Annual Report
2002 LOTTERIES COMMISSION ANNUAL REPORT 2002
For further information, please contact:
Jan Stewart Chief Executive Officer
Postal Address: Lotteries Commission P.O. Box 1113 Osborne Park Western Australia 6917
Street Address: 74 Walters Drive Osborne Park Western Australia 6017
Telephone + 61 8 9340 5100 Facsimile + 61 8 9242 2577
Email: [email protected] Internet: www.lottery.wa.gov.au
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TABLE OF CONTENTS
STATEMENT OF COMPLIANCE...... 8
WHO WE ARE...... 9
WHAT WE DO ...... 9
WHAT WE AIM FOR...... 9
HIGHLIGHTS OF THE YEAR ...... 10
WHERE THE MONEY CAME FROM….AND WHERE IT WENT .... 11
PERFORMANCE AT A GLANCE...... 12
CEO’S REPORT...... 14
LEGISLATION IMPACTING THE LOTTERIES COMMISSION...... 22
ENABLING LEGISLATION 22
MINISTERIAL DIRECTIVES 22
OTHER LEGISLATION IMPACTING ON THE LOTTERIES COMMISSION’S ACTIVITIES 23
PUBLICATIONS AVAILABLE TO THE PUBLIC 23
OUR LOTTERY BUSINESS ...... 25
LOTTO PRODUCTS 25
SCRATCH’N’WIN 28
OTHER PRODUCTS 30
OUR RETAILERS 30
OUR LOTTERIES CUSTOMERS 32
OUR MARKETING PROCESSES (SUPPORT TO THE RETAIL NETWORK)33
OUR SUPPORT FOR OUR COMMUNITY 35
SUPPORT FOR HOSPITALS AND PUBLIC HEALTH SERVICES 36
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SUPPORT FOR THE ARTS 36
SUPPORT FOR SPORTS 37
SUPPORT FOR THE PERTH INTERNATIONAL ARTS FESTIVAL 37
SUPPORT FOR THE WESTERN AUSTRALIAN FILM INDUSTRY 38
OUR GRANT APPLICANTS 40
OUR DIRECT GRANT PROCESSES 45
OUR PEOPLE AND ENVIRONMENT...... 49
OUR WORKING ENVIRONMENT 49
PEOPLE 2003 PROGRAM 50
STAFF STATISTICS 52
STAFF PROFILES 53
WORKPLACE REFORM THE COMMISSION’S BUSINESS IMPROVEMENT & REMUNERATION PLAN 54
TRAINING AND DEVELOPMENT 55
STAFF INDUCTION 55
STAFFING POLICIES 55
RECRUITMENT 55
OCCUPATIONAL HEALTH SAFETY AND WELFARE 55
WORKER’S COMPENSATION AND REHABILITATION 55
INDUSTRIAL RELATIONS 56
OUR ORGANISATION ...... 56
ORGANISATION STRUCTURE AT 30 JUNE 2002 57
BOARD OF COMMISSIONERS 58
ADVISORY COMMITTEES AND TECHNICAL PANELS 60
RETAILERS CONSULTATIVE PANEL 61
AUDIT COMMITTEE AND INTERNAL AUDIT 61
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OUR INVESTMENT IN THE FUTURE 62
INFORMATION TECHNOLOGY PLANNING AND DEVELOPMENT 62
COMMUNICATING WITH OUR STAKEHOLDERS 64
STRATEGIC & BUSINESS PLANNING 67
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANNING 67
COMPLIANCE WITH GOVERNMENT REPORTING POLICIES .... 68
REPORTS ON CUSTOMER OUTCOMES 68
REPORTS ON ACCOUNTABILITY AND COMPLIANCE ISSUES 70
STRATEGIC PLAN 2000-2003, PERFORMANCE MEASURES..... 73
OUTPUT SUMMARY TABLES 76
OUTCOME NUMBER 1 – LOTTERY PRODUCTS 76
OUTCOME NUMBER 2 – COMMUNITY FUNDING 78
CERTIFICATION OF PERFORMANCE INDICATORS ...... 80
AUDITOR GENERAL’S OPINION ON PERFORMANCE INDICATORS...... 81
KEY PERFORMANCE INDICATORS (AUDITED) ...... 82
KEY PERFORMANCE INDICATOR TABLES (AUDITED)83
ANNUAL ACCOUNTS ...... 85
AUDITOR GENERAL’S OPINION ON FINANCIAL STATEMENTS 86
NOTES TO THE FINANCIAL STATEMENTS ...... 90
1. SIGNIFICANT ACCOUNTING POLICIES ...... 90
2. TRADING PROFIT...... 95
3. FORFEITED PRIZES...... 96
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4. RETAILER FEES...... 96
5. PLAYER REGISTRATION SERVICE ...... 96
6. NET PROFIT OR LOSS ON DISPOSAL OF NON-CURRENT ASSETS ...... 97
7. OTHER REVENUES FROM ORDINARY ACTIVITIES ...... 97
8. REMUNERATION OF AUDITOR...... 97
9. Building and Facility Management ...... 98
10. CORPORATE MANAGEMENT ...... 98
11. GAMING SYSTEM MANAGEMENT...... 99
12. NON-GAMING SYSTEM MANAGEMENT...... 99
13. PRODUCT MANAGEMENT ...... 100
14. RETAIL NETWORK MANAGEMENT ...... 100
15. DEPRECIATION...... 101
16. FUNDING MANAGEMENT...... 101
17. Community Funding ...... 102
18. OTHER FINANCIAL ASSETS ...... 103
19. INVENTORIES ...... 103
20. RECEIVABLES...... 104
21. WORK IN PROGRESS...... 104
22. PROPERTY, PLANT & EQUIPMENT...... 105
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23. PAYABLES ...... 106
24. PROVISIONS ...... 107
25. EQUITY ...... 108
26. COMMITMENTS FOR EXPENDITURE ...... 108
27. NOTES TO THE STATEMENT OF CASH FLOWS...... 109
28. EXPLANATORY STATEMENT...... 111
29. FINANCIAL INSTRUMENTS...... 114
30 REMUNERATION OF MEMBERS OF THE ACCOUNTABLE AUTHORITY AND SENIOR OFFICERS ...... 115
32. SEGMENT INFORMATION ...... 117
FIVE YEAR SUMMARY OF FINANCIAL DATA ...... 121
DIRECT GRANTS...... 122
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STATEMENT OF COMPLIANCE For the Year Ended 30 June 2002
HON. NICK GRIFFITHS LLB MLC MINISTER FOR RACING AND GAMING; GOVERNMENT ENTERPRISES; GOLDFIELDS – ESPERANCE
In accordance with Section 66 of the Financial Administration and Audit Act 1985, we hereby submit to the Minister for Government Enterprises, for information and presentation to Parliament, the Annual Report of the Lotteries Commission for the financial year ended 30 June 2002. The Annual Report has been prepared in accordance with the provisions of the Financial Administration and Audit Act 1985 and the Lotteries Commission Act 1990 (as amended).
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WHO WE ARE The Lotteries Commission of Western Australia, established under the Lotteries Commission Act 1990 (as amended) (the Act), is a statutory authority responsible for selling lottery games and distributing the proceeds and profits for the benefit of the Western Australian community.
WHAT WE DO Through a State-wide network of lottery Retailers the Lotteries Commission sells and markets a variety of lottery games, namely Lotto (Saturday Lotto, OZ Lotto, Powerball Lotto and Super 66), Scratch’n'Win instant lottery tickets, Cash 3 (a three digit numbers game) and Soccer Pools (a sports game based on soccer matches). The proceeds from the sale of lottery products are returned to the community in various ways according to the provisions of the Act (see Enabling Legislation), including, via State Treasury, for the support of public health services, and for arts and sports organisations. The Lotteries Commission also directly distributes, to Western Australian charitable and community groups, a significant proportion of the proceeds and profits from lottery sales through a range of grant funding programs, which are administered by our Community Funding section.
WHAT WE AIM FOR The Lotteries Commission fulfils the objectives of the Lotteries Commission Act and operates in accordance with relevant legislation, Government policy and ethical standards. Our Statement of Strategic Intent is: “Our purpose is to provide funds and support to the community of Western Australia through excellence and integrity in our lottery business. In order to achieve this we: • perform to the highest ethical, professional and commercial standards; • work in partnership with others who are committed to strengthening and building community life; • develop productive working relationships with our business partners; and • create a corporate culture which encourages the unique contribution of each person. We aim to be recognised as a key corporate citizen of Western Australia and a leader in the global lottery industry and all our areas of business.”
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HIGHLIGHTS OF THE YEAR
OUR GAMES • The Commission achieved sales of $454.7 million. • Western Australia recorded Australia’s highest per capita sales of Saturday Lotto, OZ Lotto, Powerball Lotto and Super 66. • 25 game Slikpiks, launched in March 2001, became one of the most popular playing options for Lotto players accounting for 25% of Saturday Lotto Sales. • Hit Me, a $4 Scratch’n’Win game launched in November became an instant success and contributed $7.8 million in sales.
OUR CONTRIBUTION TO THE COMMUNITY • A record $134.7 million in Lotteries funding was approved for distribution to the Western Australian community. • A record $71.4 million was provided to health services. Sports and arts each received $8.9 million. • 1,546 direct grants amounting to $45.4 million were approved for distribution to charitable and community groups throughout the State and to the Perth International Arts Festival and the Western Australian film industry. • Grants totalling $3.68 million were provided to build a shared multi purpose facility known as “The Niche” at the Queen Elizabeth II Medical Centre site. “The Niche” provides accommodation for more than 27 groups comprising of the Neurological Council, Cystic Fibrosis Association and the Independent Living Centre.
OUR PLAYERS Players in Western Australia won: • a total of $266.4 million in prizes from lottery games; • 76 Division 1 Lotto prizes totalling $56.9 million; and • 14 prizes in excess of $1 million.
OUR SUPPORT TO THE WA BUSINESS COMMUNITY • The Commission’s Retailers, comprising mainly of small Western Australian businesses, received commissions of $32.6 million. • Contract payments of $17.6 million were made to the Commission’s suppliers, of these payments $16.6 million were made to Western Australian firms.
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WHERE THE MONEY CAME FROM….AND WHERE IT WENT
Our Income 2002 Scratch'N' Cash 3 Soccer Win $4.67m Pools $73.57m Other $1.37m Income $12.82m Super 66 Oz Lotto $4.57m $54.08m
Powerball Saturday $74.37m Lotto $242.06m
Our Expenditure 2002
Hospital Operating Fund Expenditure $71.42m $30.75m Retailers' Commission $32.61m Direct Grants $45.45m
Arts $8.93m Sport $8.93m Prizes $266.39m
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PERFORMANCE AT A GLANCE
Sales per Capita (Adult) $ per Capita 324 306 288 270 252 234 216 198 180 1998 1999 2000 2001 2002 Sales per Capita (Adult) 290.70 303.35 307.08 308.84 302.82
Total Sales $ Million 500 450 400 350 300 250 200 150 1998 1999 2000 2001 2002
Scratch'n'Win 74.14 79.97 84.06 72.62 73.57 Cash3 0.00 4.67 4.27 4.41 4.67
Lotto & Pools 329.43 346.27 356.32 378.20 376.45
Australian Lottery Industry Sales per Capita (Adult) $ per Capita (excl Keno and Melbourne Cup) 325 302.8 300 275 250 255.5 216.1 225 208.2 200 201.8 175 150 1998 1999 2000 2001 2002
NSW QLD SA TATT WA 12 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
Total Funds Committed $ Million Net of Direct Grants Written Back 70 60 50 40 30 20 10 - 1998 1999 2000 2001 2002
Hospital 63.65 67.91 69.88 71.42 71.42 Direct Grants 46.29 41.60 37.26 44.80 45.45
Sports/Arts 15.78 16.97 17.47 17.85 17.85
Perth Funding Distribution International Sport $8.93m Arts Festival $3.10m Arts $8.93m Film Industry $2.63m
Hospital Fund $71.42m
Direct Grants $39.72m
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CEO’S REPORT
OVERVIEW In March 2003, the Lotteries Commission of Western Australia will celebrate the 70th anniversary of our establishment in 1933, at the height of the Great Depression. During those 70 years, we have become a well known Western Australian icon, offering a chance to dream to our many loyal players, providing an important source of business for our Retailers and our many suppliers of goods and services. Most importantly we have become a vital source of financial support to our State’s health services, to arts and sports organisations, and to thousands of Western Australian community and charitable organisations. That 70 years has seen many changes in our business and in the community. For the first 46 of those years, our only product was fondly known as “charity tickets”, the old style draw lottery. The beginning of the new era was the introduction of Lotto, originally as a very labour intensive manual system, in 1979. Instant tickets were introduced in 1982, in 1985 came the new computer era with the launch of online Lotto, and the modern electronic era with the launch of our first web site in 1997. By any measure over those years, the Lotteries Commission of Western Australia has been a highly successful business, and 2001/02 has been no exception. Total sales this year reached $454.68 million, only $0.54 million below 2001 which remains our best year on record. Our sales results in 2001 included the biggest ever $23 million Saturday Lotto Megadraw. Our sales budget in 2002 had taken this factor into account, and our results were $13.7 million above our conservative forecast. Our total return to the community in 2002 was a record $134.72 million comprised of $71.41 million for the State’s health services, $8.92 million for the Arts Lottery Account, $8.92 million for the Sports Lottery Account and $45.45 million for community and charitable groups, including the Perth International Arts Festival and the Film Industry. This has been the third year we have reported against our “balanced scorecard”, which recognises the equal importance of all elements of our business – the customers’ perspective, the community as a whole, our Retailers and staff, as well as our financial results. These results are reported in detail in this report, and our key performance indicators show that our efficiency and effectiveness has been maintained. The Lotteries Commission of Western Australia has always given equal emphasis to the hopes of our players of a life changing win, and the hopes and dreams of our ultimate winners of our games – the community of Western Australia – a position captured in our question “What’s Your Lotto Dream?”. In the past year, one of the major projects to ensure our long term business success, has been a comprehensive review of our total marketing strategy and
14 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS our communication with our many different stakeholders. This has included a review of our corporate brand, our product brands, our retail shop fit, and every other aspect of our corporate communication. This review showed us that while we have always had a very strong public reputation, its expression is dated, particularly in the retail shop fit, and does not make a clear link between our products and the benefits which flow to our community. The review told us that whilst we have a very loyal player base, we were having difficulty widening that base to younger adults. It also indicated that a more contemporary, vibrant image which more accurately reflects what we stand for, and is reflected in our Retailer’s shop fit and signage, is needed if we are to achieve our long term business goals to maintain and increase our return to the community.
LEGISLATION AND GOVERNMENT POLICY Following the report published in November 1999 of the Productivity Commission initiated by the Federal Government into the gambling industry in Australia, there has been continued debate nationally about the expansion of the industry, its social and economic impact, and the extent to which some of the Australian State Governments have come to rely on the industry as a substantial proportion of their State taxes. Western Australia has not participated to any significant extent in this debate, because Western Australian Governments, both present and past, have maintained a very conservative position in relation to the expansion of new forms of gambling. It is within this policy framework that we seek to grow our business and introduce new products in a socially responsible way. The legislation under which the Commission operates, the Lotteries Commission Act 1990, has proved to be a flexible and still appropriate legislative base on which to operate a contemporary lottery. Some relatively minor amendments introduced in July 1998 as part of amendments to provide the mandate to offer the State based numbers game, Cash 3, are sufficiently broad to allow for a wide range of new product development, and if appropriate, to offer such products in partnership with other duly authorised authorities. There is, however, a requirement specified in the Act to review the section, introduced in 1992, relating to the funding of the Perth International Arts Festival, and the Commercial Film Industry. The Minister is required to determine if the use of the funding by the recipients has been “appropriate”, and to determine if the funding should continue. Considerable preparatory work has been undertaken for this review. It is expected that the report will be tabled in Parliament later this year. The Commission believes these funding arrangements have been very successful, and it appears likely that the report will recommend essentially a continuation of current arrangements. No other changes to the legislation or major organisational reviews are planned for the forthcoming year.
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BUSINESS AND ECONOMIC ENVIRONMENT The Western Australian economy has experienced 4.5% growth in the past twelve months with growth forecast at 3.75% for the next twelve months. On the whole, the lotteries business does not experience significant immediate impact from changes in the general economy, but consumer confidence does influence our sales to some extent. Our Retailers report that it has been a difficult year for them in maintaining sales, and our end of year results, while above budget, do reflect that. More importantly for our Retailers is the challenge as small business operators of maintaining profitability in an environment of increasing costs, including increased staff costs, insurances, rent, and the impact of the GST. Western Australia’s overall share of the Australian lottery market at 16.6% is disproportionate to our 10% share of the population. While this level of market penetration can be attributed to our overall marketing strategy and the support of the consumers for our funding role in the community, the limited competitive environment in terms of alternative forms of gaming is also a factor.
NATIONAL ISSUES &”BLOC” RELATIONSHIPS The Lotteries Commission of Western Australia has been a member of the consortium comprised of the other Australian lotteries known as the Australian Lotto Bloc since 1981. This partnership has grown, and now includes all three Lotto games, Soccer Pools, and Super 66. With over 80% of Western Australian lotteries revenue coming from these products, this partnership is crucial to our long term success. The Bloc meets four times a year for planning and game administration purposes.
INTERNATIONAL – ASIA PACIFIC LOTTERY ASSOCIATION (APLA) The Lotteries Commission of Western Australia maintains an international role which began with the hosting of a major international lottery industry conference in Perth in 1995. I was elected in 1999 as the inaugural Chairman of the Asia Pacific Lottery Association (APLA), and by virtue of that position am a member of the World Lottery Association (WLA) executive committee. APLA consists of lotteries from all around the region – Australia; New Zealand; Japan; China; Hong Kong; Singapore; Malaysia; Korea and Thailand. An APLA web site was recently launched, and regular newsletters prepared for the membership. An important role of the Lotteries Commission of Western Australia is in contributing to the gaming research facility (known as GRADE) recently established by the World Lottery Association. This will provide valuable resource material on new games including benchmarking information which will contribute to our business management. We will also be hosting a seminar in Perth in November for APLA and WLA members with a theme “Making the Most of Your Retail Distribution Network”. During the course of the past year, we hosted delegations from APLA members including the Thai Lottery with senior Thai Government representation as part of the delegation.
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TECHNOLOGY & CROSS BORDER ISSUES In July 2001, Federal Government policy in Australia, following the passage of the Interactive Gaming Bill, became clear after a period of considerable uncertainty. Essentially the Australian Government has determined that only those with gaming services in operation before the Bill was passed may offer gaming products on the Internet within the Australian market. For the lottery industry, this means existing lottery products may be offered (in Western Australia the sale of instant lotteries via the Internet are specifically excluded by other legislation) and only to those players who reside in jurisdictions covered by the current legislation or Licence. Following extensive research on the costs/benefits of offering such a service to our players in Western Australia, it became clear that the costs of selling Lotto tickets on the Internet currently far outweigh the revenue likely to be achieved. Consequently, while we continue to use the Internet for communication, and to provide other services to our players and to our funding applicants, for the immediate future we will not be offering the facility to purchase Lotto tickets. The risk of sales from Western Australia going off shore to other gambling services remains, with an estimated 14,000 different gaming sites on the Internet. However, with payment being only available by credit card and players not necessarily confident of the legitimacy of many of the sites, the risk seems small and there is little evidence of significant sales leakage at this time. Under the Code of Conduct of the World Lottery Association, all government authorised lotteries will sell their products only to players within their own territories, so a Western Australian player cannot purchase a ticket from a legitimate off-shore or other Australian lottery site. The issue of cross border competition does continue as a major concern to the international lottery industry, and is being closely monitored by all its members.
RETAIL DISTRIBUTION One of the most important factors to the successful management of our business is the retail distribution channel for our products. In Australia, the distribution strategy of the lottery industry has been to focus on a relatively small, well located, well presented, and well supported distribution network, rather than mass distribution as is more common in European and North American lotteries. The Lotteries Commission of Western Australia has a successful distribution network who make up our front line sales force. Our policy of offering new Lotto licences to those locations where clear growth for our business has been convincingly demonstrated has proved highly effective. Most new licences have been offered to locations in new or expanded shopping centres where a high level of shopper traffic can be expected. Around 70% of our retailers are newsagents. The deregulation of that industry has led to an increased reliance on our products for business viability. This has become a concern for some of our network particularly those who now find themselves located in less than optimal location.
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Other business and economic influences on the distribution network include the increasing trend to large regional shopping centres which has impacted on consumer behaviour, and consequently has relevance for our long term distribution strategy. Lately though, we have noted the impact of the refurbishment of smaller neighbourhood centres with extended trading hours as a response to consumer demand for more flexible and convenient shopping facilities. Recognising the importance of maintaining the Lotteries presence strongly in our existing distribution channels while being aware of changing customer shopping patterns and locating Outlets in high customer traffic locations will continue to be a business challenge. This year the number of our online (full service) Outlets remained at 480 however there were three voluntary closures and three new Outlets were opened. We now have 93 instant ticket only Outlets, and have not appointed any new instant only Outlets since 1996. As the retail business environment becomes more competitive, more businesses (including those members of the newsagency industry who do not have Lotto Licences) argue that a Lotto Licence is a requirement for the viability of their business and is expected by customers. While this may be true from the perspective of the business concerned, the Commission remains committed to the primary legislative objective of optimising long term return to our funding beneficiaries. Any significant expansion of the network under our present cost structure would not achieve that objective. We are, however, continuing to review our product distribution strategy in the light of modern consumer shopping patterns, and the opportunities offered by new technology. Over the past six months, we have been reviewing our Lotto Licensing appointment processes, including customer service obligation policies for regional Western Australia, the Lotteries Licence Agreement, fees and charges, our retail training services, the Retailer rewards and incentive programs, and the support offered to the network by our sales team. This will form part of the total corporate branding project and we are confident long term it will benefit both our retailers and the Lotteries Commission.
PROBLEM GAMBLING SUPPORT COMMITTEE The Lotteries Commission of Western Australia has been a member of this group, chaired by the Director General of the Gaming Commission, since its inception in 1995. This is a committee made up of senior representatives of the gaming industry, an academic with specialist skills in addictive behaviour, and a representative of the Department for Community Development. The members of the gaming industry in Western Australia contribute on a voluntary basis for the funding of telephone and counselling services for problem gamblers, for public awareness programs, and for research. The prevalence of problem gamblers in Western Australia is much lower than in the other States of Australia, as shown in the Productivity Commission’s Report. This research, as well as the data provided to the Problem Gambling Steering Committee by our service providers, shows that the kind of gambling offered by the Lotteries
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Commission of Western Australia does not contribute to problem gambling. Nevertheless, we believe it appropriate for the Commission to provide funding both for service provision and to support research into this important area, and we observe both general advertising standards and our own Lottery Industry Code of Practice in all our advertising strategies.
LEADERSHIP IN THE COMMUNITY The Lotteries Commission of Western Australia has continued to develop our broad leadership role in the community through our funding programs. Apart from general funding programs developed over the past ten years, we regularly monitor community needs, consulting with both government and community groups, and developing new funding programs to respond to those needs. This year has seen the second of our “Connected Families-Connected Communities” funding programs, and the projects supported are already resulting in excellent community outcomes. Our 25th Lotteries House, known as “THE NICHE” Lotteries House reached completion after more than three years of planning. This is the largest of these shared facilities for community groups which we have supported. Because of the unique position we operate as a public sector body, as a retail business, and as a funding body, we have established a forum, known as our Business Community Partnership, for interested representatives of business and the community to share information about the growing interest in corporate social responsibility and community business partnerships. Submissions were called for proposals to extend this initiative, and we will be making a grant shortly for that purpose. The Commission has given the RSL support for many years for its important community service activities on behalf of its members, and some relatively minor support for the ANZAC Day commemorative event. This year in recognition of the importance of this event to the whole community and the needs of many elderly and frail returned servicemen and women, the Commission made a very substantial grant to the event. This provided a range of amenities including TV screens for the Dawn Service, seating at the service on the Esplanade and generally improved event coordination. It was gratifying to learn the Perth Dawn Service had the highest level of attendance in Australia and that the improved amenities on the Esplanade for the services following the march received very positive feedback. The Commission was honoured to receive a special award from the National President acknowledging our support to the RSL. To understand international community development trends, I undertook a brief visit in October 2001 to the Community Foundation of Silicon Valley. Community Foundations, long established in the USA, are increasingly being developed as a more effective way of meeting community needs, and enhancing the relationship between business and the community sector. There are now a number of these bodies in the Eastern States, and the idea is being actively promoted in Western
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Australia. It may be that in the future the Lotteries Commission can provide some funding support for the establishment of such a body for our State.
OUR STAFF 2001/02 has been very demanding on our relatively small staff, with many major projects underway, as well as the increasing demands of every day operations. Staff numbers have been kept stable, but this has meant very careful workload management. The State Wages Policy will create some new management challenges in 2002/03, with the reversion of all staff to a 37½ hour week and no opportunity to offer the wage increases staff had anticipated under previous EBA’s and WPA’s. At the present time, around 65% of the staff on the current workplace agreement work 40 hours a week. This has enabled the organisation to offer extended hours of service to the Retailers and customers. It is likely these hours will have to be reduced to avoid increased labour costs. The comprehensive staff development program known as People 03 has made good progress this year. This program will review organisational structure, develop customised leadership and management training, and a new performance development/review program aligned to our business goals. I would like to place on record my thanks to all the staff for their contribution to our success again this year.
OUR BOARD Our six member Board has the responsibility under the Lotteries Commission Act 1990 for the governance of the lotteries business and for recommendations to the Minister for grants to charitable and community organisations. In the past year we farewelled and acknowledged the contribution of two Board members who had completed their term of office. Mr Geoffrey Harris, who served for six years and Mrs Karen McGay who served for two. We welcomed Mrs Patricia Tassell and Mr Peter Holland to the Board. I would like to place on record my appreciation to our Chariman, Mr Kevin Campbell and all the members of the Board for their contributions to the business including their representation of the Commission at many public events.
SUMMARY AND FORECAST FOR THE FUTURE The Lotteries Commission of Western Australia has achieved a very high level of market penetration with per capita sales of Lotto products, consistently in the top five in the world. Continuing to achieve revenue growth with a very slowly growing population presents a major challenge. This challenge is compounded by the need to invest regularly in research and new technology, and the increasing cost of developing and marketing the existing products. Our growth strategy, which observes our own ethical standards and Government gaming policy, includes the ongoing search for new products, the more effective management and support of our distribution network, the better use of research
20 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS to target our marketing strategies, and the relaunch of our corporate brand. These will form the centrepiece of our growth activities in the next two years. All these strategies mean that we can confidently forecast that our return to our beneficiaries will remain at least at their current level for the next three years.
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LEGISLATION IMPACTING THE LOTTERIES COMMISSION
ENABLING LEGISLATION The Lotteries Commission, established in 1933, 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. Under the Act the Commission has the following responsibilities and powers; • To conduct lotteries other than continuing lotteries in the whole or any part of the State; • To conduct games of Lotto; • To conduct Soccer Pools; and • To perform any other function vested in it by the Act. The last function includes the important role of distributing funds to eligible organisations in accordance with the provisions of the Act. The Commission is responsible to the Hon Nick Griffiths LLB, MLC as the Minister for Government Enterprises. The Hon Nick Griffiths is also the Minister for Racing and Gaming and the Minister for Goldfields – Esperance. The Minister appoints a Board of Commissioners (the Accountable Authority) which is responsible for overseeing all operations of the Commission. One of the Board’s key responsibilities is to make recommendations, for the Minister’s approval, concerning the distribution of funds available to community organisations via the Commission’s Direct Grants programs. The Act specifies that a prescribed portion of the revenue from lotteries sales received by the Commission be distributed through State Treasury to hospitals, sports and the arts, and directly to eligible organisations including The University of Western Australia (for the Perth International Arts Festival) and ScreenWest (for the Western Australian commercial film industry). The Commission plays no part in the allocation of funds deposited in the State Treasury’s Hospital Fund and the Sports and Arts Lotteries Accounts. However the Commission is responsible for distributing funds to eligible organisations through its community funding programs. This includes allocations for the Perth International Arts Festival and the commercial film industry through the statutory authority, ScreenWest.
MINISTERIAL DIRECTIVES The Act contains a provision that gives the Minister the power to direct the Lotteries Commission with respect to its functions and powers. No Ministerial directives were received during the financial year.
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OTHER LEGISLATION IMPACTING ON THE LOTTERIES COMMISSION’S ACTIVITIES Competition Policy Reform (Western Australia) Act 1996 Copyright Act 1968 (Commonwealth) Copyright Act 1895 (State – repealed) Disability Services Act 1993 Electoral Act 1907 (as amended) Equal Employment Opportunities Act 1984 Financial Administration and Audit Act 1985 Freedom of Information Act 1992 Gaming Commission Act 1987 Government Employees’ Superannuation Act 1987 Industrial Relations Act 1979 State Records Act 2000 Minimum Conditions of Employment Act 1993 Occupational Health Safety and Welfare Act 1984 Public Sector Management Act 1994 Salaries and Allowances Act 1975 State Supply Commission Act 1991 Statutory Corporations (liability of Directors) Act 1996 Trustees Act 1962 (as amended) Worker’s Compensation and Rehabilitation Act 1981 Workplace Agreement Act 1993
In the financial administration of the Commission, we have complied with the requirements of the Financial Administration and Audit Act 1985 and other relevant written law, and exercised controls which provide reasonable assurance that the receipt, expenditure and investment of moneys, the acquisition and disposal of public property and incurring of liabilities have been in accordance with legislative provisions. At the date of signing, we are not aware of any circumstances which would render the particulars included in this statement misleading or inaccurate.
PUBLICATIONS AVAILABLE TO THE PUBLIC The following publications, relating to the activities of the Lotteries Commission, are available to the public from the Lotteries Commission headquarters: • Lotteries Commission Enabling Legislation * • Rules governing the operation of lottery games * • 2000-2003 Strategic Plan (revised and re-issued 2001) • Lotteries Commission Information Statement • Community Funding Grants Brochure (describes general information on the Commission’s grant funding programs)
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• “How to Play” brochures ** • “Dreams Made Real” leaflets – highlighting community funding beneficiaries * Available for reference only ** Also available from Lotteries Retailers
The Lotteries Commission also maintains a Web site for public viewing this is available at www.lottery.wa.gov.au.
24 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
OUR LOTTERY BUSINESS Strategic Objective: Optimise product sales
Result: Sales of $454.69 million, 0.1% below previous year (target $440.9 million)
Result: % of adults buying our products; 78%
Goal: % of adults buying our products; 79%
Among the year’s highlights was the revenue received from the sales of lotteries products of $454.69 million. This was $13.72 million (3.1%) higher than the budgeted sales for the year ($440.96 million). The better than expected sales performance was mainly due to the strong growth in Saturday Lotto which more than compensated for the lower incidence of jackpots in OZ and Powerball Lotto. Scratch’n’Win sales for the first half of the year were slow, however with the relaunch of the $4 ticket (Hit Me) and consolidation of the $3 tickets (“Tee Pee”, “Bingo”, “Operation”, “Crossword” and “Bonus Crossword”) we were able to make up lost ground and achieve a very good result.
LOTTO PRODUCTS Overall, our Lotto products recorded a 6.1% increase over budgeted sales for the year, a good result in light of a general decrease in retail sales. Sales for Saturday Lotto were higher than the previous year however the lower sales for Powerball Lotto (which recorded a decline of 13%) and for OZ Lotto (a decline of 0.9%) reflects the impact of a lower number of jackpots during the year. Significant research was undertaken on the usage of the Lotto brands and how they are perceived in the marketplace. This research has provided a sound base for developing distinctive brand features and implementing communication strategies that reflect the Commission’s strategic intent.
Saturday Lotto The Commission’s most important product, Saturday Lotto, continued to perform well with sales increasing $11.58 million over the previous year to $242.05 million. The performance was due to a steady increase in base week sales as well as strong sales for the year’s six Bonus Draws. Slikpik25 (Note a “Slikpik” is a computer system generated multiple chance ticket that offers twelve, fourteen, eighteen or twenty five entries into a game), introduced in 2001, was a major contributor to Saturday Lotto’s sales performance, making up 25% of base week sales and up to 30% of Bonus Draw sales. December’s $23 million ‘MegaDraw’ was extremely successful and achieved sales of 16.1 million (a per capita spend of $8.33). This was $1.6 million (11%)
25 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS above budget, $1 million higher than the previous year’s (December 2000) MegaDraw, and 12.9% above the inaugural MegaDraw held on 31 December 1999. In a similar vein, June’s $20 million, end of financial year, SuperDraw was also very successful, achieving $11.24 million in sales (a per capita spend of $5.81), and was $1.34 million (13.5%) above budget and $1.16 million above the previous year’s SuperDraw sales ($10.075 million). New approaches were introduced during the year to promote Saturday Lotto Bonus Draws and increase excitement around the First Division prize pool. These promotions were held in conjunction with our key media partners to maximise awareness of the draw and appeal to new players. One of these promotions featured February’s $14 million Bonus Draw combined with a Lotto Skyworks competition designed to test the usefulness of SMS (short message service on mobile phones) as a marketing tool. This was the first time the Commission has used this type of promotion to support a significant community funding event and it proved to be very successful in maximising Lotto’s exposure at the event. Other promotional activities included communication partnerships with Channel 7 and The West Australian. Both these organisations produced special unpaid editorial features in the lead up to the December MegaDraw and June SuperDraw. In December Channel 7 ran a Lotto related story each night in the news and in June the station produced a special half hour “Today Tonight” program about Lotto and Lotto winners. Both of these promotions were very successful and contributed to an excellent sales result.
Saturday Lotto Sales
$ Million 250 240 230 220 210 200 190 180 1998 1999 2000 2001 2002 Saturday Lotto 202.7 213.9 227.9 230.5 242.1
26 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
OZ Lotto Sales of OZ Lotto are heavily dependent on the incidence of jackpots and during the year 28 jackpots occurred compared to 32 in the previous year. Despite the lower jackpot occurrence, sales of $54 million were achieved (almost $1.5 million above budget), as loyal players continued to support the game during non- jackpot weeks (base weeks) and low level jackpots. In the coming year we plan to review our overall communications strategy to further increase awareness and recruit new players into the game during base and jackpot weeks.
OZ Lotto Sales $ Million 60 58 56 54 52 50 48 46 44 42 1998 1999 2000 2001 2002 Oz Lotto 57.4 49.5 50.7 55.0 54.1
Powerball Lotto Powerball Lotto sales for the year were $74.4 million, $2.49 million (3.5%) above budget. Of all our games Powerball Lotto is the most heavily dependent on jackpots with many players choosing to play only at high jackpot levels. Changes to the Powerball Lotto jackpot sequence and the introduction of a $2 million base week during the year resulted in an increase in the incidence of medium level jackpots, and while Powerball Lotto jackpots did not reach the previous record of $30 million, jackpots of $20 million were reached in August and June. Sales for the August jackpot were higher than the two previous $20 million jackpots, however sales for the June $20 million jackpot were disappointing as the event coincided with promotion of the June Saturday Lotto $20 million Super Draw. We are currently in the process of reviewing our communications strategy for Powerball Lotto jackpot advertising.
27 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
Powerball Sales
$ Million 90 80 70 60 50 40 30 20 10 0 1998 1999 2000 2001 2002 Powerball 61.0 75.4 70.8 85.9 74.4
SCRATCH’N’WIN Sales for Scratch’n’Win in the first quarter of 2001-2002 were slow across all price points. This can largely be attributed to the demise and early withdrawal of the TV game show “Cash Bonanza”. Repositioning the brand and product portfolio in the second quarter with a “join in the fun” promise, resulted in a considerable increase in awareness and a positive sales result for the year. A six month calendar of events for the second half of the financial year included promotional activities of “Cash’n’Carry” in January 2002 and “Sea of Riches” in April 2002. The “Cash’n’Carry” Promotion across all tickets involved rewarding players with an extra ticket for every dollar spent giving them the chance to win one of ten $10,000 instant prizes. This promotion was well received by both players and Retailers resulting in increased sales for the January period by 12.0%. The “Sea of Riches” Promotion in April, a joint promotion with the radio station 94.5FM was based on the $5.00 “Atlantis” ticket invited players to retain their non-winning tickets, to match with ticket serial numbers announced by 94.5FM every hour during the three week promotional period. Hourly winners received $100 worth of Scratch’n’Win tickets and automatically went into the draw for the $25,000 cash prize. The prize winner was announced in the top rating Botica’s Bunch Breakfast Show. $5.00 ticket sales increased by 41.16% and provided an extra $285,437 in community funding.
28 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
While the $1.00 and $2.00 Instant Ticket sales continued to slowly decline over the year the $3.00 games, especially Crossword, continued to be our flagship product. So much so, that when Bonus Crossword was introduced in March 2002, Crossword base sales grew by an extra $50,000 per week. During the year two fun, short-run overlay games were also launched in the $3.00 category to provide players with extra game interest. These games were Animal Tracks and Tee Pee. Additional promotion and publicity activities in Perth city and major shopping centres were included as part of the ticket launches and to continue to build awareness for the Scratch’n’Win brand. Sales for the $5.00, $6.00 and $10.00 Instant Tickets were disappointing again this year. Games at these price points will be regularly analysed before new games are reintroduced. However, given the success of the “Sea of Riches” promotion based on the $5.00 ticket, all future additional promotional activity for Scratch’n’Win will most likely be at the $5.00 price point.
Scratch 'N' Win Sales $ Million
90
80
70
60
50
40
30
20
10
0 1998 1999 2000 2001 2002
TV Game Show/Telespin 6.4 5.3 4.1 2.3 0.0 Instant $1 23.6 24.0 19.2 14.4 11.9 Instant $2 9.2 10.7 9.4 9.3 9.0 Instant $3 30.5 32.6 34.7 36.1 37.2 Instant $4 0.0 2.6 3.4 2.4 9.0 Instant $5 4.4 4.8 8.9 6.9 5.4 Instant $6 0.0 0.0 0.0 0.0 0.8 Instant $10 0.0 0.0 4.4 1.3 0.4
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OTHER PRODUCTS Super 66, a national add-on product to Lotto, achieved sales of $4.57 million, $0.52 million below budget of $5.09 million. Because of the limited potential for sales growth in this product, marketing support has been confined to point of sale branding only. This is a very mature product and all jurisdictions in Australia are experiencing similar results. Cash 3, a State daily numbers game, continues to grow. Sales for the year were $4.67 million, an increase by 5.9% on the 2000/01 sales result. Promotion of this game is primarily through the televised nightly draw on TVW Channel 7 (Perth). Soccer Pools, a national sports based game, continues as a minor product and retains a loyal following. Sales for the year totalled $1.56 million, 12.2% lower than the previous year. Due to the low level of sales, support for the brand is minimal however during the year we trialled a number of sales promotions and propose to introduce others in the coming year.
OUR RETAILERS Strategic Objective: Optimise the marketing and distribution of products
Result: Marketing & distribution costs as % of sales; 3.28% (target 3.5%)
Goal: Marketing & distribution costs as % of sales; 3.11%
The Commission’s sales success is largely dependent on the quality and commitment of our Retailers and Retail Distribution Network coverage. The Commission’s Retail Distribution network currently consists of 573 Outlets of which 480 are online Outlets, offering all lotteries products, and 93 selling Scratch’n’Win products only. The Commission strongly believes that an effective distribution strategy is vital to the success of our business and during the course of the year considerable attention was given to our policies and planning on how to further support and develop the Retail Distribution Network. This process will continue into the new financial year. During the year three new Outlets were added to the network and ten voluntarily gave up their licence (seven Scratch’n’Win and three Lotto). Additionally there were 73 changes in ownership of Outlets (65 Lotto and eight Scratch’n’Win). A wide range of activities were pursued during the year to encourage and support sales performance and strengthen Corporate Retail Standards. One example was the relaunched Peak Performance Rewards Program with fresh selection criteria and reward strategies. As a result, the number of competing Retailers in the Program increased by 75%. The Commission takes this
30 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS opportunity to congratulate the current Retailer of the Year, Lois and Drago Bosnjak of the Broome Lotteries Centre, announced in July 2001. A “mystery shopping” market research program was implemented during the year to provide independent feedback to Retailers and to inform the Commission’s Retailer Training Program. “Mystery Shopping” tested the shopping experience of customers and the information has been used to develop training activities focusing on customer service standards and selling skills techniques. A total of 600 metro and country outlets were “shopped” over six research waves throughout the year. Other activities directly supporting our Retailers included an audit of syndicate management at the Outlet level and a review of the Scratch’n’Win ticket dispenser hardware. Enhancements to both these will be finalised early in 2003. Further work was undertaken on updating policies in relation to the management of the retail network and to provide improved consistency and clarity of decision making. This work will continue into 2003.
Training Initiatives Throughout the year 44 training courses were offered to Outlet owners and staff. The Commission’s CD-Rom training package was also used and 51 competency certificates were issued for completing the package. The use of the CD package is currently being evaluated before being updated with current product and policy material. A revised training curriculum is currently under development which links training more closely to Retailer need. This will be completed early in the new financial year.
Rewarding Performance The Peak Performance Rewards Program has been positively received by our Retailers again this year, with a number of additional incentive programs introduced. Retailers have been offered nine incentive initiatives continuously throughout the year, resulting in high participation rates. The December 2001 MegaDraw produced the greatest retailer involvement and impacted positively on the sales results. The Peak Performance “Retailer of the Year” 2002 will be recognised in Perth and regional events in early 2003. The change from a single major event to a number of events across the State reflects the growing interest of Retailers in participating in the Program as well as having the opportunity to attend and support Retailers at the local level.
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OUR LOTTERIES CUSTOMERS Strategic Objective: Customers highly satisfied with service levels
Result: Average score of retailers against customer service standards; 74%
Goal To achieve a customer service standard of >90%
Strategic Objective: Loyal player base
Result % of players base committed to our brand 51%
Goal To achieve a loyal player base of 5% above the global average (currently 50%)
Our success is dependent on meeting the changing expectations of our players and we are committed to continually improve the services we provide to our players. Projects undertaken during the year that have directly or indirectly improved the services we provide to our players have included: • The ongoing communication of the 25 game Slikpik (introduced in March 2001) and Systems and Syndicates, providing players and Retailers with very popular value adding playing options; • The widely accepted $4 “Hit Me”, $3 “Animal Tracks”, “Tee Pee”, “Bonus Crossword”, and “Operation” Scratch’n’Win tickets were launched during the year. “Operation” was also introduced as a free “how to play form” on our Internet site; • With further use of the Players Registration Service, the Commission has integrated emarketing (SMS, permission/email marketing, internet marketing) and direct marketing (direct mail, direct response advertising, and telemarketing) into an overall Relationship Marketing program. This program continues to work towards fostering a more loyal and profitable player base; • Market research with emphasis on Segmentation Studies (Lotto and Scratch’n’Win) and Continuous Tracking were conducted to identify and respond to consumer behaviour and perceptions; and • A weekly Marketing Update and Point of Sale Update for Retailers to enhance and consolidate the communications between Retailers and players.
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OUR MARKETING PROCESSES (SUPPORT TO THE RETAIL NETWORK)
Strategic Objective: Optimal marketing and distribution of products
Result: Marketing and distribution costs as a % of sales; 3.28% (target 3.4%)
Goal Marketing and distribution costs as a % of sales; 3.11%
The promotion and strong growth of Slikpik25 made a significant contribution to sales across the Lotto portfolio. Introduced in March 2001, Slikpik25 was promoted in conjunction with Bonus Draw advertising throughout the year, making it the ticket of choice for infrequent Lotto players. Slikpik25 sales contributed a total of $69.2 million to Lotto sales this year, including $54.9 million in Saturday Lotto where the convenient $10 price point encouraged regular players to stack the odds in their favour and upgrade their weekly purchase from the popular Slikpik18. The real success for Scratch’n’Win during the year has been the re-launch of the $4.00 tickets. The new game “Hit Me” with five game-play panels, up to six wins and a top prize of $80,000 has proven to be very popular with younger players. The immediate acceptance and awareness from the television and promotional activity during the game launch has resulted in sales targets being exceeded by 136%. The “Hit Me” launch campaign won Best Television Campaign and the inaugural Campaign Effectiveness Awards at the Campaign Brief, 2001 Advertising Awards, held in March this year.
Market Research Market Research continues to be an important component of our business development strategies. Our market research partner, Market Equity, has assisted us with several major research projects over the last 12 months. These projects include new product development and repositioning strategies, Lotto and Scratch’n’Win segmentation studies, product pricing, current distribution strategies and tracking of the effectiveness of marketing strategies. The tracking provides valuable information on brand health and positioning, players’ purchasing behaviour and attitudes to our advertising and marketing initiatives. All research projects are catalogued and easily accessed via an Extranet. Access to general research information via this medium has assisted us in achieving our marketing outcomes throughout the year. As a result of this research, we have gained more insight into our target markets and successfully relaunched the Scratch’n’Win $4 price point ticket (Hit Me). We have also been more targeted in the launch of other price points (Bonus Crossword, Tee Pee and Operation). The communication strategies for Lotto Bonus Draws and MegaDraw have also benefited from this research.
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To enhance our relationship marketing project, we have also commissioned research into identifying further marketing opportunities contained within our PRS database (currently approximately 175,000 members).
Relationship Marketing Relationship marketing strategies have focussed on further use of the Players Registration Service database in order to implement a variety of direct to player activities. These include direct mail, email marketing and web page (Internet) marketing. These activities are assisting us to build our data base of registered players who can be communicated with in a cost efficient and more targeted manner. We now have a better understanding of player profiles resulting in increased opportunities to inform players of special promotion activities leading to increased sales.
34 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
OUR SUPPORT FOR OUR COMMUNITY
Strategic Objective: Meeting statutory and direct community funding requirements
Result: Grant payments as a % of total sales; 29.8% (target 27%)
Goal: Grant payments as a % of total sales; 30.1%
Perth Funding Distribution International Sport $8.93m Arts Festival $3.10m Arts $8.93m Film Industry $2.63m
Hospital Fund $71.42m
Direct Grants $39.72m
Our lottery business is driven by our mission to raise funds for the Western Australian community. In 2001/02 our sales results meant we could provide funding to the community totalling $134.72 million - the highest in the Commission’s history and $0.6 million higher than the previous year. The impacts of both our statutory funding and direct grants are felt across the entire community of Western Australia. Our legislation dictates that the proceeds from lotteries are used to benefit hospitals, sports, arts and a very broad range of community organisations, and because our funding for hospitals, sports and arts is calculated as a percentage of net subscription (total lotteries sales minus prizes paid and add on commission), the performance of our lottery business has a direct impact on these beneficiaries. Significant funding support is provided via the statutory funding formulae for hospitals through the WA Health Department, as well as to Sports and Arts including the Perth International Arts Festival and the WA Film Industry. Support for the community is provided directly through funding not-for-profit organisations and local government authorities from the Commission’s Direct Grants Program.
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SUPPORT FOR HOSPITALS AND PUBLIC HEALTH SERVICES While not always well recognised, Western Australia’s public hospitals and health services are the biggest ‘winner’ from our lottery business. In accordance with our legislation, 40% of net subscriptions is provided to the Hospital Fund held by Treasury for the benefit of the State’s public hospitals. In 2002 this amount totalled $71.4 million. These funds go into a general revenue account and contribute to a range of major capital works projects. We play no part in the allocation of these funds and consequently, in the past it has been difficult to highlight specific areas within the State health system where Lotteries funding has made a contribution. During the coming twelve months we hope to address this as part of our communication strategy to show how Lotteries funding continues to make a vital difference to our community.
SUPPORT FOR THE ARTS As with our contribution to the Hospital Fund, our support for arts is determined as a percentage of our lotteries sales. 5% of net subscriptions is provided to the Department for Culture and the Arts for distribution, through ArtsWA to numerous arts projects around the State. In 2002 this amounted to $8.9 million and contributed to the core funding of 23 of Western Australia's key arts organisations, ranging in breadth of activity from the Western Australian Symphony Orchestra to resource and service organisations such as the Artists' Foundation of Western Australia and Country Arts (WA) Inc. Lotteries funds through ArtsWA also contributed to the funding of a further 15 smaller but important organisations such as Disability in the Arts, Disadvantage in the Arts Australia (DADAA), and the Western Australian Music Industry Association. There is no doubt that Western Australia's cultural life would be significantly diminished without Lotteries funding for ArtsWA. The following are just a selection of the initiatives supported through ArtsWA during the year:
• $50,000 per annum over 3 years was committed for the Hole in the Wall Theatre Company to present classics of the theatre. This support is in recognition of the company's long standing in the WA Theatre profession and in particular its commitment to the presentation of theatre classics for upper secondary schools;
• Increased support (from $50,000 per annum to $60,000) was provided for the Effie Crump Theatre to enable its continued growth as a professional theatre company;
• Funding for The Blue Room & Rechabites increased from $70,000 to $105,000 per annum to help this organisation to continue to support emerging and professional artists in the search for performance and development opportunities outside of the mainstream;
• $10,000 for Cirque Bizirque WA Circus School towards a twelve month program of classes in circus skills for children and adults and two showcase performances;
36 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
• Down South Writer's Centre, received $16,070 to present a six day writers festival for adults and young people;
• $7,000 to Sir Charles Gairdner Hospital helped fund research the development and incorporation of art in the redesign of the courtyard in the mental health unit; and
• $10,000 was given to the Marra Aboriginal Corporation, for the production of a music, dance and performance event as part of the third Yamatji Arts and Cultural Festival 2002.
SUPPORT FOR SPORTS Like the arts, sporting organisations in Western Australia receive 5% of net subscriptions from our games. In 2002 $8.9 million was provided to the Department of Sport and Recreation for distribution to sporting organisations around the State. Amongst those to benefit from these funds were 92 State sporting associations with $2.9 million allocated towards programs they had identified as priorities. A large proportion went to help cover the travel costs of State teams involved in national championships and resourcing of the clubs and volunteers. The Western Australian Institute of Sport (WAIS) was again one of the biggest beneficiaries and received $3 million from the Sports Lottery Account. Approximately $550,000 was allocated to country sport including $181,950 to enable events normally only contested in Perth (such as WAFL and NBL games) to be taken to a range of locations around Western Australia. Our support for sport and recreation in Western Australia extends well beyond our statutory funding to the Department of Sport and recreation. Through our direct grant funding during the year we have continued to support Surf Life Saving Clubs, fund the development of recreation trails throughout the State and provide recreational opportunities for people with disabilities.
SUPPORT FOR THE PERTH INTERNATIONAL ARTS FESTIVAL Since 1992 the University of Western Australia, as sponsor of the Perth International Arts Festival (formerly the Festival of Perth), has been a statutory recipient of Lotteries funding. Unlike our support for hospitals, sports and arts, however, the specific level of funding for the Festival is not set by legislation but subject to an annual application and discussions between the University of Western Australia and the Commission. The Lotteries Commission is the most important source of funds for the Festival; a fact acknowledged in the Commission’s status as the Festival’s ‘Principal Partner’. The Commission’s support is linked to a range of specific objectives which seek to ensure that the Festival is accessible, (enjoyed by the diversity of the Western Australian Community) and that it promotes our local artists and art forms along side the international performances. It also recognises the economic and tourism benefits of the Festival.
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The 2002 Festival saw the continuation of the Mini Festival concept with the Mandurah Opera Festival, Celestial City and the Fremantle International Jazz Festival. These complemented the well established Watershed, wafringe and Visual Arts Festival. Again the Lotteries Film Season was held over two locations – the Somerville Auditorium at UWA and the Joondalup Picture Pines at Edith Cowan University. Film Festival highlights included “There’s Only One Jimmy Grimble”, “The Closet” and “Divided We Fall”. Overall, the 2002 Festival met its key targets of increasing income, audience and attendance and national media coverage. We are pleased to note that overall attendance at the 2002 Festival totalled 470,446 people, an increase of more than 16,000 people to the previous year. Notably, 324,308 of these people gained attendance to free events, an increase of more than 40,000 people on the previous year and a strong indication of the Festival’s increasing coverage in the community.
SUPPORT FOR THE WESTERN AUSTRALIAN FILM INDUSTRY The Western Australian film industry has been a recipient of Lotteries funding since 1992. Our support is provided through various programs administered by ScreenWest, the State Film and Television Development Office. ScreenWest’s mission is to lead the screen industry to a level of creative and commercial success to be a source of pride and opportunity for all Western Australians. Lotteries funding to ScreenWest was $2.6 million this financial year. ScreenWest reports that WA productions that received Lotteries funding have sold in dozens of markets around the world, generating export dollars and reaching vast audiences. Major drama highlights for this year included the production of two feature films, Let’s Get Skase and Teesh and Trude, the family telemovie Southern Cross, the animated series Quads II and the children’s series set in Broome called Ocean Star. Western Australian documentary makers continued their tradition of international excellence with series and one-off documentaries being commissioned by partners including Discovery, Animal Planet, National Geographic, Oregon Public Broadcasting, ABC, SBS and Film Australia. Programs included Return to Eden, Aussie Animal Rescue, Dinosaur Dealers, Child Soldiers, Shipwreck Detectives, Disturbing Dust, Little Yugal, Madam Mary, Soccer Dreams, Fearless and Me and You. The second series of the popular Mary G Show continued to entertain audiences with its irreverent approach to the issue of race. The ‘Gimme Gimme Club’ in Broome offers an array of multicultural live music, comedy sketches, interviews and community visits. Initiatives targeted at the emerging sector included: • the Bill Warnock Award for Screenwriters, honouring the late Mr Warnock who was a Commissioner of the Lotteries Commission from 1988 to 1994 and a well known writer and champion of the film industry;
38 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
• the 5 minute documentary series for SBS and international partners entitled Making It; • three short films Jack, Mens and Victim; and • the new joint initiative between ABC TV, ScreenWest and the Film and Television Institute, Outback Upfront, which showcased short films by fourteen emerging filmmakers. Each program has a single theme of relevance to Outback Australia and will seek to define the nature of the outback and the Australians who live in it.
Funding To Perth International Arts Festival & Film Industry $ Million 4.5 4.0 3.5 3.0 2.5 2.0 1.5 1.0 0.5 0.0 1998 1999 2000 2001 2002 PIAF 2.4 2.8 3.3 3.0 3.1 Film Industry 4.0 2.0 2.0 3.3 2.6
Note the 1998 funding to ScreenWest was a result of two years funding (1997 and 1998) being granted in the same financial year.
39 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
OUR GRANT APPLICANTS
Strategic Objectives: Customers highly satisfied with service levels
Results: % satisfaction with service related to community funding; 94%
Goal: % satisfaction with service related to community funding; 95%
Our direct grant recipients are important stakeholders of the Commission. During the year our grants were again directed to a broad range of community groups, which represent the diversity of the Western Australian community.
Direct Grants - Supporting the Community Our most direct support to Western Australia’s community is through the funding we provide in the form of grants to a wide range of not-for-profit community groups and charities. In this we are unique – no other lottery in Australia is itself responsible for distributing the proceeds from lottery games. Lotteries grants to the community show the direct link between our lottery games and community benefit. At the heart of our grant funding is a desire to “work in partnership with others who are committed to strengthening and building community life” (Statement of Strategic Intent, Lotteries Commission Strategic Plan 2000-2003). Community organisations are encouraged to develop suitable funding proposals in collaboration and partnership with relevant stakeholders through the grant making process. In 2002, 1546 grants totalling $45.45 million were made to a wide range of community organisations throughout the State. The management of a funding program of this scale and complexity is a highly challenging task. We continually review the policies that guide our grant funding to ensure that they continue to respond to and reflect the changing needs of the not-for-profit sector, complement those of other funding bodies, and make the best possible use of the available funds. Our funding programs have therefore evolved over time and during the year new initiatives were launched broadening the scope of our funding still further. Our funding process utilises a submission-based model which enables community organisations to approach the Commission to request assistance for projects and capital items they have identified as priorities, and for which funding is unavailable from elsewhere. In responding to these requests we must balance the competing needs within the community sector. Furthermore, we believe that just as our lottery products are
40 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS enjoyed by most people, our funding should contribute to the quality of life of the whole community as well as helping to meet the needs of the more disadvantaged. The guiding principles of our grant making are that our grants should: • Add value, make a difference, have a multiplier effect within the community; • Facilitate community engagement and participation; • Encourage empowerment and self-reliance; • Contribute to community diversity; • Encourage innovation; and • Be equitable, transparent and accountable. In 2002 we were able to meet most requests for grants within the parameters of program policy and budget limits. Our support spanned traditional welfare recipients as well as some highly innovative and exciting community projects. Our funding was distributed through programs which cover five broad areas of need and which include almost every part of the not-for-profit sector in Western Australia:
Community Support and Development Our support and development funding spans a wide ranging area which includes support for community buildings and facilities, employment and enterprise initiatives, emergency relief for those in financial crisis, emergency services and medical research.
PRIORITY GROUPS WITH SPECIAL NEEDS This program helps meet special needs in the community such as those of Aboriginal people, families and children, young people, seniors and people with disabilities.
THE ENVIRONMENT This includes our support for both the natural environment (environment conservation projects) and the preservation of our cultural heritage.
COMMUNITY SECTOR DEVELOPMENT Grants under this program aim to develop the capacity of the community sector including the quality of management and the skills of those working within the sector.
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COMMUNITY CULTURAL This includes our support for the Perth International Arts Festival and ScreenWest as well as a wide range of community festivals and celebrations and small community cultural groups.
Direct Grants – Where The Funds Go The 1,546 Commission grants made in 2002 contributed to the quality of life for the Western Australian community through supporting many aspects of community life in all regions of the State. Grant recipients included a diverse range of local government and not-for-profit organisations throughout the State (a list of grant recipients is provided at the end of this Report). Grant amounts during the year ranged from the smallest grant of less than $1,000 toward equipment for an individual with a disability, to the largest grant of $3.686 million towards building “THE NICHE”, a new facility located at the Queen Elizabeth II Medical Centre site. “THE NICHE” provides shared accommodation for members of the Neurological Council, the Cystic Fibrosis Association and the Independent Living Centre. These organisations happily settled into their new premises in June 2002. Hundreds of small grants under $10,000 were provided toward a range of purposes including equipment for individuals with disabilities, children’s equipment for playgroups, toy libraries and other children’s services as well as equipment for a myriad of community cultural groups. The grants outlined below demonstrate that the beneficial impacts of our funding are felt across the entire community of Western Australia. The examples show that our grants are significant in supporting community facilities and accommodation, transport for community members, participation in community celebrations and key events as well as support for community projects of broad and unique significance to Western Australia.
SUPPORTING COMMUNITY FACILITIES Commission grants are manifest in a range of community facilities throughout the State. For example the Commission provides significant support to a range of community buildings. Building grants are provided toward community centres, community recreation facilities, interpretive centres and shared buildings with shared agency facilities. Funding is directed towards the construction, purchase or upgrade of facilities. Examples of community buildings supported during the year include:
• $1.5 million toward the “Welcome Community House”, a new Lotteries House in Karratha providing purpose built and affordable accommodation for a range of community organisations in Karratha; • $886,294 towards new premises for Anglicare in Adelaide Terrace Perth; • $502,778 towards a significant upgrade to the Autism Association’s premises in Subiaco;
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• $386,294 towards the construction and fit out for Centrecare’s new facilities in Cannington; • $250,000 toward creche and community facilities in the new Warnbro Aquatic and Leisure Centre; • $220,000 toward community meeting and office facilities in the new Community Resource and Health Centre in Waroona; • $200,000 toward a building upgrade for the Lorikeet Clubhouse in Wembley, a psycho-social rehabilitation service of the Schizophrenia Fellowship; • $176,939 toward a building extension for the Dianella Church of Christ to enhance its community facilities accessed by a range of local groups, including playgroups; • $137,000 towards construction of a new Community Resource Centre in Jerramungup; • $100,845 toward a new Aboriginal display in the Kodja Place Visitors Interpretive Centre in Kojonup; • $98,621 toward creche and community pool features in the new Narrogin Regional Recreation Complex; and • $95,000 toward new creche facilities in the refurbishment of the Hartfield Park Recreation Centre in Forrestfield.
HELPING PROVIDE COMMUNITY TRANSPORT Community transport is another key area the Commission contributes to the quality of life of the Western Australian community. Community buses are one avenue of such support that provide transport to members of our community who find it difficult to travel independently, or access key community services, such as seniors. These grants help reduce community isolation and increase community participation, as well as increase transport opportunities in rural and remote communities. Examples of community buses supported during the year include: • $70,522 for the Shire of Mukinbudin toward its community bus service; • $86,097 for the City of Mandurah to provide a community bus service to its residents including disabled and frail aged community members; • $75,000 for the Shire of Northampton to establish a community bus service in the local region; • $179,634 for Anglican Homes to purchase four buses to transport elderly and frail aged residents of three hostels and six retirement villages; • $71,040 for the Shire of Nungarin to provide a community bus service; • $49,470 for Derbal Yerrigan Health Service to provide transport to frail aged and younger disabled clients of its Medina Day Centre; and
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• $77,320 for the Shire of Ngaanyatjarraku to provide transport to enable community participation in women’s, youth, health, arts and recreation initiatives in this remote locality.
SUPPORTING COMMUNITY CELEBRATIONS We also helped the community celebrate socially significant occasions through support to a number of festivals and events. The Australia Day Lotto Skyworks is perhaps a more notable event supported by the Commission. Staged by the City of Perth, the Skyworks is attended by hundreds of thousands of Western Australians, with thousands of others viewing the fireworks from a range of vantage points throughout the metropolitan area. The celebration brings together families and friends to celebrate Australia Day, picnic, enjoy the day’s entertainment and the fireworks finale. A host of other events were also supported during the year including: Centenary of Federation celebrations, Multicultural Festivals, Indigenous Festivals, Children’s Festivals, Music Festivals, Arts Festivals, Local Community (Regional and Street) Festivals, Comedy Festivals, Spring Festivals, Beach Festivals, Christmas Festivals, Australia Day celebrations, International Women’s Day celebrations, ANZAC Day events, International Year of the Outback Celebrations, Free Family and Community Concerts and Summer Concerts.
Support also extended to the marking of special occasions such as openings for the Bruce Rock Amphitheatre, the Memorial Park Memorial Wall in Geraldton, the Donnybrook/Balingup Community Centre, the Gravity Discovery Centre in Gingin and the Walpole Tourist and Community Centres.
CONTRIBUTING TO SIGNIFICANT COMMUNITY INITIATIVES The Commission is proud to support special initiatives that are of broad significance and greatly add to the quality of life for a large section of our community members. Commission support to these projects provides a significant contribution to what makes our State so special. This year’s initiatives included: Discovery and Exploration Gallery – A contribution to the construction and fit out of the Discovery and Exploration Gallery, at the Gravity Discovery Centre near Gingin, alongside the newly established Australian International Gravitational Observatory. The Gallery provides an opportunity for the community to be involved in the significant work being undertaken by the Observatory, the only one of its kind in the Southern Hemisphere. We supported the project with a grant of $300,000. HMAS Sydney Memorial – We supported the completion of HMAS Sydney Memorial in Geraldton with a grant for $200,000. The memorial acknowledges the loss of HMAS Sydney, which was sunk in battle in WWII, and the 645 servicemen who died in the biggest loss of life in a naval encounter in Australia’s history. International Council of Women General Assembly – Support to the Western Australian National Council of Women to help in their hosting of the International
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Council of Women General Assembly to be held in Perth in 2003. The grant for $129,507 will also subsidise attendance by local disadvantaged women. World Cup Women’s Hockey - Support to the WA Women’s Hockey Association toward the volunteer program at the World Cup Women’s Hockey to be held in Perth in November/December 2002. This significant international event is expected to showcase the State to a national viewing audience of 2 million and an international audience of 3 billion. The project also involves the Hockeyroos in a mentoring and development support project with up to 50 youth at risk. We supported the project with a grant of $68,189.
OUR DIRECT GRANT PROCESSES Strategic Objectives: Effective and efficient grant making
Result: % agreement with efficiency of grant making process; 89%
Result % agreement with effectiveness of grant making process; 91%
Goal Maintain our high standards of efficiency and effectiveness in these areas
Strategic Objective: Optimise returns to the community
Result: Record $45.45 million approved for the WA community
Goal Return $47.75 million to the WA community
Ongoing work with the community sector and government continued through reviews in several program areas to ensure the Commission’s funding approach remains contemporary, relevant and reflects community and Government priorities.
Policy and Process Initiatives Four years ago we embarked on a comprehensive review of the policy and program priorities which direct our grant funding. Amongst the most significant changes to result is a stronger focus on the principles of collaboration and co- operation in funding community initiatives, something that is now made explicit in our funding guidelines. 2002 was a very active policy development year for Community Funding. Notable policy development and new initiatives during the year included the following:
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• Seniors Grants - The funding approach to Seniors was reviewed resulting in a confirmed commitment to support the needs of older Western Australians, through a more flexible funding approach, which supports innovation and responds to seniors in both residential and community settings; • Aboriginal Grants - The Aboriginal Funding Program was reviewed involving consultation with community, government and other stakeholders to ensure that both community and government priorities were noted, and that our funding approach continued to be responsive and relevant. All stakeholders affirmed the Commission’s current funding approach as unique, accessible and very valuable. The Program has been renamed the Indigenous Program (based on recommendations made during the review consultations), and retained with a commitment to the principles of the State Partnership Framework to build a new and just relationship between the Aboriginal people of Western Australia and the Government of Western Australia; • Conservation Grants – A review was undertaken to examine the current policy and funding environment and ensure that the Commission’s funding approach complements that of others and adds maximum value to conservation effort. The Review confirmed the significant value with which the Commission’s grants for community conservation projects are viewed. It also highlighted the important volunteer effort in supporting conservation of our environment. The revised Conservation Program retains our focus on community based local projects including a partnership approach with other funding bodies where feasible; • Children’s Services Small Grants – A review of the Children’s Services Small Grants also affirmed their value supporting initiatives for children under 12. We will continue to support this area with a further four-year funding round based on our current approach and incorporating greater flexibility for responding to children’s service priorities; and • Vehicles Grants - Revised guidelines were developed to assist community organisations to develop asset management and replacement plans as identified in a Vehicles Outcomes Study undertaken in the previous year.
Community Funding Business Improvements During the year we have put in place a number of process improvements which have enhanced our internal administration as well as service to customers. The most significant of these include: • Customer Enquiry System - We continue to refine the telephone customer enquiry system implemented in July 2001. The new system provides customers with more direct access to the person with the knowledge relating to their enquiry. Consistency, accuracy and promptness continue to be the fundamental principles underpinning the system; • Web-Based Grants Guide - Our web site continues to be our primary communications medium with our funding recipients. A feature of the web
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site is an Online application form and funding guidelines, supported by the “Grants Guide” - a web based tutorial, which allows organisations to explore funding eligibility and possible grant types. Our recent customer survey indicates that more than 85% of our customers utilise the web to access our application forms and guidelines. A summary of guidelines was also added as a further enhancement to our web site; • Customer Feedback Project – In 2001 we undertook our first customer feedback survey. Feedback relating to the grants application, assessment process and acquittal of the grant was invited and resulted in a 95% overall satisfaction measure. A second survey was undertaken in April 2002 resulting in an overall satisfaction measure of 94%. This is essentially consistent with the previous year, and as noted by our market research provider, with such a high starting point there is little room to move upwards - but we will work towards it! The detail of the survey will be used to inform improvements to our business processes and customer service; and • Information System Enhancements - Significant enhancements were made to our funding information system to improve the system’s reporting capacity and data coding framework. This will provide us improved data access to assist with our planning and policy development and review processes.
New Initiatives During the year we implemented new initiatives to boost our support to the community and encourage greater community participation. Program Initiative Seniors - The review of the Commission’s aged care policy resulted in an increase to the Seniors budget, and confirmed our commitment to support the needs of older persons living in the Western Australian community through community based services and initiatives. We are confident that the revised Program (which shifts from formula based funding to a more flexible funding approach), will support innovation and respond to seniors in both residential and community settings. Revised guidelines were implemented in June 2002 following community sector comment. Partnership Initiatives Business and Community - This year we continued with our Community Business partnership initiative. As both a major Western Australian business organisation and a significant supporter of the Community sector, we acknowledge the valuable role we can play in linking these two sectors. This year has been highlighted by: • Bringing leaders in the community and corporate sectors together by hosting discussions and seminars – examples of topics during the year include Social Entrepreneurship, 360-Degree Accountability, Social Ventures Australia and the Mayfair (USA) Neighbourhood Recognition Project. Of equal importance to the messages of the guest speakers are
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the opportunities for discussion, networking and relationship building that occurs; and • The development of a project which has potential to assist with best practice contemporary models of community and business working collaboratively towards mutual goals. It is especially pleasing to see other initiatives – variations on the theme emerging throughout Western Australia. We will continue to develop this initiative and to engage with others to develop a uniquely Western Australian response to the universal trends of partnerships and corporate citizenship. The current not-for-profit sector concerns around reducing fund raising capacity together with those of the business sector and individual philanthropists about increasing demands and pressure to be “good corporate citizens” have also encouraged us to continue with this initiative. Sitting between government, business and the community, we are in an ideal position to bring about constructive dialogue and relationships. In developing new initiatives the Commission also acknowledges its role as a government sector organisation and our capacity to partner with relevant agencies toward more effective community outcomes. Examples of such initiatives include: • Physical Activity Taskforce – We have supported the Premier’s Physical Activity Taskforce, a priority health and community project, with a commitment of up to $500,000 per annum over three years. The funding will support agreed initiatives that extend community involvement under the Taskforce and are in keeping with Lotteries Commission funding principles; • Heritage Funding – We have also worked in partnership with the Heritage Council with the agreement to provide up to $500,000 per annum over the next three years towards the “community” component of the Heritage Grants Program. Funding will be in keeping with existing Commission funding requirements and processes while incorporating Council priorities, criteria and grant conditions; and • Indian Ocean Territories Funding - The Shires, residents and community groups of the Indian Ocean Territories (IOT) are able to apply for funding to the Department of Transport and Regional Services for a support similar to that available under Western Australian grant schemes. The Commission has agreed to assist the Department in the assessment of IOT community assistance grants in line with Lotteries Commission of Western Australian guidelines and criteria on a fee for service basis.
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OUR PEOPLE AND ENVIRONMENT
Strategic Objective: Outstanding staff, motivated and engaged in our business
Result: % payroll invested in staff training and development; 3.0% (target 4.1%)
Goal: % payroll invested in staff training and development; 3.1%
Result: 215 courses attended by staff members
Goal: To continue to train and develop our staff
We take pride in our continuing reputation as an “employer of choice”, evidenced by the very high levels of response to our recruitment advertisements and the significant number of unsolicited approaches for work experience and employment. A range of staff-related performance indicators are included in our “People and Learning” scorecard and the development of motivated, engaged and skilled staff is a strategic objective for the Commission.
OUR WORKING ENVIRONMENT Initiatives which have helped us achieve our objectives include the refurbishment of the first floor of our headquarters at Walters Drive in Osborne Park. This addressed the limitations of the original office layout which had become a major barrier to increasing productivity and the creation of functional work groups. A review of the ground floor is currently being undertaken and it is anticipated that the refurbishment will be finalised in the first half of the new financial year. The new office design has created an increased number of better-designed work stations on an open plan model. We believe the design is an important element of our ‘People 2003’ project and provides the flexibility to make the structural changes associated with more multi-disciplinary work teams. We place a high value on maintaining a family friendly workplace and offer flexible working arrangements, including working from home, part time employment and special arrangements for staff responsible for dependent family members. The Commission has been a major supporter of the International Year of Volunteers. This has prompted us to look at how we can better support our staff in the many voluntary activities in which they are involved. Our Code of Conduct has been amended to include provisions which support staff members actively becoming involved with and supporting community groups and events.
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All staff have access to a range of opportunities for personal, as well as professional, development and well-being. Amongst the activities offered to our staff during the year were: • opportunities to represent the Commission at a wide range of events and celebrations associated with Lotteries Commission grants and lottery product launches. We believe that all staff, not just senior management and Board members, should see the tangible impacts of their work in the community and in the marketplace; • attendance and participation in major events with which the Commission has an association. One notable event has been the chance for staff, selected by “lucky dip”, to represent the Commission as a driver in the Rally Australia “Corporate Challenge”; • a staff-run, Commission funded, Social Club which staged a variety of social activities during the year, such as Melbourne Cup, Easter and Christmas parties and an end of financial year sales and funding “tipping” competition. The Social Club has also been actively involved in coordinating a number of fund raising activities which support community based charities; • a corporate “Wellness Program” which includes the funding of gym memberships and other services to support the physical and personal well being of our staff; • involvement in the annual Juvenile Diabetes Foundation’s Walk for the Cure; and • access to an Employee Assistance Program including Grief/Trauma counselling services.
PEOPLE 2003 PROGRAM In the latter half of the 2001 calendar year a new human resource management program was developed and commenced. The People 2003 Program is a comprehensive and structured suite of projects designed to align the activities, skills and behaviours of all employees with the business strategies and objectives. The business environment facing the Commission is one of increased competition in the traditional market for discretionary entertainment. People within the Commission will need to develop new skills, in the areas of technical knowledge, to meet changing business demands, as well as in the ‘soft’ skill areas of individual and team interaction, management of others and leadership of groups. These are necessary to enable the Commission to continue to compete effectively into the future. Development of new capabilities, or an expanded range of existing capabilities, allow the Commission and its employees to create a flexible workforce able to respond effectively to future challenges.
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The People 2003 Program consists of four main projects, each focussing upon a selected major area of people management; namely: • An information gathering and statistical analysis project to determine the ‘present state’ of people related issues within the Commission. A comprehensive employee opinion survey was carried out as part of this project and produced very useful results related to job design and motivating potential, working environment and other measures from which detailed performance indicators can be developed. The results demonstrated that the Commission presently performs at an equivalent level to other benchmarked organisations. There were strong positive results in employee commitment to the work of the Commission; • A business education project to identify and develop a structured range of knowledge based modules designed to provide employees with the broad range of business skills needed for the future. Most work on this project will take place in 2003 following on from development of the other projects and greater clarity in corporate planning directions; • A leadership project to develop the common set of beliefs, skills and knowledge needed to lead a complex business. Behaviour based capability frameworks have been developed to cover all employees and these are being integrated into a new Performance Assessment Process incorporating both task based and behaviour based assessment. The Capability Frameworks are linked to the Commission’s strategic plan objectives and reflect the desired characteristics and actions of Commission employees. Over time these capabilities are also to be included in recruitment and selection processes and remuneration decisions; • An organisation structure review project concerned with the reporting lines, division of work, remuneration levels and classification processes that needs to be in place to support the Commission as it changes to meet business challenges. A number of organisational design models have been studied and their various impacts upon the Commission have been analysed. Supporting structures and methods of progression through salary ranges are under consideration; • A fifth project concerns the communication of information to employees to ensure that they have the opportunity to be informed about progress and intentions, to make comment and to request answers on issues of concern. The intention of the People 2003 program is to integrate the outcomes of all projects into a comprehensive management system to benefit the business objectives of the Commission and to provide a high satisfaction and high skill work environment for all employees.
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STAFF STATISTICS During the year: • the Commission operated within it staffing budget; • 11 new staff members joined the Commission • 11 staff members ended their employment with the Commission. The average annual staffing levels expressed as Full Time Equivalents (FTEs) are as follows:
2001 2002
Approved FTEs 146.3 149.5 Actual FTEs 143.0 142.5
The actual number of staff (full and part time) employed by each section of the Commission as at 30 June 2002 compared to 30 June 2001 were:
2001 2002
Community Funding 24 24 Corporate and Financial 46 46 Services Executive 5 5 Information Services 45 45 Sales and Marketing 33 34
Totals 153 154
This year a number of long serving staff celebrated milestones at the Commission. Amongst them were Jan Stewart who celebrated 10 years as CEO and Steve M Jones and Elda Michelon who both celebrated 20 years.
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STAFF PROFILES
Total Staff No. of Staff 140
120
100
80 Full Time Part Time 60
40
20
0 1998 1999 2000 2001 2002
No. of Staff Staff Age Summary By Gender
30
25
20 Female Male 15
10
5
0 16-20 21-30 31-40 41-50 51-60 61-70
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Staff Profiles Continued
Staff Years of Service
No. of Staff 45 40 35 Female 30 Male 25 20 15 10 5 0 0-5 6-10 11-15 16-20 21-25 26-30 31-35
WORKPLACE REFORM THE COMMISSION’S BUSINESS IMPROVEMENT & REMUNERATION PLAN The Commission’s performance in 2001/02 was: • sales of $454.7 million; • approved funding of $135.5 million to the Western Australian community; and • a saving of $1.31 million on the expense budget. These achievements reflected strong expenditure control, the use of a continuous improvement process and the awareness amongst our staff of the link between their individual performance and overall business outcomes. These benefits flow from the adoption of an ‘economic value added’ model known as the ‘Business Improvement and Remuneration Program’ (BIRP) which, for the past two years, has linked salary increases to overall business outcomes. However recent changes to the Industrial Relations environment will see the salaries and conditions of staff placed under a common government agreement that applies across the government sector. This is part of the government’s "Public Sector Wages and Parity Policy" which seeks to ensure that conditions for government employees are comparable and equitable. The focus over the next year will involve implementing the government wages and conditions policies whilst exploring the development of agency specific conditions to ensure business outcomes are delivered.
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TRAINING AND DEVELOPMENT Through business planning and annual performance reviews staff continue to identify the areas of enhanced knowledge and experience needed by each workgroup to continuously improve their performance and business processes. Special emphasis was also given to corporate training in the areas of project management and monthly forums on subjects linked to corporate development. Support is provided to those staff undertaking formal tertiary studies. This year 6 staff undertook study in relevant disciplines.
STAFF INDUCTION The staff induction program continues to evolve due to regular monitoring and evaluation, including new staff members’ formal feedback. A review of the induction process has commenced to ensure that the process is effective in meeting the new staff members needs and ensuring that they are successfully integrated into the Commission’s culture. Greater emphasis has been placed on making sure new staff members are clear about their responsibilities under the Commission’s Code of Conduct and what constitutes appropriate and responsible use of the Internet and e-mail. Correct office ergonomics is also highlighted.
STAFFING POLICIES The Commission’s Human Resources Management Manual contains all policies and procedures applied by the Commission. These have integrated EEO, redeployment, Public Sector Standards, Disability Services and Codes of Ethics and Conduct. The Commission’s staff are recruited as widely as considered appropriate to meet business needs.
RECRUITMENT A new recruitment process was introduced which has streamlined procedures without compromising quality. The Commission seeks to ensure that the most appropriate person is appointed to the position within the principles of the Public Sector Standards in Human Resource Management.
OCCUPATIONAL HEALTH SAFETY AND WELFARE During the year the Commission received nine “Notification of Incident Reports” from staff (zero in 1999/2000). In addition to providing notification of an incident, the Reports are used to alert management about potential hazards or areas of concern. It has been this preventative approach together with staff education that has lead to the increase in the number of reports.
WORKER’S COMPENSATION AND REHABILITATION The Commission received three claims for Worker’s Compensation which led to a total of 40 days in lost time. Two of the claims were motor vehicle related while the third was due to a fall on one of the Commission’s staircases. The claims have been closely managed and in depth consultation has occurred with staff
55 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS members, insurers and doctors to ensure the best outcome for the employee and the Commission.
INDUSTRIAL RELATIONS During the year no industrial relations issues arose within the Commission.
OUR ORGANISATION Strategic Objective: Minimise the costs of raising funds
Result: Total gaming expenses as a % of sales 6.1% (target 6.5%)
Goal: Total gaming expenses as a % of sales 6.3%
Strategic Objective: Innovative and responsive business development
Result: Total operating expenses as a % of sales 6.76% (target 7.2%)
Goal: Total operating expenses as a % of sales 7.0%
During the year Alec James, the Director of Sales & Marketing was seconded to a special project position within the organisation. This will continue for at least the first half of 2003. The Commission’s Organisation Structure published in this report the changes resulting from this move.
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ORGANISATION STRUCTURE AT 30 JUNE 2002
BOARD OF COMMISSIONERS Kevin Campbell, Chairman Roger Lewis Corin Lamont AUDIT COMMITTEE Anne Conti Patricia Tassell Peter Holland
PUBLIC CHIEF EXECUTIVE OFFICER SPECIAL PROJECTS AFFAIRS Director, Alec James
COMMUNITY CORPORATE & INFORMATION SALES & FUNDING FINANCIAL SERVICES SERVICES MARKETING A/Director, Jacquie Director, John Cheyne Director, Les Cooper A/Director, Kerry Thompson Pearmain
• Business Services • Business Analysis & Support • Management Team • Customer Enquiries • Funding Programs • Despatch & Instants • Systems and • Marketing & Promotion • Policy & Planning • Financial Accounts Infrastructure Team • Market Research & • Financial Operations • Gaming Services Team New Product • Financial Services • New Developments Development • Human Resources Team • Retailer Training • Security & Administration • Sales & Retail • Treasury & Legal Services Distribution • E -Marketing
LOTTERY EXTERNAL ADVISORY RETAILERS BODIES
• Connected Families, Connected Communities Technical Panel • Social Research Technical Panel • Emergency Services Bush Fire Brigade Technical Panel • Gordon Reid Foundation for Conservation • Gordon Reid Foundation for Youth Advisory Committee • Heritage Advisory Committee • Medical Research Technical Panel • Sea Search and Rescue Technical Panel • State Emergency Services Technical Panel
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BOARD OF COMMISSIONERS Each member of the Board is appointed by the Minister for Government Enterprises to serve for a period of up to three years. The members are appointed according to their expertise in areas relevant to the Lotteries Commission’s activities. The composition and attendance record of the Board during 2001/02 was as follows: Board Member Attendance
Kevin Campbell (Chairman) 12 of 12* Roger Lewis 10 of 12* Corin Lamont 12 of 12* Anne Conti 9 of 12* Patricia Tassell 6 of 6 Peter Holland 2 of 3 Geoffrey Harris (former Commissioner) 2 of 4 Karen McGay (former Commissioner) 8 of 9*
* includes 1 special planning meeting
KEVIN CAMPBELL - CHAIRMAN Kevin Campbell has been Chairman of the Lotteries Commission since December 2000. Over the past 35 years, Kevin has been at the forefront of technology through an extensive and diverse career in the broadcasting industry in Australia. He pursues an active and varied community leadership role, including the chairmanship of the Institute of Child Health Research, The Order of Australia Association (Western Australian branch), and the Western Australian Academy of Performing Arts. Kevin is a also a member of Edith Cowan University Council and is the inaugural patron/mentor for recruits at the Western Australian Police Academy. He was awarded a Member of the Order of Australia in 1998 for his contribution to broadcasting and his community service activities.
ROGER LEWIS Roger Lewis was appointed to the Board in March 2000. Having left Perth in 1969, Roger 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, Roger held senior management positions in administration, accounting and finance, retiring as Group Financial Controller in April 2000. Roger is a member of the Australian Society of Accountants, as a Fellow Certified Practising Accountant.
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CORIN LAMONT Corin Lamont was appointed to the board in January 2001. Since 1978 she has worked to establish the highly regarded Lamont's winery, restaurant and gallery in the Swan Valley. In recent years this family business has expanded to include a restaurant in East Perth and a cellar door facility and restaurant in Yallingup. Corin is a foundation member and immediate past President of the Swan Valley Tourism Council.
ANNE CONTI Anne Conti was appointed to the Board in May 2001. Anne has many years experience in the media and many will remember her as one of Western Australia’s first female news presenters. More recently Anne has managed her own media training consultancy. Between 1994 – 1996 Anne was a member of the Commission on Government. Anne is currently a councillor in the City of Swan and a Board member of the Constitutional Centre of Western Australia. She has served as the Honorary State President of Save the Children Fund, as a member of the Advisory Board to the State Theatre Company, the West Australian Symphony Orchestra and the WA Opera Company.
PATRICIA TASSELL Patricia Tassell was appointed to the Board in December 2001. Patricia has a strong professional history in career counselling and personnel placement, having worked with Job Link in Whitfords and Joondalup for most of the 1990s. Patricia is currently the Principal of Career Pursuits in Joondalup and also the Chairperson Joondalup Lotteries House Steering Committee. Patricia brings to the Board her significant experiences in small business and government liaison, first-hand relations with community groups and a broad understanding of social issues.
PETER HOLLAND Peter Holland is our most recent addition to the Board, appointed in March 2002.
Peter has worked in media - radio and television – since the early 1960s. He is currently a news presenter for Channel 9. Peter has an expansive interest and involvement in the arts, the literary world and community organisations. He takes a leading role with organisations like Canteen, Western Australian Symphony Orchestra, Institute for the Blind, Save the Children WA and the Variety Club of WA.
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ADVISORY COMMITTEES AND TECHNICAL PANELS The Commission gratefully acknowledges the contributions of the following people whose advice and expertise has helped determine the allocation of direct grants in 2002.
Connected Families, Connected Communities Technical Panel Medical Research Technical Panel
Ms Pauline Bagdonavicius Professor Val Alder Professor Jim Ife Mr Campbell Ansell Mr Roger Lewis, Commissioner Professor Simon Carroll Ms Emma Kate McGuirk Professor Ian Constable (Delegate Professor Ms Lucy Morris Dao-Eyi Yu) Ms Debbie Terelinck Dr Barney Glover Professor Byron Kakulas Gordon Reid Foundation for Conservation Professor John Wood (Delegate Dr Vin Martin) Professor Peter Klinken (Delegate Professor Mr Neil Blake Lyn Beazley) Dr Jay Gomboso Professor Michael Quinlan Mr Norman J. Halse Professor Alan Robson (Delegate Professor Ms Colma Keating Michael Barber) Professor Harry Recher Professor Fiona Stanley (Delegate Professor Wayne Thomas) Gordon Reid Foundation for Youth Mr Mike Daube
Mr Shawn Boyle Sea Search and Rescue Technical Panel Ms Patricia Hargreaves Mr Douglas Melville Mr Rob Harrison Ms Belinda Trowbridge Ms Jo Harrison-Ward Ms Sharon Wade Mr Paul Kimber Ms Aman Pabla Mr Thomas William Reed Ms Deanna Giumelli Mr Ron Smith
Social Research Technical Panel Emergency Services Bush Fire Brigade Technical Panel Professor Alan Black Mr Paul Murphy Mr Nick Devine Associate Professor Ralph Straton Ms Jo Harrison-Ward Mr Evan Nicholas Mr Murray Lang Social Policy Unit Department of Premier and Mr Cyril Winslade Cabinet Mr E Van Rijuswoud Australian Bureau of Statistics State Emergency Services Technical Panel Cultural Heritage Advisory Committee Mr John Capes Mrs Karen McGay, Former Commissioner Ms Jo Harrison-Ward Mrs Marli Wallace Ms Susan Rooney Mr Greg Wallace Ms Janet Payton Ms Ainslie Evans
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RETAILERS CONSULTATIVE PANEL The Lotteries Commission’s Retail Network is the Commission’s frontline sales force and in order to ensure that we continue to operate in a mutually beneficial manner, a panel of Retailers meets with Commission senior management each month. At these meetings, we discuss forthcoming promotions, shared challenges and a wide range of other business issues. The Commission gratefully acknowledges the invaluable contributions of the following Retailers to this panel during 2002. The membership of the Retailers Consultative Panel at the end of the financial year is shown in the table below.
Members of Retailer Consultative Panel at 30th June 2002
Fred Notargiacomo Newsaction Lottery Centre July 2001 – June 2002
Des Mant Rockingham Central Lottery July 2001 – June 2002 Centre
Glenn Major Ocean Keys Lottery Centre July 2001 – June 2002
Stan Chait Metro Maddington Lottery Jan 2002 – June 2002 Centre
Gia Cecchele Inglewood Amcal Chemist & Jan 2002 – June 2002 Civic News
Diane Boynes Meadow Springs Lottery Jan 2002 – June 2002 Centre and News
Jayne Turner Kalgoorlie News Jan 2002 – June 2002
AUDIT COMMITTEE AND INTERNAL AUDIT The Audit Committee is central to the Board of Commissioner’s corporate governance role. The Committee is comprised of an independent Chartered Accountant, Campbell Ansell (Chairman) and Commissioners Kevin Campbell and Roger Lewis. The Commission’s Internal Auditor reports all audit findings to the Audit Committee. Other attendees at the Audit Committee meetings are a representative from the Office of the Auditor General, the Chief Executive Officer and the Director Corporate and Financial Services. The Commission’s Internal Auditor Charter and the Internal Audit Committee Charter provide the framework for the Internal Audit function.
61 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
OUR INVESTMENT IN THE FUTURE
Major Capital Projects Completed During the year three significant projects were undertaken and completed, these were: • LCERP - the Lotteries Commission’s Enterprise Resource Planning system. This project involved installing, tailoring and commissioning the Prophecy accounting package and modifying and enhancing the interfaces from other feeder systems. The cost of the system was budgeted to be $823,200, the actual cost was $844,755. $56,950 of additional work was also undertaken as a result of other concurrent projects. The system was commissioned on 4th July 2002; • First floor accommodation remodelling - This project involved redesigning office layout on the first floor of the Commission’s Walters Drive headquarter building to optimise the use of the asset while providing enhanced work station design, access and functionality. The cost of the project was budgeted to be $400,000, the actual cost was $326,932. The project was completed in August 2002. • Purchase and fit out of 63 Walters Drive - This project involved the purchase and refit of accommodation to use as a technical service centre and thereby free up valuable office space on the ground floor of the Commission’s headquarters building. Only minor modifications were necessary to convert 63 Walters Drive into a fully operational service centre. The cost of the project was budgeted to be $295,000, the actual cost was $297,655. The project was completed in March 2002.
Other Capital Projects Throughout the year considerable work was undertaken to continually develop the Commission’s information and IT environment. The main investments in the environment included upgrades to a range of systems including the community funding system (Monty), the gaming information system (OASIS) and the databases. There were also web site enhancements, installation of electronic purchasing using the central government system (GEM), desktop publishing installation, review and testing of disaster recovery environments and installation of privacy legislation related processes. There were also continued trials in Internet and new technologies through small competitions linked to the Commission’s web site, minor web site enhancements, permission based email marketing and an SMS competition that ran in conjunction with Skyworks on Australia day.
INFORMATION TECHNOLOGY PLANNING AND DEVELOPMENT During the year a new Strategic Information & IT Plan was developed. The Plan provides information and technology strategies for the next five to eight years and details future information and technology requirements, the current environment, a program for the future, an investment model, risk matrix and
62 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS recommendations. During the development of the Plan there was considerable research undertaken covering the technical environments and future use for the Internet and the provision of web based services. Although there is currently no business case for major web based development in the Commission or for an Internet Lottery sales system at this time, research and minor developments will continue in this essential area to position the Commission for the future and to protect its business. Specifically the Commission will initially develop a standard operating environment for web based systems and install new technologies while developing initial business systems in this environment. Consistent with the Plan there will be continued investments in information systems and IT infrastructure in the 2002/2003 financial year. This will cover such areas as, replacement of all PC’s, upgrading to Microsoft XP & XP Office, upgrading various system software, replacement of some local area network servers and main printers, upgrades to disk arrays, web site changes, upgrades to the Gaming operations environment. To assist with the management of this environment the ISO9001:1994 system will be upgraded to meet the ISO9001:2000 standard and security will be endorsed to AS7799 standard. There will also be continued work in the core Gaming system to meet changing business needs.
Gaming Operations In addition to the planning and project work undertaken during the year we maintained a high level of service through our existing systems. Specific performance measures were as follows: • Gaming computer system uptime was maintained at 99.993% (benchmark 99.9%); • Gaming System ISYS lottery terminals were maintained at a Mean Time Between Failure (MTBF) of 234,564 (benchmark 160,000); • Gaming System ISYS terminal preventative maintenance was completed Statewide during the year with ongoing visits by Technicians to Retailers throughout Western Australia; • Management systems, Office systems and Local Area Network uptime ranged from 99.85% to 99.96% over all the Commission’s systems (benchmark 99.9%); • Total calls into the Helpdesk to support the Retail network were 19,281 during the year, for internal systems there were 2,916 calls; and • Total field service calls by technicians, additional to preventative maintenance visits to retailers, were 1764.
Gaming Controls The Department of Racing, Gamming & Liquor has continued to provide draw supervision services for our Lotto and Cash 3 games. This is done to ensure the integrity of the Commission’s lottery games. Assurance on the integrity and security of our Scratch’n’Win games is provided by Ernst and Young who audit the ticket production process for the Commission.
63 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
COMMUNICATING WITH OUR STAKEHOLDERS
Strategic Objectives: Stakeholders and Players support for the Commission’s role
Result: % satisfaction with service related to community funding; 94%
Goal: To maintain high satisfaction levels
Result: % of players base committed to our brand; 51%
Goal: To achieve a loyal player base of 5% above the global average (currently 50%)
An organisation which has been entrusted by the community to operate a gambling business and the distribution of the many millions of dollars in profits raised by that business must have the most open of communications with its stakeholders. We believe that we must be absolutely accountable in all aspects of our business and continually look for more effective ways to communicate what our organisation is doing, how we are doing it and why. Those with whom we strive to have an open dialogue include the players of our games, those who benefit from our community funding, members of our retail distribution network, community leaders, and government. As well as being accountable, we believe that we have everything to gain from others knowing more about our activities. We believe that it is important that all our stakeholders understand that our gaming business and our community funding activities are inextricably linked. Essentially the messages we wish to communicate are that this is a business in which all Western Australians are stakeholders, a business which brings many benefits to the community of which it is a part and one which all Western Australians can be proud of.
Strengthening our Corporate Brand Research amongst Western Australians conducted during the year and in previous years showed a wide understanding that the profits from lottery games are used to benefit the community. Yet the same research shows that, apart from those who work closely with the Lotteries Commission, there is very limited understanding about the nature of our community funding work, our approach to working alongside community organisations and the philosophy and values which drive this work.
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During the year we have continued our thorough review of our corporate brand. While our individual product brands all have somewhat different qualities and ‘personalities’ they must all relate to the Lotteries master brand. This brand should embody the values and the philosophy which are common across every part of our business. Research conducted in 2000 had showed that in fact our corporate brand was a weak point in our communications. Our name and our corporate brand identity (the Lotteries ‘fan’) did not effectively communicate the personality of the business, was not readily associated with our (much stronger) game brands and had little ‘resonance’ in the community. During the year we have worked with brand specialists Enterprise IG to define the core attributes of our corporate brand and the consistent ‘promise’ we wish to make through the brand. This will be interpreted in a new visual brand identity which will address the shortcomings of the current Lotteries ‘fan’ and be our consistent ‘signature’ in all our activities, from our product advertising to projects supported by Lotteries funding. We have clarified the relationship between our corporate brand and our product brands and their different, but complementary, roles within the same brand family. Much of the background work to renew the ‘Lotteries brand’ has been completed. But the success of the project will depend on the new branding being implemented consistently and effectively in every part of our business. This is a major challenge and one of the most important projects during the year ahead. The successful implementation of the new Lotteries corporate brand will: • Communicate the Lotteries Commission’s core values across our entire product range; • Link all Lotteries Commission products to the Commission’s unique community funding role (currently Lotto has a far stronger association with funding for good causes than Scratch’n’Win); • Differentiate Lotteries Commission products from other similar products offered by competitors. (The Lotteries Commission faces unprecedented competition from other suppliers of gaming and lottery style products – many of which are similar to our own product range); • Identify projects, organisations and a wide range of ‘good causes’ which benefit from Lotteries funding in Western Australia; • Be our unchanging ‘constant’ in the marketplace, carrying the enduring values of the Commission, enabling ‘old’ products to be retired and the Commission’s core values to be transferred to new products which might be launched; and • Provide a focal point within the organisation for team building and organisational identity.
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One of the most complex aspects of the implementation will be the interpretation of the new branding in a new retail identity (shopfit). Work is underway to develop a revised retail identity based on the new branding and the need to strengthen our retail profile. Architects and designers Woodhead International are currently working with our staff, with Enterprise IG, with representatives of our distribution network and with our advertising agency, Marketforce to design an effective, contemporary and distinctive retail identity which meets the functional needs of those who sell our products. The first ‘roll out’ of this new identity is scheduled for March 2003 – the 70th anniversary of the first meeting of the original Board of the Lotteries Commission.
Public Relations (PR) Our public relations activities have an important role in supporting our product marketing. Over the last six months we have looked hard at the messages conveyed (both explicitly and implicitly) in our product advertising to try to ensure that the values which we have agreed are at the heart of our corporate brand and are supported and not undermined by our product marketing. We envisage that in the future our product advertising and our corporate communications will have a much closer ‘look and feel’ than has been the case before now. PR is always important in gaining ‘below the line’ promotion of our products. Media coverage of Lotto winners continues to be important in maintaining the strength of the Lotto brand. Highlights in the media coverage for Lotto during the year were the December 2001 ‘Megadraw’ and the June 2002 ‘Super Draw’. In both cases we achieved strong media coverage in the lead up to the draws, including, for the June Superdraw, a half hour Today Tonight show on Channel 7, dedicated to Lotto. In seeking publicity for major winners we are very aware of the need to respect absolutely the right of our winners to complete privacy. A code of conduct for managing major winners was agreed between all Australian lotteries following the media coverage of the Western Australian winners of a $30 million Powerball Lotto prize in January 2001. This code makes explicit that lottery winners have an absolute right to remain anonymous and that only those details to which they explicitly agree can be made public and can be communicated to the media.
Communicating our Impact in the Community One of our most important communication objectives is to highlight the impact of our funding in the community. We ask those who receive Lotteries funding to publicly acknowledge our support and we receive consistent coverage in community newspapers for grants of all types. We work closely with some funding recipients to ensure a particularly strong association with some groups and projects. Events such as Lotto Skyworks, Telstra Rally Australia and the Summit Homes Avon Descent offer particular opportunities to show Lotteries support for community activities. Our status as principal supporter for the Perth International Arts Festival is now well established with the opening and closing events both carrying the Lotteries name and our association through the Lotteries Film Season at the Somerville Auditorium and Joondalup.
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The launch of a renewed ‘Lotteries brand’ provides an opportunity to ensure a greater consistency in the way that Lotteries funding is acknowledged and a greater ‘reach’ into areas which are currently not well recognised. One example is our support for sporting associations made through the Department of Sport and Recreation which is not well publicised. We began to address this during the year with our sponsorship of two important events – the Active 2001 Sport & Recreation Industry Conference and the Sport & Recreation Industry Awards. We have also opened a dialogue with the Western Australian Institute for Sport (WAIS), the sporting body which benefits most from Lotteries funding, and we look forward to a closer relationship during the year ahead. A highly effective way of publicising our funding to community organisations has been to invite Members of Parliament to present Lotteries grants to community groups in their electorate. As well as generating publicity for both the recipient organisations and ourselves, these presentations give Parliamentarians an insight into Lotteries funding and the work of local community organisations.
STRATEGIC & BUSINESS PLANNING Strategic Objective: Quality and timely decisions Result Monthly Board meetings, General Management Team meetings & Senior Manager Forums
Goal Quality decisions through continual input from the Board and key staff
The 2000-2003 Strategic Plan was developed in 1999/2000 to ensure the success of our core businesses, community funding and lottery games, into the new millennium. It was constructed using the “balanced scorecard” approach. During 2001/2002 a detailed review of the strategic outcomes was undertaken, which sought to confirm whether they were still relevant and that the associated projects were also relevant and correctly prioritised. The review confirmed the relevance of the outcomes and highlighted that the five key corporate projects previously identified and currently in progress were still essential to achieving the strategic outcomes. With the initiation of the People 2003 Program during the year, our progress toward a fully integrated approach to strategic planning, corporate performance management and people management is now believed achievable over the next two years.
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANNING The Commission’s Business Continuity Plan was further refined from simulation exercises undertaken during the preceeding financial years. As a consequence of the intensive involvement of staff on corporate projects, an “all of business” continuity simulation exercise was not undertaken in 2002.
67 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
During the year the gaming system continued to be tested and operated from the Commission’s backup site. On one occasion, due to a significant communication fault in our local area, total gaming operations were transferred from our primary site to our backup site as would be case in a disaster recovery simulation exercise. The total change over was completed within the target time of 45 minutes. Further simulations exercises have been scheduled in the 2003 financial year.
COMPLIANCE WITH GOVERNMENT REPORTING POLICIES The sections below provide information on specific government initiated Customer and Accountability programs run by the Commission.
REPORTS ON CUSTOMER OUTCOMES
People with a Disability In accordance with the Government’s commitment to increase the equality of community participation and quality of life of people with disabilities the Lotteries Commission developed its Disability Services Plan in 1995. The outcomes of the Plan are that people with disabilities are: • able to independently access all Lotteries Commission’s buildings and facilities (improvements made to office layout and automatic doors); • provided with appropriate quality customer service (awareness training continued during the year); • provided with information in appropriate formats (contributed to radio broadcast of results); • able to access and use Lotteries Commission’s gaming products (redesign of player benches); • able to achieve employment at the Lotteries Commission (HR policies fully embrace employment of people with disabilities); and • able to access relevant community funding programs (Web site enhancements have improved accessibility). All targets in the Plan have, to date, been achieved and improved access to services have been well received with no complaints or negative responses being received.
Equal Employment Opportunity The Commission continues to apply its Equal Employment Opportunity (EEO) principles through the EEO Plan complemented by the Human Resources Management Manual and the Commission’s Industrial Agreements.
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Cultural Diversity and Language Plan The Commission complies with the government’s Equity and Diversity Plan 2001-2005 and is focussing on a number of recruitment strategies to increase youth employment. The Commission consistently performs above average in relation to employment of culturally and linguistically diverse staff, people with disabilities and the employment of women in senior positions within the organisation.
State Government Plan for Young People 2000-2003 The Lotteries Commission is required to comply with the State Government Plan for Young People 2000-2003. The plan aims to promote the well-being and position of young people in a number of priority areas: • Citizenship and Participation • Justice and Legal Issues • Health and Well-being • Culture, Recreation and Lifestyle • Education, Training and Employment • Living in the Community Through its Direct Grants programs the Commission supports a wide range of services and projects for young people. Before the Plan was issued, the Commission had identified Young People as a “Priority Group with Special Needs” and, through our grants, aims to “support community initiatives that provide opportunities for young people between the ages of 12-25 years, to enhance their quality of life”. Grants are provided to support the infrastructure needs of the youth sector including furniture, office and general equipment, buildings and vehicles and for innovative youth projects. During 2001/02, over $1.8 million was provided through 61 grants from this program area. Initiatives across the State Government’s priority areas have been supported. The Commission’s Gordon Reid Foundation for Youth is supported by an external Advisory Committee that includes representation from the youth sector.
69 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
REPORTS ON ACCOUNTABILITY AND COMPLIANCE ISSUES
Freedom of Information It is the Commission’s policy to provide information wherever possible. During 2001/02 six Freedom of Information applications were received. Of these, three incurred an application fee and two were third party referrals from other agencies. The Commission produces an annual Information Statement which is available to the public.
Pricing Policies on Outputs The Commission has discretion to adjust the prices of its products, subject to Ministerial approval. For most products, any price changes are subject also to agreement among the various Bloc partners.
Code of Conduct and Code of Ethics The Commission’s Code of Conduct has been widely publicised internally through a variety of means including the Commission’s Intranet. Special emphasis is placed on the Code of Conduct during induction of new staff. Our Code is reviewed and updated regularly. At the time of preparing this report, the Lotteries Commission’s Code of Conduct is being reviewed to ensure consistency with the Public Sector Standards Commission’s Code of Ethics.
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 with the Commission and Members or senior officers.
Waste Paper Recycling In complying with Cabinet Minute 2.7 of October 1991 on Government Waste Paper recycling, “Proposal to Improve Recovery Rate”, the Lotteries Commission has in place procedures that ensure all high grade waste paper is placed in special containers for recycling.
70 LOTTERIES COMMISSION ANNUAL REPORT 2002 REPORT ON OPERATIONS
Compliance with Electoral Act 1907 In compliance with section 175ZE of the Electoral Act 1907 the Lotteries Commission is required to report on expenditure incurred during 2001/02 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 $
Marketforce 2,807,001
Expenditure with Market Research Agencies
Market Equity 332,744
Expenditure with Polling Agencies
n/a Nil
Expenditure with Direct Mail Agencies
Post Data 28,437 Leigh-Mardon 77,133
Expenditure with Media Advertising Agencies
Media Decisions 5,832,415
TOTAL EXPENDITURE 9,077,730
Audit of Compliance Public Sector Standards The Commission’s Internal Auditors, PricewaterhouseCoopers audited the Commission’s application of Human Resource Standards to support the Commission’s compliance statement.
Statement of Compliance with Public Sector Management Act s.31(1) In the administration of the Lotteries Commission I have complied with the Public Sector Standards in Human Resource Management, the Western Australian Public Sector Code of Ethics and our Code of Conduct as follows: • The Commission’s Human Resources Management Manual has integrated the Public Sector Standards in relevant sections; • The Human Resources Management Manual is accessible to all staff via the intranet and limited numbers of hard copies are also available;
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• Each activity involving reference to a Standard is documented in the Human Resources Management Manual while the Commission’s Code of Conduct, which is also included in the manual, is derived from the Public Sector Standard’s Commission’s Code of Ethics; • A systems review of the Commission was conducted by the Public Sector Standards Commission, Director of Equal Opportunity in Public Employment, in March 2001. There were no recommendations for action, rather an acknowledgment that the Commission’s proposed new recruitment and selection process will enhance the relevant standard and better meet the Commission’s business needs; • The process involved in the application of all Standards is formally recorded and assessed by the Manager, Human Resources and Facilities and audited by PricewaterhouseCoopers (internal auditors); • The Code of Conduct was adopted in 1997 through an extensive staff consultative process and is reviewed regularly; • The Manager, Human Resources and Facilities monitors compliance with the Code and staff may report misconduct through the chain of command or direct to the Manager, Human Resources and Facilities; and • During the year the Commission has not received any Breach of Standards application.
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STRATEGIC PLAN 2000-2003, PERFORMANCE MEASURES
The following table summarises the Lotteries Commission's achievement against its strategic objectives identified in the 2000-2003 Strategic Plan.
Performance Indicators Desired Outcomes 2002 Actual 2002 Target Notes
Community and Customer To achieve our strategic intent, we meet the needs of the community and our customers Grant Payments as a % of Meeting statutory and 29.8% 26.6% 26.6% (statutory requirement) was exceeded due to total sales direct community funding improved sales and reduced expenses. requirements % of players base Loyal player base 51% 50% % of players committed to any Lotteries Game. committed to our brand Players are defined as anyone who bought our products in the last six months. Target set at 5% above global average. % of adult population Loyal player base 78% 80% The result is within expected measurement buying our products variations. Players awareness of our products and of our Community role contribute to this result. % satisfaction with service Customers highly satisfied 94% 90% Improvement is due to change processes introduced relating to community with service levels in 2001. Results from Benchmark Study. funding Average score of Retailers Customers highly satisfied 74% 84% Introduction of a new Service provider has resulted against service standards with service levels in a more severe grading, hence the comparatively low score.
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Strategic Plan Performance Measures (continued)
Performance Indicators Desired Outcomes 2002 Actual 2002 Target Notes
Business Processes & Innovation To satisfy our stakeholders and customers, we excel in our business processes Total Operating Expenses Innovative and responsive 6.76% 7.23% A combination of higher than budgeted sales and as % of sales business development reduced expenses has delivered this pleasing result.
Marketing and distribution Optimal marketing and 3.28% 3.44% A combination of higher than budgeted sales and costs as a % of sales distribution of products reduced expenses has delivered this pleasing result. and services Management Information Secure continuous and 99.89% 99.90% The result is within normal measurement variations. Systems Uptime quality information technology service delivery. % agreement with 89.00% 90.00% The result is within normal measurement variations. efficiency of grant making Results have been obtained from the Community process Effective and efficient Funding, Customer Service Benchmark Study. % agreement with grant-making 91.00% 90.00% effectiveness of grant making process
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Strategic Plan Performance Measures (continued)
Performance Indicators Desired Outcomes 2002 Actual 2002 Target Notes
People and Learning To achieve our strategic intent, we optimise our ability to change and improve Staff turnover Outstanding staff 7.2% <10% motivated and engaged with our business. % of payroll (salaries plus Outstanding staff 3.09% 4.16% Training is lower than anticipated due to project work on-costs) invested in staff motivated and engaged undertaken during the year. Note, the figure training and development with our business. excludes value of staff time spent on training and development activities.
Financial Performance To satisfy our stakeholders, we optimise our financial performance Total sales as % of Optimise product sales 1.51% 1.46% Improvement as a result of higher than budgeted Household Disposable sales. Income Total gaming expenses as Minimise costs of raising 6.10% 6.55% The improvement was due to containment of a % of sales funds expenses while sales increased over budget.
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OUTPUT SUMMARY TABLES
In accordance with Treasurer’s Instruction 904 the Lotteries Commission discloses in its Annual Report the relationship between its outputs, being the goods or services produced, and its outcomes, being the impact or consequence of the outputs for the community of Western Australia.
The disclosure includes output measures of quantity, quality, timeliness and cost, a comparison of actual results against target levels for the financial year and explanations for significant variations between actual and target measures.
OUTCOME NUMBER 1 – LOTTERY PRODUCTS
Outcome: The Lotteries Commission is required to provide the public of Western Australia with a range of lottery products (consistent with the Government’s gaming policy) which will satisfy their need for this form of entertainment.
Output: The provision of lottery products.
Output Description: Market, distribute and conduct State lotteries in accordance with the Lotteries Commission Act 1990 (as amended).
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Lottery Products
2002 Actual 2002 Target Explanation of Significant Variation between Actual and Target
Quantity Total Product Sales $454.69M $440.96M $13.73 million above budget due to an increase in Saturday Lotto base week sales and the December Megadraw and June Superdraw.
Quality Access to products C adult population per terminal (country ) 2,334 2,354 Result is within normal measurement tolerances. C adult population per terminal (metro) 2,643 2,675 Result is within normal measurement tolerances. Access to product information (average hours available per week) C Office Hours 86 hours 86 hours Target achieved C Telephone Results 168 hours 168 hours Target achieved C Internet 167 hours 168 hours Reduction due to supplier downtime. Gaming System availability 99.99% 99.90% Result is within normal measurement tolerances.
Timeliness Trading hours per week 45 hours 45 hours Target achieved Cost
Total Cost of gaming operations $0.72 $0.73 Result improved by higher sales and reduced expenses. (including prize liability) per $ of total product sales
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OUTCOME NUMBER 2 – COMMUNITY FUNDING
Outcome: The Lotteries Commission is required to provide funding to specific Government departments and to a wide range of community groups to enable them to achieve their outcomes for the Government and the community.
Output: Community funding allocations.
Output Description: Provide funding to specific Treasury accounts (as defined in the Act) and promote, identify, assess and distribute funds to eligible organisations for approved purposes in accordance with the Act.
Community Funding
2002 Actual 2002 Target Explanation of Significant Variation between Achievement and Target Quantity
Total Funding - Statutory $89.27 M $86.79 M Allocation improved due to increased sales. - Direct Grants $45.45 M $47.60 M Reduction is due to "medical research" grants program being carried forward. Quality
Access to Information (average hours available per week)
- Office Hours 45 hours 45 hours Target achieved. - Internet 167 hours 168 hours Reduction due to supplier downtime.
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Community Funding Continued
Timeliness
% of general direct grant 88.0% 80.0% Significant increase in this measure is as a result of continued business improvements in applications* assessed within 3 funding management. month of acceptance
Cost
Grants administration costs as % 4.61% 4.60% Increase is due to "medical research" grants program being carried forward. of Total $ of grants assessed
* general direct grants are those which are not included in any grant funding rounds
79 LOTTERIES COMMISSION ANNUAL REPORT 2002 KEY PERFORMANCE INDICATORS
CERTIFICATION OF PERFORMANCE INDICATORS
We hereby certify that the performance indicators are based on proper records, are relevant and appropriate for assisting users to assess the performance of the Lotteries Commission and fairly represent the performance of the Lotteries Commission for the financial year ended 30 June 2002.
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KEY PERFORMANCE INDICATORS
AUDITOR GENERAL’S OPINION ON PERFORMANCE INDICATORS
To view the letter from the Auditor General – click here
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KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATORS (AUDITED)
Key Performance Indicators are provided for both outcomes of the Commission as follows:
• To provide the public of Western Australia with a range of lottery products (consistent with the Government’s gaming policy) in order to meet their need for this form of entertainment; and
• To provide funding to bodies prescribed in the Lotteries Commission Act 1990 (as amended) to enable them to achieve their outcomes for the benefit of the Western Australian community;
In accordance with Treasurer’s Instruction 904, these indicators have been selected as fulfilling the required qualitative characteristics; relevance, appropriateness, verifiability, freedom from bias and quantifiability. The indicators are supported by explanatory notes where necessary. Two distinct types of indicators are identified: • Effectiveness indicators - measure the extent to which outcomes are achieved; and
• Efficiency indicators - compare resources input against resulting outputs.
The inputs to the Commission’s performance indicators are generally resources, however in measuring the performance of the community funding function the inputs include lottery product revenues, which is an output from selling lotteries products. The resources used by the Commission are the expenses incurred in raising revenue (selling lotteries products) and distributing funds (the community funding function). The outputs of the Commission are the provision of lotteries products (measured as sales revenues) and the provision of funds to the community of Western Australia. These are also shown in the Output Summary Tables of this Report. The Commission uses population figures provided by the Australian Bureau of Statistics (ABS) in calculating its performance indicators. The total population of Western Australia is used for Community Funding Indicators as all Western Australians obtain benefit from the community funding grants programs. Conversely, only the adult population figures are used for Lottery Product Indicators as only adults are permitted to purchase lotteries products.
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KEY PERFORMANCE INDICATORS
KEY PERFORMANCE INDICATOR TABLES (AUDITED)
Indicator Description Notes 2002 2001 2000 1999 1998 Community Funding Indicators
Effectiveness
Total approved funding per capita a, b $70.11 $71.39 $68.97 $69.07 $69.65
Efficiency
Total approved funding as % of a, c 29.81% 29.88% 29.07% 29.54% 31.29% Sales Total costs per $ of approved funding a, d $2.43 $2.44 $2.51 $2.47 $2.34
Lottery Product Indicators
Effectiveness
Total sales per adult a,e $302.82 $308.84 $307.09 $303.71 $290.69
Trading Profit as a % of sales a,f 34.23% 33.83% 33.38% 33.56% 33.41%
Efficiency
Gaming Expenses as % of Sales a, g 6.10% 5.98% 5.69% 5.91% 5.92%
(a) Base Data 2002 2001 2000 1999 1998 C Total Population (m) 1.9334 1.9056 1.8722 1.8432 1.8131 C Adult Population (m) 1.5015 1.4740 1.4480 1.4188 1.3883 C Total Funding excluding current 135.56 136.04 129.13 127.31 126.28 year write backs ($m) C Sales ($m) 454.69 455.24 444.65 430.91 403.57 C Costs ($m) 329.79 331.38 324.60 314.95 295.62 C Trading Profit ($m) 155.69 154.03 148.43 144.63 134.85 C Gaming Expenses ($m) 27.75 27.21 25.32 25.48 23.88 Note: Population figures are "mean" population supplied by Australian Bureau of Statistics
(b) This measure relates to the Commission’s Statement of Intent “ …to provide funds and support to the community of Western Australia…“.
The variation is due to $2.45 million of “medical research” funds carried over to the 2003 financial year.
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KEY PERFORMANCE INDICATORS
(c) This measure shows the efficiency of the Commission in converting its sales revenues to community funding. Although the Act specifies that approximately 27.5% of sales is required to go to community funding the Commission sets itself a target of 30%.
The measure for 2002, compares favourably to that of 2001. The better than expected outcome is due to higher than expected sales and tight cost controls resulting in under budget expenditure.
(d) This measure shows the extent to which the Commission has maximised community funding allocations and contained growth in expenditure. “Total Costs” include prizes, Retailers’ commissions, Gaming expenses and grants administration expenses.
While only marginally less than 2001, the carry over of “medical research” funds to 2003 has resulted in the small negative impact on the measure.
(e) This measure shows the effectiveness of the Lotteries Commission in promoting and communicating its product message to the adult population and the subsequent attractiveness of the Commission’s products to the players. Note adult population refers to the number of Western Australians of 16 years and over. This age group is permitted, by the Act, to purchase the Lotteries Commission’s products.
The 1.95% decrease when compared to 2001 is a consequence of the lower incidence of Powerball Lotto and OZ Lotto jackpots during the year. Although the strong growth in Saturday Lotto (base weeks and bonus draws) partially offset this, it was insufficient to compensate for the increase in the adult population over the measurement period.
(f) This measure shows the effectiveness of the Commission in generating surpluses from sales revenues. Trading Profit is total Sales Revenue from lottery products less Prizes and Retailers’ commissions paid. The surpluses are then available for distribution to the community subsequent to the deduction of the Commission’s operating costs and making appropriate provisions for future capital expenditures.
The year-on-year variation is due to under budget expenditure as a result of tight cost controls.
(g) This indicator shows the rate at which the Commission consumes resources in generating sales revenues. Gaming expenses are the total operating expenses excluding grants administration expenses.
While the lower incidence of jackpots has influenced the performance measure this year, there is an expectation that the ratio will remain at the 6% mark in future years. One of the main reasons for the increase was the introduction of the new gaming system PRO:SYS, in 2001. Depreciation of this system had added approximately $0.63 million to the Commission’s expenses without a compensating increase in the sales. This situation was known at the time of purchase, however for risk management reasons (ie. support of our previous gaming system and hardware was in jeopardy) the purchase became a priority to maintain operations in the medium to long term.
84 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
ANNUAL ACCOUNTS
Certification of Financial Statements for the year ended 30 June 2002
The accompanying financial statements of the Lotteries Commission have been prepared in compliance with the provisions of the Financial Administration and Audit Act 1985 from proper accounts and records to present fairly the financial transactions for the financial year ending 30 June 2002 and the financial position as at 30 June 2002.
At the date of signing, we are not aware of any circumstances which would render any particulars included in the financial statements misleading or inaccurate.
Page 85 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
AUDITOR GENERAL’S OPINION ON FINANCIAL STATEMENTS
To view the letter from the Auditor General – click here
Page 86 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002 STATEMENT OF FINANCIAL PERFORMANCE For the year ended 30 June 2002 Notes 2002 2001 $000s $000s Revenues from ordinary activities Trading profit 2 155,686 154,026 Interest 5,958 7,319 Forfeited prizes 3 4,526 3,967 Retailer fees 4 1,535 2,913 Player Registration Service 5 443 327 Net profit on disposal of non-current assets 6 0 10 Other revenue from ordinary activities 7 323 605 Total revenue from ordinary activities 168,471 169,167 Expenses from ordinary activities Building & Facility management 9 1,008 1,050 Corporate management 10 4,230 4,297 Gaming System management 11 5,147 4,512 Non-Gaming System management 12 2,421 2,620 Product management 13 11,429 10,988 Retail Network management 14 3,483 3,748 Net loss on disposal of non-current assets 6 11 0 Total expenses before Funding Management and Community Funding 27,729 27,215 Funding Management expenses 3,034 2,954 Total expenses after Funding Management & before Community Funding 30,763 30,169
Community Funding 17 134,722 134,073 Total Expenses from ordinary activities 165,485 164,242
Net Profit 2,986 4,925 Net (decrease) in asset revaluation reserve 25 0 (829) TOTAL CHANGES IN EQUITY 2,986 4,096 Other than those resulting from transactions with owners as owners
The Statement of Financial Performance should be read in conjunction with the accompanying notes.
Page 87 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002 STATEMENT OF FINANCIAL POSITION As at 30 June 2002 Notes 2002 2001 $000s $000s Current Assets Cash assets 27 7,271 2,115 Receivables 20 16,460 15,699 Other Financial Assets 18 70,743 75,390 Inventories 19 856 886
Total Current Assets 95,330 94,090
Non-Current Assets Property, Plant and Equipment 22 23,358 25,905 Work in Progress 21 5,363 782 Other Financial Assets 18 22,959 18,962
Total Non-current Assets 51,680 45,649
Total Assets 147,010 139,739
Current Liabilities Payables Prizes 23 21,312 19,657 Community funding 23 49,550 45,927 Other payables 23 4,169 6,553 Sales in advance 1,584 1,484 Provisions 24 11,752 10,641
Total Current Liabilities 88,367 84,262 Non-Current Liabilities Provisions 24 1,391 1,211
Total Liabilities 89,758 85,473
Net Assets 57,252 54,266
Equity 25 Revaluation Reserve 598 598 Retained Profits 56,654 53,668
Total Equity 57,252 54,266
The Statement of Financial Position should be read in conjunction with the accompanying notes.
Page 88 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
STATEMENT OF CASH FLOWS For the year ended 30 June 2002
Notes 2002 2001 $000s $000s Cash Flows from operating activities
Receipts Sale of Goods & Services 456,718 450,916 Interest received 5,579 7,267 GST receipts on sales 238 427 GST receipts from taxation authority 9,671 8,017 Payments Prizes and Retailers’ commissions (291,875) (288,410) Suppliers and employees (35,697) (23,552) Community funding (131,099) (128,918) GST payments on purchases (7,785) (9,618)
Net cash provided by operating activities 5,750 16,129
Cash Flows from investing activities Purchase of non-current physical assets (1,244) (14,360) Proceeds from disposal of non-current physical assets 0 20 Maturity/(Investment) of long-term investments (3,997) 3,038
Net Cash provided by investing activities (5,241) (11,302)
Net increase in cash held 509 4,827 Cash assets at the beginning of the financial year 77,505 72,678
Cash assets at the end of the financial year 27 78,014 77,505
The Statement of Cash Flows should be read in conjunction with the accompanying notes.
Page 89 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
NOTES TO THE FINANCIAL STATEMENTS
1. Significant Accounting Policies The following accounting policies have been adopted in the preparation of the financial statements. Unless otherwise stated these policies are consistent with those adopted in the previous year.
General Statement
The financial statements constitute a general purpose financial report which has been prepared in accordance with Australian Accounting Standards and Urgent Issues Group (UIG) Consensus views as applied by the Treasurer’s Instructions. Several of these are modified by the Treasurer’s Instructions to vary application, disclosure, format and wording. The Financial Administration and Audit Act and the Treasurer’s Instructions are legislative provisions governing the preparation of financial statements and take precedence over Australian Accounting Standards and UIG Consensus views.
The modifications are intended to fulfil the requirements of general application to the public sector together with the need for greater disclosure and also to satisfy accountability requirements. If any such modification has a material or significant financial effect upon the reported results, details of that modification and, where practicable, the resulting financial effect, are disclosed in individual notes to these financial statements.
The statements have been prepared on the accrual basis of accounting using the historical cost convention, with the exception of certain non-current assets which, subsequent to initial recognition, have been measured on the fair value basis in accordance with the option under AAS 38(5.1) (see notes 1(l) and 22).
(a) Acquisitions of Assets
The cost method of accounting is used for all acquisitions of assets. Cost is measured as the fair value of the assets given up or liabilities undertaken at the date of acquisition plus incidental costs directly attributable to the acquisitions.
Assets acquired at no cost or for nominal consideration are initially recognised at their fair value at the date of acquisition.
(b) Depreciation of non-current assets
All non-current assets having a limited useful life are systematically depreciated over their useful lives in a manner which reflects the consumption of their future economic benefits.
Depreciation is provided on the straight-line basis, using rates which are reviewed annually. Useful lives for each class of depreciable asset are:
Page 90 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
Builidings (excluding Land) 50 years Equipment and Fittings 5 to 10 years Computer Equipment 5 to 8 years
Works of art owned by the Commission are anticipated to have very long and indeterminate useful lives. Their service potential has not, in any material sense, been consumed during the reporting period. Consequently, no amount for depreciation has been recognised in respect of these assets.
(c) Employee Entitlements
Annual Leave
This entitlement is recognised at current remuneration rates and is measured at the amount unpaid at the reporting date in respect to employees’ service up to that date.
Long Service Leave
A liability for long service leave is recognised, after three years’ service, and is measured at current remuneration rates.
An actuarial assessment was carried out in 2001 and it was determined that this assessment was not materially different from the reported liability. This method of measurement of the liability is consistent with the requirements of Australian Accounting Standard AAS30 “Accounting for Employee Entitlements”.
Superannuation
Staff contribute to the Gold State Superannuation Scheme, a defined benefit lump sum scheme now closed to new Members. All staff who do not contribute to this scheme become non-contributory Members of the West State Superannuation Scheme, an accumulation fund complying with the Commonwealth Government’s Superannuation Guarantee (Administration) Act 1992.
The liability for the pre-transfer service liability for employees who transferred to the Gold State Superannuation Scheme, is provided for at reporting date.
The liabilities for superannuation charges under the Gold State Superannuation Scheme and West State Superannuation Scheme are extinguished by quarterly payments of employer contributions to the Government Employees Superannuation Board.
The note disclosure required by paragraph 51(e)(i)(B) of AAS 30 (being the Commission’s share of the difference between employees’ accrued benefits and the net market value of plan assets) has not been provided, as the Government Employees Superannuation Board’s records are not structured to provide the information. Accordingly, deriving the information for the Commission is impractical under current arrangements and thus any benefits thereof would be exceeded by the cost of obtaining the information. State scheme deficiencies are recognised by the State in its whole of government reporting.
Page 91 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
(d) 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. As the end of the last pay period coincided with the end of the financial year, there is no provision for accrued salaries.
(e) Leases
The Commission has only a whole of government operating lease arrangement for motor vehicles, where the lessors retain effectively all of the risks and benefits incident to the ownership of the leased vehicles. Equal instalments of the lease payments are charged to the Statement of Financial Performance over the lease term, as this is representative of the pattern of benefits to be derived from the leased vehicles.
(f) 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.
(g) Payables
Payables, including amounts not yet billed, are recognised when the Commission becomes obliged to make future payments as a result of a purchase of assets or services. Other than payables in respect of prizes and grants (see 1(m) and 1(n)), settlement generally occurs within 30 days.
(h) Inventories
Inventories are valued, on the first-in first-out basis, at the lower of cost or net realisable value.
(i) Investments
Investments are brought to account at cost and interest income and capital gains are recognised in the Statement of Financial Performance. If there is a permanent diminution in the value of investments, a provision for diminution is made.
(j) 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.
Page 92 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
(k) Revenue recognition
Sales revenue representing gross sales of all games of Lotto, Cash 3, Soccer Pools and Super 66, is recorded as at the date of the respective draw. Sales of instant lottery tickets are recorded when books of tickets are issued to Retailers.
(l) Work in Progress
No depreciation is provided during construction or when holding costs are incurred on assets that are subsequently transferred as a direct grant.
Costs associated with assets under development for use by the 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.
(m) Revaluation of Land, Buildings, Plant and Equipment
With the introduction of AAS 38, the Commission agreed on a policy of valuing land and buildings and works of art at fair value, with all other assets being valued at cost. The annual revaluations of the Commission’s land and buildings undertaken by the Valuer General’s Office, for the Government Property register, are recognised in the financial statements if they differ materially from book values.
Works of art were revalued in 2001. The Commission’s policy is to value these items as the Commission deems appropriate.
(n) 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 expense.
(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.
Revenues and liabilities are recognised by draw for Lotto, Super66, Cash 3 and Soccer Pools and by shipment to Retailers for instant lotteries.
(p) Net Fair Values of Financial Assets and Liabilities
Financial instruments traded in an organised financial market (traded securities) are valued on the basis of current quoted market value.
Page 93 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
Monetary financial assets and liabilities not traded in an organised financial market are valued on the cost basis of carrying amounts of receivables, payables and accruals (which approximates net market value).
(q) The Goods and Services Tax
The Goods and Services Tax (GST) has an effect on the amounts reported in these financial statements to the extent that the timing of payments and receipts may cause a substantial balance to be included in Receivables or Payables.
(r) Foreign Currency Translation and Hedges
Transactions denominated in a foreign currency are translated at the rates in existence at the dates of the transactions. Foreign currency receivables and payables at reporting date are translated at exchange rates current at reporting dates. Exchange gains and losses (if any) are brought to account in determining the result for the year.
(s) Comparative figures
Comparative figures are, where appropriate, reclassified so as to be comparable with the figures presented in the current financial year.
(t) Rounding
Amounts in the financial statement have been rounded to the nearest thousand dollars, or in certain cases, to the nearest dollar.
Page 94 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
2. Trading Profit Trading profit is derived from gross sales less prizes and Retailer Commissions as follows: 2002 2001 $000s $000s Sales Lotto 370,506 371,442 Scratch’n’Win 73,569 72,624 Super 66 4,571 5,117 Cash 3 4,671 4,413 Soccer Pools 1,369 1,641 454,686 455,237 Less: Prizes Lotto 217,026 217,294 Scratch’n’Win 43,695 43,812 Super 66 2,743 3,071 Cash 3 2,287 2,139 Soccer Pools 642 776 266,393 267,092
Less: Retailers’ commissions Lotto 25,989 27,502 Scratch’n’Win 5,881 5,797 Super 66 320 389 Cash 3 327 339 Soccer Pools 90 92 32,607 34,119
Trading profit 155,686 154,026
Allocation of prize monies represents approximately 60% of sales net of add-on commissions, except for Soccer Pools for which the allocation is not less than 50% of sales net of add-on commissions and Cash 3 for which the liability depends on the number of winners per game and averaged 48.5% for the year (48.5% in 2001/2002) The prize pool is supplemented from time to time by additional prizes, the values of which are included in the totals above.
Page 95 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002 Retailers are paid a commission for the sale of all products and Player Registration Service (PRS) subscriptions. PRS commission is deducted from reported PRS sales (see Note 5).
3. Forfeited Prizes
The Lotteries Commission Act 1990 (as amended) provides for the following forfeiture rules:
Instant lotteries – 12 months after the last issue of tickets in an individual game Other products – 12 months from the date of the draw.
4. Retailer Fees
Retailer Establishment fees (REF) are set at $25,000 for Retailers commencing in a new outlet and the lesser of $25,000 or 1% of the last 12 months’ turnover for Retailers taking over an existing outlet. REF represents a contribution by Retailers towards the costs of distributing and marketing lottery products. In 2001/2002 REF totalled $0.614 million ($0.664 million in 2000/2001). The decrease in retailer fees when compared to 2000/2001 is as a result of a change to the Lotto Service Fee. With the introduction of PRO:SYS in March 2001, the Commission simplified its commission/service fee structure and nets off the lotto service fee with the commission payable on its products.
5. Player Registration Service
The Commission's Player Registration Service allows players to register with the Commission and have their unclaimed prizes (other than for instant lotteries) remitted to them five weeks after the relevant draw. The service fee to players is $5 per two year membership.
2002 2001 $000s $000s
Sales 480 357 Less: Retailers’ commissions (37) (30)
443 327
Page 96 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
6. Net Profit or Loss on Disposal of Non-current Assets 2002 2001 $000s $000s
Profit Gross proceeds - sale of property, plant & equipment 0 21
Less: Net book value 0 (2) Profit on Disposal 0 19 Loss Gross proceeds - sale of property, plant & equipment 0 0 Less: Net book value (11) (9)
Net Profit/(Loss) per Statement (11) 10 of Financial Performance
7. Other Revenues From Ordinary Activities
Other revenue comprises Retailer application fees, insurance claims and other miscellaneous income. Also included in other operating revenue is $6,418 of resources received free of charge from the Crown Solicitor's office.
8. Remuneration of Auditor
The total fees paid or due and payable to the Auditor General for the financial year is as follows: 2002 2001 $000s $000s
Auditing the accounts 79 73
Page 97 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
9. Building and Facility Management
2002 2001 $000s $000s
Building Management 456 468 Building Facility - Depreciation 261 259 Motor Vehicle Fleet Management 137 145 Staff Costs 113 113 Voice Management 167 193 Allocation to Funding Management (see note 16) (126) (128) 1,008 1,050
10. Corporate Management
2002 2001 $000s $000s
Administration & Support 332 217 Board of Commissioners 86 90 Compliance & Corporate 876 1,232 External Reporting 35 28 Investments 39 38 Staff Costs 3,671 3,359 Other 145 115 Allocation to Funding Management (see note 16) (954) (782)
4,230 4,297
Page 98 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
11. Gaming System Management
2002 2001 $000s $000s
Backup Computer Site 103 128 Gaming Telecommunications 1,093 1,175 Gaming Software 609 933 Primary system - Gaming 124 128 Primary System - Depreciation 2,123 1,430 Secondary System - Gaming 48 97 Staff Costs 1,047 583 Other 0 38 5,147 4512
12. Non-Gaming System Management
2002 2001 $000s $000s Databases & Systems’ development 258 172 LAN / PCs / Peripherals – Hardware & Software 243 215 LAN / PCs / Peripherals – Depreciation 1,156 1,458 Players Registration Service 259 193 Website 31 15 Staff Costs 884 1,034 Other 5 18 O/head Allocation to Funding Mgmt (see note 16) (415) (485)
2,421 2,620
Page 99 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
13. Product Management
These expenses relate to the production, promotion and distribution of our lottery products:
2002 2001 $000s $000s
Advertising – media 6,832 5,866 Advertising – production 727 1,494 Bloc Liason 178 175 Research 224 288 Results / Draws 193 249 S & W Tickets 2,268 1,953 Staff Costs 657 604 Other 350 359
11,429 10,988
14. Retail Network Management These expenses relate to the management and support of our network of 481 retail outlets. 2002 2001 $000s $000s
Point of Sale 107 114 Retailers Network 691 804 Terminal Gaming 610 510 Point of Sale - Depreciation 213 307 Staff Costs 1,862 2,013 3,483 3,748
Page 100 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
15. Depreciation
With the change to activity based costing, all depreciation is fully charged to the main activity categories.
2002 2001 $000s $000s
Property 117 134 Equipment and Fittings 385 461 Computer Equipment 3,279 2,889
3,781 3,484
Charged to Building & Facility management 260 258 Charged to Gaming & Non-gaming System management 3,279 2,889 Charged to Retail Network management 213 307 Charged to Funding management 29 30
3,781 3,484
16. Funding Management
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 operating profit is readily comparable with that of other lottery jurisdictions where the distribution of funds is an external function.
2002 2001 $000s $000s
Funding Operations & Administration 122 97 Marketing – Community Funding 26 33 Depreciation – Lotteries House 29 31 Overhead allocation from other Activities 1,495 1,394 Staff Costs 1,362 1,399
3,034 2,954
Page 101 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002 17. Community Funding
The Act provides for the following allocations from net subscriptions of all products:
Statutory 40% to the Hospital Fund (State Treasury); 5% to the Arts Lotteries Account (State Treasury); 5% to the Sports Lotteries Account (State Treasury);
Direct 12.5% to eligible organisations for charitable or benevolent purposes and up to 5% in total for the Perth International Arts Festival and the Western Australian commercial film industry. Any remaining surplus from Commission operations is also available for distribution as direct grants. 2002 2001 $000s $000s
Hospit al Fund 71,419 71,416 Arts Lotteries account 8,927 8,927 Sports Lotteries account 8,927 8,927 Direct grants (a) 46,283 46,770 135,556 136,040 Less: Grants written back (see Note 1(n)) (834) (1,967) Net total per Statement of Financial Performance 134,722 134,073
(a) 2002 $000s
Total Direct Grants Approved for 2002 46,350 Less: Grants approved and written back (67) Direct Grants 46,283
Page 102 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
18. Other Financial Assets
Commission investment guidelines conform with the Financial Administration and Audit Act 1985 and the Trustees Act 1962 (as amended).
Investments at Cost 2002 2001 $000s $000s Current Investments: Short Term Products 70,743 70,390 Floating Rate Notes 0 5,000 70,743 75,390 Non Current Investment Fixed Rate Products 6,962 6,962 Floating Rate Notes 15,997 12,000 22,959 18,962
19. Inventories
2002 2001 $000s $000s
Instant lottery tickets 720 708 Point of sale materials 126 170 Printing and stationery 10 8
856 886
Page 103 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
20. Receivables
2002 2001 $000s $000s
Trade Debtors 15,180 14,989 Accrued Interest 819 441 Prepayments 461 269 16,460 15,699
21. Work in Progress 2002 2001 $000s $000s
Lotteries Houses (a) 4,051 261 Other projects (b) 1,312 521
5,363 782
(a) $4.05 million of the above is the construction cost, held in work in progress, for the development of the QE11 Lotteries House, also known as "The Niche" Lotteries House. (b) This balance is the sum of various minor projects incomplete at the year end.
Page 104 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
22. Property, Plant & Equipment
2002 2001 $000s $000s Buildings at fair value 8,176 7,886 Less: Accumulated depreciation (464) (348) 7,712 7,538 Equipment and Fittings (Works of Art) at fair value 195 190 Less: Accumulated depreciation 0 0 Equipment and Fittings at cost 4,803 4,253 Less: Accumulated depreciation (3,485) (3,206) 1,513 1,237 Computer Equipment at cost 27,507 27,346 Less: Accumulated depreciation (13,373) (10,216)
14,134 17,130 Total Net Book Value of Property, Plant and 23,359 25,905 Equipment
Reconciliations
Reconciliations of the carrying amounts of building, plant and equipment at the beginning and end of the current and previous financial years are set out below:
Building Equipment & Computer Fittings Equipment 2002 2002 2002 $000s $000s $000s Carrying amount at start of year 7,538 1,237 17,130 Additions 291 683 271 Disposals 0(11)0 Revaluation increments/(decrements) 000 Depreciation (117) (385) (3,279) Adjustment on Accumulated depreciation 0 (12) 12
Carrying amount at end of year 7,712 1,512 14,134
Page 105 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
23. Payables
2002 2001 $000s $000s Prizes Payable Unclaimed in current year 21,312 19,657 21,312 19,657
Community Funding Hospital Fund 835 1,416 Arts Lotteries Account 968 886 Sports Lotteries Account 968 886 Direct Grants (a) 46,779 42,739 49,550 45,927 Other Payables Trade Creditors 2,518 2,714 Other creditors and accruals (b) 1,651 3,839 4,169 6,553
(a) Direct Grants include amounts allocated to The University of Western Australia (for the Perth International Arts Festival) of $3.1 million and to ScreenWest (for the Western Australian film industry) of $2.6 million. The Direct Grants liability represents amounts approved in this and previous years, for payment in future years.
(b) Other Creditors include payments due to the Australian Lotto Bloc, the National Lotto Bloc, the Powerball Lotto Bloc and the Australian Soccer Pools Bloc.
Page 106 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
24. Provisions
2002 2001 $000s $000s Current Annual leave 592 533 Long service leave 322 250 Bonus Prizes (a) 10,838 9,858 11,752 10,641
Non-current Long service leave 990 877 Superannuation Entitlements 401 334 1,391 1,211
Total Employee Entitlement Provisions 2,305 1,994
(a) Provision for Bonus Prizes consists of amounts set aside for future bonus draws to promote sales.
The liability for superannuation entitlements has been established from data supplied by the Government Employees Superannuation Board.
The Commission considers the carrying amounts of employee entitlements approximate the net fair value.
Page 107 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
25. Equity 2002 2001 $000s $000s Asset revaluation reserve opening balance 598 1,427 Net revaluation increments buildings 0 (895) Works of Art 0 66 Closing balance 598 598
Retained profits Opening balance 53,668 48,743 Net profit 2,986 4,925 Closing balance 56,654 53,668
Total equity 57,252 54,266
26. Commitments for Expenditure 2002 2001 $000s $000s Capital expenditure commitments Not later than one year 227 0
Cancellable operating lease commitments (a) Not later than one year 64 75 Later than one year but not later than five years 25 50
316 125
(a) This relates to lease agreements commenced during 1996/97. These figures were supplied by the WA Treasury. The Commission’s leases are generally for two years within a ten-year contract. Although it is probable that the arrangement will continue to operate at much the same level for the full period of the contract, no commitment is included for later renewals.
Page 108 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
27. Notes to the Statement of Cash Flows
Reconciliation of Cash
For the purposes of the Statement of Cash Flows, cash assets includes cash on hand and in banks and investments in money market instruments. Cash at bank includes cash and deposits on call. 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:
2002 2001 $000s $000s Cash assets Cash at bank 7,066 2,021 Cash on hand 205 94 7,271 2,115
Investments - Current 70,743 75,390
Total Per Statement of Cash Flows 78,014 77,505
Non-cash Financing and Investing Activities
During the financial year, there were no assets/liabilities transferred/assumed from other government agencies not reflected in the Statement of Cash Flows.
Page 109 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
Reconciliation of net profit to net cash flows provided by/(used in) operating activities.
Net Profit 2,986 4,925
Non-cash items Depreciation 3,781 3,484 Forfeited prizes (4,526) (3,967) Net (profit)/loss on disposal of non-current assets 11 (10)
(Increase)/decrease in assets Receivables (4,267) (6,257) Work-in-progress (4,581) 3,198 Inventories 30 63 Accrued interest (378) (52) Prepayments (192) (37)
Increase/(decrease) in liabilities Prizes payable 6,181 12,830 Community funding 3,623 9,025 Sales in advance 100 (1,929) Payables (5,595) 1,720 Other creditors and accruals 1,498 (130) Current provisions 1,111 133 Non-current provisions 180 (110)
Change in GST in receivable/payables 5,789 (6,757)
Net cash provided by operating activities 5,751 16,129
Page 110 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
28. Explanatory Statement
The following tables provide details of significant variations between actual revenues and expenditures for the financial year compared with the corresponding items for the preceding year and the corresponding items in the budget.
Significant variations are considered to be those in excess of 10% and/or where the amount is deemed significant in context.
Significant variations between actual revenues and expenditures for 2001/2002 and actual revenues and expenditures for 2000/2001
2002 2001 Variance Actual Actual $000s $000s % $000s Revenue Interest 5,958 7,319 (18.6) (1,361) Player Registration Service Revenue 443 327 35.4 116 Expenses Gaming System Management 5,147 4,512 14.1 635 Retail Network Management 3,483 3,748 (7.1) (265) Non Gaming Management 2,421 2,620 (7.6) (199) Depreciation 3,781 3,480 8.6 301
28.1.1. Interest Although the average fund size grew from $122.0 million to $127.0 million, the average interest rate decrease from 5.96% to 4.66% resulted in the $1.36 million (18.6%) decrease in interest.
28.1.2. Player Registration Service The increase of $116,00 was as a result of re-registrations by players at the end of their two year term and increased promotion of the product. PRS revenue is shown net of commission.
28.1.3. Gaming System Management The increase in gaming system management expenses by $635,000 is as a result of the first full year of depreciation of the Commission’s gaming system PRO:SYS.
Page 111 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
28.1.4. Retail Network Management The year on year decrease of $265,000 (7.1%) was as a result of fully depreciated Point of Sale Equipment (in 2001) not being replaced in 2002, resulting in a $95,000 reduction in depreciation. A reduction of the number of Retailer and marketing special events also contributed to this decrease.
28.1.5. Non Gaming Management The decrease of $199,000 (7.6%) when compared to 2001 is as a result of our PC network being fully depreciated in 2001 and not replaced during 2002.
28.1.6. Depreciation There was a year on year increase in depreciation expense of $0.30 million (8.6%), the majority of this increase can be attributed to the first full year effect of the acquisition of the Commission’s gaming system PRO:SYS . This system was a significant investment for the Commission at a cost of over $13 million and was purchased during 2000/2001.
Page 112 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
Significant variations between estimated revenue and expenses for 2001/2002 and actual revenues and expenses for 2001/2002
2002 2002 Variance Actual Budget $000s $000s % $000s Revenue Sales 454,686 440,963 3.1 13,723 Interest 5,958 5,590 6.6 368 Forfeited Prizes 4,526 4,000 13.2 526 Player Registration Service Revenue 443 500 (11.4) (57)
28.1.7. Sales Revenue Among the year’s highlights was the revenue received from the sales of lotteries products of $454.69 million. This was $13.72 million (3.1%) higher than the budgeted sales for the year ($440.96 million). The better than expected sales performance was mainly due to the strong growth in Saturday Lotto which more than compensated for the lower incidence of jackpots in Oz and Powerball Lotto.
28.1.8. Interest Investment income for 2002 was $0.37 million (6.6%) higher than budget. The budget was based on an average fund size of $113 million when compared with the actual fund size of $127 million. However, the actual average interest rate of 4.66% was marginally lower than the budgeted rate of 4.86%.
28.1.9. Forfeited Prizes The increase in forfeited prizes of $500,000 (13.1%) when compared to budget is as a direct result of the higher than budgeted sales outcome.
28.1.10. Player Registration Service Planned promotional activity on PRS was reduced from our original estimate resulting in $57,000 (11.4%) lower sales.
Page 113 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
29. Financial Instruments Interest Rate Risk Exposure
The Commission’s exposure to interest rate risk, re-pricing maturities and the effective interest rates on financial instruments are:
Floating Fixed Non Total Total Interest Interest Interest 2002 2001 Rate Rate Bearing $000s $000s $000s $000s $000s Assets Cash Assets 7,271 0 0 7,271 2,115 Receivables (a) 0 0 16,460 16,460 15,699 Investments Short Term (< 1 year) 0 70,743 0 70,743 70,390 Floating Rate One year or less 00005,000 One to five years 5,997 0 0 5,997 4,000 Over five years 10,000 0 0 10,000 8,000 Fixed Rate 0 One to five years 0 6962 0 6,962 1,962 Interest Linked 00005,000 Total Financial Assets 23,268 77,705 16,460 117,433 112,166 Liabilities Payables 0 0 4,169 4,169 6,553 Provisions 0 0 13,143 13,143 11,852 Prizes Payable 0 0 21,312 21,312 19,657 Total Financial Liabilities 0 0 38,624 38,624 38,062
Net Financial Assets/(Liabilities) 23,268 77,705 (22,164) 78,809 74,104
Interest Rates were as follows: 2002 2001 % % Cash Assets 4.75 5.00 Investments Short Term 4.87 5.04 Floating Rate 1 year or less N/A 5.15 1 to 5 years 5.37 5.13 over 5 years 5.44 5.34 Corporate Bond 1 to 5 years 5.75 5.75 Index Linked N/A 5.36
Page 114 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002 Credit Risk Exposure
All financial assets are unsecured. The carrying amount of financial assets recorded in the financial statements represents the Commission’s maximum exposure to credit risks in relation to these assets.
Net Fair Value
The carrying amount of financial assets and financial liabilities recorded in the financial statements are not materially different from their net fair values, determined in accordance with the accounting policies disclosed in note 1 (p) to the financial statements.
30 Remuneration of Members of the Accountable Authority and Senior Officers
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 are:
2002 2001
$1 -$10,000 7 7 $10,001-$20,000 0 2 $20,001-$30,000 1 0 8 9 The total remuneration of the Members of the Accountable Authority is: $ 72,909 $ 75,380
Page 115 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
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 are: 2002 2001 $100,001 to $110,000 0 4 $110,001 to $120,000 4 1 $120,001 to $130,000 0 0 $130,001 to $140,000 1 0 4 5
The total remuneration of senior officers is: $ 674,096 601,709
Page 116 LOTTERIES COMMISSION ANNUAL REPORT 2002 ANNUAL ACCOUNTS 2002
32. Segment Information The Lotteries Commission has two outputs; provision of lottery products (Gaming) and community funding (Funding), the latter being the distribution of funds derived from the lottery operations of the Commission. The Commission operates in a single geographic segment ie Western Australia. Gaming Funding General Total 2002 2002 2002 2002 2002 2002 2002 2002 $000s $000s $000s $000s $000s $000s $000s $000s REVENUE Revenues from ordinary activities Trading profit 155,686 154,026 0 0 0 0 155,686 154,026 Other revenues from 6,502 7,207 0 0 6,281 7,924 12,784 15,131 ordinary activities Net profit on disposal of 0 0 0 0 0 10 0 0 non-current assets Total revenues from 162,188 161,233 0 0 6,281 7,934 168,470 169,167 ordinary activities EXPENSES Building & Facility 0 0 0 0 1,008 1,050 1,008 1,050 Management Corporate Management 0 0 0 0 4,230 4,297 4,230 4,297 Gaming System 5,147 4,512 0 0 0 0 5,147 4,512 Management Non-gaming System 0 0 0 0 2,421 2,620 2,421 2,620 Management Product Management 11,429 10,988 0 0 0 0 11,429 10,988 Retail Network 3,483 3,748 0 0 0 0 3,483 3,748 Management Funding Management 0 0 3,034 2,954 0 0 3,034 2,954 Net loss on disposal of 0 0 0 0 11 0 11 0 non-current assets Total expenses from 20,059 19,248 3,034 2,954 7,670 7,967 30,763 30,169 ordinary activities Profit before 142,129 141,985 (3,034) (2,954) (1,389) (33) 137,707 138,998 community funding Less Funding (142,129) (141,985) 0 0 1,389 33 0 0 Transfers
Amount available for 0 0 137,708 138,998 0 0 137,708 138,998 distribution Total community 0 0 (134,722) (134,073) 0 0 (134,722) (134,073) funding Net profit 0 0 2,986 4,925 0 0 2,986 4,925
Page 117 LOTTERIES COMMISSION ANNUAL REPORT 2002 OPERATING BUDGET 2003
OPERATING BUDGET FOR 2003
In accordance with Treasurer’s Instruction 953, this statement shows the 2002/2003 Budget estimate for the Statement of Financial Performance. This statement is not subject to audit. The Minister approved the Budget on 3rd May 2002. 2003 2002 Variance Budget Actual 2003-2002 $000s $000s $000s Revenue Sales revenue 455,064 454,686 378 Less: Cost of sales Prizes 267,080 266,393 687 Retailers’ commissions 32,663 32,607 56 Total Cost of Sales 299,743 299,000 743 Trading profit 155,321 155,686 (365) Other revenue from ordinary activities Interest 6,070 5,958 112 Forfeited prizes 4,070 4,526 (456) Retailer fees 1,594 1,534 60 Player Registration Service 372 443 (71) Other operating revenue 84 323 (239) Total revenues from lottery activities 12,190 12,784 (594) Expenses from lottery activities Building & Facility management 1,087 1,008 79 Corporate management 4,208 4,230 (22) Gaming System management 6,276 5,147 1,130 Non-gaming System management 2,582 2,421 161 Product management 10,673 11,429 (756) Retail Network management 3,469 3,483 (14) Net Loss on disposal of non-current assets 0 11 (11) Total expenditure from lottery activities 28,296 27,729 566 Profit from lottery activities 139,215 140,741 (1,526)
Community Funding Funding management 3,550 3,034 516 Total available for distribution 135,665 137,707 (2,042) Direct Grants 46,850 45,449 1,401 Hospital Fund 71,537 71,419 118 Sports/Arts Lotteries accounts 17,884 17,854 30 Total community funding 136,271 134,722 1,549 NET PROFIT (606) 2,986 (3,591)
Page 118 LOTTERIES COMMISSION ANNUAL REPORT 2002 OPERATING BUDGET 2003 Notes to the Budget for 2002/03
At the time of writing, the details contained in the following budget extract correctly reflected the Commission's intended operational outcomes. However, since the budget was formulated in March 2002, the planning and development of two significant corporate projects has resulted in a revised budget, which at the time of compiling this Annual Report is in the approval process.
One of the corporate projects includes a change to the pricing structure of one of our products and a change to the Retailers' commission structure of the same product. The other project includes the development and implementation of the Commission's new Corporate Image including the integration of our product brands and the development of a new retail identity throughout our distribution network.
Notes to the Approved 2002/2003 Budget
Sales
The total sales budget for 2002/2003 of $455.064 million represents an increase of $0.378 million compared to the 2001/02 outturn.
The key issues relating to the sales target are:
• Inclusion of a Powerball Lotto $30M jackpot due to a jackpot sequence change. • Saturday Lotto Megadraw, offering $24 million Division 1 prize - budgeted at a sales level of $16.0M • Saturday Lotto base week sales budgeted at $3.92 million • Scratch’n’Win budget of $74.21 million, an increase of $0.645 million when compared to the 2001/02 outturn. The brand is currently showing signs of recovery after its slow two year period and new marketing activities are being designed to re-build the brand awareness. • Cash 3 sales target of $4.68 million.
Interest
The Investment Income budget for 2002/03 is $6.070 million, $0.112 million (1.9%) higher than the actual result for 2001/02 financial year. The 2002/03 budget is based on an average investment portfolio of $130.0 million and average interest rate of 5.16%.
Forfeited Prizes
The Forfeited Prizes budget for 2002/03 of $4.070 million is $0.455 million lower than the actual result for 2001/02 financial year. It is expected that players will be aware and use Players Registration Service more frequently as a result of the Commission’s information campaign being planned.
Page 119 LOTTERIES COMMISSION ANNUAL REPORT 2002 OPERATING BUDGET 2003
Player Registration Service
Players register for this service for a period of two years, 2002/03 financial year is the second year of the cycle. An increase in number of memberships however is expected resulting from the proposed introduction of the new PRS campaign and the loyalty program.
Other Operating Revenue
Other Operating Revenue budget for 2002/03 of $0.084 million is lower than the actual result for 2001/02 financial year. This was due to higher than expected revenue from the results line last year. Income from disposal of miscellaneous items related to refurbishment of the Commission’s head office also contributed to this variance.
Gaming System Management
An increase in Gaming System Management of $1.13 million has been budgeted. This increase is as a result of costs relating to the support and maintenance of PRO:SYS, the Commission’s new gaming system. This cost was included in the purchase price of the system and capitalised last year. Cost of the depreciation of the new gaming system is another factor that contributed to this variance.
Product Management
A decrease of $0.8 million in Product Management has been budgeted for 2002/03 financial year. This resulted from a significant saving in the cost of Instant tickets printing due to the more economical design and larger tickets pools. Reduction in the quantity of the POS materials also contributed to the variance.
.
Page 120 LOTTERIES COMMISSION ANNUAL REPORT 2002 FIVE YEAR SUMMARY OF FINANCIAL DATA
FIVE YEAR SUMMARY OF FINANCIAL DATA For the Year Ended 30 June 2002
1999 2,000 2001 2002 2003 Actual Actual Actual Actual Budget $000s $000s $000s $000s $000s
Sales Revenue 430,907 444,652 455,235 454,686 455,064
Less: Cost of Sales Prizes 252,997 261,712 267,090 266,393 267,080 Retailers’ commissions 33,285 34,470 34,119 32,607 32,663 Add: Other revenue Interest 5,105 6,167 7,319 5,958 6,070 Forfeited prizes 3,505 5,847 3,967 4,526 4,070 Retailer fees 3,739 4,166 2,914 1,534 1,594 Player Registration Service 350 454 327 443 372 Other operating revenue 224 188 605 323 84
Net revenue from ordinary activities 157,548 165,293 169,158 168,471 167,512
Less: Expenses Operating expenses 22,212 24,846 27,205 27,758 28,296 Funding management 3,186 3,062 2,954 3,005 3,550 Profit from ordinary activities 132,151 137,385 138,999 137,708 135,666
Less: Community Funding 126,470 124,611 134,073 134,722 136,271
NET PROFIT 5,681 12,775 4,926 2,986 (605) Assets Investments 50,953 71,327 75,390 72,705 55,750 Other current assets 7,135 6,606 18,700 24,587 11,680 Non-current assets 48,352 41,828 45,630 49,985 47,690 Total assets 106,440 119,761 139,720 147,277 115,120 Liabilities 69,241 69,613 85,473 89,758 76,920
Net Assets 37,199 50,148 54,247 57,519 38,200
This table is supplied as a supplement to the Annual Report in order to provide the reader with an overview of the Commission’s performance and expectations.
Page 121 LOTTERIES COMMISSION ANNUAL REPORT 2002
DIRECT GRANTS Direct Grants Summary Number Amount 2002 2002 $000s Total requests on agenda 1,686 65,151 Total approved requests 1,546 46,350 Total requests not approved 140 18,801 Direct Grants Program Summary No. of Approved Requests Amount Granted 2002 2001 2002 2001 $000s $000s
Community Cultural 235 240 1,853 1,661 Community Sector Development 57 73 500 427 Community Support & Development Community Support 295 366 18,315 17,333 Emergency Relief 126 247 1,481 915 Emergency Services 99 94 2,400 1,540 Medical Research 1 6 45 2,546 Social Research 4 7 515 422 Special Initiatives 9 10 1,588 1,868 Environment Heritage 86 80 1,416 1,251 Conservation 41 41 541 596 Priority Groups with Special Needs Aboriginal People 52 53 2,361 2,690 Children 189 126 964 569 People with Disabilities 229 227 5,019 4,820 People with Gambling Problems 1 1 72 60 Seniors 58 55 1,742 2,126 Young People 61 70 1,805 1,723 Other Statutory The University of Western Australia for the Perth International Arts Festival 1 1 3,100 3,000 Screenwest 2 2 2,633 3,300 Total Direct Grants for 2000/01 1,546 1,699 46,350 46,847 Less amounts written back relating to grant approvals during the year (67 ) (77 ) Net Approvals 46,283 46,770
Page 122 LOTTERIES COMMISSION ANNUAL REPORT 2002
Direct Grants List
The following grants were recommended by the Commission and approved by the Minister during the year in accordance with sections 22(a) and 24 of the Lotteries Commission Act 1990 (as amended).
Organisation Name Amount Granted Organisation Name Amount Granted 22 Flight Derby Air Training Corps WA 5,000 Assemblies of God Fremantle Christian 3,000 Squadron Centre (Inc) - Pebbles Playgroup Abmusic (Aboriginal Corporation) 49,160 Association for Services to Torture and 404,400 Aboriginal Advancement Council of W.A 2,000 Trauma Survivors (ASETTS) Inc Aboriginal Corporation Association for the Blind of WA Inc 474,484 Acacia Support Centre Incorporated 6,963 Association of Civilian Widows of W.A. 5,000 ACROD Limited 7,000 (Inc) Association of Independent Retirees - 1,600 Activ Foundation Inc 305,008 Augusta-Margaret River Branch Activ Foundation Inc - Albany 11,250 Association of Independent Retirees Inc 1,592 Accommodation Service - Perth Southern Districts Branch ACTIV Foundation Inc - Busselton 1,938 Asthma Foundation of WA Inc 10,000 Accommodation Service Astronomical Society of Western 4,740 Adoption Jigsaw W.A. Inc 29,151 Australia Inc Agencies for South West 20,000 Augusta River Festival Inc 4,982 Accommodation Inc Austcare Inc 17,191 Albany Aboriginal Corporation Inc 5,000 Australian - Asian Assn of W.A. (Inc) 76,025 Albany Choral Society Incorporated 2,850 Australian Cadet Corps Association 20,000 Albany Historical Society Inc 2,442 (WA) Inc Albany Occasional Child Care Centre 8,652 Australian Council on Smoking and 7,436 Inc Health Inc (ACOSH) Albany Playgroup Inc 1,000 Australian Flying Corps and Royal 140,000 Australian Air Force Assn (WA Division) Albany Sinfonia Incorporated 4,050 Inc Albany Surf Life Saving Club Inc 5,000 Australian Jordanian Friendship 3,600 Association Inc Albany Volunteer State Emergency 2,362 Australian Multiple Birth Association 3,687 Service Unit Inc (WA) Albany Wildlife Welfare Association (Inc) 2,340 Australian Railway Historical Society 30,428 Alexander Park Playgroup 3,000 (W.A. Division) Inc Altone Social Bowlers 2,975 Australian Red Cross Society - WA 1,000 Division Anglican Health and Welfare Services 218,876 Australian Red Cross WA Division - 11,733 Inc Lady Lawley Cottage Anglican Homes Incorporated 336,864 Australian Red Cross Western 22,153 Animal Protection Society of W.A. Inc 19,908 Australian Division - Bunbury Soup Patrol Anxiety Disorders Foundation of 3,827 Autism Assn of Western Australia (Inc) 512,951 Western Australia Incorporated Apex Club of Geraldton Inc 2,000 Autistic Childrens Support Assn Inc 3,000 Araluen Botanic Park Foundation (Inc) 20,912 Avondale Discovery Farm Project 9,930 Committee Inc Archdiocese of Perth - Anawim Refuge 1,500 AWESOME Arts Australia Ltd 80,000 Arid Lands Environment Centre Inc 18,864 B K Troupers Association Inc 1,035 Arioso Singers Inc 4,455 Baby Animals Playgroup 2,724 Armadale Gosnells and Dist Youth 12,710 Balga Action Group (Inc) 6,000 Resources Inc Armadale Information and Referral 36,424 Balga Autumn Club 4,358 Service Inc Balga Carers Group Incorporated 4,500 Armadale Kelmscott Memorial Hospital 9,500 Auxiliary Inc Balga Senior High School Child Care 38,407 Armadale-Kelmscott Senior Citizens 2,190 Centre (Inc) Centre Inc Bam Bam Playgroup Incorporated 3,000 Army Museum of Western Australia 15,000 Baratha Kala Bavanam Dancers Assn of 2,438 Foundation WA Inc Artatac-Busselton Beach Festival 4,284 Bassendean State Emergency Service 5,174 Incorporated Unit Inc Arthritis Foundation of W.A. Incorporated 9,535 Batavia Coast Maritime Heritage Assoc 5,000 Asbestos Diseases Society of Australia 250 Inc Inc Bay Of Isles Aboriginal Community Inc 1,848
Page 123 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Bay of Isles Community Outreach Inc 6,338 Bruce Rock Seniors Assn Inc 5,000 Bayswater Historical Society 3,666 Bruce Rock Telecentre (Inc) 19,818 Incorporated Buckingham Heights Toy Library (Inc) 1,500 Bayswater Playgroup Incorporated 3,000 Bullsbrook Pre-Kindy Program 3,000 Beachway Vineyard Compassion 59,676 Incorporated Ministry Inc Bunbury Cty and Child Care Assn 56,537 Beehive Industries of WA Inc 72,000 (Milligan House) Inc Bega Garnbirringu Health Services 51,634 Bunbury Diocesan Anglicare Council - 14,441 Aboriginal Corp Busselton (St Marys Community Care) Belmont District Family and Indivdual 5,000 Bunbury Diocesan Trustees - Christs 1,911 Support Assn Inc Church, Mandurah Belmont RSL Womens Auxiliary 250 Bunbury Dolphin Trust Inc 19,111 Bennett Brook Catchment Group Inc 17,021 Bunbury Historical Society 3,098 Bentley Baptist Church Incorporated 81,596 (Incorporated) Bunbury Housing Association Inc 29,806 Better Tracks Incorporated 2,000 Bunbury Lifeboat Foundation Inc 3,500 Beverley Community Development Assn 2,397 Inc Bunbury Men of Song Inc 4,896 Bicton Palmyra Playgroup Inc 3,000 Bunbury Migrant Resource Group 3,000 Billabong Playgroup Inc 3,000 Incorporated Bunbury Musical Comedy Group Inc 5,000 Bindoon-Chittering Pensioners League 4,050 Bunbury Regional Arts Management 7,760 Binningup Playgroup and Occasional 6,000 Board Inc Care Inc Bunbury Regional Hospital Comforts 3,000 Birds Australia Western Australia Inc. 2,555 Fund Inc Blackwood Valley Landcare Zone (Inc) 4,449 Bunbury Regional Theatre Incorporated 57,000 Blind Citizens WA Inc 42,150 Bunbury Timber Jetty Preservation 3,000 Society Incorporated Bloodwood Tree Association 22,609 Bunbury Youth Chorale Inc 2,066 Incorporated Blue Light Association of WA (Inc) - 1,998 Bunuba Inc. 30,177 Pemberton Branch Burringurrah Community Aboriginal 85,292 Blues at Bridgetown Incorporated 18,641 Corporation Inc Boab Festival At Derby Inc 2,500 Busselton - Dunsborough Environment 2,587 Centre Inc Boddington Arts Council Inc. 1,812 Busselton Allsports Inc 2,864 Boogurlarri Community House Inc 57,858 Busselton and Districts Genealogical 3,000 Booragoon Parkland Villas Residents' 1,909 Research Centre Inc Association Inc Busselton Historical Society Inc 3,410 Boyanup Playgroup Incorporated 2,715 Busselton Hospice Care Inc 12,350 Boyup Brook District Pioneers Museum 3,645 Busselton Senior Citizens Centre Inc 86,437 (Inc) Boyup Brook Teen Scene Inc 2,000 Busselton State Emergency Service Unit 10,000 Inc Boyup Brook Telecentre Inc - Boyup 10,000 Byford Kindergarten Assoc Inc 3,000 Brook Occasional Care Bremer Bay Community Resource 10,000 Byford Progress Association Inc 5,000 Centre Inc - Occasional Day Care Cadoux Playgroup 3,000 Bremer State Emergency Service Unit 5,000 Inc Camping & Recreational Opportunities 10,000 Bridges - Coolamon Playgroup 3,000 Inc Cancer Foundation of W.A. Inc 250 Bridging the Gap (South) Inc 8,800 Cannery Arts Centre (Inc) 3,613 Bridging the Gap Rockingham/Kwinana 5,800 Inc Canning Agriculture Horticulture and 20,000 Bringing Them Home Committee (WA) 12,836 Recreational Society Inc Inc Cape Harmony Incorporated 2,089 Broome Aboriginal Media Association 14,236 Cape Naturaliste Tourism Association 2,273 (Aboriginal Corporation) Inc (Inc) Broome Historical Society Inc. 12,126 Capel Fest Inc 9,247 Broome Surf Life Saving Club Inc 75,000 Care Options Inc 27,700 Broome Toy Library Incorporated 2,708 Carers Association Of Western Australia 76,290 Broome Volunteer Sea Rescue Group 10,000 Incorporated (Inc) Carewest Association of Community 134,538 Broomehill Playgroup 3,000 Based Non-Profit Child Care Centres (WA) Inc Bruce Rock Day Care Centre 6,953 Carnarvon Art and Crafts Workshop Inc 841 Bruce Rock Land Conservation District 12,795 Carnarvon Family Support Service Inc 6,168 Committee Bruce Rock Playgroup 3,000 Carnarvon Heritage Group Inc 9,891
Page 124 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Carnarvon Playgroup Inc 3,000 City of Bunbury - King Cottage Museum 8,005 Carson Street School P and C 8,000 City of Canning - Canning-Sevenoaks 17,363 Association Inc Youth Service Celebrate Albany Inc 14,540 City of Canning - Youth Accommodation 7,232 Celebrate Narrogin Inc 5,000 Service City of Cockburn - Aged and Disabled 1,000 Centacare Kimberley 2,935 Services Central Agcare Inc 4,312 City of Cockburn Pipe Band Inc 2,628 Central Midlands Aboriginal Progress 7,506 City of Fremantle 15,500 Assn Inc City of Fremantle - Beaconsfield After 5,000 Central Wheatbelt Community Support 3,000 School and Vacation Care Group Inc City of Fremantle - Festival Fremantle 50,000 Centrecare Inc - Goldfields Centrecare 2,187 City of Fremantle - Fred Notley Child 10,000 Centrecare Incorporated 72,000 Care Centre Cerebral Palsy Assn of Western 347,192 City of Fremantle - Mobile Activity Van 28,731 Australia Ltd City of Fremantle - Quarry Street Child 9,999 Chapman Valley Community Newspaper 1,211 Care Centre Chapman Valley Playgroup 800 City of Fremantle - Victoria Hall 41,482 Cheeditha Group Aboriginal Corporation 5,081 City of Fremantle - Warrawee Womens 70,355 Inc Refuge Chidlow Progress Association 3,512 City of Fremantle - Weybridge After 5,000 School and Vacation Care Child Accident Prevention Foundation of 5,745 City of Geraldton 2,500 Australia Inc Child Migrants Trust Inc 26,094 City of Geraldton - Midwest and 10,000 Murchison Family Day Care Scheme Childrens Book Council of Australia 3,874 City of Geraldton - Queens Park Theatre 44,000 Chisholm Catholic College CALM Bush 5,000 City of Gosnells 21,487 Rangers Cadet Unit Chittering Valley Progress and Sporting 14,000 City of Gosnells - Orange Tree Farm 1,740 Assoc. (Inc) Museum Choir Cantate 4,880 City of Joondalup 30,452 Christian Outreach Centre - Global Care 3,166 City of Kalgoorlie-Boulder 60,000 Quairading City of Mandurah 106,655 Chung Wah Association Inc 1,440 City of Mandurah - Billy Dower Youth 300,671 Churches Commission on Education Inc 6,125 Centre Churches of Christ in Western Australia 176,939 City of Mandurah - Mandurah 4,135 Inc - Dianella Community Museum Churchlands Christian Fellowship Inc 340,772 City of Melville 45,015 Citizen Advocacy Perth West Inc 8,800 City of Melville - City of Melville Citizens 6,500 Relief Fund Inc Citizen Advocacy South West Inc 47,340 City of Melville - Willagee Community 45,000 City Entertainers Community Concert 2,417 Centre Group Inc City of Nedlands 2,400 City of Albany - Albany Town Hall 20,000 City of Perth 310,000 Theatre City of Albany - Bornholm Bushfire 6,000 City of Perth Surf Life Saving Club Inc 90,000 Brigade City of Rockingham 23,908 City of Albany - Kalgan Bushfire Brigade 1,500 City of Rockingham - Autumn Centre 60,000 City of Albany - Old Post Office 37,391 City of Rockingham - Child Care 20,000 City of Albany - Redmond Bush Fire 2,500 Services Brigade City of Rockingham - Station Youth 18,112 City of Albany - South Coast Volunteer 1,711 Centre Bushfire Brigade City of Rockingham - Warnbro Aquatic 250,000 City of Albany - Wellstead Community 99,000 and Leisure Centre Resource Centre City of South Perth 20,000 City of Albany Band Inc 5,000 City of South Perth-May & Herbert Gibbs 7,229 City of Armadale 58,500 Collection City of Bayswater Child Care Centre 10,000 City of Stirling 11,000 Assoc (Inc) - Silverwood Child Care City of Stirling - Joe Camilleri Centre 11,178 Centre City of Bayswater Child Care Centre 10,000 City of Subiaco 2,000 Association Inc - Salisbury Child Care City of Subiaco - Subiaco Museum 5,774 Centre City of Swan 49,489 City of Belmont 2,306 City of Swan - Bullsbrook Volunteer 1,890 City of Belmont State Emergency `3,000 Bushfire Brigade Inc Service Unit Inc City of Swan - East Gidgegannup 5,000 City of Bunbury 11,134 Volunteer Bushfire Brigade
Page 125 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted City of Swan - East Swan Volunteer 1,175 Creative Community Radio Inc 10,000 Bush Fire Brigade Creative Links Foundation Incorporated 86,982 City of Swan-Swan Communications 1,110 Vol. Bushfire Brigade Inc Croatian Folkloric Group - Zagreb 5,000 City of Wanneroo 17,464 Croatian Welfare Assn Inc 5,000 City of Wanneroo - Buckingham House 4,566 Cross Cultural Christian Communicators 10,000 City of Wanneroo - Cockman House 5,741 Inc Crosslinks Incorporated 11,136 City of Wanneroo - Gloucester Lodge 3,500 Museum Crossroads - Eastern Wheatbelt 2,850 City of Wanneroo - Jenolan Way 25,000 Crossways Community Services Inc 31,230 Community Centre City of Wanneroo - Wanneroo Volunteer 3,936 Cuballing Catchment Land Conservation 30,120 Bushfire Brigade District Committee City of Wanneroo - Youth Services 14,585 Cultivating Carnamah Toy Library 3,000 Claisebrook Lotteries House Association 62,792 Cummins Theatre Inc 21,800 Inc Curtin University of Technology - Centre 4,576 Claremont Concert Band Inc 2,400 for Aboriginal Studies Coalition of Peoples Inc 18,333 Curtin University of Technology - 58,000 Kalgoorlie Campus Co-Assist Inc 10,000 Cystic Fibrosis Association of Western 628,217 Coastal Christian Life Centre Inc 7,312 Australia Inc Dandaragan Repertory Club Inc 5,000 Coastal Family Health Services Inc - 13,759 Warnbro Community and Family Centre Darkan Music and Drama Group Inc 4,086 Coastal Kids Care Inc 13,206 Daughters of Charity Services (W.A.) Ltd 232,478 Coastal Playgroup 1,000 Daughters of Charity Services (WA) Ltd - 105,068 Cockburn Vol. Sea Search & Rescue 10,900 Ruah Refuge Group Inc Daughters of Charity Services W.A. Ltd - 50,919 Coeliac Society of Western Australia Inc 5,000 Marillac Centre Deafness Council Western Australia 12,000 Collie Community Recreation Assn Inc 14,270 Incorporated Collie Day Care Ctr Inc 8,399 Deaths in Custody Watch Committee 21,120 Collie Family Centre Incorporated 3,000 (W.A.) Inc Denmark Education and Innovation 2,346 Communicare Inc 19,900 Centre Inc Community Housing Coalition of WA Inc 4,971 Denmark Environment Centre (Inc) 15,333 Community Midwifery WA Inc 4,820 Denmark Volunteer State Emergency 2,059 Service Unit Inc Community Vision Inc 43,443 Derbarl Yerrigan Health Service Inc 13,093 Compassionate Friends of WA Inc - 3,787 Derbarl Yerrigan Health Service Inc - 49,470 Mandurah Branch Medina Day Centre Congregation of Vietnamese Buddhists 3,500 Derby Regional Hospital Auxiliary Inc 3,000 in W.A. Inc Connolly Rainbow Toy Library Inc 1,500 Derby State Emergency Service Unit Inc 934 Cookernup Volunteer Bush Fire Brigade 5,000 Derby Volunteer Marine Rescue Group 1,800 Inc Coolbellup Community Association Inc 1,455 Developmental Disability Council of 8,790 Coolgardie Day Celebrations Inc 5,750 W.A. (Inc) Disability and the Arts Disadvantage and 84,481 Coomalbidgup Volunteer Bushfire 10,000 the Arts (WA) Inc (DADAA) Brigade Discovery Playgroup 2,726 Corrigin Historical Society Incorporated 10,000 Djarindjin Aboriginal Corporation Inc 9,092 Corrigin Playgroup 2,782 Dongara Denison Community Festival 6,300 Corrigin Telecentre Management 18,153 Association Inc Committee Inc Donnybrook Playcentre Inc 3,000 Cottage Playgroup 3,000 Donnybrook/Balingup Community 1,000 Council on the Ageing (Western 120,645 Centre Australia) Inc Dowerin Volunteer Bush Fire Brigade 1,994 Country Arts (W.A.) Inc 65,000 Down Syndrome Assn of W.A. Inc 43,980 Country Music Club of Boyup Brook 6,006 W.A. Inc Drug Arm W.A. Inc 97,964 Cracovia Club Incorporated 48,000 Dumbartung Aboriginal Corporation Inc 29,990 Craftwest Centre for Contemporary Craft 80,000 Dumbleyung Events Committee Inc 5,000 Inc Cranbrook Playgroup 3,000 Dumbleyung Toy Library Incorporated 3,000 Cranbrook Tourist and Business 1,510 Duncraig Playgroup Inc 3,000 Promotion Group Duncraig Senior Citizens Club 2,388 Create Foundation Limited 25,971 Dyslexia-Speld Foundation W.A. Inc 38,000
Page 126 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Earlybirds Playgroup Incorporated 1,485 of Western Australia Inc East Kimberley Aboriginal Medical 8,742 Fitzroy Work Project Inc 45,336 Service Aboriginal Corporation Inc Foodbank of W.A. Inc 500,000 East Kimberley Volunteer Sea Rescue 8,000 Group Inc Foodbank of Western Australia Inc - 55,000 East Victoria Park Family and 11,357 Albany Community Centre Inc Foothills Information and Referral 15,809 Eastern Goldfields Halfway House Inc 3,000 Service Inc Forrestdale Kindergarten Association Inc 2,427 Eastern Goldfields Young Mens 12,375 Christian Association (Inc) Forrestfield Bible Fellowship Inc 12,977 Eastern Metropolitan Community 35,044 Forrestfield SHS Emergency Services 5,000 Housing Association Inc Cadet Corps Eastern Metropolitan Regional Council - 6,300 Forrestfield Toy Library Inc 1,500 RAPID Eastern Region Business Enterprise and 111,993 Frankland Gordon Catchment 23,400 Arts Centre (Inc) Management Group Inc Eastern Region Domestic Violence 3,000 Fremantle Childrens Literature Centre 20,000 Services Network Inc Inc Edith Cowan University - Museum of 60,000 Fremantle Volunteer Sea Search and 6,500 Childhood Rescue Group Inc Edith Cowan University - South West 2,550 Fremantle Womens Health Centre Inc 56,210 Financial Solutions Fremantle Women's Health Centre Inc - 39,188 Eight Mile Aboriginal Corporation Inc 2,997 WA Womens Health Organisation Inc Eileen Honner Playgroup Inc 3,000 Friends of Albany Regional Hospital 3,000 ELBA, Inc 5,248 Friends of Canning Mills Reserves 3,364 Ellenbrook Christian College CALM 5,000 Friends of Collie to Darkan Rail Trail 50,000 Cadet Bushrangers Group Incorporated Ellenbrook Toy Library Centre Inc 3,000 Friends of Edenvale (Inc) 1,891 Embroiderers Guild of Western Australia 7,807 Friends of Heritage and Culture 4,740 Inc Boddington Emergency Services Federation Games 2,000 Friends of Kings Park Inc 400,000 Eneabba Playgroup Incorporated 3,000 Friends of Shenton Bushland Inc 4,040 Environment Centre of W.A. Inc 10,000 Friends of the Bibbulmun Track Inc 28,367 Environmental Defenders Office WA Inc 11,400 Friends of the Fitzgerald River National 1,600 Park Inc Environs Kimberley Inc 3,074 Friends of Woodman Point Recreation 69,441 Envision Toodyay Mainstreet Committee 4,651 Camp Inc Inc Fullness of Life Centre Inc 17,435 Esperance Aboriginal Corporation Inc 44,300 Gainau Dance Group Torres Strait 10,000 Esperance Aged Care Facility Inc 35,000 Islanders Corporation Gairdner Progress Association Inc 3,919 Esperance Christian Family-Assembly of 1,848 God Inc - Esperance Care Services Garnduwa Amboorny Wirnan Aboriginal 24,091 Esperance Coastcare Group (Inc) 15,000 Corporation Inc Gawooleng Yawoodeng Aboriginal 8,981 Esperance Crisis Accomodation Service 27,710 Corporation Inc - Kununurra Crisis Inc Accommodation Centre Inc Esperance Showbizz Inc 36,000 Geegeelup Village Incorporated 4,100 Ethnic Disability Advocacy Centre Inc 14,214 Genetic Support Council Western 14,276 Eucla State Emergency Service Unit Inc 4,553 Australia Inc Ewin Centre Childrens Services Inc 8,233 Geographe Bay Volunteer Sea Rescue 1,764 Group Inc Ex Naval Cadets Association Inc 4,295 Geographe Community Centre Inc 9,075 Exmouth Playgroup Association Inc 1,815 Geographe Community Centre Inc - 9,959 Exmouth Volunteer Sea Rescue Group 10,000 Bridgetown Child Care Centre Inc Geographe Community Centre Inc - 1,316 Fairbridge Festival Inc 8,176 Lower South West Family Day Care Scheme Fairbridge Western Australia (Inc.) 97,335 Geraldton Regional Community Ed, 5,000 Family Planning Association of Western 127,274 Centre Assn Inc - Geraldton Out of Australia (Inc.) School Hours Child Care Federation of W.A. Police and Citizens 78,000 Geraldton Regional Hospital Service 3,000 Youth Clubs (Inc) Auxiliary Festival Fringe Society of Perth Inc 7,986 Geraldton Resource Centre Inc 17,214 (ARTRAGE) Geraldton Sunshine Festival Inc 3,500 Fifth Greek Orthodox Archdiocesan 1,000 District of WA Welfare Association Geraldton Yamatji Patrol Aboriginal 2,000 Filipino-Australian Club of Perth Inc 18,062 Corporation - Geraldton Family Advocacy Service Financial Counsellors Resource Project 4,942 Gingin - Chittering Lions Club Inc 3,300
Page 127 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Girrawheen Senior High School Parents 4,274 Heart Kids (W.A.) Inc 3,598 and Citizens Association Incorporated Hedland Community Living Association 1,009 Glen Forrest Community Kindergarten 5,000 Inc and Family Playgroup Inc Hedland Personnel Inc 7,000 Glyde-In Community Learning Centre 10,000 Incorporated Hedland Toy Library Inc 1,327 Gnowangerup Family Support Assn Inc 10,062 Hedland Well Womens Centre Inc 6,341 Gnowangerup Land Conservation 4,351 Hedland Womens Refuge Inc 32,522 District Committee Goldfields Baptist College CALM Bush 4,022 Helena Valley Playgroup Inc 3,000 Rangers Hellenic Community Playgroup 3,000 Goldfields Camera Club (Inc) 4,851 Helping Hands Support Group Inc 2,363 Goldfields Community Legal Centre Inc 6,125 Helping Out People Everywhere Inc 3,404 Goldfields Maori Culture Club 3,390 Hepatitis Council of W.A. Inc 8,400 Incorporated Goldfields Mens Health Inc 9,729 Herb Society of Western Australia Inc 2,402 Goldfields Mental Health Action Group 3,357 Heritage Country Choir Incorporated 2,424 Inc. Heritage Country Tourism Association 2,000 Goldfields Womens Refuge Assn Inc 89,813 Inc Good Samaritan Industries 3,922 Hester Brook Volunteer Bushfire Brigade 2,141 Good Samaritan Industries - Options 32,489 Highgate Forrest Park Playgroup Inc 3,000 Employment Hills Choir Inc 1,935 Goomalling Toy Library Inc 3,000 Hills Community Support Group Inc - 9,600 Gosnells Community Legal Centre Inc 6,900 Enterprise East Gosnells Community Support Service 6,239 Hills Community Support Group Inc - 33,938 Inc Leisure Focus Program Gosnells Senior High School CALM 4,900 Hills Community Support Group Inc - 24,800 Bush Ranger Cadet Corp Committee Open Options Program Gosnells State Emergency Service Unit 7,466 Hills Community Support Group 51,000 (Inc) Incorporated Gosnells Toy Library Inc 1,650 Holyoake The Australian Institute on 42,788 Gosnells Womens Health Service Inc 4,800 Alcohol and Addictions Inc-NE Metro Cty Drug Svce Team Gowrie (WA) Inc - Belmont Financial 10,000 Honeywell Playgroup Inc 2,354 Services Gowrie WA Inc - Lady Gowrie Child 27,945 Hopetoun Progress Association Inc 3,403 Care Centre Karawara Hopetoun Sea Search and Rescue 2,563 Grace Outreach and the Afrikaan 5,000 Group Inc Christian Church Incorporated Horrocks Community Centre Inc 3,193 Granny Spiers Community House Inc 35,500 Huntingdale Cherubs Playgroup Inc 3,000 Grass Valley Progress Association Inc 5,000 Hyden Toy Library 3,000 Gravity Discovery Centre Foundation Inc 301,844 In Town Lunch Centre Incoporated 8,000 Graylands Hospital Vol Service Inc 7,500 Incest Survivors Association Inc 6,401 Greek Orthodox Archdiocese of 8,898 Independent Living Centre of WA Inc 1,035,742 Australia Consolidated Trust Green Skills Inc 127,640 Infant Jesus Playgroup 3,000 Green Skills Inc - Rockingham 5,000 Injury Control Council of W.A. (Inc) 32,771 Grow Incorporated 11,723 Institute of Recreation (WA) Inc 15,000 Guides Western Australia (Inc) 88,000 Interchange Inc 15,000 Guildford Heritage Festival Council Inc 13,000 Intework Inc 2,345 Halls Creek Peoples Church Inc - Aged 92,226 Ishar Multicultural Womens Health 18,100 Care Facility Centre Inc Hamersley Playgroup (Inc) 3,000 Italo-Australian Welfare and Cultural 1,309 Centre Inc Harmony 2,000 Jacaranda Community Centre Inc 13,500 Harold Hawthorne Senior Citizens' 20,819 Jack & Jill Playgroup Broome (Inc) 3,000 Centre and Homes Inc Harvey Health and Community Services 5,000 Jalaris Aboriginal Corporation 46,062 Group Inc Jardamu Women's Group Abl. Corp 50,075 Harvey Mainstreet (Inc.) 13,470 Jarrahwood Community Assn Inc - 2,632 Harvey Occasional Child Care Centre 7,000 Jarrahwood Bush Fire Brigade Inc Jerramungup Playgroup 3,000 Headwest - Head Injured Society of 24,570 W.A. (Inc.) Jolly Jumpers Playgroup 3,000 Health Agencies Of The Yilgarn Inc 1,571 Joondalup Encore Theatre Society Inc 1,750 Health Consumers Council (WA) Inc 25,217 Joondalup Family Centre Inc 4,101
Page 128 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Joondalup Youth Support Services Inc 37,022 Incorporated Joongari House/Wyndham Family 1,777 Koongamia Sporting Association Inc 42,431 Support Service Inc Koorda Music and Drama Club Inc 2,308 Joshua Brook Playgroup 3,000 KTY Playgroup 1,721 Kairili (Perth Malayali Cultural Club) Inc 2,816 Kulin Telecentre Inc 20,000 Kalamunda and Districts Historical 15,000 Society Inc Kulin Toy Library 3,000 Kalamunda Community Learning Centre 2,340 Kununurra Historical Society 8,739 Inc (Incorporated) Kalamunda Districts Toy Library Inc 3,000 Kununurra Neighbourhood House 1,974 Kalamunda Lapidary Club 2,227 Incorporated Kuwinywardu Aboriginal Resource Unit 6,168 Kalamunda Zig Zag Community Arts 16,563 Aboriginal Corp Inc Festival Incorporated Kwinana Rockingham Emergency Relief 18,000 Kalannie Community Telecentre (Inc) - 3,000 Organisation Inc Toy Library Lake Grace Development Association 6,361 Kalbarri Neighbourhood Support Centre 9,000 Inc Inc - Occasional Child Care Lake Jasper Project (Aboriginal 34,050 Kalbarri Singing Group 2,155 Corporation) Kalbarri Volunteer Sea Search and 5,300 Lake Joondalup Baptist Church 2,882 Rescue Group Inc Playgroup Kalgoorlie-Boulder Lotteries House 12,024 Lake Joondalup Kindergarten 3,000 Assn Inc Lake King Progress Association 34,165 Kallaroo Anglican Playgroup 2,696 Incorporated Karalundi Aboriginal Education Centre 73,856 Lakeside Villas Residents Club Inc 4,833 (Inc) Lancelin Sea Search Rescue Group Inc 952 Karawara Community Project Inc 23,460 Landsdale Family Support Association 28,007 Kardinya Murdoch Playgroup Assoc Inc 1,500 (Incorporated) Karratha Emergency Relief Organisation 5,000 Landsdale Gardens Playgroup Inc 1,449 Karrayili Adult Education Centre 34,074 Langford Family Church Inc 2,230 (Aboriginal Corp) Latin American Cultural Assn (LACA) Inc 15,000 Karrinyup Kindy Playgroup 1,500 Leederville Community Action Group Inc 10,000 Katanning Arts and Crafts Society Inc 5,000 Leeming Area Community Bands Inc 2,000 Katanning Miniature Railway (Inc) 5,000 Leeming Heights Playgroup Inc 3,000 Katanning Playgroup 3,000 Leeuwin Ocean Adventure Foundation 14,500 Katanning Regional Emergency 34,446 Limited Accommodation Centre Inc Legacy Fund of Fremantle Inc 3,600 Kathleen Day Playgroup Inc 3,000 Leisure Link (WA) Inc 1,360 Kelmscott Westfield Senior Citizens Club 10,000 Inc Len Taplin Childrens Services 5,000 KIC Excellence In Education Compact 9,800 Association Inc Inc Leonora Gwalia Historical Museum Ltd 8,400 Kids Camps: Camps for Students with 10,000 Leonora Tourist Committee Incorporated 8,551 an Intellectual Disability Incorporated Kimberley Aboriginal Law & Culture 8,972 Leschenault Enterprise Centre Inc 8,234 Centre (Aboriginal Corporation) Leschenault Volunteer Bush Fire 1,586 Kimberley Aquaculture Aboriginal Corp 72,191 Brigade Inc Life Plan Recreation and Leisure 10,490 Kimberley Association of the Deaf and 2,000 Association Inc Hard of Hearing Inc Lions Club of Bullcreek Inc 3,089 Kimberley Community Living Association 1,130 Lions Club of Ellenbrook 250 Inc Kimberley Group Training Inc 9,859 Lions Club of Waroona 250 Kimberley Society Incorporated 15,000 Lions Eye Institute of WA Inc 250 Kingfisher Family Playgroup 3,000 Little Angels Playgroup 3,000 Kingsley Park Playgroup Inc 3,000 Little Wombats Playgroup 1,642 Kira Inc 8,700 Living Stone Foundation Inc 435,587 Kojonup Occasional Care Centre Inc 3,000 Local Drug Action Groups Inc - Northam 20,093 Kondinin Community Child Care Centre 40,000 Lockridge Community Group 17,950 Inc Incorporated Kookaburra Club 3,600 Lone Parent Family Support Service - 5,000 Koolangarra Playgroup Incorporated 3,000 Birthright Incorporated Lorax Community Environment Centre 4,383 Koondoola and Girrawheen Youth 7,452 Lower Great Southern Community Living 19,376 (Incorporated) Koondoola Community Kindergarten 3,000 Assn Inc
Page 129 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Lower Great Southern Family Support 7,240 Mid West Family Support Association 7,960 Assoc Inc Inc Lucy Saw Centre Association Inc 5,500 Midland Information Debt and Legal 12,500 Macedonian Orthodox Church 4,700 Advice Serv Inc Community Saint Nikola Perth W.A. Inc Midland Toy Library (Inc) 3,000 Mainstreet Northam Incorporated 3,804 Midlands Individual and Family Support 25,035 Malayalee Assn of WA Inc 4,800 Assn Inc Midwest Business Enterprise Centre 5,057 Malcolm Sargent Cancer Fund for 2,000 Incorporated Children Western Australia Ltd Midwest Mens Health Inc 5,000 Mamabulanjin Aboriginal Corporation Inc 36,069 Milligan Foundation Housing Assn Inc 42,000 Mandurah Bridge Club Inc 5,000 Milliya Rumurra Aboriginal Corp Inc 44,437 Mandurah City Choral Society Inc 2,429 Mirrabooka Multicultural Childcare 20,000 Mandurah Home and Community Care 4,710 Centre Inc Incorporated Mission Australia Inc 29,400 Mandurah Murray Arts Council Inc 5,000 Mission Australia Inc - Yirra Projects 119,525 Mandurah Murray Emergency Relief 46,258 Trust Moora and Districts Child Care Inc 6,700 Mandurah Performing Arts Incorporated 24,000 Moora Historical Society Incorporated 3,202 Mandurah Social Centre for Elderly 2,695 Moora Playgroup Inc 3,000 People Inc Moora Promotions Inc 1,000 Manguri Corporation (Inc) 14,850 Moorine Rock Playgroup 3,000 Manjimup Family Centre Inc 12,079 Morangup Progress Association (Inc) 3,345 Manjimup Land Conservation District 3,963 Committee Morangup Volunteer Bush Fire Brigade 1,537 Manjimup Sewing and Craft Group 5,000 Morawa Community Care Inc - Morawa 19,700 Manning Playgroup 2,085 Lodge Hostel Morgan Park Playgroup Inc 2,000 Marble Bar Tourist Association Inc 14,391 Morley-Embleton Australian Pensioners 5,000 Margaret River Arts Council Inc 18,348 League Margaret River Community Resource 17,073 Mosaic Family Support Services Inc 5,900 Centre Inc Mother Nurture Inc 5,000 Margaret River Community Resource 3,000 Centre Inc - Occasional Child Care Motor Neurone Disease Assn of 22,425 Services Western Australia Inc Margaret River Playgroup Inc 3,000 Mount Lawley Child Care Centre Inc 10,000 Margaret River Regional Environment 4,750 Mount Lawley Neighbourhood Toy 970 Centre Inc Library Inc Marjorie Mann Lawley Day Care Centre 9,848 Mt Hawthorn Playgroup Inc 3,000 Inc Mt Magnet Leader (Inc) 6,000 Marnin Bowa Dumbara Aboriginal 43,593 Corporation Inc Mukinbudin Planning and Development 2,515 Marninwarntikura Fitzroy Womens 1,775 Group (Inc) Resource Centre (Aboriginal Mulberry Fun Time (Inc) 1,230 Corporation) Mullewa Bushranger Cadets 5,000 Marnja Jarndu Womens Refuge 3,000 Mullewa Employment and Enterprise 20,243 Incorporated Mary Smith Night Shelter Assn (Inc) 2,000 Development Aboriginal Corporation - Morawa Branch Mawarnkarra Health Service Aboriginal 2,056 Multicultural Arts of Western Australia 1,590 Corporation - Roebourne Safe House Inc Maylands Christian Spiritualist Welfare 5,000 Multicultural Services Centre of Western 6,284 and Emergency Relief Society Australia Inc Incorporated Multiple Sclerosis Society of WA Inc 111,346 Maylands Playgroup 3,000 Munda Biddi Trail Foundation Inc 50,000 Meath Mews Residents Association 4,313 Mundaring and Districts Senior Citizens 4,042 Meerilinga Young Childrens Foundation 95,000 Assn Inc Inc Mundaring and Hills Historical Society 14,500 Men In Harmony Barbershop Chorus 3,500 Inc (Inc) Mundaring Arts Centre Inc 7,884 Men of The Trees Inc 64,202 Mundaring Performing Arts Society Inc 1,125 Mens Confraternity Inc 3,313 Mundaring Sharing Inc 5,000 Menswork Project Inc 3,400 Mundaring State Emergency Service 3,087 Mental Health Law Centre W.A. Inc 83,000 Unit (Inc.) Merredin and Districts Childcare and 2,500 Munglinup Playgroup 1,777 Play School Assn Inc Murchison Regional Aboriginal Corp Inc 3,765 Merredin LCDC 4,460 Murdoch University 15,000
Page 130 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Murray Job Link Inc 32,255 Corporation Murray-Waroona Home and Community 1,500 Ngarliyarndu Bindirri (Corporate CDEP) 42,049 Care Inc Aboriginal Corporation Inc Muscular Dystrophy Assn of W.A. Inc 10,400 Ngnowar-Aerwah Aboriginal Corporation 32,679 Museum Street Child Care Inc 10,000 Inc Ngumpan Aboriginal Corporation 2,997 Museums Australia Inc 38,730 Ngunga Womens Group Aboriginal Corp 1,775 My Place Foundation (Inc) 7,988 Ngurawaana Group Aboriginal 12,285 Nannup Historical Society Inc. 855 Corporation Inc Nannup State Emergency Service Unit 599 Nillirr Irbanjin Aboriginal Corporation Inc 8,505 Inc Ninghan News Inc 6,552 Nannup Tourist Association Inc 8,000 Noongar Alcohol and Substance Abuse 62,685 Nardine Wimmins Refuge Inc 103,120 Service (Inc) - Wooree Miya Aboriginal Narembeen Art and Craft Centre Inc 3,784 Womens Refuge Noongar Alcohol and Substance Abuse 60,000 Narembeen Historical Society (Inc) 1,000 Service Inc - Midland Sobering Up Narembeen Playgroup 1,400 Centre Noongar Mia Mia Pty Ltd 3,235 Narembeen Toy Library Inc 1,500 Noranda Playgroup Inc 3,000 Narkal Notes Inc 4,000 North Fremantle Community Association 1,833 Narkaling Inc 37,309 Inc Narrogin Art Group Inc 1,637 North Fremantle Family Playgroup 1,212 Narrogin Enterprise Agency Inc 17,590 North Midlands Enterprise Agency Inc 5,493 Narrogin Regional Child Care Services 10,000 Northam Land Conservation District 22,641 Inc - Narrogin Mobile Occasional Care Committee Service Northam Share and Care 17,510 Narrogin Regional Womens Centre 4,312 Northam Share and Care Inc - Waminda 31,447 Association Inc House Womens Refuge Narrogin Spring Festival Inc 3,000 Northampton Historical Society Inc 52,672 Narrogin State Emergency Service Unit 6,840 Northams Avon Descent Assn (Inc) 83,336 Inc Narrogin Youth Support Association Inc 2,594 Northcliffe Family Centre Incorporated 2,500 National Assn For The Prev of Child 3,630 Northcliffe Tourist Centre Inc 5,000 Abuse and Neglect WA Inc Northern Interaction Support Association 2,882 National Association For Loss and Grief 4,850 Inc (Australia) Incorporated Northshore State Emergency Service 3,000 National Council of Jewish Women 3,000 Playgroup Northside Housing Association Inc 15,200 National Council of Women of Western 129,507 Nulsen Haven Association (Inc) 51,396 Australia (Inc) National Heart Foundation of Aust - WA 265,000 Nungarin Land Conservation District 29,956 Division Committee National Trust of Australia (W.A.) 7,856 Nunijup Progress Association Inc 4,712 National Trust of Australia (WA) - 107,681 Oasis Lotteries House Inc 3,306 Clinches Mill Greenough OConnor Education Support Centre P 5,000 National Trust of Australia (WA) - 35,309 and C Association Fremantle Artillery Hall Old Mill Theatre Inc 10,000 National Trust of Australia (WA) - Moirs 64,538 Oldfield Landcare Group Inc 20,000 Homestead and Complex Naturaliste Family Playgroup 2,525 One World Centre 4,167 Naturaliste Volunteer Sea Rescue Group 2,881 Oombulgurri Association Inc 574,816 Inc Ophthalmia Wildlife Sanctuary Inc 2,800 NEEDAC Ltd 5,000 Options for People's Accommodation 14,617 Neurological Council of Western 2,550,662 and Lifestyles Inc Australia (Inc) Orana House Inc 4,000 New Life Community Centre Inc 5,144 Osborne Park Bridge Club Inc. 2,152 New Life Welfare (WA) Inc 88,506 Osborne Park Hospital Auxiliary Inc 2,500 Newman Mainstreet Project Inc 5,000 Outcare (Incorporated) 738,219 Newman Womens Shelter Inc 61,009 Oxford Street Playgroup 3,000 Ngaanyatjarra Council Aboriginal Corp 1,213 Inc Oz Concert Incorporated 45,500 Ngala Incorporated 2,000 Padbury Education and Child Care 15,000 Ngangganawili Aboriginal Community 16,596 Centre Ltd Controlled Health and Medical Services Palmerston Assn Inc 145,836 Abor Corp Palmerston Association Inc - Palmerston 63,211 Ngaringga Ngurra Aboriginal 1,354 Farm
Page 131 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Pandanus Park (Aboriginal Corporation) 43,066 Port Kennedy RSL and Services Social 250,000 Paraplegic-Quadriplegic Assn of W.A. 36,233 Club Inc (Inc) Positive Ageing Foundation (Inc.) 17,195 Parents and Friends of Fairholme Assn 5,000 Post Polio Network of WA Inc 1,364 Inc Probus Club of Margaret River Inc 1,248 Parents without Partners in Australia 6,975 (Western Australian Region) Inc Probus Club of Victoria Park Inc 2,303 Parrys Beach Voluntary Management 15,000 Quairading District Telecentre Inc 20,000 Group Inc Patjarr Aboriginal Corporation Inc 14,143 Quarry Road Urban Rural Fire Brigade 10,000 Patricia Giles Centre Inc 17,376 Rainbow Coast Neighbourhood Centre 5,014 Inc Paupiyala Tjarutja Aboriginal 11,300 Ravensthorpe and Districts Rural 15,000 Corporation Communities Program Inc Peaceful Bay Sea Rescue Group Inc 1,605 Ravensthorpe District Telecentre Inc - 3,000 Pearson Village Social and Welfare Club 1,700 Ravensthorpe Toy Library Ravensthorpe Hopetoun Area 5,000 Peel Community Living Inc 39,000 Promotions (Inc) Peel Trails Group (Inc) 5,000 Read Write Now - Adult Literacy Inc 2,000 Peel Youth Programme Incorporated 6,981 Real Sing Inc 1,879 Pemberton Community Child Care 3,836 Recreation Network Incorporated 7,500 Centre Inc Relationships Australia (Western 556,184 Pemberton Progress Association 6,365 Australia) Inc Incorporated Resource Unit for Children With Special 49,584 People for Nuclear Disarmament WA Inc 14,500 Needs Incorporated People With Disabilities (W.A.) Inc 82,038 Restoration Inc 9,085 PEP Employment Services Inc 17,930 Retirees WA (Inc) 43,995 Perth Christian Life Centre Inc 4,950 Returned and Services League of Aust. 29,862 Perth Diocesan Trustees - Anglican 13,400 WA Branch - Exmouth Sub Branch Parish of Gosnells Welfare & Community Returned and Services League of Aust. 113,041 Services WA Branch Inc Perth Diocesan Trustees - Holy Trinity 13,638 Returned and Services League of Aust. 5,875 Church Chittering WA Branch Inc - Nannup Sub Branch Perth Diocesan Trustees - Northam 18,441 Returned and Services League of Aust. 1,333 Rectory WA Branch Inc - Northam Sub-Branch Perth Diocesan Trustees - St Lukes 16,354 Riding for the Disabled Assn of WA Inc - 25,247 Dalwallinu South Coast Carriage Driving Group Perth Diocesan Trustees - St Matthews 37,274 Riding for the Disabled Association of 61,392 Anglican Church Guilford Western Australia Inc Perth Diocesan Trustees-Anglican 3,000 Riverdale Child Care and Community 20,000 Parish of St Nicholas Rockingham-Buzy Association Inc Kidz Playgroup Riverview Community Services Inc 124,661 Perth Highland Pipe Band Inc 10,000 Rockingham District Historical Society 1,100 Perth Home Care Services Inc 61,500 (Inc) Rockingham Volunteer Sea Rescue 650 Perth Inner City Youth Service Inc 500 Group Inc Perth Jewish Aged Home Society Inc 25,955 Rockingham Womens Health and 70,431 Information Assn Inc Perth Observatory Volunteer Group Inc 14,829 Rocky Bay Inc 139,998 Phillips Brook Catchment Group Inc 5,000 Roelands Playgroup 3,000 Pilbara Community Legal Service Inc 28,061 Roleystone Dieback Action Group 2,378 Pilbara Homecare Inc - Kunawarritji 8,783 Roleystone Neighbourhood Family 7,645 HACC Service Centre Incorporated Pilbara Individual & Family Support Assn 1,090 Roleystone Toy Library Inc 3,000 Inc Pilbara Regional Council 100,812 Roman Catholic Archbishop of Perth - 3,000 Basilica of St Patrick Pineview Pre School Education Centre 3,000 Roman Catholic Archbishop of Perth - 3,404 Inc Catholic Migrant Centre Pingelly Volunteer State Emergency 11,059 Roman Catholic Archbishop of Perth - 13,000 Service Unit Inc Father Brians Crisis Care Centre Pingrup Toy Library Incorporated 2,000 Roman Catholic Archbishop of Perth - 12,391 Pinjarra Tourist Centre Inc 3,615 Franciscans of the Immaculate Roman Catholic Archbishop of Perth - 114,540 Plantagenet Players Inc 4,786 i.d.entity.wa Playgroup W.A. Inc 59,270 Roman Catholic Archbishop of Perth - St 5,664 Point Walter Toy Box Inc 3,000 Marys Kalgoorlie Roman Catholic Archbishop of Perth - St 44,680 Polish Roman Catholic Centre Inc 9,343 Patricks Care Centre Polish Youth Theatre Group Scena 98 4,343 Roman Catholic Bishop of Broome - 1,000
Page 132 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Kununurra Wyndham Parish Shire of Ashburton - Onslow Goods 2,255 Roman Catholic Bishop of Broome - 18,947 Shed Museum Yangpalaku Youth Centre Shire of Ashburton - Onslow Home & 40,342 Roman Catholic Bishop of Geraldton - 10,000 Community Care Services Centacare Family Services Geraldton Shire of Augusta-Margaret River 8,723 Roman Catholic Bishop of Geraldton - St 2,535 Shire of Augusta-Margaret River - 1,500 Francis Xavier Senior Citizens Cowaramup Bushfire Brigade Rossmoyne Kindergarten Inc 1,042 Shire of Augusta-Margaret River - East 1,100 Rossmoyne Mens Probus Club Western 2,545 Augusta Bush Fire Brigade Australia (Incorporated) Shire of Boddington - Boddington 2,170 Rostrata Family Centre Incorporated 16,403 Community Newsletter Shire of Boyup Brook 9,800 Rotary Club of Dalkeith Inc 10,000 Shire of Boyup Brook Bush Fire Brigade 23,000 Rotary Club of Geraldton Inc - HMAS 200,000 Sydney Memorial Fund Shire of Bridgetown-Greenbushes 33,391 Rotary Club of Gnowangerup WA Inc 1,000 Shire of Bridgetown-Greenbushes - 2,338 Rotary Club of Mosman Park Inc 10,000 Kangaroo Gully Bushfire Brigade Shire of Brookton 15,905 Rotary Club of Port Hedland Inc. 5,000 Shire of Brookton - West Brookton 1,800 Rotary Club of Scarborough Beach Inc 4,120 Volunteer Bushfire Brigade Royal Flying Doctor Service of Australia 250 Shire of Broomehill 16,382 (Western Australian Section) Inc Shire of Bruce Rock 7,500 Royal Naval Association Perth (W.A.) 2,395 Inc Shire of Busselton 37,400 Royal Perth Yacht Club of Western 19,484 Shire of Capel 12,000 Australia Inc Shire of Capel - Capel Community Child 8,054 Royal Soc for the Prev. of Cruelty to 174,683 Care Animals W.A. Inc (RSPCA) Shire of Carnarvon 20,000 Ruby Benjamin Animal Foundation Inc 15,000 Shire of Carnarvon - Carnarvon Civic 24,275 Rural Community Legal Service 6,200 Centre Incorporated Shire of Chapman Valley 682 S.O.S. Supporting Our Seniors and 3,803 Disabled Inc Shire of Chittering 60,000 Safer WA Committees Executive - VIP 4,455 Shire of Chittering - Bindoon Bush Fire 10,126 Plus Project Brigade Safer WA Committees Executive Inc - 3,000 Shire of Collie 7,154 Port Hedland Regional Hospital Safety House Association of Western 39,741 Shire of Collie - Collieburn Cardiff 20,000 Australia Inc Bushfire Brigade Saints Care Ltd - The Homestead 42,863 Shire of Coorow - Coastal Volunteer 3,250 (Beldon) Bushfire Brigade Saints Care Ltd - The Homestead 9,634 Shire of Coorow - Greenhead Family 10,000 (Kingsley) Recreation Samoan Culture Group Inc 5,000 Shire of Corrigin 47,686 Sandalwood Playgroup Incorporated 2,758 Shire of Cranbrook 10,000 Save Endangered East Kimberley 34,901 Shire of Cuballing 13,177 Species Inc Shire of Cue 43,898 Scarboro Surf Life Saving Club 15,000 Shire of Cunderdin 1,425 Schizophrenia Fellowship of WA Inc - 217,247 Lorikeet Clubhouse Shire of Dalwallinu 10,000 Schizophrenia Fellowship of Western 8,158 Shire of Dardanup 10,000 Australia Inc Shire of Denmark - Peaceful Bay Bush 9,273 Scout Assn of Aust - W.A. Branch 100,000 Fire Brigade Seaview Kindergarten Inc 3,000 Shire of Denmark - William Bay Bushfire 10,000 Brigade Senior Citizens Meals on Wheels Albany 5,000 (Inc) Shire of Derby-West Kimberley 14,699 Senior Citizens Welfare Committee 4,373 Shire of Donnybrook/Balingup - Lowden 1,763 Association of Victoria Park Incorporated Bushfire Brigade Senses Foundation Incorporated 10,380 Shire of Donnybrook-Balingup - Tuia 1,979 Serpentine-Jarrahdale Toy Library 3,000 Lodge Shire of Dowerin 6,961 Seychellois Club Inc 4,494 Shire of Dumbleyung 31,543 Shark Bay Arts Council 3,800 Shire of Dundas - Eyre Highway 5,560 Shark Bay Community Resource Centre 9,635 Bushfire Brigade Inc Shire of Dundas - Local Bushfire 6,828 Shelley Playcentre Incorporated 3,000 Brigades Shelter WA Inc 13,988 Shire of Esperance 36,000 Shire of Ashburton 8,421 Shire of Esperance - Cascades Bush 5,400 Fire Brigade
Page 133 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Shire of Esperance - Mt Beaumont Bush 9,000 Brigade Fire Brigade Shire of Pingelly - Bush Fire Brigades 4,822 Shire of Esperance - Mt Merivale Bush 7,500 Fire Brigade Shire of Quairading 8,000 Shire of Esperance - Pink Lake Urban 5,262 Shire of Ravensthorpe 14,816 Rural Bush Fire Brigade Shire of Exmouth 7,408 Shire of Ravensthorpe - Ravensthorpe 9,360 Historical Society Shire of Gingin 11,436 Shire of Roebourne - Walkington 30,000 Shire of Gingin - Gingin West Bushfire 4,061 Theatre Brigade Shire of Sandstone 7,344 Shire of Goomalling 64,681 Shire of Serpentine-Jarrahdale 22,600 Shire of Goomalling - Bush Fire Brigade 2,517 Shire of Shark Bay 5,000 Shire of Greenough - Walkaway and 1,864 Shire of Shark Bay - Shark Bay 10,187 Waggrakine Volunteer Bush Fire Volunteer Marine Rescue Brigades Shire of Tambellup - Bush Fire Brigades 641 Shire of Harvey - Harvey State 10,000 Emergency Service Shire of Tammin 29,955 Shire of Harvey - Olive Hill, Roelands 2,950 Shire of Toodyay 3,850 and Brunswick Bush Fire Brigades Shire of Toodyay - Old Gaol Museum 22,000 Shire of Irwin 55,000 Shire of Wandering 3,728 Shire of Irwin - Dongara Community 20,000 House Shire of Waroona 10,000 Shire of Jerramungup 24,500 Shire of Waroona - Waroona Health and 220,000 Shire of Jerramungup - Jerramungup 137,000 Community Resource Centre Community Centre Shire of West Arthur 7,562 Shire of Kalamunda 103,040 Shire of West Arthur - Boolading and 1,778 Shire of Katanning 3,050 Cordering Volunteer Bushfire Brigades Shire of Katanning - Katanning Bushfire 4,590 Shire of Westonia 6,911 Association Shire of Wongan Ballidu - Wongan Hills 4,051 Shire of Kojonup 151,995 and Districts Museum and Historical Society Shire of Kondinin 3,980 Shire of Wongan-Ballidu 8,441 Shire of Kulin 297,000 Shire of Wongan-Ballidu - Bushfire 1,714 Shire of Lake Grace - Lake Grace 3,324 Brigades Library Resource and Telecentre Shire of Wyalkatchem 6,626 Shire of Leonora 20,000 Shire of Wyndham - East Kimberley - 2,824 Shire of Manjimup - Eastbrook Volunteer 1,340 Packsaddle Volunteer Bushfire Brigade Bush Fire Brigade Shire of Wyndham-East Kimberley 35,000 Shire of Manjimup - Home and 7,500 Shire of York 4,399 Community Care Shire of Manjimup - Walpole Community 37,243 Silver Chain Nursing Assn (Inc) 54,038 Hall Sir Hughie Edwards VC Foundation Inc 30,000 Shire of Merredin 22,125 Sisters of Mercy West Perth - 5,100 Shire of Mingenew 8,731 Girrawheen Child Care Centre Shire of Moora 400,000 Sisters of the Good Shepherd 25,000 Shire of Mount Magnet 10,891 Six Mile Hill Urban Rural Bushfire 7,500 Brigade Shire of Mt Marshall 7,191 Sleepless in Wanneroo Playgroup 1,155 Shire of Mt Marshall - Bencubbin 8,699 Volunteer Bush Fire Brigade Society of Women Writers WA 1,458 Incorporated Shire of Mukinbudin 80,888 Society to Promote Essential Education 2,904 Shire of Mukinbudin - Mukinbudin 2,000 for Children with Communication Sunshine Club Inc Handicaps (S.P.E.E.C.H. W.A.) Inc Shire of Mullewa - Mullewa Occasional 9,484 Somerset Hill Bushfire Brigade 962 Care Service Shire of Mundaring 70,000 South City Housing (Inc) 63,896 Shire of Mundaring - Parent and 3,454 South Lake Ottey Family & 46,138 Neighbourhood Centre Inc Adolescent Counselling Service Shire of Murchison 2,023 South Metropolitan Migrant Resource 117,000 Centre Inc Shire of Murray 4,770 South Metropolitan Personnel Inc 7,500 Shire of Nannup 5,000 South of the River Potters Club 4,359 Shire of Ngaanyatjarraku 102,320 South Perth Child Care Centre 10,000 Shire of Northampton 75,000 South Perth Church of Christ Inc 27,901 Shire of Nungarin 100,602 South West Emergency Care Inc 3,936 Shire of Perenjori - Volunteer Bush Fire 1,108 South West Family Support Association 18,096
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Organisation Name Amount Granted Organisation Name Amount Granted Inc Tammin Senior Citizens Association Inc 2,836 South West Foster Carers Group 3,000 Taoist Tai Chi Society of Western 4,000 South West Refuge Inc 10,000 Australia Inc Technical Aid to the Disabled W.A. Inc 10,000 South West Tapestry Weaving Group 1,440 Therapy Focus Incorporated 15,000 South West Womens Health and 79,535 Information Centre Incorporated Tiddly Winks Toy Library 3,000 Southcare (Incorporated) 10,305 Timberside Villas Social Club Inc 3,800 Southern Aboriginal Corporation Inc 100,735 Town of Cambridge 16,846 Southern Agcare Inc 7,107 Town of Claremont 33,227 Southern Cross Care (W.A.) Inc 318,500 Town of Claremont - Claremont Museum 9,130 Southern Districts Support Assn Inc 8,860 Town of Cottesloe 3,437 Southern Suburbs Playgroup Inc 2,684 Town of East Fremantle 47,146 Southlake Ottey Otters Playgroup 3,000 Town of Kwinana - Banksia Park 5,000 Southside Christian Centre AOG Inc 3,000 Retirement Estate Town of Kwinana - Telstra Rally 11,046 Southwest VCF Community Care Inc 6,050 Australia Youth Project Spanish Speaking Seniors Assn Inc 944 Town of Mosman Park 5,125 Sparkles Playgroup 3,000 Town of Mosman Park - Mosman Park 2,770 Community Group Speak Easy Association of Western 5,000 Town of Mosman Park - Mosman Park 37,656 Australia Inc Memorial Hall Spina Bifida Association of Western 308,500 Town of Narrogin 104,271 Australia Sportrec House Albany Association Inc 51,000 Town of Northam 18,000 Sri Lankan Cultural Society of W.A. Inc 5,000 Town of Port Hedland - Don Rhodes 10,000 Mining Museum Sri Lankan Tamil Association of Western 1,500 Town of Port Hedland - Home and 50,000 Australia (Inc) Community Care St Barbaras Festival Inc 19,460 Town of Victoria Park 85,000 St Bartholomews House Inc 64,551 Town of Vincent 14,464 St Brigids Convent of Mercy Perth 14,902 TRAC Council of Western Australia Inc 1,665 St Brigids Convent of Mercy Perth Inc- 3,528 Tractor Museum of W.A. (Inc) 5,391 Villa Maria Village Lesmurdie St John Ambulance Australia (WA) Inc 48,000 Traumatic Stress Recovery Association 11,956 Inc St John Ambulance Australia-WA 1,698,886 Trayning Land Conservation District 2,000 Ambulance Service Inc Committee St Josephs Army Cadet Unit 4,820 Treloar Child Care Centre Inc 6,800 St Vincent De Paul Society (WA) 56,112 TVW Telethon Institute for Child Health 335,240 Incorporated Research Star of the Sea out of School Care 4,790 Two Rocks Blessing of the Fleet and 7,303 Centre Inc Community Day (Inc) Starick Services Inc 107,590 Two Rocks Vol. Sea Rescue Group Inc 4,297 Steps Youth Dance Company (Inc) 3,930 Uni Camps For Kids Incorporated 10,000 Stirling Players Incorporated 10,000 Unit Committee of TS Kybra 5,000 Stirling State Emergency Service Unit 2,867 Incorporated Inc United Nations Assn of Australia (W.A. 3,885 Stirling Street Arts Centre Management 2,452 Div) Inc Committee Inc Uniting Church in Aust Property Trust 90,762 Subiaco Church of Christ Inc - Subiaco 3,455 (WA) - Wesley Mission Perth Counselling Service Uniting Church in Australia Property 8,331 Subiaco Play Centre Inc 3,000 Trust (WA) - Frontier Services - Murchison Financial Advocacy Services Sudbury Community House Association 11,000 Uniting Church in Australia Property 47,129 Inc Trust (WA) - Crossroads Western Sudden Infant Death Syndrome Fdn 250 Australia Sunyata Community and Meditation 4,500 Uniting Church in Australia Property 2,710 Centre Inc Trust (WA) - Frontier Services -Karratha Sussex St Community Law Service Inc 9,900 Occ Day Care Swan Emergency Accommodation Inc 101,597 Uniting Church in Australia Property 24,964 Trust (WA) - Geraldton Uniting Church Swan Valley Nyungah Community 27,914 Uniting Church in Australia Property 7,718 Aboriginal Corporation Trust (WA) - Glen Forrest Uniting Swerve Assoc Inc 3,958 Church Tamil Association of W.A. (Inc) 4,000 Uniting Church in Australia Property 25,000 Trust (WA) - Mofflyn Tammin Economy Shop Cooinda Assn 2,000 Uniting Church in Australia Property 7,268 Inc Trust (WA) - Outback Centre
Page 135 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Organisation Name Amount Granted Uniting Church in Australia Property 92,891 West Australian Music Industry Assn Inc 6,996 Trust (WA) - St Andrews Church Perth West Kimberley Family Support 7,844 Uniting Church in Australia Property 100,000 Association Inc Trust (WA) - St Augustine Uniting West Pilbara Volunteer Sea Search and 9,090 Church Bunbury Rescue Group Inc Uniting Church in Australia Property 7,000 West Stirling Neighbourhood House Inc 2,000 Trust (WA) - Uniting Aid Uniting Church in Australia Property 8,000 WESTCARE Inc - WESTCARE 25,000 Trust (WA) - Wesley Mission Fremantle Accommodation Services Uniting Church in Australia Property 5,000 Western Australia Police Historical 11,000 Trust (WA) - Wesley Mission Perth Take Society Inc Time Program Western Australian Aboriginal Media 40,000 Unity of First People of Australia Ltd 70,000 Association (Aboriginal Corporation) Inc Western Australian AIDS Council (Inc) 83,426 Upper Chittering Bush Fire Brigade 1,004 Western Australian Association of Polish 3,000 Upper Great Southern Family Support 4,020 Women Inc Assn Inc Western Australian Council of Social 192,442 Upper Mackie River Land Management 4,531 Service Incorporated (WACOSS) Group Inc Western Australian Deaf Society (Inc) 8,500 UWA-Medical Research 45,000 Western Australian Genealogical Society 10,000 Valued Independent People Inc 57,486 Inc Varley Resource and Telecentre (Inc) 19,605 Western Australian Health Care 3,330 Vietnam Veterans Association of 20,000 Museum Association (Inc) Australia W.A. Branch Incorporated Western Australian Romany Association 3,000 Vietnam Veterans Job Link Programme 41,930 Ternipe Inc Inc Western Australian State Library 100,000 Vietnamese Community in W.A. 321,333 Custodians Inc Incorporated Western Australian Women's Hockey 68,189 Volunteer Centre of Western Australia 38,263 Association Inc Inc Western Australian Youth Theatre 1,514 Volunteer Task Force Inc 25,551 Company Incorporated Western Swan Community Living 16,200 W.A. Baptist Hospital & Homes Trust 5,000 Association Inc. Inc. - Geraldton Wetlands Conservation Society of WA 2,585 W.A. Baptist Hospital and Homes Trust 70,000 Inc Inc - Graceford Hostel Wheatbelt Agcare Community Support 18,750 W.A. Council on Addictions - Cyrenian 683,303 Services Inc House Whitford Family Centre Inc 4,980 W.A. Disabled Sports Assn Inc 323,826 Whitfords Volunteer Sea Rescue Group 3,500 W.A. Network of Alcohol and Other Drug 13,607 Inc Agencies Wickepin Art and Craft Assn Inc 3,217 WA Air Training Corps Gliding Wing Inc 24,731 Wildflower Society of W.A. (Inc) - Albany 1,655 WA State Literature Centre Inc. 1,790 Branch Wagin Frail Aged Inc 6,000 Wildflower Society of Western Australia 8,308 (Inc) Wagin Historical Village Museum Inc 5,000 Willetton Toy Library Assn Inc 2,000 Walpole Tourist Centre Inc 1,625 Williams Telecentre Inc 15,871 Wanneroo Joondalup Regional 10,000 Williams Toy Library 3,000 Broadcasting Association Inc - Twin Cities FM Windmill Community Newspaper 4,000 Wanneroo State Emergency Service 10,000 Incorporated Unit Inc Womens Electoral Lobby (W.A.) Inc 5,000 Wanslea Family Services Incorporated 271,710 Womens Health Care Association Inc 7,244 Waratah Christian Community Inc - 4,928 Womens Healthworks, Health Education 13,108 Falcon Family Centre and Resource Centre Inc Waratah Christian Community Inc - 4,730 Women's Multicultural Support and 11,409 Waratah All Year Care Advocacy Centre Inc. Waratah Support Centre (S.W. Region) 5,000 Womens Refuge Group of WA Inc 20,000 Inc Warba Mirdawaji Aboriginal Corporation 20,814 Wongan Hills Playgroup 3,000 Inc Wongatha Wonganarra Aboriginal 1,498 Warlayirti Artists Aboriginal Corporation 34,324 Corporation Inc Inc Wonthella House Inc 23,506 Warmun Community (Turkey Creek) Inc 10,446 Wonthella Playgroup Inc 3,000 Waroona Community Theatre Group Inc 8,432 Workright (WA) Incorporated 25,000 Welcome Lotteries House Incorporated 1,507,000 Wuggubun Aboriginal Corporation Inc 15,909 Wembley Downs Playgroup 3,000 Wyndham Historical Society 11,800 West Arthur Telecentre Inc 20,000 (Incorporated) West Australian Mandolin Orchestra Inc 2,700 Wyndham State Emergency Service Unit 12,000
Page 136 LOTTERIES COMMISSION ANNUAL REPORT 2002
Organisation Name Amount Granted Yaandina Family Centre (Inc) 51,476 Yallingup Rural Bush Fire Brigade Inc 10,000 Yallingup Steiner School Inc 15,153 Yanchep/Two Rocks Home Support 4,282 Group Inc Yangebup Family Centre Inc 5,000 Yangebup Toy Library 3,000 Yarra Yarra Catchment Management 65,177 Group Inc Yilgarn Homes for the Aged (Inc) 2,500 York Beverley Turf Club Inc 9,830 Young Adults Support Scheme Inc 3,500 Young Mens Christian Association of 302,506 Newman Inc Young Mens Christian Association of 1,000 Perth Inc (YMCA) Youngs Siding Progress Assn Inc 2,000 Youth Affairs Council of Western 65,963 Australia (YACWA) Youth Charities Trust Inc 30,894 Youth for Christ Australia Inc - WA 120,000 Branch Youth Legal Service Inc 2,250 Youth With A Mission (Perth) Inc 50,000 Yungngora Assn Inc 3,000 Zonta House Refuge Assn Inc 5,500 Total Direct Grants 40,617,285
The following amounts were recommended by the Commission approved byt the Minister in accordance with sections 22(d)(l) and 22(d)(ii) of the Lotteries Commission Act 1990 (as amended). UWA-Perth International Arts Festival 3,100,000 Screenwest Inc 2,632,500 Total 5,732,500
Total Approved 46,349,785
Page 137 LOTTERIES COMMISSION ANNUAL REPORT 2002
Reconciliation of Direct Grants
2002 2001 $000s $000s
Allocations approved but not paid at 1 July 32,855 36,826 Less: Net adjustments to prior year grants 2,117 4,517 30,738 32,309
Add: Grants approved during the year 54,714 41,925 85,452 74,234 Less: Grants approved and written back during the year 90 149 85,362 74,085
Less: Payments made during the year 42,622 41,231
Grants approved but not paid at 30 June 42,740 32,854
Page 138 LOTTERIES COMMISSION ANNUAL REPORT 2002
Glossary
Add-on commission This is a commission payable to Lotteries 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 the Lotteries Commission 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
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