation 0 120 0 0 0 120
Carrying Amount at End of Year 2,738 5,275 602 1,839 3,133 13,586
Land Buildings Leasehold Equipment Computer Total Improvements & Fittings Equipment And Works of Art
2005 2005 2005 2005 2005 2005 $000 $000 $000 $000 $000 $000
Carrying Amount at Start of Year 2,288 5,302 0 1,880 5,413 14,883 Additions 0 94 0 223 999 1,316 Revaluation 450 (191) 0 0 0 259 Disposals (530) (1,413) 0 0 (389) (2,332) Depreciation 0 (146) 0 (260) (2,563) (2,969) Depreciation on Disposals 0 0 0 0 376 376 Depreciation on Revaluation 0 871 0 0 0 871
Carrying Amount at End of Year 2,208 4,517 0 1,843 3,836 12,404
90 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
16. INTANGIBLE ASSETS 2006 2005 $000 $000
Computer Software 12,783 11,153 Less Accumulated Amortisation (7,438) (5,903)
5,345 5,250
Reconciliations Reconciliations of the carrying amounts of intangible assets at the beginning and end of the current and previous financial years are set out below: Computer Computer Software Software 2006 2005 $000 $000
Carrying Amount at Start of Year 5,250 6,480 Additions 1,630 198 Revaluation 0 0 Disposals 0 0 Depreciation (1,535) (1,428) Depreciation on Disposals 0 0
Carrying Amount at End of Year 5,345 5,250
17. PAYABLES 2006 2005 $000 $000
Current Prizes Unclaimed Prizes in Current Year 13.371 13,273
13,371 13,273
Community Grants Hospital Fund 2,085 1,251 Arts Lotteries Account 1,034 1,011 Sports Lotteries Account 1,034 1,011 Direct Grants 66,464 67,253
70,617 70,526
Other Trade Creditors 2,502 2,809 Other Creditors & Accruals 6,085 2,185
8,587 4,994
Total Payables 92,575 88,793
Lotterywest Annual Report 2006 91 of 119
Notes to Financial Statements
18. PROVISIONS 2006 2005 $000 $000
Current Employee Benefits Provision Annual Leave 1,049 970 Long Service Leave 948 753 Other Provisions Employee Oncosts 120 110 Bonus Prizes (a) 10,698 11,915
12,815 13,748
Non-Current Employee Benefits Provision Long Service Leave 683 659 Superannuation Entitlements (b) 366 367 Other Provisions Employee Oncosts 41 42
1,090 1,068
Total Provisions 13,905 14,816
(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.
19. SALES IN ADVANCE 2006 2005 $000 $000
Monies received in advance for future draws 4,810 3,220
92 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
20. EQUITY Notes 2006 2005 $000 $000
Reserves Opening Balance 1,086 598 Transfer to Retained Earnings 0 (237) Asset Revaluation Increment 1,329 725 Investment Revaluation Increment (at fair value) 134 0
2,549 1,086
Retained Earnings Opening Balance 93,343 82,420 Net Adjustment on Transition to AIFRS (a) (873) 0
Restated Balance at Start of Period 92,470 82,420 Transfer from Reserve 0 237 Net Profit for the Year 16,962 10,686
109,432 93,343
Total Equity 111,981 94,429
(a) Items accounted for under AASB 139 have a transition date of 1 July 2005 in accordance with AASB 1.36A and Treasurer’s Instruction 1101. Under previous AGAAP, the index linked investment was shown at cost and an accrual made for expected income. In accordance with AIFRS, this investment is now recognised at fair value. The effect is to decrease the interest accrued of $688,153 and decrease the value of the index-linked investment by $185,004 with the net adjustment of $873,157 being taken to Retained Earnings.
21. EMPLOYEES BENEFITS EXPENSES 2006 2005 $000 $000
Lotteries Operation: Wages and Salaries 8,182 7,542 Superannuation 799 919 Long Service Leave 235 99 Annual Leave 91 178
9,307 8,738
Community Grants and Development Operations: Wages and Salaries 1,828 1,792 Superannuation 178 218 Long Service Leave 52 24 Annual Leave 21 42
2,079 2,076
Lotterywest Annual Report 2006 93 of 119
Notes to Financial Statements
22. DEPRECIATION AND AMORTISATION EXPENSE 2006 2005 $000 $000
Depreciation: Buildings 121 146 Computer Equipment 947 1,135 Furniture and Fittings 126 129 Plant and Equipment 88 72 Point of Sales Fittings 30 58
Total Depreciation 1,312 1,540
Amortisation: Leasehold Improvements 5 0 Intangible Assets 1,535 1,428
Total Amortisation 1,540 1,428
Total Depreciation and Amortisation 2,852 2,968
23. RESOURCES PROVIDED FREE OF CHARGE During the year the following resources were provided to Lotterywest free of charge for the function outside the normal operations of Lotterywest: 2006 2005 $000 $000
Legal Services 8 13
24. REMUNERATION OF AUDITOR The total fees paid or due and payable to the Auditor General for the financial year is as follows: 2006 2005 $000 $000
Auditing the accounts 100 80
94 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
25. 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: 2006 2005 No. No.
$1 – $10,000 0 5 $10,001 – $20,000 5 0 $20,001 – $30,000 0 1 $30,001 – $40,000 1 0
6 6
Total remuneration of the Members of the Accountable Authority $110,090 $71,395
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: 2006 2005 No. No.
$30,001 – $40,000 1 0 $40,001 – $50,000 0 1 $70,001 – $80,000 1 0 $100,001 – $110,000 1 1 $110,001 – $120,000 2 2 $120,001 – $130,000 0 2 $130,001 – $140,000 2 0 $150,001 – $160,000 0 1 $170,001 – $180,000 1 0
8 7
Total remuneration of Senior Officers $1,007,411 $791,964
No Senior Officers are members of the Pension Scheme.
Lotterywest Annual Report 2006 95 of 119
Notes to Financial Statements
26. NOTES TO THE STATEMENT OF CASH FLOW Reconciliation of Cash 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: 2006 2005 $000 $000
Cash Assets Cash at Bank 4,366 4,798 Cash on Hand 151 163
Total Per Statement of Cash Flow 4,517 4,961
Reconciliation of Profit from Ordinary Activities to Net Cash Flows provided by Operating Activities
2006 2005 $000 $000
Profit from ordinary activities 16,962 10,686 Non-cash items Depreciation 2,852 2,968 Forfeited Prizes (5,413) (4,849) (Gain)/Loss on Disposal of Non-Current Assets 53 (248) (Increase)/decrease in assets Trade Debtors (3,302) 12,398 Work-in-Progress 3,379 (385) Inventories 258 (341) Accrued Interest 288 (325) Prepayments 64 (26) Increase/(decrease) in liabilities Payables 5,442 (9,581) Community Grants 91 5,671 Sales in Advance 1,591 63 Trade Creditors (307) (1,096) Other Creditors and Accruals 3,900 (208) Current Provisions (934) 1,483 Non-Currents Provisions 22 250 Change in GST in Receivable/Payables 38 236
Net Cash Provided by Operating Activities After Cash Flows to State Government (Excluding Investing Activities) 24,984 16,696
96 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
27. 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:
Floating Fixed Non Int 2006 2005 Int Rate Int Rate Bearing $000 $000 $000 $000 $000
Assets Cash Assets 4,517 0 0 4,517 4,961 Receivables 0 0 13,782 13,782 11,871 Investments Short Term (<1 year) 160,659 0 160,659 137,786 Floating Rate One year or less 5,084 0 5,084 2,000 One to five years 12,000 0 12,000 15,000 Over five years 2,000 0 2,000 2,000 Interest Linked One to two years 4,949 0 4,949 5,000
Total Financial Assets 28,550 160,659 13,782 202,991 178,618
Liabilities Payables 0 0 8,587 8,587 4,994 Provisions 0 0 13,905 13,905 14,816 Prizes Payable 0 0 13,371 13,371 13,273 Community Funding 0 0 70,617 70,617 70,526
Total Financial Liabilities 0 0 106,480 106,480 103,609
Net Financial Assets/(Liabilities) 28,550 160,659 (92,698) 96,511 75,009
Weighted Average Effective Interest Rates were as follows: 2006 2005 % %
Cash Assets 5.70 5.45 Investments Short Term Fixed Interest Rate 5.92 5.64 Floating Rate 1 year or less 6.45 6.09 1 to 5 years 6.24 6.07 Over 5 years 6.70 6.41 Interest Linked 5.45 5.20
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.
Lotterywest Annual Report 2006 97 of 119
Notes to Financial Statements
28. OUTPUT INFORMATION Lotterywest has two outputs; provision of lottery products (Gaming) and Grants and Community Development (Community Grants), 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 Grants Total 2006 2005 2006 2005 2006 2005 $000 $000 $000 $000 $000 $000
REVENUE Sales 546,366 520,108 0 0 546,366 520,108
Interest Income 12,536 11,028 0 0 12,536 11,028
Other Revenue 9,110 8,456 0 0 9,110 8,456
Gain on disposal of non-current assets 0 248 0 0 0 248
Total Revenue 568,012 539,840 0 0 568,012 539,840
EXPENSES Expenses from Lotteries Operations
Cost of Sales 371,393 353,400 0 0 371,393 353,400
Lotteries Operations 31,174 30,814 0 0 31,174 30,814
Community Grants and Development Operations 0 0 4,179 4,137 4,179 4,137
Loss on Disposals of non-current assets 53 0 0 0 53 0
Total Expenses 402,620 384,214 4,179 4,137 406,799 388,351
Profit before Community Grants 165,392 155,626 (4,179) (4,137) 161,213 151,489
Grants from State Government 21,956 20,801 0 0 21,956 20,801
Less Grants Transfer (187,348) (176,427) 187,348 176,427 0 0
Amount Available for Distribution 0 0 183,169 172,290 183,169 172,290
Total Community Grants 0 0 166,207 161,604 166,207 161,604
Net Profit 0 0 16,962 10,686 16,962 10,686
98 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
29. RECONCILIATION EXPLAINING THE TRANSITION TO AUSTRALIAN EQUIVALENT OF INTERNATIONAL FINANCIAL REPORTING STANDARDS (AIFRS)
Reconciliation of Income Statement (Profit and Loss) at 30 June 2005
Previous Adjustment AIRFS GAAP Net Gain/(Loss) 30 June on Disposal 2005 – AASB 116
INCOME Revenue Sales 520,108 520,108 Interest Revenue 11,028 11,028 Other Revenue 8,456 8,456 Proceeds from Disposal of Non-Current Assets 1,803 (1,803) 0 Gains Gains on Disposals of Non-Current Assets 0 248 248
Total Income 541,395 (1,555) 539,840
EXPENSES Expenses Cost of Sales 353,400 353,400 Lotteries Operations 30,814 30,814 Community Grants and Development Operations 4,137 4,137 Carrying amount of non-current assets disposal off 1,555 (1,555) 0 Community Grants 161,604 161,604
Total Expense 551,510 (1,555) 549,955
(Loss) before Grant from State Government (10,115) 0 (10,115) Grant from State Government 20,801 20,801
Profit for the Period 10,686 0 10,686
Under AGAAP the disposal of non-current assets is disclosed on the gross basis. That is, the proceeds of disposal are revenue and the carrying amounts of assets disposed of are expense. The disposal of non-current assets is disclosed on the net basis (gains or losses) under AIFRS.
Lotterywest Annual Report 2006 99 of 119
Notes to Financial Statements
Reconciliation of Equity at the date of transition to AIFRS 1July 2004 (AASB 1.39 (a) (i)
Previous AASB Total AIRFS GAAP 138 Adjustment 1 July 2004 1 July 2004
ASSETS Current Assets Cash and Cash Equivalents 4,880 4,880 Inventories 865 865 Receivables 24,155 24,155 Other Financial Assets 132,683 132,683
Total Current Assets 162,583 162,583
Non Current Assets Other Financial Assets 12,000 12,000 Work In Progress 3,396 3,396 Property, Plant and Equipment 20,133 (6,677) (6,677) 13,456 Intangible Assets 0 6,677 6,677 6,677
Total Non Current Assets 35,529 0 0 35,529
TOTAL ASSETS 198,112 0 0 198,112
LIABILITIES Current Liabilities Payables 98,855 98,855 Provisions 12,266 12,266 Sales In Advance 3,155 3,155
Total Current Liabilities 114,276 114,276
Non Current Liabilities Provisions 818 818
Total Non Current Liabilities 818 818
TOTAL LIABILITIES 115,094 115,094
NET ASSETS 83,018 83,018
EQUITY Reserves 598 598 Retained Earnings 82,420 82,420
Total Equity 83,018 83,018
AASB 138 requires that software not integral to the operation of a computer must be disclosed as intangible assets. Intangible assets must be disclosed on the Balance Sheet. All software has previously been classified as property, plant and equipment. Lotterywest has transferred $6,677,000 for the cost of software from property, plant and equipment to intangible assets.
100 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
Reconciliation of Equity at the end of the last reporting period under previous AGAAP : 30 June 2005 (AASB 1.39 (a) (ii))
Previous AASB Total AIRFS GAAP 138 Adjustment 1 July 2004 1 July 2004
ASSETS Current Assets Cash and Cash Equivalents 4,961 4,961 Inventories 1,205 1,205 Receivables 11,871 11,871 Other Financial Assets 139,786 139,786
Total Current Assets 157,823 157,823
Non Current Assets Other Financial Assets 22,000 22,000 Work In Progress 3,781 3,781 Property, Plant and Equipment 17,654 (5,250) (5,250) 12,404 Intangible Assets 0 5,250 5,250 5,250
Total Non Current Assets 43,435 0 0 43,435
TOTAL ASSETS 201,258 201,258
LIABILITIES Current Liabilities Payables 88,793 88,793 Provisions 13,748 13,748 Sales In Advance 3,220 3,220
Total Current Liabilities 105,761 105,761
Non Current Liabilities Provisions 1,068 1,068
Total Non Current Liabilities 1,068 1,068
TOTAL LIABILITIES 106,829 106,829
NET ASSETS 94,429 94,429
EQUITY Reserves 1,086 1,086 Retained Earnings 93,343 93,343
Total Equity 94,429 94,429
AASB 138 requires that software not integral to the operation of a computer must be disclosed as intangible assets. Intangible assets must be disclosed on the Balance Sheet. All software has previously been classified as property, plant and equipment. Lotterywest has transferred $5,250,000 for the cost of software from property, plant and equipment to intangible assets.
The index-linked investment accounted for under AASB 139 has a transition date of 1 July 2005 in accordance with AASB 1.36A and Treasurer’s Instruction 1101 (refer note 20).
Lotterywest Annual Report 2006 101 of 119
Notes to Financial Statements
Reconciliation of Cash Flows for the year ended 30 June 2005
Previous AASB Total AIRFS GAAP 138 Adjustment 1 July 2004 1 July 2004
CASH FLOW FROM OPERATING ACTIVITIES Receipts
Sale of Goods and Services 529,066 529,066 Interest Received 10,703 10,703 GST Receipts on Sales 530 530
Payments Employee Benefits (10,473) (10,473) Prizes and Commission Paid to Lotterywest Licencees (335,108) (335,108) Suppliers and Services (21,559) (21,559) GST Payments on Purchases (12,026) (12,026) GST Payments to Taxation Authority (9,389) (9,389) Community Funding (57,230) (57,230)
Net Cash Provided By/(Used In) Operating Activities 94,514 94,514
CASH FLOW FROM INVESTING ACTIVITIES Purchase of Non-Current Assets (1,315) (1,315) Sale/(Purchase) of Investment 6,992 (24,095) (24,095) (17,103) Proceeds from Sales of Non-Current Assets 1,803 1,803
Net Cash Provided By/(Used In) Investing Activities 7,480 (24,095) (24,095) (16,615)
CASH FLOW FROM STATE GOVERNMENT GST Reimbursement 20,885 20,885 Payments to Consolidated Fund (98,703) (98,703)
Net Cash Provided By State Government (77,818) (77,818)
Net Increase/(Decrease) in Cash and Cash Equivalents 24,176 (24,095) (24,095) 81
Cash and Cash Equivalents at the Beginning of the Period 120,571 (115,691) (115,691) 4,880
CASH AND CASH EQUIVALENTS AT THE END OF THE PERIOD 144,747 4,961
Cash and cash equivalents does not include investments classified as ‘Other financial assets’ as disclosed under note 13.
102 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
30. 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. There were no related and/or affiliated bodies requiring disclosure for the year ended 30 June 2006 (or prior year ended 30 June 2005).
31. COMMITMENTS FOR EXPENDITURE Commitment in relation to leases contracted at the reporting date but not recognised in the financial statements as liabilities are payable as follows:
2006 2005 $000 $000
Non-Cancellable Operating Lease Commitments (a) Not later than one year 108 0 Later than one year but not later than five years 740 0 Later than five years 1,187 0
2,035 0
Cancellable Operating Lease Commitments (b) Not later than one year 83 74 Later than one year but not later than five years 58 44
141 118
Total Commitments 2,176 118
(a) The property lease is a non-cancellable lease with an eleven year term commencing from 1 December 2005, with rent payable monthly in advance. Contingent rent provision within the lease agreement requires that the minimum lease payments shall be increased by CPI and market review for every two years thereafter.
(b) These amounts were provided by the Department of Treasury and Finance and relate to Lotterywest’s motor vehicle lease arrangements which operate under the State Fleet Funding Facility contract. Lotterywest’s 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.
Lotterywest Annual Report 2006 103 of 119
Notes to Financial Statements
32. 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 where the amount is deemed significant as being in excess of $1,000,000.
Significant Variations between Actual Revenues and Expenditures for 2005/06 and Actual Revenues and Expenditures for 2004/05
Note 2006 Actual 2005 Actual Variance Variance $000 $000 $000 %
Revenue Sales Revenue 32.1 $546,366 $520,108 $26,258 5.1% Interest Revenue 32.2 $12,536 $11,028 $1,508 13.7%
Gain/Loss on Disposal of Non-Current Assets Carrying amount of Disposal of Non Current Assets 32.3 $83 $1,555 ($1,472) (94.7%) Proceeds from Disposal of Non Current Assets 32.3 $30 $1,803 ($1,773) (98.3%)
Sales A number of contributing factors contributed to Lotterywest’s sales result this year. Two new Lotto games (Monday & Wednesday Lotto) were introduced to the Western Australian market in May 2006. These games contributed $4.12 million in sales. Additionally, a subscription change for Saturday Lotto occurred in March 2006 providing greater revenue that last year. Economic conditions were also favourable in Western Australia with household expenditure increasing in a booming economy.
Interest The 2005/06 Investment portfolio averaged to $222.1 million, which is $22.5 million (11.3%) higher than last year. The size of portfolio combined with the higher interest rate of 5.67% (5.53% last year) contributed to the favourable variance of $1.5 million in Interest Income.
Proceeds from Disposal of Assets This significant variance is related to disposal of the Lotterywest’s property in Subiaco.
Significant Variations between Estimated Revenue and Expenses for 2005/06 and Actual Revenues and Expenses for 2005/06
Note 2006 Actual 2006 Budget Variance Variance $000 $000 $000 %
Revenue Sales 32.4 $546,366 $539,725 $6,641 1.2% Interest Income 32.5 $12,536 $10,000 $2,536 25.4%
104 of 119 Lotterywest Annual Report 2006
Notes to Financial Statements
Sales Total sales for 2005/06 financial year were $6.64 million (1.2%) above this years original budget. Two new Lotto games (Monday & Wednesday Lotto) were introduced to the Western Australian market in May 2006. These games contributed $4.12 million in sales not included in the original estimates. Additionally, a subscription change for Saturday Lotto occurred in March 2006 with revenue exceeding that estimated.
Interest Revenue Interest income estimates were based on a portfolio of $184.9 million and an average interest rate of 5.84%. Due to sales increases and timing variations of payments to our grantees the average fund size for the year was $222.1 million resulting in the increase the interest income.
Lotterywest Annual Report 2006 105 of 119
Operating Budget
In accordance with the Treasurer’s Instruction 953, this statement shows the 2006/07 Budget estimate for the Statement of Financial Performance. This statement is not subject to audit. The Minister approved the budget in May 2006.
2007 2006 Budget Actual Variance $000 $000 $000
Revenue Sales 565,791 546,366 19,425 Less: Cost of Sales Prizes 315,432 304,967 (10,465) Retailers’ Commission 46,378 44,470 (1,908)
Total Cost of Sales 361,810 349,437 12,373
Trading Profit 203,981 196,929 7,052
Other Revenue from Ordinary Activities Interest 11,600 12,536 (936) Forfeited Prizes 5,780 5,413 367 Retailer Fees 3,507 3,113 394 Players Registration Service Fee 200 177 23 Gain/(Loss) on Disposal of Non-Current Assets 0 (53) 53 Other Operating revenue 25 407 (382)
Total Other Revenues from Lottery Activities 21,112 21,593 (481)
Expenses Lotteries & Grants Operations 38,821 35,353 (3,468)
Profit from Lottery Activities 186,272 183,169 3,103
Total Available for Distribution Direct Grants 69,500 63,916 (5,584) Hospital Fund 84,477 81,833 (2,644) Sports / Arts Lotteries Accounts 21,120 20,458 (662)
Total Community Grants 175,097 166,207 8,890
Net Profit 11,175 16,962 (5,787)
106 of 119 Lotterywest Annual Report 2006
Notes to the Budget
In delivering the budget for 2006/07, Lotterywest’s strategic intent is to maintain its current position in the market and the return to beneficiaries, its network and its players.
The budget reflects sales growth of 3.6% for 2006/07. This growth is driven primarily by inflation together with the introduction of the new Monday and Wednesday Lotto games that offers players an alternative entry price to the major Lotto game, Saturday Lotto.
In growing sales at this rate, Lotterywest is protecting the value of funds provided through community grants by ensuring growth at CPI rates.
The budget considers the impact of recent changes introduced to Lotterywest’s product portfolio.
In March 2006, Lotterywest as part of the Australian Lotto Bloc, introduced an 11% subscription increase to Saturday Lotto. New games Monday and Wednesday Lotto were also recently introduced, commencing in late April 2006.
The 2006/07 expense budget has increased $3.477m (9.8%) on the current year result. This expense budget allows for a number of initiatives that will become the focus for Lotterywest. These can be categorised into the three key areas of Lotterywest branding, marketing strategies and network support.
Activities included under these categories are:
Branding Development of a new corporate branding strategy utilising an advertising campaign that strengthens the link between Lotterywest’s grant function and players of lottery games Development of a new branding campaign for Scratch’n’Win similar to that of Lotto.
Marketing Strategies • Marketing and promotional support for the new Monday and Wednesday Lotto games. • Incorporating additional licensed Scratch’n’Win games into the ticket portfolio. This will build on the success of licensed tickets like Bewitched in late 2005.
Retailer Support • Development of best practice retailer training standards focusing on improving retailer selling techniques and product knowledge. • Development of more effective retailer incentive program incorporating Lotterywest standards and brand values.
Lotterywest Annual Report 2006 107 of 119
Five Year Summary of Financial Data To the Year Ended 30 June 2007
Statement of Financial Performance
2003 2004 2005 2006 2007 Actual Actual Actual Actual Budget $000 $000 $000 $000 $000
Sales Revenue 490,850 505,009 520,108 546,366 565,791 Less Cost of Sales Prizes 280,389 282,352 291,354 304,967 315,432 Retailers’ Commission 37,402 39,867 41,245 44,470 46,378 Add Other Revenue Interest 7,390 9,119 11,028 12,536 11,600 Forfeited Prizes 4,693 5,270 4,849 5,413 5,780 Retailer Fees 2,018 2,496 2,778 3,113 3,507 Players Registration Service Fee 336 727 595 177 200 Proceeds on Disposals of Non Current Assets 0 0 1,803 (53) 0 Other Operating Revenue 120 112 234 407 25
Net Revenue from Ordinary Activities 187,616 200,514 208,796 218,522 225,093
Less Expenses Operating Expenses 32,604 34,579 36,506 35,353 38,821
Profit from Ordinary Activities 155,012 165,935 172,290 183,169 186,272 Less Community Grants 143,925 151,256 161,604 166,207 175,097
Net Profit 11,087 14,679 10,686 16,962 11,175
Assets Investments 89,623 132,683 139,786 170,692 145,104 Other Current Assets 19,203 29,900 18,037 19,246 23,093 Non-Current Assets 50,128 35,529 43,435 33,333 50,560
Total Assets 158,954 198,112 201,258 223,271 218,757
Liabilities 90,615 115,094 106,829 111,290 106,672
Net Assets 68,339 83,018 94,429 111,981 112,085
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. However, it does not affect the five year summary on the net profit and net assets position.
108 of 119 Lotterywest Annual Report 2006
Direct Grant Summary
2006 2006 No. $000
Total requests on agenda 1,348 78,676 Total approved requests 1,268 66,232 Total requests not approved 80 2,341
DIRECT GRANTS PROGRAM SUMMARY
2006 2005 2006 2005 Actual Actual Actual Budget No. No. $000 $000
Community Cultural 228 207 3,307 2,020 Community Sector Development 64 67 812 783 Community Support & Development Community Support 298 308 22,299 21,719 Emergency Relief 86 101 1,350 1,350 Emergency Services 13 17 4,896 3,002 Support for Research 4 5 303 409 Special Initiatives 17 25 3,232 5,893 Cultural & Natural Heritage Heritage 127 170 2,274 2,881 Conservation 39 38 1,250 890 Priority Groups with Special Needs Indigenous People 39 42 3,032 2,071 Children 134 167 1,471 1,273 People with Disabilities 94 130 8,794 9,471 Seniors 77 46 3,157 2,629 Young People 46 47 2,138 2,784 Statutory Allocations as recommended by the Commission Perth International Arts Festival 1 1 4,000 4,000 Film Industry 1 1 4,000 4,000 Less Grants not taken up in the current year (83) (73)
Total Net Grant Approvals 66,232 65,102
Lotterywest Annual Report 2006 109 of 119 Lotterywest Grants List
Organisation Name Amount Granted Avon Youth Community and Family Services Inc 1,000 Avongro Wheatbelt Tree Cropping Inc 28,500 2nd Avenue Singers Inc 2,700 AWESOME Arts Australia Ltd 200,000 503 Army Cadet Unit Esperance 5,000 Babakin Playgroup 3,000 Aboriginal Health Council of WA 47,018 Baldivis Church Inc 3,000 Aboriginal Legal Service of WA Inc 35,088 Balga Autumn Club Inc 5,149 Access Housing Association Inc 112,009 Balga Detached Youth Work Project Inc 46,061 Ace An Assn Promoting Integrated Employment For People With Disabilites Inc 15,000 Balga/Nollamara Pensioners Social Club Inc 1,905 ACROD Ltd (WA Division) 211,667 Balingup Friends of the Forest Inc 1,216 Activ Foundation Inc – North Metro Accommodation Variety Pelican Centre 2,147 Bam Bam Playgroup Inc 2,691 Activ Foundation Inc –Read House Accommodation & Respite Service Esperance 9,860 Banksia Montessori Playgroup Inc 3,000 Activ Foundation Inc 12,500 Baptist Union of WA – Bedford Baptist Church 2,803 Active Community Environmentalists Inc 4,985 Baptist Union of WA Inc – Kobeelya Conference Centre 12,500 Acton Avenue Community Kindy Inc 3,000 Bardi Ardyaloon Association Inc 45,000 Aged & Community Services WA Inc 202,800 Barking Gecko Theatre Company Ltd 10,000 Aged Persons Support Service (For Combined Councils) Inc 9,522 Batavia Coast Miniature Railway Society Inc 10,000 Agencies for South West Accommodation Inc 22,000 Batavia Coast Pipe Band Inc 10,000 Albany Community Legal Centre Inc 14,680 Bay of Isles Community Outreach Inc 4,827 Albany Historical Society Inc 4,307 Beacon Bulletin Inc 3,518 Albany Lions Community Care Centre WA Inc 12,829 Beacon Telecentre Inc 13,500 Albany Playgroup Inc 1,000 Bellevue Residents & Ratepayers Association Inc 5,000 Albany Regional Family History Society Inc 2,635 Bencubbin Playgroup 1,000 Albany Sea Rescue Squad Inc 9,636 Bencubbin Telecentre Inc 14,310 Albany Summer School Inc 2,781 Bentley Park Computer Club 3,686 Albany Youth Support Association Inc 6,555 Bentley Seniors Club Inc 2,647 Alexander Heights Senior Citizens Club Inc 1,753 Bess, Busselton Home & Community Care Inc 10,496 Alexander Park Playgroup 3,000 Bethel Life Centre Inc 7,000 Alexandra Bridge Sporting & Cultural Facilities Association Inc 500 Bibbulmun Track Foundation Inc 90,100 Alternative Technology Association Inc 20,000 Bicton Environmental Action Group 10,592 Amateur Rowing Assn of WA 15,000 Bidyadanga Aboriginal Community La Grange Inc 103,733 Anglican Homes Inc 49,328 Binningup Community Association Inc 2,481 Anglicare WA Inc 364,000 Birds Australia WA Inc 72,060 Anglicare WA Inc – Changemakers Project 130,000 Blackwood Basin Group Inc 27,250 Anglicare WA Inc – Daisy House 3,000 Blind Citizens WA Inc 15,000 Anxiety Disorders Foundation of WA Inc 2,277 Bloodwood Tree Association Inc 5,109 ARAFMI Mental Health Carers and Friends Association WA Inc 13,362 Blue Light Association of WA Inc – Nannup Donnybrook Branch 6,235 Armadale City Concert Band Inc 2,677 Blue Sky Community Group Inc 14,000 Armadale Gosnells and Districts Youth Resources Inc 25,000 Boating WA Inc 10,000 Armadale Home Help Service for the Aged and the Disabled 18,332 Boccia Rebels WA Inc 9,400 Armadale Information and Referral Service Inc 16,000 Boddington Arts Council 10,000 Armadale Noongar Corporation (Aboriginal Corporation) 22,000 Boddington Community Newsletter Inc 8,098 Army Museum of WA Foundation 14,960 Boddington Family Support Group Inc 3,000 Arts Margaret River Inc 33,230 Boddington Old School Inc 35,173 Associated Netherlands Societies in WA Inc 7,446 Boddington Playgroup 2,850 Association for Services to Torture and Trauma Survivors (ASETTS) Inc 95,232 Bolgart Progress Association Inc 9,250 Association for the Blind of WA Inc 1,500,000 Bonnie Rock Playgroup 3,000 Association of Burma Buddhist in WA Inc 4,202 Boogurlarri Community House 6,000 Association of Civilian Widows of WA Inc 5,000 Boola-njee Aboriginal Corporation 51,281 Association of Independent Retirees AIR Ltd – Fremantle/Melville Branch 4,200 Boyup Brook Child Care Inc 3,000 Asthma Foundation of WA Inc 19,555 Boyup Brook Telecentre Inc 20,000 Augusta Telecentre Inc 16,000 Bridgetown Telecentre Inc 20,000 Augusta Volunteer Sea Rescue Group Inc 6,766 Bringing Them Home Committee WA Inc 2,750 Australian Army Cadets Association WA Inc 50,000 Broadwater Bay Surf Life Saving Club Inc 200,000 Australian Episcopal Conference of the Roman Catholic Church Caritas Australia 29,645 Brookton and Districts Historical Society Inc 12,700 Australian Flying Corps & Royal Australian Air Force Assn WA Division Inc – Erskine Grove 6,764 Broome Aged and Disabled Services Inc 49,530 Australian Flying Corps & Royal Australian Air Force Association WA Div Inc – Albany 13,488 Broome Historical Society Inc 72,150 Australian Hungarian Association of WA 11,000 Broome Toy Library Inc 3,266 Australian Kidney Foundation 33,750 Broome Youth Support Group 39,317 Australian Multiple Birth Association WA 3,000 Bruce Rock Telecentre Inc 14,000 Australian Orang–utan Project Inc 13,152 Bubbles Playgroup 3,000 Australian Railway Historical Society WA Div Inc – Midland Workshop Interpretive Ctre 13,960 Bullaring Progress Association Inc 15,000 Australian Railway Historical Society WA Division Inc 8,132 Bulup Kulung Inc 20,910 Australian Red Cross Society – WA Division 149,865 Bunbury and District Meals On Wheels and Senior Citizens Assn Inc 3,763 Australian Sign Language Interpreters Association WA Inc 6,000 Bunbury Bridge Club Inc 10,000 Australian–Asian Association of WA Inc 20,935 Bunbury Diocesan Trustees – Anglican Parish of Pinjarra–Waroona 43,403 Autism Association of WA Inc 123,976 Bunbury Diocesan Trustees – St Marys Community Care (Busselton) 22,130
110 of 119 Lotterywest Annual Report 2006 Bunbury Historical Society Inc 2,756 City of Geraldton 15,000 Bunbury Lotteries House Complex Inc 12,738 City of Geraldton – Geraldton Regional Library 14,400 Bunbury Regional Hospital Comforts Fund Inc 3,000 City of Geraldton – Queen Elizabeth II Centre 250,000 Bunbury Regional Theatre Inc 60,000 City of Geraldton – Queens Park Theatre 44,625 Bunbury Seniors Computer Club Inc 15,000 City of Gosnells 20,000 Bunbury Studio Potters Inc 7,800 City of Joondalup 43,000 Burmese Association of WA Inc 4,123 City of Joondalup – Mobile Youth Service 8,276 Busselton Allsports Inc 6,901 City of Kalgoorlie–Boulder 165,000 Busselton Historical Society Inc 4,055 City of Mandurah 34,460 Busselton Naturalists’ Club Inc 1,480 City of Mandurah – Senior Citizens Centre 2,728 Busselton Pensioners Social Club Inc 2,877 City of Mandurah – Mandurah Community Museum 27,895 Busselton Senior Citizens Centre Inc 76,922 City of Melville 8,000 Busselton Shire Brass Band Inc 10,000 City of Melville – City of Melville Citizens Relief Fund Inc 11,000 Busselton Volunteer Marine Rescue Group Inc 173,000 City of Perth 442,000 Buzz Dance Theatre Ltd 10,000 City of Rockingham 47,015 Cactus and Succulent Society of WA Inc 3,149 City of South Perth 56,000 Cannery Arts Centre Inc 10,000 City of South Perth – Collier Park Village Retirement Village 2,850 Canning Bridge Senior Citizens Club Mt Pleasant Inc 1,560 City of Stirling 62,006 Canteen – The Australian Organisation for Young People Living with Cancer Ltd 12,840 City of Stirling – Mount Flora Regional Museum 15,000 Capel Fest Inc 18,517 City of Subiaco 20,000 Capel Senior Citizens Association Inc 2,171 City of Swan – Bullsbrook and Districts Community Reference Group 5,000 Caravan Club of WA Inc 4,732 City of Swan – Coolamon Youth Space 25,671 Carers Association of WA Inc 1,030,000 City of Wanneroo 31,000 Carnarvon Family Support Service Inc 4,500 City of Wanneroo – Wanneroo Museum 13,594 Carnarvon Heritage Group Inc 310,000 City of Wanneroo – Yanchep Community Centre 2,988 Carnarvon Lotteries House Inc 4,940 City West Lotteries House Inc 63,147 Cat Appeal Toodyay 4,494 Claremont Therapeutic Riding Centre Inc 193,420 Catholic Homes Inc 4,462 Clontarf Foundation Inc 45,863 Centacare Kimberley 9,000 Clontarf Foundation Inc – Goldfields Football Academy 83,189 Centre for Advocacy Support and Education For Refugees Inc 9,100 Coalition for Asylum Seekers, Refugees and Detainees Inc 6,000 Centrecare Inc – Catholic Migrant Centre 89,532 Coalition of Peoples Inc 17,690 Centrecare Inc 601,577 Cockburn Community & Cultural Council Inc 2,158 Cerebral Palsy Association of WA Ltd 222,706 Collie Day Care Centre Inc 4,900 Cervantes Playgroup 2,600 Collie Heritage Group Inc 10,334 Channel 31 Community Educational Television Ltd 100,000 Collie Senior Citizens and Meals On Wheels Association Inc 9,400 Charity Link Inc 130,000 Combined Probus Club of Murray District WA Inc 5,645 Cheeky Monkeys Playgroup 2,000 Communicare Inc – Breathing Space 39,789 Childrens Services Support Unit WA Inc – Pilbara Region Office 1,626 Communicare Inc 24,900 Chowerup Hall Committee 5,000 Community Arts Network WA Ltd 10,000 Christian City Church Fremantle Inc 697,680 Community Development Foundation Inc 173,932 Chrysalis Support Services Inc 10,000 Community Food Centre (Belmont) Inc 24,390 Churches of Christ Homes & Community Services Inc – Bethanie Carnarvon Aged Care Facility 385,000 Community Housing Coalition of WA Inc 45,032 Churches of Christ Homes & Community Services Inc – Bethanie Waters Adult Day Care Centre 373,780 Community Legal Centres Association WA Inc 57,713 Churches of Christ Homes and Community Services Inc – Bethanie Fields Eaton 75,000 Community Midwifery WA Inc 19,648 Churches of Christ in WA Inc – Nollamara Church of Christ 6,452 Community Solutions Inc 16,255 Churches of Christ in WA Inc – Wembley Downs 12,000 Compassionate Friends of WA Inc – Mandurah Branch 2,934 City Beach Primary School Parents and Citizens Association Inc 3,270 Confederation of Australian Motor Sport Ltd 297,836 City of Albany 46,854 Connolly Rainbow Toy Library Inc 1,500 City of Albany – Albany Lotteries House 21,494 Constable Care Child Safety Foundation Inc 285,019 City of Albany – Albany Town Hall Theatre 20,000 Coolbinia Out of School Care Association Inc 4,976 City of Armadale 25,000 Coorow & Districts Technology Development Association Inc – Leeman Telecentre 18,280 City of Bayswater 40,500 Corrigin Playgroup 3,000 City of Bayswater – Aged Care Services 4,071 Corrigin Senior Citizens Centre Inc 25,363 City of Belmont 9,950 Council For International Students WA 7,670 City of Belmont – Youth and Family Services Centre 22,588 Council on the Ageing WA Inc 47,125 City of Bunbury 68,592 Country Arts WA Inc 80,000 City of Canning 10,000 Country Music Club of Boyup Brook, WA Inc 12,962 City of Canning – Meals on Wheels 66,000 Cranbrook Tourist and Business Promotion Group 4,170 City of Canning – Wilson Park Railway Station 44,171 Cranlana Programme Foundation 4,500 City of Cockburn Model Railroad Club Inc 6,000 Creative and Therapy Activities (CATA) Disabled Group Inc 3,425 City of Cockburn Pipe Band Inc 2,119 Crime Stoppers WA Ltd. 33,490 City of Fremantle 70,949 Crippled Children’s Seaside Home Society Inc 6,000 City of Fremantle – Fred Notley Child Care Centre 10,000 Croatian Folkloric Group Zrinjski Inc 10,000 City of Fremantle – Fremantle Community Care 5,016 Cross Cultural Christian Communicators Inc 11,753 City of Fremantle – Fremantle Community Legal Centre 38,090 Crosslinks Inc 15,000 City of Fremantle – Fremantle Festival 27,000 Crossways Community Services Inc 2,000
Lotterywest Annual Report 2006 111 of 119 Lotterywest Grants List
Cue Telecentre Inc 20,000 Federation of WAn Police and Community Youth Centres – Camp Mornington 37,000 Curtin University of Technology 15,000 Festival Fringe Society of Perth Inc (Artrage) 30,000 Curtin University of Technology – Kalgoorlie Campus 50,000 Financial Counsellors Association of WA 23,114 Cystic Fibrosis Association of WA Inc 4,860 Fluffy Ducklings Day Care Inc 8,510 D.O.M.E Inc WA 18,892 Foodbank of WA Inc 107,220 Dalwallinu & Districts Lions Club 5,000 Foothills Information and Referral Service Inc 17,500 Dalwallinu Telecentre Inc 76,200 Form Contemporary Craft and Design Inc 6,091 Dardanup Bull and Barrel Festival Inc 8,067 Forrest Personnel Inc 48,123 Darling Range Wildlife Shelter Inc 23,585 Foundation for Information Radio of WA Inc 69,000 Darlington Arts Festival Association Inc 10,000 Friends of Blandstone Association Inc 4,900 Darlington Family Playgroup Inc 3,000 Friends of Forrestdale Inc 15,000 Darlington Theatre Players 10,000 Friends of the Cape to Cape Track Inc 29,227 Daughters of Charity Services WA (T/A Ruah Community Services) 66,518 Friends of the Cockburn Wetlands Education Centre Inc 2,227 Denham Playgroup 2,936 Friends of the Porongurup Range Inc 13,753 Denmark Arts Council Inc 9,740 Fundraising Institute–Australia Ltd – Chapter 5 WA 5,000 Denmark Education and Innovation Centre Inc 46,488 Future Visions Inc 10,223 Denmark Sea Rescue Group Inc 5,850 Gabby Quoi Quoi Catchment Group Inc 6,753 Denmark Telecentre Inc 22,000 Garnduwa Amboorny Wirnan Aboriginal Corporation 20,000 Derbarl Yerrigan Health Service Inc 9,000 Gascoyne Murchison Tourism Inc 15,000 Derby Chamber of Commerce Inc 134,000 Gay, Lesbian, Bisexual, Transgender and Intersex Retirement Association Inc 2,640 Derby Playgroup 3,661 Gelorup Community Management Committee Inc 5,500 Derby Volunteer Marine Rescue Group Inc 3,890 Geographe Community Centre Inc – South West In–Home Child Care Service 9,905 Diabetes Association of WA Inc 15,845 Geraldton Community Toy Library Inc 3,000 Disability and the Arts, Disadvantage and the Arts WA Inc (DADAA) 10,000 Geraldton Resource Centre Inc 17,000 Djarindjin Aboriginal Corporation 10,000 Geraldton Sunshine Festival Inc 9,000 Donnybrook Balingup Land Conservation District Committee 16,935 Gingin District Telecentre Inc 21,000 Donnybrook Community Telecentre Inc 20,000 Gingin Playgroup Inc 3,000 Donnybrook Toy Library Inc 3,000 Glen Forrest Community Kindergarten & Family Playgroup Inc 6,000 Dowerin Telecentre Inc 12,400 Gnowangerup Aboriginal Corp Inc 195,000 Drug Arm WA Inc 166,096 Goldfields Child Care Centre Inc 25,000 Dumbartung Aboriginal Corporation Inc 18,209 Goldfields Family History Society Inc 4,695 Duyfken 1606 Replica Foundation Inc 50,000 Goomalling Telecentre Inc 13,500 Dwellingup Business Association Inc 5,000 Gosnells Community Legal Centre Inc 6,000 Dwellingup Playgroup 3,000 Gosnells Women’s Health Service Inc 6,300 East Pilbara Independence Support Inc 45,865 Gowrie WA Inc 256,418 Eastern Goldfields Historical Society Inc 12,831 Gowrie WA Inc – Community Services 10,000 Eastern Goldfields Young Mens Christian Association Inc 265,450 Gowrie WA Inc – Willagee Alive 19,860 Eastern Metropolitan Community Housing Association Inc 14,216 Grace Assembly Nollamara Inc 22,615 Eastern Metropolitan Regional Council (EMRC) 171,046 Grandparents Rearing Grandchildren WA Inc 2,500 Eastern Region Domestic Violence Services Network Inc 3,000 Granny Spiers Community House Inc 40,000 Edventures WA Inc 5,000 Grass Patch Community Development Association 11,148 Eight Mile Aboriginal Corporation Inc 87,886 Great Southern Community Housing Association Inc 13,755 ELBA, Inc 1,455 Green Skills Inc 35,500 Embroiderers Guild of WA Inc 9,959 Green Skills Inc – Albany 22,195 Employment Esperance Inc 28,158 Greenbushes Eco Cultural Discovery Centre Inc 15,000 Endeavour Theatre Company Inc 8,985 Greenfields Playgroup 3,000 Environment House Inc 135,032 Greening Australia WA Inc – Gondwana Link 474,510 Epilepsy Association of WA Inc 5,909 Guides WA Inc 100,000 Escape Youth Group Inc 38,273 Guildford Heritage Festival Council Inc 13,000 Escare Inc 18,458 Gumnuts Wednesday Playgroup 2,995 Esperance Christian Family–Assembly of God Inc – Esperance Care Services 7,000 Gumtrees Out of School Care Centre Inc 5,000 Esperance Showbizz Inc 40,000 Gynaecological Awareness Information Network Inc 4,764 Esperance Toy Library Inc 2,000 Harold Hawthorne Senior Citizens’ Centre and Homes Inc 14,740 Ethnic Child Care Resource Unit Inc 162,832 Harvey Districts Creative Arts Centre Inc 2,673 Ethnic Disability Advocacy Centre Inc 4,950 Harvey Health and Community Services Group Inc – Family Support Program 5,000 Ewin Centre Childrens Services Inc 2,368 Harvey Mainstreet Inc 15,810 Exmouth Community Support Group Inc 5,000 Harvey Occasional Child Care Centre Inc 3,000 Extra Edge Services Inc 43,377 Harvey Telecentre Inc 18,000 Fairbridge WA Inc 365,975 Hawkevale Trust Inc 17,394 Falcon Seniors Recreation Group Inc 3,717 Headache and Migraine WA Inc 12,844 Family History Society of Rockingham & Districts Inc 5,892 Health Services Family Association 4,717 Fauna Rehabilitation Foundation Inc 152,992 Heart Kids WA 4,525 Federation of WAn Police & Community Youth Centres Inc 99,900 Hedland Personnel Inc 12,313 Federation of WAn Police & Community Youth Centres Inc – Broome 68,954 Hedland Well Womens Centre Inc 24,690 Federation of WAn Police & Community Youth Centres Inc – Fremantle 12,076 Helping Out People Everywhere Inc 6,000 Federation of WAn Police & Community Youth Centres Inc – Kalgoorlie 2,391 Henri Nouwen House Inc 2,426
112 of 119 Lotterywest Annual Report 2006 Herdsman Neighbourhood Centre Association Inc 5,500 Kununurra Neighbourhood House Inc 5,000 Heritage Individual & Family Support Assn Inc 7,500 Kununurra Waringarri Aboriginal Corporation 30,386 High Wycombe Out of School Care Centre Inc – High Wycombe Family Centre 18,720 Kwinana Model Railway Club Inc 1,188 Hills Community Support Group 592,500 Kwinana Rockingham Emergency Relief Organisation Inc 15,000 Hills Community Support Group Inc – Rainbow Housing Program 21,000 L.A.M.P. Inc 2,384 Hillside Church Inc 10,000 Lake Grace Development Association Inc 3,000 Hindu Association of WA Inc 10,000 Lake Joondalup Kindergarten 3,000 Hobbit Hollow Inc 10,510 Lakes Christian Life Centre Inc 362,520 Hocart Lodge Aged Centre Inc 16,656 Lancelin Telecentre Inc 13,600 Honeypot Playgroup 3,000 Landsdale Family Support Association Inc 171,979 Hopetoun Volunteer Marine Rescue Group Inc 10,195 Lawley Park Residents Management Advisory Committee Inc 1,320 Hora Shalom Inc 4,890 Leaps and Bounds Inc 5,174 Hyden Progress Association Inc 90,000 Learning Centre Link Inc 15,000 Hyden Resource & Telecentre Inc 14,000 Leederville Community Action Group Inc 10,000 Hyden–Karlgarin Land Conservation District Committee 44,500 Leeuwin Ocean Adventure Foundation Ltd 25,500 ILU Residents of St Davids 1,494 Legacy Fund of Fremantle Inc 4,000 Independent Living Centre of WA Inc 966,928 Leonora Gwalia Historical Museum Ltd 44,628 Infoxchange Australia 42,500 Life Plan Recreation and Leisure Association Inc 7,500 Injury Control Council of WA Inc 172,982 Lions Club of Forrestfield/High Wycombe Inc WA Inc 3,419 Innaloo Autumn Club Inc 1,420 Lions Club of Rockingham Inc 8,000 Interchange Inc 7,500 Little Smarties Playgroup 3,000 Investing In Communities WA Inc 13,800 Local Drug Action Groups Inc 39,480 Investing in Communities WA Inc – East Perth 5,000 Loftus Community Centre Association Inc 43,961 Irwin Autumn Social Club Inc 5,338 Lower Great Southern Community Living Assn Inc 2,497 Ishar Multicultural Womens Health Centre Inc 47,392 Lower Great Southern Family Support Association Inc 2,355 Italo–Australian Welfare and Cultural Centre Inc 3,000 Lucy Saw Centre Association 20,554 Jacaranda Community Centre Inc 13,500 Mandurah City Choral Society Inc 5,733 Jalygurr–Guwan Aboriginal Corporation Inc 175,862 Mandurah Family History Society Inc 10,024 Jerramungup Playgroup 1,660 Mandurah Historical Society Inc 11,754 Jigalong Community Enterprises Pty Ltd 22,337 Mandurah Lotteries House Inc 76,913 Joondalup Lotteries House Inc 50,000 Mandurah Murray Emergency Relief Fund Inc 34,000 Joondalup Youth Support Services Inc 14,000 Mandurah Muscateers (Charity Computers) Inc 27,065 Joongari House/Wyndham Family Support Inc 2,000 Mandurah Performing Arts Inc 20,000 Joys of the Women Inc 2,465 Mandurah Wildlife Rescue Inc 11,226 Jurien Bay Playgroup 3,066 Manjimup Chamber of Commerce and Industry Inc 16,878 Just For Fun Playgroup – Karrinyup 1,500 Manjimup Family Centre Inc 8,194 Kairali (Perth Malayali Cultural Club) Inc 8,513 Marangaroo Family Centre Inc 2,800 Kalamunda District Bridge Club 1,927 Marble Bar Tourist Association Inc 5,740 Kalamunda Districts Toy Library 3,000 Margaret River and District Historical Society Inc 1,740 Kalannie Community Telecentre Inc 19,800 Margaret River Community Kindergarten Inc 3,000 Kalbarri Arts and Crafts Group Inc 10,000 Margaret River Community Resource Centre Inc 8,000 Kalgoorlie–Boulder Lotteries House Association Inc 12,800 Margaret River Montessori Playgroup Association Inc 3,000 Kardinya Murdoch Playgroup Association Inc 1,598 Marnin Bowa Dumbara Aboriginal Corp Inc – Derby Family Healing Centre 2,500 Karratha Autumn Club Inc 20,275 Maylands Autumn Club Inc 2,000 Katanning Community Childcare Centre Inc 10,000 McComb Foundation Inc 570,915 Katanning Playgroup Inc 3,116 Meekatharra Telecentre Inc 9,300 Katanning Regional Emergency Accommodation Centre Inc 16,702 Meerilinga Young Childrens Foundation Inc 1,089,584 Kellerberrin District Telecentre Inc 20,000 Melville AFA Brass Inc 1,550 Kewdale Morning Playgroup 3,000 Melville History Society Inc 6,355 Kids Camps Inc 14,000 Men of The Trees Inc 23,530 Kimberley Aboriginal Law and Culture Centre (Aboriginal Corporation) Inc 42,813 Mens Resource Centre Inc 8,700 Kimberley Performing Arts Council Inc 17,000 Mental Illness Fellowship of WA Inc 204,406 Kimberley Stolen Generation Aboriginal Corporation Inc 9,416 Mercy Community Services (MCS) Inc – Mercy Family Centre–Koondoola 43,089 Kingfisher Family Playgroup Inc 3,000 Mercy Community Services Inc 17,070 Kingfisher Park Family Centre Inc 19,733 Merredin and Districts Childcare and Play School Association Inc 1,000 Kingsley Park Playgroup Inc 3,000 Metropolitan Migrant Resource Centre Inc 5,000 Kingsway Court Village Residents Association Inc 8,791 Mid West Family Support Association Inc 7,000 Kojonup Occasional Care Centre Inc 3,000 Midland Information, Debt and Legal Advocacy Service Inc 37,459 Kojonup Toy Library Inc 3,200 Midland Junction Lotteries House Inc 188,260 Kojonup Working Inc 15,604 Midland Womens Health Care Place Inc 73,359 Kondinin Telecentre Inc 11,000 Midwest Community Living Assn Inc 1,950 Koora Retreat Centre Inc 11,756 Midwest Disaster Relief Inc 19,663 Koorda Telecentre Inc 16,000 Mid–West Life Education Centre Inc 186,800 Kora Adult Education Aboriginal Corporation 28,521 Military Historical Society of WA Inc 3,497 Kulin Toy Library 3,000 Millennium Kids Inc 6,174 Kulungah–Myah Family Centre Inc 15,000 Mingenew Community Telecentre Inc 18,000
Lotterywest Annual Report 2006 113 of 119 Lotterywest Grants List
Mingenew Playgroup Inc 3,030 Niche Association Inc 24,000 Mirima Council Aboriginal Corporation Inc 7,172 Niftey Australia Ltd – WA Branch 6,300 Mission Australia Inc 20,000 Nightingale Chorale Inc 7,244 Mix Artists Inc 10,000 Nirvana Social Club 1,220 Moora Fine Arts Society Inc 2,401 North Fremantle Community Association Inc 12,500 Moora Frail Aged Lodge Inc 112,900 North Metro Catchment Group Inc 14,211 Morawa Community Scene Inc 2,825 North Swan Land Care District Committee 4,690 Morawa Community Telecentre Inc 41,478 North West Research Association Inc 3,017 Morley Senior Citizens Assn Inc 2,612 Northam Army Camp Heritage Association Inc 17,746 Morrissey Homestead Inc – Leschenault Day Respite Centre 306,247 Northam Church of Christ Inc – Bridgeley Community Centre 700,000 Mosaic Community Care Inc 66,515 Northam Events Inc 20,000 Mount Pleasant Baptist Church Inc 5,000 Northampton Friends of the Railway 2,900 Mowanjum Aboriginal Corporation Inc 35,350 Northam’s Avon Descent Association 35,296 Mt Barker Playgroup WA Inc 3,250 Northcliffe Telecentre Inc 15,000 Mt Hawthorn Playgroup Inc 3,000 Northcliffe Visitor Centre Inc 15,000 Mt Hawthorn Toy Library Association Inc 3,000 Northern Interaction Support Association Inc 3,875 Mt Lawley Neighbourhood Learning Centre Inc 15,000 Northern Knitters Club 1,300 Mt Tarcoola Family Playgroup 3,000 Novacare Residents Association Inc 6,878 Mukinbudin Telecentre Inc 15,500 Nulsen Haven Association Inc 850,000 Mulan Aboriginal Corporation Inc 394,510 Nungarin Heritage Machinery and Army Museum Inc 13,600 Mullewa Early Years Group Inc 15,000 Oakford Trails Management Association Inc 9,773 Multicultural Arts of WA Inc 10,000 Oasis Lotteries House Inc 6,860 Multicultural Services Centre of WA Inc 18,000 Ocean Gardens Inc 66,140 Multiple Sclerosis Society of WA Inc 277,343 Ocean Ridge Senior Citizens Club Inc 3,257 Mums on the Run 3,000 Old Kobeelyans Association 4,738 Munchkins Inc 12,094 Ongerup District Telecentre Inc 7,000 Munda Biddi Trail Foundation Inc 82,500 Ongerup Playgroup Inc 1,900 Mundaring and Hills Historical Society Inc 4,457 Order of Australia Association Ltd – WA Branch 2,477 Muntadgin Progress Association Inc 3,099 Origins Centre (Inc Society) Inc 60,318 Murdoch University – Environmental Technology Centre 15,000 Outcare Inc 135,798 Murray Music and Drama Club Inc 5,000 Over 55 Cycling Club Inc 1,811 Museum Street Child Care Inc 10,000 Oz Concert Inc 60,000 Museums Australia Inc 47,666 Padbury Community Kindergarten Inc 3,000 My Place Foundation Inc 76,063 Palm and Cycad Society of WA 5,088 Nannup Arts Council Inc 3,724 Palmerston Association Inc – Palmerston Farm 609,670 Nannup Music Club Inc 9,800 Palmerston Association Inc 238,797 Nannup Telecentre Inc 13,900 Palyalatju Maparnpa Aboriginal Corporation Health Committee 60,580 Nardine Wimmins Refuge 71,202 Parents Without Partners WA Inc 17,201 Narembeen Numbats Occasional Child Care Association Inc 1,395 Parkerville Children and Youth Care Inc 36,112 Narembeen Playgroup 1,300 Parnpajinya Aboriginal Association Inc 11,531 Narembeen Toy Library Inc 2,050 Patricia Giles Centre Inc 57,299 Narrogin Art Group Inc 3,500 Peel Community Legal Services Inc 10,000 Narrogin Regional Business Enterprise Centre Inc 41,748 Peel Community Living Inc 11,145 Narrogin Regional Child Care Services Inc – Narrogin Mobile Occasional Care Service 3,000 Peel Preservation Group Inc 7,586 Narrogin Repertory Club Inc 4,500 Pemberton Community Telecentre Inc 19,400 National Council of Women of WA Inc 9,275 Perenjori Telecommunications and Resource Centre Inc 15,500 National Heart Foundation of Australia (WAn Division) Inc 260,000 Peripheral Neuropathy Support Group Inc 6,180 National Trust of Australia WA 44,141 Perth & Districts Multiple Birth Association Inc 2,046 National Trust of Australia WA – Fremantle Artillery Drill Hall 58,209 Perth Diocesan Trustee – Anglican Parish of Balga– Girrawheen 18,982 National Trust of Australia WA – Royal George Hotel 15,240 Perth Diocesan Trustees – Anglican Parish of Beaconsfield 10,235 National Trust of Australia WA – St Catherine’s Hall 8,257 Perth Diocesan Trustees – Anglican Parish of Belmont 3,930 National Trust of Australia WA – York Courthouse Complex 25,288 Perth Diocesan Trustees – Anglican Parish of Beverley–Brookton–St Marks Church 35,700 Naturaliste Volunteer Sea Rescue Group Inc 27,350 Perth Diocesan Trustees – Anglican Parish of Eastern Goldfields 20,500 NCJW Playgroup 3,000 Perth Diocesan Trustees – Anglican Parish of Esperance 7,829 Neurological Council of WA Inc 29,574 Perth Diocesan Trustees – Anglican Parish of Gosnells Welfare & Community Services 12,000 New Life Welfare WA Inc 15,000 Perth Diocesan Trustees – Anglican Parish of Leeming 5,000 Newman Neighbourhood Centre Inc 58,883 Perth Diocesan Trustees – Anglican Parish of Midland 6,500 Newman Womens Shelter Inc 3,000 Perth Diocesan Trustees – Anglican Parish of Nedlands St Margarets 12,000 Ngaanyatjarra Council (Aboriginal Corporation) Inc 58,234 Perth Diocesan Trustees – Anglican Parish of St Nicholas, Floreat Park 4,505 Ngaanyatjarra Health Service (Aboriginal Corp) 95,181 Perth Diocesan Trustees – Anglican Parish of Victoria Park 8,000 Ngala Inc 50,508 Perth Diocesan Trustees – St Georges Cathedral 50,500 Ngala Inc – Rockingham 38,330 Perth Electric Tramway Society Inc 20,000 Ngali Ngalim Purru Aboriginal Corporation 70,994 Perth Home Care Services Inc 539,400 Ngaringga Ngurra Aboriginal Corporation Inc 3,500 Perth Inner City Youth Service Inc 3,000 Ngarluma and Yindjibarndi Foundation Ltd 72,669 Perth PC Users Group Inc 7,000 Ngnowar–Aerwah Aboriginal Corporation Inc 25,682 Piawaning Progress Association Inc 3,500
114 of 119 Lotterywest Annual Report 2006 Pingelly Development Association Inc 10,000 Saints Care Ltd – The Homestead (Beldon) 15,000 Pinjarra Visitor Centre Inc 4,555 Samaritans Inc – Albany 1,408 Playgroup WA Inc 136,920 Sandalwood Family Centre Inc 15,000 Polish Club General W.Sikorski WA Inc 5,000 Scarborough Autumn Club Inc 1,380 Port Hedland Historical Society Inc 10,000 Scarborough Toy Library Inc 3,000 Portuguese Cultural and Recreational Centre of WA Inc 20,000 School for Parents Association Inc 3,000 Pride WA Inc 9,785 School Volunteer Program Inc 53,756 Priority Television Network Inc 8,000 Scitech Discovery Centre 366,500 Probus Club of South Perth Inc 1,200 Scout Association of Australia – WAn Branch 99,660 Probus Club of Whitfords WA Inc 1,229 Seabrook Playgroup 3,000 Probus Club of Willetton WA Inc 1,177 SECCA: Sexuality Education Counselling and Consultancy Agency Inc 10,208 ProSubi Ltd 5,000 Serpentine Playgroup Inc 2,771 Puranyangu–Rangka Kerrem (Aboriginal Radio) Aboriginal Corporation 20,000 Serpentine–Jarrahdale Telecentre Inc 20,000 Quairading Vintage Club Inc 38,918 Serpentine–Jarrahdale Toy Library 3,000 Quambie Park Waroona Inc 72,000 Serpentine–Jarrahdale Youth Activity Group Inc 3,851 Rainbow Child Care Centre Inc 3,000 Settlers Lakeside Village Ravenswood Residents Association Inc 13,031 Rainbow Coast Neighbourhood Centre Inc 8,097 Settlers Playgroup Assn 3,000 Ravensthorpe District Telecentre Inc 14,000 Seventh–Day Adventist Church (WAn Conference) Ltd 5,000 Reaching Australia Inc 9,100 Shadow Highlanders Pipe Band Inc 10,000 Recreation and Sport Network Inc 14,206 Share & Care Community Services Group Inc 17,000 Red Robin Playgroup Inc 1,509 Shelter WA Inc 15,000 Relationships Australia WA Inc 1,078,658 Shire of Ashburton 14,675 Resource Unit For Children With Special Needs Inc – Mullewa 13,280 Shire of Augusta–Margaret River – Youth Zone 15,283 Returned and Services League – Mount Lawley – Inglewood 2,035 Shire of Boyup Brook 10,300 Returned and Services League of Aust WA Branch – Beverley Branch 15,736 Shire of Bridgetown–Greenbushes 15,000 Returned and Services League of Aust WA Branch Inc – Ballajura 99,400 Shire of Brookton 40,874 Returned and Services League of Aust WA Branch Inc – Ex Aust Womens Land Army 27,945 Shire of Broome 241,000 Returned and Services League of Aust. WA Branch Inc – City of Rockingham Sub Branch 48,992 Shire of Broomehill 15,000 Returned and Services League of Aust. WA Branch Inc – Dongara Sub–Branch 47,370 Shire of Bruce Rock 12,032 Returned and Services League of Aust. WA Branch Inc – Newman Branch 2,647 Shire of Busselton 34,722 Returned and Services League of Aust. WA Branch Inc – Subiaco 6,000 Shire of Busselton – Meelup Regional Park Management Committee 8,414 Returned and Services League of Australia WA Branch Inc 210,623 Shire of Busselton – Naturaliste Community, Cultural and Sporting Centre 3,000 RFDS Western Operations (Royal Flying Doctor Service) 2,000,000 Shire of Capel 15,000 Richmond Fellowship of WA 320,383 Shire of Carnamah 196,091 Riding for the Disabled Association of WA Inc 223,112 Shire of Carnarvon 3,300 Riverview Community Services Inc 4,000 Shire of Carnarvon – Carnarvon Civic Centre 35,000 Rockingham Early Learning and Child Care Centre Inc 9,470 Shire of Chapman Valley 10,000 Rockingham Lotteries House Inc 4,865 Shire of Chittering 69,349 Rockingham Regional Environment Centre Inc 6,521 Shire of Coolgardie 87,098 Rockingham Volunteer Sea Rescue Group Inc 18,423 Shire of Coorow 18,796 Rocky Bay Inc 52,500 Shire of Corrigin – Corrigin Telecentre Management Committee Inc 9,000 Roleystone Gumnut Playgroup Inc 2,471 Shire of Cuballing 15,565 Roleystone Karragullen Seniors Club Inc 3,292 Shire of Cunderdin – Cunderdin Museum 8,379 Roleystone Neighbourhood Family Centre Inc 3,990 Shire of Dalwallinu 9,000 Roman Catholic Archbishop of Perth – Anawim 64,286 Shire of Dardanup 15,000 Roman Catholic Archbishop of Perth – Basilica of St. Patrick Fremantle 108,219 Shire of Derby–West Kimberley 28,698 Roman Catholic Archbishop of Perth – Father Brians Crisis Care Centre 15,000 Shire of Donnybrook–Balingup 25,000 Roman Catholic Archbishop of Perth – i.d.entity.wa 60,105 Shire of Dowerin – Avon Regional Organisation of Councils (AROC) 16,000 Roman Catholic Archbishop of Perth – Parish of Moora 9,760 Shire of Dumbleyung 4,180 Roman Catholic Archbishop of Perth – St Charles Seminary Guildford 10,800 Shire of Dumbleyung – Dumbleyung Landcare Zone Inc 5,310 Roman Catholic Archbishop of Perth – St Francis Xavier Church 11,750 Shire of East Pilbara 1,600,000 Roman Catholic Archbishop of Perth – St Patricks Community Support Centre 26,000 Shire of Gingin 5,108 Roman Catholic Archbisiop of Perth – St Brigid’s Parish Precinct 50,500 Shire of Gnowangerup 18,500 Roman Catholic Bishop of Bunbury – Apostleship of the Sea Albany WA (Stella Maris Seafarers Centre) 21,070 Shire of Greenough 117,245 Roman Catholic Bishop of Geraldton – Mullewa Catholic Church Parish Council 2,885 Shire of Halls Creek 59,786 Rossmoyne Community Singers Inc 3,324 Shire of Harvey 3,000 Rotary Club of Albany East Inc 4,200 Shire of Kalamunda 14,000 Rotary Club of Applecross Inc 8,000 Shire of Katanning 37,260 Rotary Club of Busselton Geographe Bay Inc 14,898 Shire of Kellerberrin 40,000 Rottnest Voluntary Guides Association Inc 9,000 Shire of Kent 22,138 Royal Life Saving Society Australia – WA Branch Inc 47,305 Shire of Kondinin 20,590 Royal Perth Golf Club Inc 19,000 Shire of Lake Grace 25,000 Royal Soc for the Prevention of Cruelty to Animals WA Inc (RSPCA) 126,315 Shire of Leonora 79,000 Royal WAn Historical Society Inc 7,854 Shire of Meekatharra 66,895 Rural Community Legal Service Inc 17,000 Shire of Merredin 400,000 Safety House Association of WA Inc 10,787 Shire of Merredin – Cummins Theatre 28,133
Lotterywest Annual Report 2006 115 of 119 Lotterywest Grants List
Shire of Mingenew 10,000 St Jeromes Playgroup 1,030 Shire of Moora – Moora Performing Arts Centre 15,000 St John Ambulance Australia WA Inc 992,400 Shire of Mt Marshall 12,090 St John Ambulance Australia–WA Ambulance Service Inc 1,500,000 Shire of Mukinbudin 2,141 St John of God Foundation Inc – Lighthouse Geraldton 37,261 Shire of Mundaring 39,512 St Vincent De Paul Society WA Inc 80,000 Shire of Mundaring – Eastern Region Family Day Care Scheme 8,649 Stand By Me Youth Service WA Inc 9,600 Shire of Mundaring – Midvale Early Childhood & Parenting Centre 9,995 Starick Services Inc 63,653 Shire of Murray 17,482 Stark Raven Theatre Company of WA Inc 5,635 Shire of Murray – Old Cooper’s Mill 14,700 Steps Youth Dance Company Inc 8,558 Shire of Nannup 25,730 Stoneville Playgroup and Community Kindergarten Inc 5,959 Shire of Narembeen 20,350 Subiaco Toy Library 2,850 Shire of Perenjori 7,149 Surf Life Saving WA Inc 75,000 Shire of Roebourne 3,660 Swan Catchment Council Inc 128,650 Shire of Roebourne – Walkington Theatre 28,000 Swan Emergency Accommodation 416,806 Shire of Sandstone 61,500 Swancare Group Inc 4,810 Shire of Serpentine–Jarrahdale 1,464 Tambellup Family Playgroup Inc 3,000 Shire of Shark Bay – Denham Community Centre 50,000 Tambellup Telecentre Inc 13,200 Shire of Tammin 10,000 Tammin Economy Shop Cooinda Association T.E.S.C.A. Inc 4,000 Shire of Toodyay 10,308 Technology Assisting Disability WA Inc 1,061,476 Shire of Toodyay – Connors Mill 15,000 Telethon Speech & Hearing Centre for Children WA Inc 150,000 Shire of Toodyay – Old Gaol Museum 10,736 Tenants Advice Service Inc 72,890 Shire of Upper Gascoyne 19,569 Tiddlee – Winks Playgroup 2,637 Shire of Waroona 20,601 Toby Inlet Catchment Group Inc 3,490 Shire of West Arthur 5,920 Tom Price Nameless Festival Inc 5,000 Shire of Westonia 4,095 Tom Price Toy Library Inc 3,000 Shire of Williams 5,000 Tom Price Youth Support Assn Inc 10,069 Shire of Wongan–Ballidu 45,000 Toodyay Friends of the River Inc 2,786 Shire of Wyndham–East Kimberley – Kununurra Child Care Centre 100,000 Totally and Partially Disabled Veterans of WA Inc 13,790 Shire of Yalgoo 100,000 Tourism Rockingham Inc 10,000 Shire of Yilgarn 15,563 Town of Bassendean 88,420 Shire of York – Residency Museum York 22,095 Town of Cambridge 19,935 Short Term Accommodation for Youth 15,050 Town of Claremont 46,498 Sikh Assn of WA Inc 10,000 Town of Cottesloe 28,479 Silver Chain Nursing Association Inc 178,250 Town of East Fremantle 9,867 Sisters of St Joseph of the Sacred Heart WA Inc 34,026 Town of Kwinana 47,527 South Coast Regional Chambers of Commerce Inc 5,223 Town of Mosman Park 6,247 South Coastal Womens Health Services Association Inc 14,700 Town of Narrogin 7,867 South East Regional Centre for Urban Landcare Inc 20,060 Town of Narrogin – HACC Services 28,964 South Hedland Lotteries House Inc 44,080 Town of Northam 15,221 South Lake Ottey Family & Neighbourhood Centre Inc 6,259 Town of Port Hedland 85,000 South Metropolitan Personnel Inc 88,252 Town of Port Hedland – Matt Dann Cultural Centre 25,000 South Perth Church of Christ Inc 500,000 Town of Victoria Park 1,093,363 South Perth Outreach Inc 4,651 Town of Vincent 13,630 South West Aboriginal Land & Sea Council Aboriginal Corporation 37,746 Training Ship Headquarters Inc 12,664 South West Counselling Inc 11,585 Treehouse Childcare Centre Inc 5,396 South West Emergency Care Inc 4,563 Tribal Refugee Welfare of WA Inc 6,461 South West Opera Company Inc 3,851 Trustees of the Christian Brothers in WA – Catholic Agriculture College, Bindoon 40,500 South West Refuge Inc 9,900 Trustees of the Geraldton Sailors & Soliders Memorial Institute – Birdwood House 8,820 South West Tapestry Weaving Group 957 Trustees of the Toodyay Lodge #37 of Grand Lodge of WA of Antient, Free & Accepted Masons 7,710 South West Womens Health and Information Centre Inc 38,860 Two Rocks Volunteer Sea Rescue Group Inc 47,024 Southcare Inc 12,000 UCA Assembly Ltd – Frontier Services 30,000 Southern Agcare Inc 11,000 Ukrainian Youth Association (KRUTY) of WA Inc 1,250 Southern Brook Community Association Inc 3,730 Umbrella–Multicultural Community Care Services Inc 26,478 Southern Districts Bands Inc 10,000 Uni Camps For Kids Inc 15,000 Southern Forest Arts (Inc ) 14,930 United Eritrean Association of WA Inc 2,000 Southern Suburbs Playgroup Inc 2,908 United Greek Community of WA Inc 3,377 Southside Christian Centre AOG Inc 137,048 United Maori Cultural Association of WA Inc 7,000 Southside Christian Centre AOG Inc – Armadale Care Adult Centre Department 2,000 Uniting Church in Australia Property Trust WA – Beldon Iluka Parish 5,400 Spare Parts Theatre Inc 15,000 Uniting Church in Australia Property Trust WA – Geraldton Uniting Church 3,000 Speak Easy Association of WA Inc 6,922 Uniting Church in Australia Property Trust WA – Glen Forrest Uniting Church 21,214 Spina Bifida Association of WA 374,000 Uniting Church in Australia Property Trust WA – Gosnells District Parish 56,423 Sport Aircraft Builders Club of WA Inc 5,321 Uniting Church in Australia Property Trust WA – Mofflyn 51,000 St Barbaras Festival Inc 30,000 Uniting Church in Australia Property Trust WA – Scarborough–Waterman Parish 1,997 St Bartholomews House Inc 15,175 Uniting Church in Australia Property Trust WA – Uniting Aid 18,500 St Brigid’s Convent of Mercy Perth 4,725 Uniting Church in Australia Property Trust WA – Wesley Mission Fremantle 12,000 St David’s Community Playgroup 3,000 Uniting Church in Australia Property Trust WA – Wesley Mission Perth 25,000
116 of 119 Lotterywest Annual Report 2006 Uniting Church in Australia Property Trust WA – Wesley Mission Perth – UnitingCare West 147,918 WA Polish Historical Society Inc 15,000 Uniting Church in Australia Property Trust WA – Womens Refuge Legal Referral Service 81,865 WA Primary Principals Association Inc 16,000 Uniting Church in Australia Property Trust WA – Wyn Carr House Womens Refuge Inc 6,000 WA Youth Theatre Company Inc 4,120 Uniting Church in Australia Property Trust WA – York 7,000 Western Desert Lands Aboriginal Corporation (Jamukurnu–Yapalikunu) Inc 40,000 Unity of First People of Australia Ltd 22,728 Western Electric Sporting Association Inc 17,350 Unity of First People of Australia Ltd – Noonkanbah Abattoir Project 30,000 Westonia Telecentre Inc 16,000 University Child Care Club Inc 8,934 Wetlands Research Association Inc 22,354 University of the Third Age Manjimup Inc 6,710 Wheatbelt Agcare Community Support Services Inc 6,000 University of WA (UWA) – Berndt Museum of Anthropology 172,858 Wheelchair Sports WA Association Inc 64,184 Upper Mackie River Land Management Group Inc 12,500 Whitford Church of Christ Inc 8,000 Urban Bushland Council WA Inc 95,118 Whitford Family Centre Inc 8,525 Valued Independent People Inc 55,000 Whitford Senior Citizens Club Inc 2,138 Valued Independent People Inc – Duncraig 700,000 Wickepin District Resource and Telecentre Inc 19,440 Variety Club of WA Inc 4,375 Wildflower Society of WA Inc 2,716 Veteran Car Club of WA Inc 10,000 Willetton Toy Library Association Inc 1,000 Vision Impaired Ten Pin Bowling Club Inc 1,260 Williams Regional Toy Library 3,000 Vista House Inc 5,000 Williams Repertory Club Inc 10,000 Vocal Evolution Inc 8,264 Wilson Inlet Catchment Committee Inc 50,211 Voices in Harmony Inc 4,305 Windmill Projects Inc 96,270 Volunteer Centre of WA Inc 101,353 Wirraka Maya Health Service Aboriginal Corp 127,883 Volunteer Marine Rescue WA Inc 30,000 Womens Health Care Association 2,659,233 Volunteer Task Force Inc 5,000 Womens Healthworks, Health Education and Resource Centre Inc 17,351 WA Baptist Hospital and Homes Trust Inc 98,902 Wongan Cubbyhouse Inc 25,000 WA Baptist Hospital and Homes Trust Inc – Bethel Hostel, Albany 86,538 Wongan Hills Amateur Theatrical Society Inc 8,951 WA Blue Sky Inc 30,300 Wongan Hills Community Voices 2,910 WA Disabled Sports Association 123,361 Wongan Hills Square Dance Club Inc 2,000 WA Disabled Water Ski Club Inc 4,051 Woodlupine Family Centre Inc 7,451 WA Ultralight Flyers Club Inc 3,742 Woodturners Association of WA Inc 7,500 WA Council on Addictions (Cyrenian House) 160,695 Wunan Foundation Inc 168,272 WA Deaf Seniors Group 5,000 Wyalkatchem Cooperative Bulk Handling Agricultural Museum Assn Inc 87,000 WA State Literature Centre Inc 10,000 Yakanarra Aboriginal Corporation Inc 45,278 WA Stroke Foundation Inc 271,700 Yarloop Community Learning & Drop–In Centre Inc 9,749 WA Telecentre Exmouth Inc 8,200 Yarloop Progress Group Inc 4,333 Wagin Woodanilling Landcare Zone Inc 9,181 Yarloop Workshops Inc 20,000 Waikiki Community and Family Centre Inc 49,985 Yaruman Art and Culture Aboriginal Corporation 200,000 Walkaway Playgroup 3,206 Yiyili Community Aboriginal Corporation Inc 36,000 Walkaway Station Museum 3,984 Yorganop Child Care Aboriginal Corporation 5,000 Walpole Ladies Craft Group 3,000 Yorgum Aboriginal Corporation Inc 38,915 Wandi Progress Association of WA Inc 76,351 York Society Inc 13,716 Wangka Maya Pilbara Aboriginal Language Centre (Aboriginal Corporation) 800,000 York Telecentre Inc 17,000 Wanneroo Senior Citizens’ Club Inc 4,980 York Tourist Bureau 6,262 Wanslea Family Services Inc – Wanslea Peel Family Day Care Scheme 8,023 Young Mens Christian Association of Newman Inc 5,000 Waratah Christian Community Inc – Falcon Family Centre 19,990 Young Women’s Christian Association of Perth 8,620 Waratah Support Centre (South West Region) Inc 1,000 Youngs Siding Progress Association Inc 13,345 Waroona Community Centre Inc 13,000 Youth Focus Inc 263,124 We Can Association Inc 7,500 Youth for Christ Australia Inc – WA Branch 26,601 Welcome Lotteries House Inc 20,399 Youth Involvement Council Inc 39,693 Wellington Mills Community Association Inc 15,000 Youth Legal Service Inc 24,567 Wellstead Progress Association Inc 8,239 Yura Yungi Medical Service Aboriginal Corporation 8,408 Wembley Theatre Company Inc 6,062 Zig Zag Community Arts Inc 9,857 Wesley Playgroup Inc 3,000 Zonta Club of Perth Inc 10,500 West Arthur Telecentre Inc 15,000 Zonta House Refuge Association Inc 9,000 West Coast Blues Club Inc 5,921 West Coast Steiner School Parents & Friends Association – Playgroup 3,000 Total Direct Grants 58,321,443 West Stirling Neighbourhood House Inc 3,000 WESTCARE Inc – WESTCARE Accommodation Services 1,530 The following amounts were recommended by the Commission approved by the WA AIDS Council Inc 3,458 Minister in accordance with sections 22(d)(l) and 22(d)(ii) of the Lotteries Commission WA Association of the Deaf Inc 5,000 Act 1990 (as amended). WA Community Broadcasting Association Inc 15,000 WA Council of Social Service Inc (WACOSS) 130,159 UWA–Perth International Arts Festival 4,000,000 WA Deaf Society Inc 150,000 Screenwest Inc 4,000,000 WA Federation of Rural Youth Inc 24,560 Total 8,000,000 WA Horse Council Inc 5,500 WA Local Government Association 600,000 Total Approved 66,321,443 WA Native Orchid Study and Conservation Group Inc 4,641 WA Network of Alcohol and Other Drug Agencies 81,802
Lotterywest Annual Report 2006 117 of 119 Reconciliation of Direct Grants – 2005/06
2006 2005 $000,s $000,s
Allocations approved but not paid at 1 July 67,252 60,546 Less: Net adjustments to prior year grants (2,538) (1,239)
64,714 59,307
Add: Grants approved during the year 72,826 71,571
137,540 130,878
Less: Grants approved and written back during the year (97) (80)
137,443 130,798
Less: Payments made during the year (70,979) (63,546)
Grants approved but not yet paid at 30 June 66,464 67,252
118 of 119 Lotterywest Annual Report 2006 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
Lotterywest Annual Report 2006 119 of 119